diff --git a/MEMORY.md b/MEMORY.md index ccac3cf..3c973d1 100644 --- a/MEMORY.md +++ b/MEMORY.md @@ -1,5 +1,59 @@ # Reading Memory Log -Status board only. Details live in each chapter's `memory.md`; read the one listed as Current Chapter Memory and nothing more. +Status board only. Details live in each chapter's memory.md. + +## Fanatical Prospecting — Jeb Blount +- **Status**: In Progress +- **Current Position**: Chapter 2 of 23 — Reading done — questions pending +- **Current Chapter Memory**: /library/Fanatical Prospecting/Chapter-02-Seven-Mindsets-of-Fanatical-Prospectors/Chapter-02-memory.md +- **Folder**: /library/Fanatical Prospecting/ +- **Source File**: /library/Fanatical Prospecting/source-file.pdf +- **Structure**: /library/Fanatical Prospecting/book-structure.md +- **Last Updated**: 2026-10-11 + +## The Direct Mail Solution — Craig Simpson and Dan S. Kennedy +- **Status**: In Progress +- **Current Position**: Chapter 1 of 12 — intake complete, awaiting preview +- **Current Chapter Memory**: /library/The Direct Mail Solution/Chapter-01-How-to-Think-about-Direct-Mail-to-Grow-Rich/Chapter-01-memory.md +- **Folder**: /library/The Direct Mail Solution/ +- **Source File**: /library/The Direct Mail Solution/source-file.pdf +- **Structure**: /library/The Direct Mail Solution/book-structure.md (12 chapters; image-only pages OCR-checked) +- **Last Updated**: 2026-10-11 + +## The Hype Handbook — Michael F. Schein +- **Status**: In Progress +- **Current Position**: Chapter 1 of 12 — intake complete, awaiting preview +- **Current Chapter Memory**: /library/The Hype Handbook/Chapter-01-Make-War-Not-Love/Chapter-01-memory.md +- **Folder**: /library/The Hype Handbook/ +- **Source File**: /library/The Hype Handbook/source-file.pdf +- **Structure**: /library/The Hype Handbook/book-structure.md (12 numbered hype strategies; image-only pages OCR-checked) +- **Last Updated**: 2026-10-11 + +## Outrageous Advertising That's Outrageously Successful — Bill Glazer +- **Status**: In Progress +- **Current Position**: Chapter 1 of 13 — intake complete, awaiting preview +- **Current Chapter Memory**: /library/Outrageous Advertising That's Outrageously Successful/Chapter-01-Take-The-OUTRAGEOUS-Path-To-OUTRAGEOUS-Success/Chapter-01-memory.md +- **Folder**: /library/Outrageous Advertising That's Outrageously Successful/ +- **Source File**: /library/Outrageous Advertising That's Outrageously Successful/source-file.epub +- **Structure**: /library/Outrageous Advertising That's Outrageously Successful/book-structure.md (13 chapters; 201 extracted embedded images with OCR index) +- **Last Updated**: 2026-10-11 + +## The Code of Discipline — Author not stated in scan +- **Status**: In Progress +- **Current Position**: Chapter 1 of 10 — Reading done, questions pending +- **Current Chapter Memory**: /library/The Code of Discipline/Chapter-01-The-War-Against-Comfort/Chapter-01-memory.md +- **Folder**: /library/The Code of Discipline/ +- **Source File**: /library/The Code of Discipline/source-file.pdf +- **Structure**: /library/The Code of Discipline/book-structure.md (Introduction + 9 chapters + Conclusion; scanned, OCR-layer text) +- **Last Updated**: 2026-10-17 + +## Wallace D. Wattles Ultimate Collection — Wallace D. Wattles +- **Status**: In Progress +- **Current Position**: Chapter 1 of 106 (*The Science of Getting Rich*, Ch. 1) — intake complete, awaiting preview +- **Current Chapter Memory**: /library/Wallace D. Wattles Ultimate Collection/Chapter-01-The-Right-To-Be-Rich/Chapter-01-memory.md +- **Folder**: /library/Wallace D. Wattles Ultimate Collection/ +- **Source File**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **Structure**: /library/Wallace D. Wattles Ultimate Collection/book-structure.md (10 works, 106 chapters numbered continuously) +- **Last Updated**: 2026-10-17 ## Spec Driven Development — J.C. Ködel - **Status**: In Progress @@ -21,11 +75,12 @@ Status board only. Details live in each chapter's `memory.md`; read the one list ## Your Best Year Ever — Michael Hyatt - **Status**: In Progress -- **Current Position**: Chapter 3 of 15 — preview not started -- **Current Chapter Memory**: /library/Your Best Year Ever/Chapter-03-You-Can-Upgrade-Your-Beliefs/Chapter-03-memory.md (create at preview) +- **Current Position**: Chapter 3 of 15 — Previewed, awaiting reading +- **Current Chapter Memory**: /library/Your Best Year Ever/Chapter-03-You-Can-Upgrade-Your-Beliefs/Chapter-03-memory.md - **Folder**: /library/Your Best Year Ever/ +- **Source File**: /library/Your Best Year Ever/source-file.pdf - **Structure**: /library/Your Best Year Ever/book-structure.md -- **Last Updated**: 2026-10-06 +- **Last Updated**: 2026-10-09 ## The 12 Week Year — Brian P. Moran and Michael Lennington - **Status**: In Progress @@ -47,12 +102,12 @@ Status board only. Details live in each chapter's `memory.md`; read the one list ## Inference Engineering — Philip Kiely - **Status**: In Progress -- **Current Position**: Intake complete — starting chapter to be confirmed (Chapter 1 of 11 = Preface) -- **Current Chapter Memory**: Not created yet +- **Current Position**: Chapter 2 of 11 (book Chapter 0: Inference) — Previewed, awaiting reading +- **Current Chapter Memory**: /library/Inference Engineering/Chapter-02-Inference/Chapter-02-memory.md - **Folder**: /library/Inference Engineering/ - **Source File**: /library/Inference Engineering/source-file.pdf - **Structure**: /library/Inference Engineering/book-structure.md (11 sections; reading number = book chapter + 2; Appendices A/B = Chapters 10/11) -- **Last Updated**: 2026-10-05 +- **Last Updated**: 2026-10-06 ## Developing Your Own 32-Bit Operating System — Richard A. Burgess - **Status**: In Progress @@ -63,12 +118,29 @@ Status board only. Details live in each chapter's `memory.md`; read the one list - **Structure**: /library/Developing Your Own 32-Bit Operating System/book-structure.md (29 chapters in 5 Parts; scanned OCR text; printed page = PDF page − 22) - **Last Updated**: 2026-10-03 -## The Code of Discipline — Author not stated in scan +## Ogilvy on Advertising — David Ogilvy - **Status**: In Progress -- **Current Position**: Chapter 1 of 10 — Reading done, questions pending -- **Current Chapter Memory**: /library/The Code of Discipline/Chapter-01-The-War-Against-Comfort/Chapter-01-memory.md -- **Folder**: /library/The Code of Discipline/ -- **Source File**: /library/The Code of Discipline/source-file.pdf -- **Structure**: /library/The Code of Discipline/book-structure.md (Introduction + 9 chapters + Conclusion; scanned, OCR-layer text) -- **Last Updated**: 2026-10-17 - +- **Current Position**: Chapter 1 of 20 — intake complete, awaiting preview +- **Current Chapter Memory**: /library/Ogilvy on Advertising/Chapter-01-Overture/Chapter-01-memory.md +- **Folder**: /library/Ogilvy on Advertising/ +- **Source File**: /library/Ogilvy on Advertising/source-file.pdf +- **Structure**: /library/Ogilvy on Advertising/book-structure.md (20 chapters; image-only pages OCR-checked) +- **Last Updated**: 2026-10-11 + +## Smart Calling — Art Sobczak +- **Status**: In Progress +- **Current Position**: Chapter 1 of 20 — intake complete, awaiting preview +- **Current Chapter Memory**: /library/Smart Calling/Chapter-01-Cold-Calling-Is-Dumb-but-Prospecting-Is-Necessary-Smart/Chapter-01-memory.md +- **Folder**: /library/Smart Calling/ +- **Source File**: /library/Smart Calling/source-file.pdf +- **Structure**: /library/Smart Calling/book-structure.md (20 chapters in 4 sections) +- **Last Updated**: 2026-10-11 + +## The Three Laws of Performance — Steve Zaffron and Dave Logan +- **Status**: In Progress +- **Current Position**: Chapter 1 of 8 — Previewed, awaiting reading +- **Current Chapter Memory**: /library/The Three Laws of Performance/Chapter-01-Transforming-an-Impossible-Situation/Chapter-01-memory.md +- **Folder**: /library/The Three Laws of Performance/ +- **Source File**: /library/The Three Laws of Performance/source-file.pdf +- **Structure**: /library/The Three Laws of Performance/book-structure.md (8 reading chapters) +- **Last Updated**: 2026-10-10 diff --git a/library/Fanatical Prospecting/Back-Matter/Back-Matter-source-text.md b/library/Fanatical Prospecting/Back-Matter/Back-Matter-source-text.md new file mode 100644 index 0000000..6b4177f --- /dev/null +++ b/library/Fanatical Prospecting/Back-Matter/Back-Matter-source-text.md @@ -0,0 +1,988 @@ +# Fanatical Prospecting — Back-Matter: Notes, acknowledgments, about the author, index, and back cover +- **Source**: /library/Fanatical Prospecting/source-file.pdf +- **PDF pages**: 289–307 +- **Pages without text**: 298 + +--- + + +Notes +Chapter 7 +1. Carolyn Gregoire, “Fourteen Signs Your Perfectionism Has Gotten +Out of Control,” Huffington Post, www.huffingtonpost.com/2013/ +11/06/why-perfectionism-is-ruin_n_4212069.html. +Chapter 8 +1. Ryan Fuller, “3 Behaviors that Drive Successful Salespeople,” Harvard +Business Review, http://www.hbr.org/2014/08/3-behaviors-that- +drive-successful-sales-people. +2. Anthony Iannarino, “Prospecting Rule One: Don’t Check Email in +the Morning,” The Sales Blog, http://thesalesblog.com/blog/2011/ +06/24/prospecting-rule-one. +Chapter 13 +1. “New Research Study Breaks Down ‘The Perfect Profile Photo,’” +https://www.photofeeler.com/blog/perfect-photo.php. +Chapter 14 +1. www.merriam-webster.com/dictionary/confidence. +2. www.merriam-webster.com/dictionary/enthusiasm. +271 + + +3. http://jamesclear.com/body-language-how-to-be-confident. +4. http://lifehacker.com/the-science-behind-posture-and-how-it- +affects-your-brai-1463291618. +5. https://youtu.be/Ks-_Mh1QhMc. +6. www.jillkonrath.com/sales-blog/value-proposition-components. +7. Jill Konrath, Irresistible Value Propositions (e-book), 2012. +8. Ellen J. Langer, Arthur Blank, and Benzion Chanowitz, “The +Mindlessness of Ostensibly Thoughtful Action: The Role of ‘Pla- +cebic’ Information in Interpersonal Interaction,” Journal of Personality +and Social Psychology 36, no. 6 (June 1978): 635–642. +9. Jeffrey Gitomer, http://www.gitomer.com/articles/View.html? +id=15068 +Chapter 15 +1. Insight Squared, “Best Time to Make Cold Calls,” www +.insightsquared.com/wp-content/uploads/2015/02/Cold-Call- +Timing-v8.pdf. +2. Brian Tracy, Eat That Frog!: 21 Great Ways to Stop Procrastinating and +Get More Done in Less Time, 2nd ed. (San Francisco, CA: Berrett- +Koehler, 2007), 2. +Chapter 16 +1. Godin, Seth. “Why Lie,” http://sethgodin.typepad.com/seths_ +blog/2012/03/why-lie.html. +2. http://dictionary.reference.com/browse/overcome. +Chapter 18 +1. Robertson, Kelly. “How to Lose a Prospect’s Attention in 5 Seconds +or Less” http://fearless-selling.ca/how-to-lose-a-prospects-attention- +in-5-seconds-or-less/. +272 +Notes + + +Chapter 19 +1. KevinGao,“AListofCommonSpamWords,”http://emailmarketing. +comm100.com/email-marketing-ebook/spam-words.aspx. +2. Michael C. Mankins, Chris Brahm, and Gregory Caimi, “Your +Scarcest Resource,” Harvard Business Review, May 2014, https://hbr +.org/2014/05/your-scarcest-resource. +Chapter 20 +1. Lead360, www.marketingprofs.com/charts/2013/10210/texting- +prospects-at-the-right-time-boosts-conversion. +Chapter 21 +1. “Mental Toughness Profiles and Their Relations with Achievement +Goals and Sport Motivation in Adolescent Australian Footballers,” +www.ncbi.nlm.nih.gov/pubmed/20391082. +2. A. L. Duckworth, C. Peterson, M. D. Matthews, & D. R. Kelly, +“Grit: Perseverance and Passion for Long-Term Goals,” Journal of +Personality and Social Psychology 92, no. 6 (2007): 1087–1101. +3. James E. Loehr, “Mental Toughness Training for Sports: Achieving +Athletic Excellence,” Plume, September 1, 1991. +4. Chris Croner PhD and Richard Abraham, Never Hire a Bad Sales- +person Again (The Richard Abraham Company, LLC; 1st edition, +2006) +5. H. A. Murray, Explorations in Personality (New York: Oxford +University Press, 1938). +6. Aviroop Biswas, Paul I. Oh, Guy E. Faulkner, Ravi R. Bajaj, +Michael A. Silver, Marc S. Mitchell, and David A. Alter, “Sedentary +Time and Its Association with Risk for Disease Incidence, Mortality, +and Hospitalization in Adults: A Systematic Review and Meta- +analysis,” http://annals.org/article.aspx?articleid=2091327. +Notes +273 + + +7. Bonnie +Berkowitz +and +Patterson +Clark, +“The +Health +Hazards of Sitting,” Washington Post, January 20, 2014, www +.washingtonpost.com/wp-srv/special/health/sitting/Sitting.pdf. +8. “Physical Activity Guidelines,” U.S. Health and Human Services, +www.health.gov/paguidelines/. +9. Louise Chang, Review of How Much Exercise Do You Really +Need? by Colette Bouchez, June 24, 2010, www.webmd +.com/fitness-exercise/getting-enough-exercise. +10. Harvard +Medical +School, +“Consequences +of +Insufficient +Sleep,” http://healthysleep.med.harvard.edu/healthy/matters/ +consequences. +274 +Notes + + +Acknowledgments +Over the past 10 years I’ve made several stabs at writing this book. +Yet each time I attempted to write down the things that I do, teach, +and coach so freely, I couldn’t seem to find the words. So I wrote +other books instead—six of them. +I think part of the reason I had such a hard time getting this book +out of my head and onto paper is that Fanatical Prospecting is such a +part of me. Rather than an abstract idea, it is who I am. The air that I +breathe. Finding the words to express the very essence of what drives +me as a sales professional and entrepreneur was difficult. +On the other hand, maybe the timing wasn’t right until now. All +of the stars finally aligned for Fanatical Prospecting—the right people to +inspire me, the right editor, the right publisher, the right clients, and +the right business climate. I am so grateful for all of the people who +played a role in making this book a reality—my family, friends, +employees, clients, mentors, and the team at John Wiley & Sons. +First, to my amazing editor Lia Ottaviano, your enthusiasm for +this project was so motivating. When I was tired, frustrated, and +worn out from writing, your words picked me up and pushed me to +work harder. Thank you so much for being in my corner. I can’t +wait to start the next project with you. +If you are married to an author, you know just how tedious and +boring it can be to listen to the endless blah, blah, blah about the +275 + + +book they’re working on. You know the misery created by looming +deadlines. You are patient as the entire world stops and revolves +around the worn out, strung out, moody (bordering on schizo- +phrenic) writer who believes that everything he has written so far is +total crap that no one will ever read. Carrie, my beautiful wife and +partner, thank you for being there for me every step of the way. +Thank you for your patience as this project progressed over the past +year, helping with the endless edits, and keeping everything going +while our world stopped for this book. There would be no Fanatical +Prospecting without YOU. I love you. +Every time I spoke to my friend and client Jack Mitchell over +the past year he asked, “How’s the book going?” Jack, you have no +idea how big a kick in the pants your sincere interest in this project +means to me. Thank you. +Jodi Bagwell, Jodi Bagwell, thank you for pushing me to finally +write this book. +Luke DeCesare, Jeff Werner, Lori Sylvester—you were the +catalysts for this book and it is because of you that I got off my rear +end and made the commitment to write it. I’ve had so much fun +working with you the past three years and I’m grateful for our +friendship. Thank you. +Dan O’Boyle, Art Vallely, Don Mikes, Rick Slusser—thank you +for the trust you have placed in me. There are no words for the +gratitude I feel for the opportunityyou’ve given me to work with you +and your team at Penske. Art, your story about chasing trucks on your +wedding anniversary trip at the Ritz is priceless—that’s fanatical! +Andy Feldman, thank you for your enthusiasm for Fanatical +Prospecting. We’re building something very special together. +Chris Gredig and the entire AccuSystems team, thank you for +giving this book the final push it needed to get off of the launch pad. +Anthony Iannarino, Mark Hunter, Miles Austin, John Spence, +and Mike Weinberg: I am humbled that you guys allow me to be a +part of your Mastermind group. Because of you I am better, more +276 +Acknowledgments + + +agile, and more focused than ever before. Mike, thank you for your +inspiring foreword. You rock! +Greg Derry, thank you for “letting” me tell your story. Keep +that lunch box handy. +Brian Stanton and David Pannell—I love you guys. There +would be no Fanatical Prospecting without you. We started the +movement together in OneaWeekville. +Brooke Coxwell, April Huff, Brad Adams, Kayleigh Wilcher— +you get it done, making it possible for me to get it done. Thank you +for everything you do. +I dedicated this book to Bob Blackwell, a man I consider to be +one of the finest sales minds in the world. Bob was my sales manager +when I was in my mid-twenties. He was tough to work for. No +bullshit, just the fundamentals. +Bob shaped and honed the raw talent I had for sales. He turned +me into a sales professional. Under Bob’s tutelage I learned how to +prospect, manage the sales process, and close deals. He instilled in me +the work ethic required for success in sales. +Working for Bob was the best thing that ever happened to me +and my family. It is a debt that we will never be able to repay. +Acknowledgments +277 + + +About the Author +Jeb Blount is a Sales Acceleration expert who helps sales organiza- +tions reach peak performance fast by optimizing talent, leveraging +training to cultivate a high-performance sales culture, developing +leadership and coaching skills, and applying more effective organi- +zational design. +Through his companies—Sales Gravy, Channel EQ, and Inno- +vate Knowledge—Jeb advises many of the world’s leading organi- +zations and their executives on the impact of emotional intelligence +and interpersonal skills on sales, leadership, customer experience, +channel development, and strategic account management. +Under Jeb’s leadership, Sales Gravy has become a global leader +in sales acceleration solutions, including sales recruitment and +staffing, sales on-boarding automation, custom sales training curric- +ulum development and delivery, sales coaching, and online learning. +Jeb spends more than 200 days each year delivering keynote +speeches and training programs to high-performing sales teams and +leaders across the globe. +Asabusinessleader,Jebhasmorethan25yearsofexperiencewith +Fortune500companies,SMBs,andstart-ups.Hehasbeennamedone +of the top 50 most influential sales and marketing leaders (Top Sales +Magazine), a Top 30 social selling influencer (Forbes), a top 10 sales +expert to follow on Twitter (Evan Carmichael), a top 100 most +278 + + +innovative sales blogger (iSEEit), a top 20 must-read author—People +Buy You—for entrepreneurs (YFS Magazine and Huffington Post), and +the most downloaded sales podcaster in iTunes history, among many +other accolades. +His flagship website, SalesGravy.com, is the most visited sales- +specific website on the planet. +He is the author of seven books, including: +■ +People Love You: The Real Secret to Delivering a Legendary +Customer Experience (John Wiley & Sons, 2013) +■ +People Follow You: The Real Secret to What Matters Most in +Leadership (John Wiley & Sons, 2011) +■ +People Buy You: The Real Secret to What Matters Most in Business +(John Wiley & Sons, 2010) +■ +Sales Guy’s 7 Rules for Outselling the Recession (Macmillan 2009) +■ +Business Expert Guide to Small Business Success (Business Expert +Publishing, 2009) +■ +Power Principles (Palm Tree Press, 2007). +To schedule or learn more about Fanatical Prospecting Boot +Camps, call 1–888–360–2249, e-mail andy@salesgravy.com, or +visit FanaticalProspecting.com. +To schedule Jeb to speak at your next event, call 1–888– +360–2249, e-mail jeb@salesgravy.com, or visit JEB123.com. +About the Author +279 + + + + + +Index +Note: Page references in italics refer to figures. +A +abbreviations, for texting, 244 +Abraham, Richard, 249–250 +achievement need, 250 +actions, controlling, 6 +adaptive mindset (adopt, adapt, adept), +11–12 +AMMO framework, 225, 227–233, +228 +anchor, for RBO Turnaround +Framework, 186, 186, 187 +Angelou, Maya, 101 +appointments +asking for, 143–144 +(See also message) +planning in-person prospecting +(IPP) around, 204, 205 +scheduling, 72, 74–76 +See also in-person prospecting (IPP) +Arruda, William, 117 +“ask” +assumptive “ask,” 148–151 +e-mail prospecting for, 227–233 +in-person prospecting (IPP) and, +210 +message for, 146–147 +for RBO Turnaround Framework, +186, 186, 188 +attachments, e-mail and, 217 +attention, of prospects, 134–135, 165, +165, 167. See also message +attitude, 260–262 +awareness, content curation and, 127 +B +balanced approach, for prospecting, +20–24 +“because,” 140–143, 168–170 +Berra, Yogi, 71 +biographical profiles, for social selling, +117–118, 119 +blocking, of time, 56–57 +body language, 149–151 +bounced e-mail, 218 +boundaries, setting, 53 +branding, Law of Familiarity and, +102–104 +breakfast, 259–260 +brevity, 243 +bridging +with e-mail, 227, 230–231 +message and, 141–143 +with telephone prospecting, 168–170 +Brooks, Mike, 194 +Brown, Brene, 178 +brush-off, defined, 182. See also reflex +responses, brush-offs, objections +(RBOs) +281 + + +bulk e-mail, avoiding, 216–217, 218 +Burke, Sean, 97 +buying-cycle awareness, 121–122 +C +calling-other-extensions hack, +196–197 +calling prospects. See telephone +prospecting +call reluctance, 45–46 +Canva.com, 117 +CEO mindset, 51–52 +Chamfort, Nicholas, 177 +Churchill, Winston, 248 +Cialdini, Robert, 139–140 +Cicero, 254 +closing +as core objective, 72, 80–81 +in-person prospecting (IPP) and, +206, 207 +Law of Replacement and, 29–31 +prospecting problem versus closing +problem, 28 +cold calling +need for, 13–19 +social media and, 108–110 +(See also social selling) +Take the Cold Out of Cold Calling +(Richter), 122 +See also message; telephone +prospecting +Comm 100, 217 +competitive mindset, 10, 249–250 +concentration, need for, 60–62 +confidence, 135–137, 148–151, 207 +confident mindset, 11, 136 +connecting +with e-mail, 223–224, 227–228 +with gatekeepers, 195 +social selling and, 123–125 +See also message +consistency, social selling and, 128 +contact information +leaving information on voice mail +messages, 171–174, 174 +social selling and, 118, 123 +contact rate, for telephone prospecting, +156–157 +content creation, 125–126, 129–130 +content curation, 126–127, 129 +conversion +of e-mail, 223–224 +social selling and, 127–128 +cortisol, 136 +cover image, for social selling, 117 +CRM +importance of, 92–95 +for in-person prospecting (IPP), 205, +207 +Croner, Chris, 249–250 +cross-linking, of social profile pages, +118 +Cuddy, Amy, 136 +customer referrals, 99 +D +database, importance of, 92–95 +decision making, prospecting pyramid +for, 84–91, 88 +delegating, 54, 55–56 +De Sena, Joe, 5 +desire, for mental toughness, 250–252 +diet, 259–260 +direct connecting, social selling and, +124 +disrupters, for RBO Turnaround +Framework, 186, 186, 187–188 +distractions, avoiding, 62–63, +64–66 +distribution, social selling and, 130 +diversification, of prospects, 20–24 +Duckworth, Angela, 247 +E +eating, for health, 259–260 +Eat That Frog (Tracy), 177 +efficiency, tracking sales calls and, +36–40 +efficient mindset, 11 +e-mail, as distraction, 64–66 +e-mail prospecting, 214–234 +AMMO framework for, 225, +227–233, 228 +avoiding gatekeepers and, 196 +overview, 214–215 +practice for, 233 +preparation for, 224, 224–227 +proofreading e-mail, 234 +282 +Index + + +Three Cardinal Rules of, 216, +216–224 +timing of e-mail, 233–234 +emotion, bridging with, 144–145 +engagement +social selling and, 130 +text messaging and, 242–243 +enthusiasm +conveying, 135–137, 148–151 +enthusiastic mindset, 10 +exercise, 257–258 +F +failure, attracting, 26–27 +familiarity. See Law of Familiarity +Fanatical Prospecting +Fanatical Prospecting Boot Camp, +51, 155 +Gold Level access to, 48 +Web site resources of, 51, 60, 113, +129 +fanatical prospecting techniques +avoiding sales slumps, 28, 31–35 +balanced approach for, 20–24 +cold calling and, 13–19 +as contact sport, 73–74 +defined, 3 +Law of Replacement and, 29–31 +mindsets of fanatical prospectors, +9–12 +motivation for, 266–270 +need for, 1–8 +objectives of, 71–83 +as persistent and consistent, 98 +Power Hours for, 58–59 +social prospecting tools, 107, +128–130 +telephone as most powerful tool for, +157–158 +30-Day Rule for, 27–29 +time spent on, 25–26 +tracking sales calls, 36–40 +Universal Law of Need and, 26–27 +“when it is time to go home, make +one more call” (mantra), +264–265 +See also CRM; e-mail prospecting; +gatekeepers; in-person +prospecting (IPP); Law of +Familiarity; mental toughness; +message; objectives; prospecting +pyramid; reflex responses, +brush-offs, objections (RBOs); +social selling; telephone +prospecting; text messaging; time +management +fear, of “no,” 18–19, 150–151, 158–160 +first impression, importance of, 115, +194 +Five Cs of social selling, 107, 123–128 +Fiverr.com, 117 +flexible mindset, 11–12 +focus, 59–62 +four pillars of mental toughness +desire, 250–252 +learning, 254–257 +mental resilience, 252–254 +overview, 250 +physical resilience, 257–260 +“14 Signs Your Perfectionism Has +Gotten Out of Control” +(Gregoire), 44 +Fuller, Ryan, 56 +G +Gandhi, Mohandas, 254 +Gao, Kevin, 217 +gatekeepers, 193–200 +avoiding, 195, 196–197, 202 +dealing with, 194–196 +defined, 193–194 +Gitomer, Jeffrey, 148 +go-around-back hack, 199–200 +Golden Hours, 50, 52–55, 69 +Gregoire, Carolyn, 44 +“Grit: Perseverance and Passion for +Long-Term Goals” (Duckworth), +247 +Guide to Social Selling Tools, 129 +H +handwritten notes +for avoiding gatekeepers, 196 +networking with, 239 +Harvard Business Review, 56, 218–219 +Harvard University, 136, 140–141 +headshots, for social selling, 116 +honesty, 195 +Index +283 + + +hook, for e-mail message, 227, +228–230 +hormones, conveying confidence and, +136–137 +Horstman’s Corollary, 57–59 +hot prospects, cold calling, 17–18 +Hub-and-Spoke Technique, 204–205 +Hubspot, 131 +Huffington Post, 44 +hyperlinks +e-mail and, 217 +texting and, 244 +I +Iannarino, Anthony, 64, 65, 66 +identification, transparency of, 168, +194, 208–209, 243 +images, e-mail and, 217 +“I’m so much better at . . . ” excuse, +20–21 +inbound prospecting, social selling and, +120–121, 130–131 +inflection, importance of, 149–151 +Influence (Cialdini), 139–140 +information gathering, 72, 76–80, 122, +205, 209. See also preparation; +research +in-person prospecting (IPP), 201–213 +avoiding gatekeepers and, 196, 202 +Five-Step Hub-and-Spoke +Technique for, 204–205 +Five-Step process for, 207, 208, +208–210, 210 +limited application of, 202–204 +overview, 201–202 +preparing for, 205–207 +“sales goggles” for, 211–213 +T-Call technique, 202 +intelligence gathering, social selling +and, 130 +intent, content curation and, 127 +interrupting +cold calling as, 13–19, 110 +“what’s in it for me?” (WIIFM) and, +137–140 +K +KiteDesk, 97 +Konrath, Jill, 138 +L +Langer, Ellen, 140–141 +Law of Familiarity, 96–104 +building familiarity as core objective, +72, 81–83 +earning trust of prospects, 97 +e-mail prospecting and, 219–220 +engaging prospects and, 96–97 +Familiarity Threshold, 97 +in-person prospecting (IPP) and, +205 +networking and, 100–101 +persistent and consistent prospecting +for, 98 +personal brand and, 103–104 +recognized brands and, 102–103 +referrals and introductions for, +98–100 +social selling and, 119–120 +text messaging and, 237–238 +Law of Replacement, 29–31 +Law of Triviality, 69 +Lead360, 236, 237 +learning, 254–257 +Lee, Kendra, 229 +LinkedIn +networking follow-up and, 101 +for social selling, 113, 118, 131 +texting and, 239 +Little Red Book of Selling, The +(Gitomer), 148 +Loehr, James, 246–247 +M +meetings. See appointments; in-person +prospecting (IPP) +mental toughness, 245–263 +attitude and, 260–262 +as choice, 247–250 +desire, 250–252 +four pillars of, 250–260 +mindset and, 6–8, 9–12, 51–52, 136, +249–250 +overcoming complacency, 262–263 +overview, 245–247 +message, 132–153 +the “ask” and, 146–147 +bridging to “because,” 141–143, +168–170 +284 +Index + + +connecting with, 123–125, 195, +223–224, 227–228 +conveying enthusiasm and +confidencewith,135–137,148–151 +conveying with texting, 243 +fore-mailprospecting,224,224–227 +emotion and, 144–146 +getting prospect’s attention with, +134–135, 165, 165, 167 +importance of silence for, 152–153, +170 +overview, 132–134 +power of “because,” 140–141 +preparation for, 143–144 +“what’s in it for me?” (WIIFM) and, +137–140, 231–233 +See also telephone prospecting +mindset +of CEO, 51–52 +competitive, 10, 249–250 +confident, 11, 136 +controlling, 6–8 +mindsets of fanatical prospectors, +9–12 +See also mental toughness +mobile devices, as distractors, 62–63 +motivation, 266–270 +multitasking, problem of, 60–62 +Murray, Henry, 250 +N +need for achievement, 250 +negative emotion, recognizing, 33–34 +networking +Law of Familiarity and, 100–101 +text messaging and, 238–239, 239 +Never Hire a Bad Salesperson (Croner, +Abraham), 249–250 +New Sales Simplified (Weinberg), 139 +nonsales activity, time for, 52–55. +See also time management +nonverbal communication, 135–137, +148–151 +nutrition, 259–260 +O +objections, defined, 183. See also reflex +responses, brush-offs, objections +(RBOs) +objectives, 71–83 +building familiarity, 81–83 +closing sale, 80–81 +gathering information and qualifying +prospect, 76–80 +for in-person prospecting (IPP), 207 +overview, 71–74 +for scheduled phone blocks, +162–163 +setting an appointment, 74–76 +of social selling, 107, 113–114 +optimistic mindset, 10, 249–250 +outbound marketing +cold calling and, 13–19 +social selling and, 130–131 +See also e-mail prospecting; +in-person prospecting (IPP); +networking; social selling; +telephone prospecting; text +messaging +P +Palmer, Arnold, 34 +paralysis from analysis, 45–46 +Parkinson’s Law, 57 +passive connecting, social selling and, +125 +pauses, avoiding, 165–166 +perfectionism, 43–45 +personal branding +Law of Familiarity and, 103–104 +social selling and, 114–119 +personalization, need for, 207 +personal referrals, 99 +Photo Feeler, 116 +physical resilience, 257–260 +physiological responses, 136–137 +Platinum Hours, 54, 58–59, 66–67 +“please,” using twice, 194 +podcasts, 257 +Possible Value Propositions, 138 +Power Hours, 58–59, 163 +Power of Vulnerability (Brown), 178 +power posing, 13 +Power Statements, 139 +preparation +for e-mail prospecting, 224, 224–227 +Platinum Hours for, 66–67 +practice for e-mail prospecting, 233 +Index +285 + + +prioritizing, 53–54. See also time +management +procrastination, 41–43 +professional referrals, 99 +profiles, for social selling, 117–118, 119 +proofreading +of e-mail, 234 +of text messages, 244 +prospecting pyramid, 84–91 +managing, 86–88, 88 +overview, 84–86 +powerful lists for, 89–91 +Q +qualification of prospects +as core objective, 72, 76–80 +prospecting pyramid for, 84–91, 88 +R +reactions, controlling, 6 +reading, to learn, 254–257 +Real Secrets of the Top 20 Percent, The +(Brooks), 194 +reciprocal connecting, social selling +and, 124–125 +referrals, 98–100 +reflex responses, brush-offs, objections +(RBOs), 178–192 +brush-off, 182 +examples, 189–190 +fear of rejection, 18–19, 150–151, +158–160 +handling, 153 +moving on after, 188–190 +objections, 183 +overview, 178–179 +as personal rejection, 179–181 +planning for, 183–185 +reflex response, 181–182 +Turnaround Framework for, 184, +185–188, 186, 210 +rejection. See reflex responses, +brush-offs, objections (RBOs) +relating, with e-mail message, 228, 230 +relentless mindset, 11 +research +importance of, 44, 66–67 +information gathering, 72, 76–80, +122, 205, 209 +for in-person prospecting (IPP), +205–207 +social selling for, 122, 143–144 +See also preparation +resilience +mental, 252–254 +physical, 257–260 +Richter, Sam, 122 +Robertson, Kelly, 209–210 +Rohn, Jim, 7, 49 +S +Sales Blog, The, 64 +“Sales Gods” phenomenon, 34 +“sales goggles,” 211–213 +Sales Gravy +business practices of, 236 +Golden Hours, 50, 52–55, 69 +outbound prospecting calls by, 58 +Power Hours, 58–59, 163 +See also Fanatical Prospecting +Sales Magnet, The (Lee), 229 +salespeople-help-salespeople hack, +197–199 +sales pipeline, 20–24, 25–35 +avoiding sales slumps, 28, 31–35 +balanced approach to, 20–24 +Law of Replacement for, 29–31 +30-Day Rule for, 27–29 +time spent prospecting, 25–26 +Universal Law of Need and, 26–27 +silence, importance of, 152–153, 170 +sleep, 258–259 +slumps, avoiding, 28, 31–35 +Smart Calling (Sobzack), 138 +Snap Selling (Konrath), 138 +Sobzack, Art, 138 +social selling, 105–131 +avoiding gatekeepers through, 195 +building familiarity with, 119–120 +challenge of, 108–110 +choosing channels for, 111–113 +defined, 110–111 +e-mail prospecting and, 215 +Five Cs of, 123–128 +inbound prospecting with, 120–121 +objectives of, 113–114 +outbound prospecting combined with +inbound prospecting, 130–131 +286 +Index + + +overview, 105–108 +personal branding for, 114–119 +for preparation, 122, 143–144 +for research and information +gathering, 122 +social media prospecting tools, +128–130 +strategic prospecting campaign +(SPC), 120–121 +text messaging and, 239 +trigger events and buying-cycle +awareness, 121–122 +spam, sending e-mail and, 216–218 +Spartan Up (De Sena), 5 +speaking engagements, volunteering +for, 103–104 +Stanton, Brian, 250 +statistics, for sales calls, 36–40 +strategic bridging, 141–143, 168–170 +strategic prospecting campaigns (SPCs), +82–83, 120–121 +strike zone, defining, 79–80 +subject line, of e-mail messages, +220–221 +Superstars, 1–8 +systematic mindset, 11 +T +Take the Cold Out of Cold Calling +(Richter), 122 +targeted bridging, 141–143, 168–170 +T-Call technique, 202 +technology +CRM importance and, 92–95 +social media and, 105, 107 +(See also social selling) +Voice over Internet Protocol +(VoIP), 236 +See also e-mail prospecting; social +selling; telephone prospecting; +text messaging +telephone prospecting, 154–177 +call reluctance, 45–46 +cold calling, 13–19, 108–110, +122 +contact rate statistics, 156–157 +difficulty of, 158–160 +effective voice mail messages and, +162, 171–174, 174 +logging/tracking calls, 36–40, +94–95, 207, 244 +overview, 154–155 +scheduling phone blocks +for, 162–163 +steps for, 163–171, 165 +telephone as most powerful sales +prospecting tool, 157–158 +timing and, 174–177 +training for, 160–162 +Voice over Internet Protocol (VoIP) +and, 236 +testing, for e-mail prospecting, +222–223 +testosterone, 136 +text messaging, 235–244 +engagement with, 242–243 +familiarity and, 237–238 +following trigger events, 239–240, +240 +networking and, 238–239, 239 +for nurturing prospects, 241–242 +overview, 235–236 +popularity of, 236–237 +rules for, 243–244 +thirst for knowledge, as mindset, 11 +30-Day Rule, 27–29 +“3 Behaviors that Drive Successful +Salespeople” (Fuller), 56 +Three Cardinal Rules, for e-mail, 216, +216–224 +“three Ps,” 41–48 +disrupting, 46–47 +paralysis from analysis, 45–46 +perfectionism, 43–45 +procrastination, 41–43 +time management, 49–70 +avoiding distractions for, 62–63, +64–66 +blocking time for, 56–57 +CEO mindset for, 51–52 +delegating and, 54, 55–56 +e-mail prospecting and timing of +e-mail, 233–234 +focus and, 59–62 +Golden Hours, 50, 52–55, 69 +Horstman’s Corollary of, 57–59 +for in-person prospecting (IPP), +205–207 +Index +287 + + +time management (continued) +measuring your worth for, 67–70 +overview, 49–51 +Platinum Hours, 54, 58–59, 66–67 +problems of timing telephone +prospecting, 174–177 +scheduling phone blocks for +prospecting, 162–163 +touches, building familiarity with, 72, +81–83, 96–97 +tracking, of sales calls, 36–40, 94–95, +207, 244 +Tracy, Brian, 177 +training, for telephone prospecting, +160–162 +transparency, 168, 194, 208–209, 243 +trigger events +social selling and, 121–122 +text messaging and, 239–240, 240 +trust, earning, 97 +Turnaround Framework, 184, +185–188, 186 +Twitter, 112–113 +U +“ugly deals,” avoiding, 76–80 +Universal Law of Need, 26–27 +URLs, custom, 118 +V +value proposition, 138 +voice mail messages, effectiveness of, +162, 171–174, 174 +Voice over Internet Protocol (VoIP), +236 +voice tone, 149–151 +VoloMetrix, 56 +volunteering, for familiarity, 102, +103–104 +W +Weinberg, Mike, 139 +“what’s in it for me?” (WIIFM) +e-mail prospecting and, 231–233 +interrupting and, 137–140 +“when it is time to go home, make one +more call” (mantra), 264–265 +wording, spam filters and, 217 +worth, measuring, 67–70 +Z +Ziglar, Zig, 44, 256 +288 +Index + + +Wiley India Pvt. Ltd. +Customer Care +91 120 6291100 +csupport@wiley.com +www.wileyindia.com +www.wiley.com +This edition is authorized for sale in the Indian Sub-continent only. +9 789354 642067 +ISBN 935464206-3 +eISBN:978-93-5464-206-7 +The content of this book may have +been modified to suit Indian context. +FOR SALE ONLY IN: INDIA, BANGLADESH, NEPAL, PAKISTAN, SRI LANKA & BHUTAN diff --git a/library/Fanatical Prospecting/Chapter-01-The-Case-for-Prospecting/Chapter-01-chapter-notes.md b/library/Fanatical Prospecting/Chapter-01-The-Case-for-Prospecting/Chapter-01-chapter-notes.md new file mode 100644 index 0000000..6813dba --- /dev/null +++ b/library/Fanatical Prospecting/Chapter-01-The-Case-for-Prospecting/Chapter-01-chapter-notes.md @@ -0,0 +1,54 @@ +# Fanatical Prospecting — Chapter 01: The Case for Prospecting +- **Date Created**: 2026-10-11 +- **Status**: Complete +- **Reading Span**: PDF pages 19–26 + +--- + +## 1. Pre-Reading Briefing +- **Core Question**: Lots of salespeople have the talent, skills, drive, and training of top performers — so why does the top 20% keep outproducing everyone else, year after year? +- **Key Points to Watch For**: + - **The "Paradox of Basics"** — Blount claims the answer is "so blatantly obvious it has become impossibly invisible." Notice what he rules *out* as the cause of sales failure before he names the cause. + - **His definition of "fanatical"** — he deliberately picks a definition that includes the word *uncritical*. Ask yourself why he'd want that, and whether you agree. + - **The "Easy Button" argument** — the weight-loss-pill analogy and the Joe De Sena quote. Watch how he connects the human pull toward "easy" to what salespeople do instead of prospecting. + - **The three things you control** — a short list he uses to shut down complaining. Note what's on it and what he puts *outside* it. + - **What the book promises vs. refuses to promise** — he makes a specific distinction between efficient/effective and easy. Note where he draws that line and what it says about how the rest of the book will treat rejection. +- **Context & Thread from Prior Chapters**: First chapter — nothing carried in. This chapter sets the frame (mindset and "why") for the tactical chapters that follow. + +--- + +## 2. Reading Review & Reflections +- **Prompt Questions**: + 1. Blount lists several things that do *not* cause sales failure before naming what does. What did he rule out, what is the real root cause, and why does he call it a "Paradox of Basics", i.e. why do talented people miss something so obvious? + 2. He defines *fanatical* as "extreme, **uncritical** enthusiasm." Why would he want prospectors to be *uncritical*? Where does that help, and where could it hurt you? + 3. He promises the book will make you more *efficient* and *effective* at prospecting, but flatly refuses to promise it'll be *easy*. Why insist on that distinction, and how do his "three things you control" fit into it? +- **User Key Takeaways**: + - **Q1** (after a hint breakdown into A/B/C): Reader pasted the p. 21 list of what superstars *don't* do (make excuses: "might be at lunch"; complain: "nobody calls back"; whine: "leads are bad"; live in fear: "what if she says no?"; procrastinate: "I'll catch up tomorrow") plus prospecting in good times, bad times, and when they don't feel like it. Also quoted p. 22: "the foundational root of all success in sales is a fanatical focus on prospecting… they waste time tilting at windmills on their quixotic pursuit of fads, silver bullets, and secret formulas they believe will deliver them into the arms of success with little effort." + - **Q2**: "You don't want to be critical of things since you don't know what will work all the time. It can hurt you in that you could continue to use methods that don't work well." + - **Q3**: "Because it is not easy at all. Your actions, your mindset, and your reactions to things: focus on the things you can control." +- **Scaffolding & Feedback**: + - **Q1**: Part C solid: the windmills quote is exactly why it's a paradox; people know prospecting matters but chase "easy" fixes because the real answer is unpleasant. Part A was a near miss: the pasted list is the *excuses* superstars refuse to make, but the ruled-out *causes* are the p. 22 list: not a deficit of talent, skills, or training; not a poor territory or inferior product; not weak communication/presentation skills; not failing to ask for the business; not terrible sales managers. (Same idea from two angles: the excuses are what reps *say*, the causes are what managers/reps *believe*.) Part B was given as the positive form; Blount's chain is: #1 reason for failure = an **empty pipeline** → root cause = **failure to prospect**. Coaching note: the answer was quoted rather than recalled; encouraged own words for Q2–Q3. + - **Q2**: Strong, in own words, and both halves are right. Refinement: Blount's "uncritical" targets the *decision to prospect*, not the method. The p. 21 excuses ("they might be at lunch," "what if this is a bad time?") are critical thinking turned into avoidance: a smart rep can always reason their way out of the next call. Being uncritical means you stop debating *whether/when* to dial. The risk the reader named (repeating methods that don't work) is real, and the fix is to split the two: be uncritical about *doing* it and critical about *how* it's going, judged on data rather than feelings. Thread to watch: later chapters on balanced methodology (Ch 4) and knowing your ratios (Ch 6) look like where Blount supplies that critical half. + - **Q3**: Correct on both counts; recalled the three controllables accurately. Deepened the "why": (a) **Credibility**: "easy is the greatest marketing hook" (De Sena), so promising easy would make the book one more silver bullet; refusing it is how Blount separates himself from the fads he attacks. (b) **Expectation-setting**: if you expect easy, the first wave of rejection reads as "this doesn't work" and you quit; if you expect hard, rejection is just the price ("easy is the mother of mediocrity"). (c) **Link to controllables**: everything reps complain about (leads, prospects who don't call back, managers, comp plans, the economy) is outside the three; rejection itself can't be controlled, only your action (make the call), reaction (to the no), and mindset (expect it to be hard). His definition of discipline ties it together: "choosing between what you want now and what you want most." Blount's own close shows it: prospecting is still the hardest part of his day, and he does it anyway. + +--- + +## 3. Chapter Synthesis +- **Core Thesis**: The number one reason salespeople fail is an empty pipeline caused by a failure to prospect, and what separates consistent top performers is not talent or technique but a relentless, uncomplaining commitment to prospecting even though it never gets easy. +- **Key Concepts / Mental Models**: + - **Paradox of Basics**: A truth so obvious it becomes invisible. Everyone knows prospecting matters, so they look past it toward something more novel. *Application*: when results stall, check the basics (activity volume) before looking for a new technique. + - **Empty pipeline → failure to prospect**: The causal chain behind sales failure. Talent, skills, training, territory, product, presentation, closing and managers are all ruled out as the primary cause (p. 22). *Application*: a lost deal that "had to close" is a pipeline symptom, not just a closing problem. + - **Fanatical = extreme, *uncritical* enthusiasm**: Don't debate *whether/when* to prospect, because the excuses ("they might be at lunch," "what if it's a bad time?") are critical thinking turned into avoidance. *Application*: decide the prospecting block in advance and dial without renegotiating it. (Reader's caveat: being uncritical can mean sticking with methods that don't work, so stay critical about *how*, judged by data.) + - **The Easy Button**: "Easy is the greatest marketing hook of all time" (Joe De Sena). Chasing fads, silver bullets and secret formulas is how salespeople avoid the hard work. "In sales, easy is the mother of mediocrity." + - **Three things you control**: your **actions**, **reactions** and **mindset**. Leads, prospects, managers, the comp plan, the economy and rejection itself sit outside them. *Application*: replace each complaint with a controllable action. + - **Discipline**: "Choosing between what you want now and what you want most." + - **"One more call"**: The fanatical prospector's mantra; always on, and prospecting in good times, bad times, and when you don't feel like it. +- **Notable Arguments & Evidence**: + - The 80/20 framing: the top 20 percent of salespeople produce 80 percent of sales, and many underperformers share their talent and skills, so talent can't be the differentiator. + - Argument by elimination (p. 22), followed by the "brutal fact" root cause. + - The weight-loss-pill analogy plus the De Sena quote: people buy "easy" even when they know it's false, and salespeople do the same. + - Jim Rohn: don't wish things were easier; wish you were better. The book promises efficiency and effectiveness, explicitly not ease or less rejection. + - Blount's own career as proof: a multimillion-dollar business built by dialing, and prospecting is still the hardest part of his day. + - *Evidence limits*: the case is anecdotal and rhetorical, with no data behind "#1 reason for failure." The superstar-vs-everyone contrast is asserted, not measured. Hustle-culture claims ("no days off, no vacations, no lunch breaks") are motivational exaggeration, not a literal prescription. +- **Updates to Prior Understanding**: First chapter. It sets the frame for the book: mindset and responsibility first, tactics later. Open tension to track: uncritical *doing* vs critical *measuring* (likely addressed in Ch 4, Balanced Prospecting, and Ch 6, Know Your Numbers). +- **Weekly Action Item**: Block one fixed prospecting session each workday this week, decided in advance and not renegotiated in the moment. Each time you catch an excuse forming ("bad time," "they won't answer"), name it, then make "one more call." At the end of the week, tally sessions kept vs skipped. diff --git a/library/Fanatical Prospecting/Chapter-01-The-Case-for-Prospecting/Chapter-01-memory.md b/library/Fanatical Prospecting/Chapter-01-The-Case-for-Prospecting/Chapter-01-memory.md new file mode 100644 index 0000000..96411b8 --- /dev/null +++ b/library/Fanatical Prospecting/Chapter-01-The-Case-for-Prospecting/Chapter-01-memory.md @@ -0,0 +1,27 @@ +# Fanatical Prospecting — Chapter 01 Memory: The Case for Prospecting +- **Stage**: Complete +- **Next Step**: Chapter complete. Next: Chapter 2 preview (Seven Mindsets of Fanatical Prospectors). +- **Reading Span**: PDF pages 19–26 +- **Source Text**: /library/Fanatical Prospecting/Chapter-01-The-Case-for-Prospecting/Chapter-01-source-text.md (the chapter's own words; read instead of the PDF) +- **Full Record**: /library/Fanatical Prospecting/Chapter-01-The-Case-for-Prospecting/Chapter-01-chapter-notes.md (read only if needed) +- **Last Updated**: 2026-10-11 + +## Carried-in Context (from earlier chapters) +- First chapter — nothing carried in. + +## This Chapter +- **Core Question**: If many reps have top-performer talent/skills, what actually separates the consistent top 20%? +- **Watch-For Themes**: Paradox of Basics (and what he rules out as causes); "fanatical" = extreme, *uncritical* enthusiasm; Easy Button / "easy is the greatest marketing hook" (De Sena); 3 controllables (actions, reactions, mindset); book promises efficient + effective, refuses to promise easy (Rohn: wish you were better). +- **Core Thesis**: #1 cause of sales failure = empty pipeline ← failure to prospect; superstars differ by relentless, uncomplaining prospecting, not talent, and it never gets easy. +- **Key Concepts**: Paradox of Basics (obvious → invisible); ruled-out causes (talent/skills/training, territory/product, presentation, closing, managers); fanatical = extreme *uncritical* enthusiasm; Easy Button (De Sena; "easy is the mother of mediocrity"); 3 controllables: actions, reactions, mindset; discipline = what you want now vs most; mantra "One more call." +- **Notable Arguments / Evidence Limits**: 80/20 + many reps share superstar talent → talent isn't the differentiator; argument by elimination; diet-pill analogy; Rohn "wish you were better"; book promises efficient + effective, never easy. Limits: anecdotal, no data for "#1 reason"; hustle-culture hyperbole. +- **Action Item**: One fixed, pre-decided prospecting block each workday; name each excuse as it forms, then make "one more call"; tally kept vs skipped at week's end. + +## Reader State +- **Pending Questions**: None +- **Reader's Answers (paraphrase)**: Q1: pasted the p. 21 "superstars don't make excuses/complain/whine/fear/procrastinate" list + the p. 22 windmills/silver-bullets quote. Got the paradox (chasing easy fixes); gave the root cause in its positive form. Q2 (own words, good): uncritical because you can't predict what will work; risk is persisting with methods that don't work. Q3: not easy, so focus on the 3 controllables (actions, mindset, reactions); recalled correctly. +- **Misconceptions / Feedback Given**: Q1: mixed up the excuses list (p. 21) with the ruled-out causes list (p. 22: talent/skills/training, territory/product, presentation, closing, managers). Clarified the chain: empty pipeline → failure to prospect. Reader tends to quote the text rather than recall it; nudge toward own words. Q2: affirmed; refined as uncritical about *whether/when* to prospect (excuses = critical thinking used for avoidance), critical about *how* (judge by data, not feelings). Q3: affirmed; added credibility (promising easy = another silver bullet), expectation-setting (expecting easy → quit at first rejection), and complaints = uncontrollables; discipline = now vs most. +- **Personal Threads**: Action-item tally (sessions kept vs skipped) to check in on at the Ch 2 review. + +## Open Threads +- Uncritical-doing vs critical-measuring tension: check whether Ch 4 (balanced methodology) and Ch 6 (ratios) resolve it. diff --git a/library/Fanatical Prospecting/Chapter-01-The-Case-for-Prospecting/Chapter-01-source-text.md b/library/Fanatical Prospecting/Chapter-01-The-Case-for-Prospecting/Chapter-01-source-text.md new file mode 100644 index 0000000..dcd1c33 --- /dev/null +++ b/library/Fanatical Prospecting/Chapter-01-The-Case-for-Prospecting/Chapter-01-source-text.md @@ -0,0 +1,278 @@ +# Fanatical Prospecting — Chapter-01: The Case for Prospecting +- **Source**: /library/Fanatical Prospecting/source-file.pdf +- **PDF pages**: 19–26 +- **Pages without text**: none + +--- + + +1 +The Case for +Prospecting +There are bad salespeople, mediocre salespeople, good salespeople, +consistent salespeople, and then there are Superstars. The elusive +talent that companies and sales organizations spend billions of dollars +to identify, recruit, retain, and emulate—the coveted top 20 percent +that produce 80 percent of sales. +Superstars outearn other salespeople—taking home almost all of +the available commissions and bonuses. They win the trips, prizes, +spiffs, and the recognition that the also-rans so badly crave. +They are not one-hit wonders. Superstars deliver year in and +year out and tend to stay on top over the long haul. +Superstars are good at selling. They’ve got the talent and the +skills. They’re competitive and have the drive to perform. They +understand how to manage the sales process, ask great questions, +deliver winning presentations, and close the deal. They have excep- +tional people savvy, high emotional intelligence, and a winning +mindset. +1 + + +But, here’s the thing: So do lots of salespeople. Lots of sales- +people possess the drive and hunger to succeed. Lots of salespeople +have the intelligence, talent, skills, and education to be top per- +formers. Lots of salespeople are competitive, understand the sales +process, and know how to ask for the business. Yet they consistently +underperform the superstars. +That’s what leaves so many salespeople and executives scratch- +ing their heads and wondering how the elite top 20 percent produce +such massive results year in and year out. It’s why: +■ +HR managers are frustrated that their complex and expensive +hiring assessments aren’t as predictive of sales success as +promised. +■ +Legions of academic researchers spin their wheels searching for +the holy grail of sales that they believe will magically turn all +salespeople into top performers, and why corporate executives +eagerly consume their flavor-of-the-day promises. +■ +CSOs and sales VPs chase one fad after another, desperately +clinging to the latest expert who wins the annual “everything- +in-sales-has-changed” beauty contest, in hopes of reviving their +failing sales organization. +■ +So many salespeople and entrepreneurs yearn for the secret to +gaining income stability through real, lasting success in sales, yet +that secret always seems just out of reach. +The Real Secret to Sustained Sales Success +The path to superstar-level success in sales is brutally simple. Simple, +mind you, not easy. It’s a Paradox of Basics: A truth that is so +blatantly obvious it has become impossibly invisible. A truth that +remains frustratingly elusive for most salespeople, causing so many +promising, intelligent, talented people to fail miserably in sales, and, +likewise, businesses to close their doors and entrepreneurs to crash +and burn. +2 +Fanatical Prospecting + + +What’s the secret that separates superstars from everyone else, +and why do they consistently outperform other salespeople? Fanati- +cal prospecting. +Superstars are relentless, unstoppable prospectors. They are +obsessive about keeping their pipeline full of qualified prospects. +They prospect anywhere and anytime—constantly turning over +rocks looking for their next opportunity. They prospect day and +night—unstoppable and always on. Fanatical! +My favorite definition of the word fanatical is “motivated or +characterized by an extreme, uncritical enthusiasm.”1 +Superstars view prospecting as a way of life. They prospect with +single-minded focus, worrying little about what other people think +of them. They enthusiastically dive into telephone prospecting, +e-mail prospecting, cold calling, networking, asking for referrals, +knocking on doors, following up on leads, attending trade shows, +and striking up conversations with strangers. +■ +They don’t make excuses: “Oh, this is not a good time to call +because they might be at lunch.” +■ +They don’t complain: “Nobody is calling me back.” +■ +They don’t whine: “The leads are bad.” +■ +They don’t live in fear: “What if she says no?” Or “What if this +is a bad time?” +■ +They don’t procrastinate: “I don’t have time right now. I’ll +catch up tomorrow.” +■ +They prospect when times are good because they know that a +rainy day is right around the corner. +■ +They prospect when times are bad because they know that +fanatical prospecting is the key to survival. +■ +They prospect even when they don’t feel like prospecting +because they are driven to keep their pipeline full. +Fanatical prospectors carry around a pocket full of business +cards. They talk up strangers in doctors’ offices, at sporting events, in +line to get coffee, in elevators, at conferences, on planes, trains, and +anywhere else they can get face to face with potential customers. +The Case for Prospecting +3 + + +They get up in the morning and bang the phone. During the +day they knock on doors. In between meetings they prospect +with e-mail and text. At night they connect with and engage +prospects on social media. Before they quit for the day they make +even more calls. +The enduring mantra of the fanatical prospector is: One more call. +Prospecting is the air they breathe. They don’t whine like babies +about not having enough leads or cry at the coffee machine with all +of the losers about how they don’t understand why no one is buying +today. They don’t blame the sales manager, company, products, +services, or economy. They get moving, take responsibility, and +own their territory. They generate their own leads and through hard +work, determination, and perseverance, their own luck. +Superstars are aware that failure in sales is not caused by a deficit +of talent, skills, or training. Not a poor territory or inferior product. +Not subpar communication and presentation skills. Not a failure to +ask for the business and close. Not terrible sales managers. +The brutal fact is the number one reason for failure in sales is an +empty pipe, and, the root cause of an empty pipeline is the failure to +prospect. +Yet countless salespeople and sales leaders who marvel at the +consistent year-in-and-year-out performance of superstars are blind +to the real reason for their success. Unwilling to accept that the +foundational root of all success in sales is a fanatical focus on +prospecting, they waste time tilting at windmills on their quixotic +pursuit of fads, silver bullets, and secret formulas they believe will +deliver them into the arms of success with little effort. +In Search of the Easy Button +“Lose weight effortlessly,” the announcer says over an image of +models admiring their ripped abs. “With this revolutionary, break- +through pill you’ll never have to worry about your weight again. Eat +4 +Fanatical Prospecting + + +what you want. Forget about exercise. Just take this pill and you’ll +have the body of your dreams.” +If these commercials didn’t work, the companies that run them +would quit. But they do work. +In his book, Spartan Up: A Take No Prisoners Guide to Overcoming +Obstacles and Achieving Peak Performance, Joe De Sena explains that “easy +is the greatest marketing hook of all time.” So companies promise, +again and again, that you can lose weight, flip houses, or get rich with +no pain, no sacrifice, and no effort. Their phones ring off the hook, +even though intuitively, most people know these promises are over- +hyped and not true. It is just human nature to seek the easy way out. +It is disappointing to observe how many salespeople today have +this attitude—always looking for an easy way out. They have some- +how deluded themselves into believing that they are owed some- +thing. They whine and complain endlessly about their company, +prospects, leads, coworkers, CRM, product, prices, and on and on. +This is the brutal truth: In sales you are owed nothing! You’ve got +to get your ass up and go out there and make things happen yourself. +You have to pick up the phone, knock on doors, make presentations, +and ask for business. Sales is not a nine-to-five job. There are no days +off.Novacations.Nolunch breaks. The great salespeopleareskipping +meals and doing deals—whatever it takes to win. +This mindset is the difference between driving a Mercedes or a +Hyundai. Wearing a Rolex or a Timex. Savoring a juicy, bone-in, +prime, cowboy rib eye in a five-star restaurant or surviving on ramen +noodles. It’s the difference between watching a 60-inch, flat-screen, +ultra high-def TV or sock puppets on a 12-inch flea market hand- +me-down. +In sales there will always be something to complain about. That +is just how it is. There will be obstacles, roadblocks, bad managers, +rude prospects, product and service challenges, and changes to the +commission plan. There will always be rejection. There will always +be hard work. You can sit around and complain and whine, but trust +me, you are only hurting yourself. +The Case for Prospecting +5 + + +It is critical that you awaken from the delusion that somehow +you are going to be able to make prospecting easier and come to +grips with the truth: If you had a choice between prospecting and +swimming with sharks, you would choose the sharks. +The first step toward building an endless pipeline of new +customers is acknowledging the truth and stepping back from +your emotional need to find Easy Street. In sales, easy is the mother +of mediocrity, and in your life, mediocrity is like a broke uncle. +Once he moves into your house, it is nearly impossible to get him to +leave. +The next step is keeping it real. In sales, business, and life, there +are only three things you can control: +1. Your Actions +2. Your Reactions +3. Your Mindset +That’s it. Nothing more. So instead of whining about the things +that are out of your control, focus your energy on what you can +control—your attitude, choices, emotions, goals, ambitions, dreams, +desires, and discipline (choosing between what you want now and +what you want most). +Stop Wishing That Things Were Easier and Start +Working to Become Better +Developing a fanatical prospecting mindset starts with coming to +grips with the fact that prospecting is hard, grueling, rejection-dense +work. +There is no sugarcoating it. Prospecting sucks. This is why so +many salespeople don’t do it and instead spend their time and energy +seeking silver bullets, secret formulas, and shortcuts, or ignore +prospecting all together until it is too late. +6 +Fanatical Prospecting + + +However, if you dream of having a superstar income and living a +superstar lifestyle, you must face the reality that prospecting sucks and +get over it. To get what you want, you must prospect consistently. +JimRohnoncesaidthatyoushouldn’twishthatthingswereeasier; +you should wish that you were better. That’s the promise I make to +you. When you adopt the techniques in this book, you will get better. +Will the techniques I teach you in this book make you a more +efficient prospector? Absolutely. I will teach you how to get more +prospecting done in less time so that you can get back to the fun part +of selling: meeting customers, discovery, presentations, proposals, +negotiation, closing deals, and cashing commission checks. +Will the techniques I teach you in this book make you a more +effective prospector? You can count on it. I will teach you how to +get the highest return on the time you invest in prospecting. You +will learn how to balance prospecting using multiple methodologies +and gain insight on how to engage qualified prospects in sales +conversations and get them into your pipeline. You’ll get better +results, open doors you thought would always be closed to you, and +ultimately close more sales. +Will the techniques I teach you eliminate rejection, make +prospecting more palatable (to use the words of one author who +promises that prospecting can be “fun and easy”), make it painless, or +remove the emotional and mental roadblocks that lead to prospect- +ing procrastination? +Nope. Not a chance. +I will not lie to you about prospecting. I am not going to +promise you that I will make prospecting easier, eliminate rejection, +or turn it into something that you will learn to love. Only you can +make the decision to do the hard work, pick up the phone, approach +strangers, and get past your own mental hang-ups. The choice to +act, the choice to adopt a new mindset, is yours and yours alone. +Here’s the brutal truth: There is no easy button in sales. +Prospecting is hard, emotionally draining work, and it is the price +you have to pay to earn a high income. +The Case for Prospecting +7 + + +How do I know this? I’ve been selling in the trenches my entire +life. I’ve got trophy cases full of awards for my sales achievements. I +started a successful multimillion-dollar business from the ground up +and survived and thrived because my only option was to pick up the +phone and start dialing. I am considered a leading expert on sales +because of these accomplishments, and people pay me big bucks just +to teach them the things I know. I’ve made millions of dollars in +commissions. Bought big houses, boats, cars, and all of the toys a +successful career in sales affords. +All of this was courtesy of fanatical prospecting. All of it! Yet, +even though I know what brought me to the dance, even though I +am fully aware that prospecting generates my income, the truth is +prospecting is still the hardest, most mentally exhausting part of my +sales day. There is always something more fun I would rather do, +and although I know it will never get easier, the one thing that +separates me from most other people is this: I get over it and do it +anyway. +8 +Fanatical Prospecting diff --git a/library/Fanatical Prospecting/Chapter-02-Seven-Mindsets-of-Fanatical-Prospectors/Chapter-02-chapter-notes.md b/library/Fanatical Prospecting/Chapter-02-Seven-Mindsets-of-Fanatical-Prospectors/Chapter-02-chapter-notes.md new file mode 100644 index 0000000..079acf9 --- /dev/null +++ b/library/Fanatical Prospecting/Chapter-02-Seven-Mindsets-of-Fanatical-Prospectors/Chapter-02-chapter-notes.md @@ -0,0 +1,35 @@ +# Fanatical Prospecting — Chapter 02: Seven Mindsets of Fanatical Prospectors +- **Date Created**: 2026-10-11 +- **Status**: In Progress +- **Reading Span**: PDF pages 27–30 + +--- + +## 1. Pre-Reading Briefing +- **Core Question**: Chapter 1 said mindset is one of only three things you control. If so, which specific mindsets do fanatical prospectors share, and can an ordinary salesperson copy them? +- **Key Points to Watch For**: + - **The Carol Dweck epigraph**: "relatively ordinary people who made themselves extraordinary." Notice how it sets up the chapter's claim about whether these traits are born or built. + - **"Success leaves clues"**: Blount's method for the whole list. Ask what his evidence is for these seven, and how strong a "guarantee" it supports. + - **The seven mindsets**: try to hold all seven in your head as you read; you'll be asked to recall them. Notice which feel like *temperament* and which feel like *skills or habits*. + - **The "three As"**: a short formula inside mindset #7 for how new ideas become part of your game. + - **Your open thread from Ch 1**: you worried that "uncritical" enthusiasm could mean repeating methods that don't work. Watch whether any of the seven answer that concern. +- **Context & Thread from Prior Chapters**: Ch 1 argued the #1 cause of sales failure is an empty pipeline caused by failure to prospect, and that superstars win on relentless, uncomplaining prospecting rather than talent. It named three controllables (actions, reactions, mindset); this chapter unpacks the third. + +--- + +## 2. Reading Review & Reflections +- **Prompt Questions**: + 1. Without looking, list as many of the seven mindsets as you can. + 2. Which feel like *temperament* (you have it or you don't) and which feel like *habits you can build*? Which one is your weakest right now? + 3. In Ch 1 you worried "uncritical" enthusiasm could mean sticking with methods that don't work. Do mindsets #5 (thirsty for knowledge) and #7 (adaptive and flexible / adopt, adapt, adept) resolve that worry, or do they contradict Blount's "uncritical" definition? +- **User Key Takeaways**: +- **Scaffolding & Feedback**: + +--- + +## 3. Chapter Synthesis +- **Core Thesis**: +- **Key Concepts / Mental Models**: +- **Notable Arguments & Evidence**: +- **Updates to Prior Understanding**: +- **Weekly Action Item**: diff --git a/library/Fanatical Prospecting/Chapter-02-Seven-Mindsets-of-Fanatical-Prospectors/Chapter-02-memory.md b/library/Fanatical Prospecting/Chapter-02-Seven-Mindsets-of-Fanatical-Prospectors/Chapter-02-memory.md new file mode 100644 index 0000000..153b601 --- /dev/null +++ b/library/Fanatical Prospecting/Chapter-02-Seven-Mindsets-of-Fanatical-Prospectors/Chapter-02-memory.md @@ -0,0 +1,33 @@ +# Fanatical Prospecting — Chapter 02 Memory: Seven Mindsets of Fanatical Prospectors +- **Stage**: Reading done — questions pending +- **Next Step**: Wait for answers to the 3 pending questions (plus optional Ch 1 action-item check-in); give feedback, log in chapter-notes §2, then offer /summarize. +- **Reading Span**: PDF pages 27–30 +- **Source Text**: /library/Fanatical Prospecting/Chapter-02-Seven-Mindsets-of-Fanatical-Prospectors/Chapter-02-source-text.md (the chapter's own words; read instead of the PDF) +- **Full Record**: /library/Fanatical Prospecting/Chapter-02-Seven-Mindsets-of-Fanatical-Prospectors/Chapter-02-chapter-notes.md (read only if needed) +- **Last Updated**: 2026-10-11 + +## Carried-in Context (from earlier chapters) +- **Thesis thread (Ch 1)**: #1 cause of sales failure = empty pipeline ← failure to prospect. Superstars (top 20%) differ by relentless, uncomplaining prospecting, not talent; it never gets easy. +- **Concepts in play**: Paradox of Basics (obvious → invisible); fanatical = extreme *uncritical* enthusiasm; Easy Button / silver-bullet chasing ("easy is the mother of mediocrity"); 3 controllables: actions, reactions, mindset; discipline = what you want now vs what you want most; mantra "One more call." +- **Book promise**: more efficient + effective prospecting, never easier or rejection-free. +- **Reader profile**: Grasps ideas well, but tends to quote the text rather than recall it, so nudge toward own words. Gave a sharp own-words answer on the risk of "uncritical" (could keep using methods that don't work). +- **Open thread**: uncritical *doing* vs critical *measuring*; watch Ch 4 (balanced methodology) and Ch 6 (ratios). +- **Ch 1 action item to check in on**: one fixed, pre-decided prospecting block each workday; name excuses; "one more call"; tally kept vs skipped. + +## This Chapter +- **Core Question**: If mindset is fully in your control (Ch 1's third controllable), what specific mindsets do fanatical prospectors share, and can they be copied? +- **Watch-For Themes**: Dweck epigraph (made, not born); "success leaves clues" (duplicate patterns → duplicate results); the seven mindsets list; "three As" (adopt, adapt, adept); mindsets as a self-assessment reference for the rest of the book. Mindsets 5 and 7 (learning, adapting) bear on the uncritical-vs-critical thread. +- **Core Thesis**: Pending +- **Key Concepts**: Pending +- **Notable Arguments / Evidence Limits**: Pending +- **Action Item**: Pending + +## Reader State +- **Pending Questions**: (1) Recall all seven mindsets from memory, no peeking. (2) Which feel like temperament vs buildable habit, and which is your weakest? (3) Do #5 (thirsty for knowledge) and #7 (adaptive; adopt-adapt-adept) resolve the Ch 1 uncritical-enthusiasm worry, or contradict it? +- **Reader's Answers (paraphrase)**: None +- **Misconceptions / Feedback Given**: None +- **Personal Threads**: Ch 1 action-item tally pending. + +## Open Threads +- Does "thirsty for knowledge" + "adaptive" supply the critical half that "uncritical enthusiasm" lacks? +- Can all seven mindsets really be chosen, or are some (e.g., competitive) temperament? diff --git a/library/Fanatical Prospecting/Chapter-02-Seven-Mindsets-of-Fanatical-Prospectors/Chapter-02-source-text.md b/library/Fanatical Prospecting/Chapter-02-Seven-Mindsets-of-Fanatical-Prospectors/Chapter-02-source-text.md new file mode 100644 index 0000000..a53250b --- /dev/null +++ b/library/Fanatical Prospecting/Chapter-02-Seven-Mindsets-of-Fanatical-Prospectors/Chapter-02-source-text.md @@ -0,0 +1,116 @@ +# Fanatical Prospecting — Chapter-02: Seven Mindsets of Fanatical Prospectors +- **Source**: /library/Fanatical Prospecting/source-file.pdf +- **PDF pages**: 27–30 +- **Pages without text**: none + +--- + + +2 +Seven Mindsets +of Fanatical +Prospectors +We like to think of our champions and idols as superheroes who were born +different from us. We don’t like to think of them as relatively ordinary +people who made themselves extraordinary. +—Carol S. Dweck, Mindset: The New Psychology of Success +Merriam-Webster dictionary defines mindset as “a mental attitude or +inclination.” It can also be defined as “a mood, disposition, inclina- +tion, or intention” (reference.com). +Mindset is completely and absolutely within your control and +drives both the actions you take and your reactions to the environ- +ment and people around you. +9 + + +Success Leaves Clues +Success leaves clues. Highly successful people, from ancient philos- +ophers like Aristotle to modern-day thought leaders, have always +made the point that there is little need to “reinvent the wheel.” If +you study what successful people do, you find patterns. When you +duplicate those patterns, you’ll be able to duplicate their success. +Developing and maintaining a fanatical prospecting mindset is +the ultimate key to success in sales. This mindset keeps you focused, +persistent, and driven to open doors in the face of inevitable +setbacks, challenges, and rejection. When you adopt a fanatical +prospecting mindset, you’ll grow in the face of adversity rather than +shrink before it. +I’ve spent a lifetime studying fanatical prospectors. Along +the way I discovered seven core mindsets that define them. These +are their success clues. Duplicate these mindsets and you’ll +guarantee yourself success in filling your pipeline and crushing +your number. +1. Optimistic and enthusiastic: Fanatical prospectors have a winning, +optimistic mindset. They know that negative, bitter people +with a victim mindset do not succeed in sales. Fanatical +prospectors attack each day with enthusiasm—fired up and +ready to rock. They view each day as a fresh new opportunity +to achieve. Because of this, they seize the day, brush past +naysayers and complainers, and dive into prospecting with +unequaled drive. Even on bad days they reach deep inside and +find enough stored enthusiasm to push themselves to keep +going and make one more call. +2. Competitive: Fanatical prospectors view prospecting through +the eyes of a fierce competitor. They are hardwired to win and +will do whatever it takes to stay on top. They begin each day +prepared to win the battle for the attention of the most +coveted prospects, and outwit and outhustle their competitors +at every turn. +10 +Fanatical Prospecting + + +3. Confident: Fanatical prospectors approach prospecting with +confidence. They expect to win and believe they are going +to win. They have developed mental toughness and the ability +to manage the disruptive emotions of fear, uncertainty, and +doubt. They leverage confidence and self-control to persuade +prospects to give up time and resources to engage in sales +conversations. +4. Relentless: Fanatical prospectors have a high need for achieve- +ment. They do whatever it takes to reach their goal. They +never, ever give up believing that persistence always wins. They +use rejection as motivational fuel to get up and keep going with +a determined belief that their next “yes” is right around the +corner. +5. Thirsty for knowledge: Fanatical prospectors welcome feedback +and coaching. They seek out every opportunity to learn and +invest in themselves by voraciously consuming books, pod- +casts, audiobooks, blog posts, online training, live seminars, +and anything else they believe will make them better. They +have an unshakable belief that everything happens for a reason +and through this lens view setbacks as opportunities to learn +and grow. +6. Systematic and efficient: Fanatical prospectors have the ability to +execute with near-robotic and systematical efficiency. They are +skilled at their craft like a pro athlete. They protect the golden +hours, block their time, and concentrate their power to tune out +distractions and avoid disruptions. They systematically develop +their prospect database to build more effective and targeted lists, +and squeeze every moment from each sales day. +7. Adaptive and flexible: Fanatical prospectors have acute situational +awareness. Because of this, they are able to respond and adapt +quickly to changing situations and circumstances. They leverage +the three As in their approach to prospecting: adopt, adapt, +adept. They actively search out and adopt new ideas and best +practices, then adapt them as their own, and work at it until they +become adept at execution. Fanatical prospectors are constantly +trying new things and flexing with the world around them— +whatever it takes to keep their pipeline full. They tend to be +Seven Mindsets of Fanatical Prospectors +11 + + +early adopters of new prospecting techniques, cutting-edge +technology, and game-changing tactics. +Look around you. I guarantee that you will find that the +highest-earning sales professionals in your town, city, networking +groups, and company are fanatical prospectors. From insurance to +real estate to industrial products to software to mobile to autos to +trucks to medical device and pharmaceutical—in every industry and +every company—they share these seven mindsets. +As you move forward through this book, use these seven +mindsets as a foundational reference point to assess where you +have room to grow and further develop your mindset. +12 +Fanatical Prospecting diff --git a/library/Fanatical Prospecting/Chapter-03-To-Cold-Call-or-Not-to-Cold-Call/Chapter-03-source-text.md b/library/Fanatical Prospecting/Chapter-03-To-Cold-Call-or-Not-to-Cold-Call/Chapter-03-source-text.md new file mode 100644 index 0000000..f15b686 --- /dev/null +++ b/library/Fanatical Prospecting/Chapter-03-To-Cold-Call-or-Not-to-Cold-Call/Chapter-03-source-text.md @@ -0,0 +1,218 @@ +# Fanatical Prospecting — Chapter-03: To Cold Call or Not to Cold Call? +- **Source**: /library/Fanatical Prospecting/source-file.pdf +- **PDF pages**: 31–37 +- **Pages without text**: none + +--- + + +3 +To Cold Call +or Not to +Cold Call? +To be, or not to be, that is the question. +—William Shakespeare, Hamlet +It seems these days that everywhere you look there is some so-called +expert pontificating that cold calling is dead. This is usually an inbound +marketing, Sales 2.0, social-selling-obsessed nitwit with an agenda +and a vested interest in telling you that everything you thought you +knew about sales prospecting is “old school”—except their narrow +version of “new school.” By vested interest, I mean they’ve got +something they want to sell you that promises to fill your pipe with +no fuss, no muss, no rejection, and little effort. +These folks pander to the sales masses’ desire to stop cold calling. +You’ve seen the ads and headlines plastered everywhere: “Never +cold call again!” Buy their system and you’ll be set free of the burden +of reaching out and touching prospective customers. +13 + + +With their top-secret system, you’ll happily and painlessly blog +and post on social media sites, and prospects who are already +70 percent (or 57 percent or 68 percent or whatever the latest statistic +is these days) through the sales process—all by themselves—will +miraculously call you at exactly the right time. You’ll answer the +phone or check your e-mail or social inbox and boom—closed deal. +It’s easy, they’ll tell you. Why work hard when, with their little magic +pill, you can just kick back, relax, and wait for the phone to ring. +Welcome to Fantasy Island. +Likewise, there are experts who bill themselves as cold-calling +queens and kings. They preach loudly that cold calling is the real key +to prospecting success and offer top-secret formulas they say will +eliminate rejection, cause your targeted prospects to swoon when +you call, and guarantee your success. +It feels like the sales profession’s twisted version of a Shake- +spearian play: to cold call or not to cold call. +Give me a break! +The Fine Art of Interrupting +So the gurus and thought leaders rage on over whether to cold call +or not to cold call. But their bluster is really just an inane argument +focused on semantics of degrees—cold, warm, smoldering, hot, +smoking hot—and mostly centered on how to avoid ever having to +make an outbound call to a prospect again. +This is why I’m going to let you in on the truth—the real truth +that all of these so-called experts continue to ignore, and it has +nothing to do with cold calling. +Here’s the deal. +If you want sustained success in your sales career, if you want to +maximize your income, then you’ve got to interrupt prospects. +You’ll have to pick up the phone, walk in the door, send an e-mail +or text message, or ping a prospect on LinkedIn, Twitter, Google+, +14 +Fanatical Prospecting + + +or Facebook and interrupt someone who is not expecting you to +contact them (i.e., you don’t have an appointment or they are not +waiting for you to call or write) and with whom you are not +currently engaged in a sales discussion. +You can argue the degrees, warm, hot, cold, whatever. It could +be a prospect that filled out one of your web forms or downloaded +your latest white paper. Maybe they just connected with you online. +It could be an old customer you are trying to reactivate, or a prospect +in your defined database, or a new business that you’ve stopped by +to qualify, or a prospect you met at a trade show. +No matter the circumstance, the simple fact remains that you +are interrupting their day to talk about something you want them to +hear, do, or buy, and you do not have a scheduled appointment with +them to have that conversation. +This is what gets missed in all of the useless noise about how cold +calling is dead. All of the talking heads who promise an easy way out if +you’ll just join their little cult ignore the real reason that prospecting is +so hard, no matter how you choose to do it. It has never been about +degree of the call; it is has always been about the willingness on the part +of the salesperson to interrupt. +Which, by the way, is why most sales reps protest so loudly and +will do anything to avoid making an outbound call. It is so much +easier to speak to someone who is calling you. +The problem is, most companies can’t create enough qualified +inbound leads to keep the pipeline full. And, by the way, the reps +that work for companies that do generate enough inbound leads to +keep the phones ringing are making far less than sales pros who are +reaching out and interrupting prospects to create opportunities. +Case in point, I have one client that spends $1.2 million a month +to generate leads for their inbound sales team. It is still not enough. +Those reps are idle more than half of the time. The only way they +can achieve their number is to make targeted outbound calls. +Another client has a robust inbound-marketing and social- +selling process that generates a consistent stream of leads. However, +To Cold Call or Not to Cold Call? +15 + + +the biggest and most lucrative prospects in their marketplace, the +ones they need to sell to achieve their goals, rarely respond to +inbound-marketing or social-selling efforts. They have no reason +to engage this way. Their accounts are so lucrative, there’s always a +long line of salespeople knocking on the door. The only way to +start a sales conversation with these high-value prospects is to +interrupt them. +Stop Seeking the Easy Way Out and Start Interrupting +and Engaging +It is difficult and awkward to interrupt someone’s day. +You can’t control their response. That unknown leaves us +vulnerable and causes fear. +Your prospect’s initial reaction to being interrupted—usually a +brush-off or reflex response in a not-so-friendly tone of voice—feels +like rejection. As a human it is natural to abhor rejection; we are +social creatures at heart who desire to be accepted. +These are the core reasons mediocre salespeople spend an +inordinate amount of time finding excuses not to prospect rather +than just doing it. +This past year one of my clients wanted to set up an outbound +prospecting team to call and reactivate dormant customers. They +hired a few young, inexperienced reps to make the calls. +While training them, I observed the reps obsess over the +unknowns, the “what ifs” of the highly qualified “warm” calls. +They wanted to be sure they had all of their ducks in a row before +they ever picked up the phone. They hesitated and agonized. +Planning to plan to plan to call. +But these were not calls to strangers. We were calling people +who had done business with the company in the past. There was +history here. In fact, the calls were warm lay-ups. Yet, the two reps +16 +Fanatical Prospecting + + +demonstrated the exact same anxiety I’ve observed in reps who were +calling complete strangers—in degrees, very cold prospects. +So I demonstrated by grabbing the list, picking up the phone, +and dialing numbers. The customers who answered the phone were +receptive, and other than being initially irritated at being inter- +rupted, took time to talk to me about their next buying window. +Over the course of 25 dials, three of these former customers +indicated that they were ready to buy again. +Once the reps learned how to interrupt those inactive customers +and initiate sales conversations, they became phenomenally success- +ful, going on to produce, as a team, $100,000 each week in sales. +This, by the way, became my client’s most successful new sales +initiative of the year, and they have expanded the outbound team +and are now attacking the entire database. +I observe salespeople demonstrate this same behavior pattern +with hot prospects (prospects that have been generated via inbound +marketing efforts, referrals, or trade shows and are extremely +receptive). I even see the pattern when current customers are being +called for cross-sell opportunities. These salespeople agonize, pro- +crastinate, and stare at the phone—afraid to pick it up. +A few months back I was working with a group of insurance +agents from one of the most well-known companies in the industry. +They were tasked with calling a list of clients that were already doing +business with their agency. The objective was simple: Set an appoint- +ment with the client to review their coverages and ensure there were +no gaps. The goal of the appointment was to find opportunities to +cross-sell additional financial products where it made sense. +This was a low-impact call to a current client. The approach was +simple: +“Hi, Roger, this is Jeb from XYZ agency. The reason I’m +calling is, in reviewing your current coverages, I noticed that you +have your cars and home insured with us, but we don’t have an +umbrella liability policy set up for you. I want to schedule a short +To Cold Call or Not to Cold Call? +17 + + +meeting with you to review your current situation and identify any +coverage gaps that could create a risk for you and your family. How +about Thursday morning at 11 AM?” +Yet the agents had come up with every excuse in the book for +not making the calls. One even complained to me that “he didn’t +‘sign up’ for cold calling.” I politely explained that calling a current +client—someone who is already doing business with you, familiar +with you, and most likely to take your call—was about as far from +cold calling as Perth, Australia, is from New York City. +Just Afraid to Make the Call—Not Cold Call +Today most people, including the experts and the insurance agent I +mentioned above, have no idea what a cold call really is. They think +that any outbound call or visit is a cold call. +They’ve turned the fear and anxiety they feel about inter- +rupting prospects into a hobgoblin and relabeled it “cold calling.” +This has provided the perfect excuse to sit and wait for prospects to +interrupt them instead—and, of course, complain about not hav- +ing enough leads. +It is not the “cold” call that is hard; it is the interrupting. Reps +are just afraid to make the call, not the cold call. +Now, for sure, some prospects will be more receptive than +others. A prospect who fills out your web form will be easier to +speak to than a prospect you are contacting with no pretense. A +prospect who is familiar with your name from social media may be +more engaged than a prospect you found via a Google alert and +contacted through their switch board. A prospect who has a contract +expiring with your competitor will be more likely to engage in a +conversation than a prospect who just signed a new contract. If you +are calling a former customer, you’ll likely receive a better reception +than from a prospect who has never purchased from you or your +company. +18 +Fanatical Prospecting + + +Interrupting your prospect’s day is a fundamental building block +of robust sales pipelines. No matter your prospecting approach, if +you don’t interrupt relentlessly, your pipeline will be anemic. +So the question is not, to cold call or not to cold call. +Instead, the question is how to strategically balance prospecting +across the various prospecting channels to give you a competitive +advantage when interrupting prospects in the crowded, competitive +marketplace. +To Cold Call or Not to Cold Call? +19 diff --git a/library/Fanatical Prospecting/Chapter-04-Adopt-a-Balanced-Prospecting-Methodology/Chapter-04-source-text.md b/library/Fanatical Prospecting/Chapter-04-Adopt-a-Balanced-Prospecting-Methodology/Chapter-04-source-text.md new file mode 100644 index 0000000..fb0d87a --- /dev/null +++ b/library/Fanatical Prospecting/Chapter-04-Adopt-a-Balanced-Prospecting-Methodology/Chapter-04-source-text.md @@ -0,0 +1,159 @@ +# Fanatical Prospecting — Chapter-04: Adopt a Balanced Prospecting Methodology +- **Source**: /library/Fanatical Prospecting/source-file.pdf +- **PDF pages**: 38–42 +- **Pages without text**: none + +--- + + +4 +Adopt a Balanced +Prospecting +Methodology +Poor people choose now. Rich people choose balance. +—T. Harv Eker, Secrets of the Millionaire Mind +“But Jeb,” Janice said emphatically, “I’m so much better in person!” +It was a refrain I’d heard hundreds of times from salespeople +who were quick to tell me that they were so much better at one type +of prospecting than another. +The “I’m so much better at . . .” excuse is just that: an excuse +to avoid other prospecting techniques that salespeople find +unpalatable. More often than not, it’s an excuse to avoid phone +prospecting. +The pipeline always reveals the truth. Salespeople who gravitate +to a single prospecting methodology seriously sub-optimize their +productivity. +20 + + +I can guarantee that when the words, “But you don’t under- +stand, I’m so much better at . . .” come out of a salesperson’s mouth +in response to a prospecting technique I’ve just introduced, that +salesperson is underperforming against their number and cheating +themselves out of thousands of dollars in commissions. +The Fallacy of Putting All Your Eggs in One Basket +Imagine that a friend comes to you seeking advice on investing for +retirement. They explain that they went to a financial seminar +where an investment “guru” presented a “sure-thing stock.” The +guru advised that they immediately move their entire nest egg into +this stock. What would you tell them? +If you were a good friend, you would be incredulous. “Putting +your money into a single stock is stupid. You’ll lose your retirement +money!” you’d exclaim. +“But the guy says this investment is a sure thing,” your friend +responds emphatically. “He says I can make a ton of money!” +You grab him by the collar and shake him. “Are you kidding +me? Are you a moron? There are no sure things in investing. That’s +why sane people do something called diversification—they spread +their money out across multiple investments to reduce their risk. +This guy is feeding you a line of bull. If you follow this advice, +you’re courting financial disaster.” +In sales, consistently relying on a single prospecting methodol- +ogy (usually the one you feel generates the least amount of resistance +and rejection), at the expense of others, consistently generates +mediocre results. However, balancing your prospecting regimen +based on your industry, product, company, territory, and tenure in +your territory gives you a statistical advantage that almost always +leads to higher performance and income over the long term. +Not unlike investing, there is an expert or so-called sales guru +on every corner preaching to salespeople that their method is the +Adopt a Balanced Prospecting Methodology +21 + + +one way to prospecting salvation. They push phone prospecting, +e-mail prospecting, social selling, trade shows, referrals, networking, +or inbound marketing as the one true way while disparaging all +other forms—usually by labeling the forms they don’t like “cold +calling” to create the ultimate turnoff. “Do it my way,” they’ll tell +you, “and you’ll get unlimited qualified leads. All for only $999!” +These promises and your own justifications that “I’m just so +much better at . . .” sound good in a seminar, book, webinar, +article, and in your own head. But in the real world, where real +salespeople actually have to engage prospects, make a number, +feed families, pay mortgages, and buy food, it rarely works out over +the long haul. +Avoid the Lunacy of One Size Fits All +Think of me as your friend grabbing you by the collar shaking you +into reality. Putting all your prospecting eggs into a single basket is +stupid. It’s career suicide. Using the “I’m better at . . .” excuse to +run from prospecting techniques you don’t like is short-sighted. +The foundation of a winning prospecting strategy is balance. +The very best salespeople have mastered balanced prospecting in +the same manner that wealthy people have mastered balance in their +investmentportfolios.Balancesimply meansthattogetthe bestreturn +from your prospecting time investment, there should be a mixture of +telephone, in-person, e-mail, social selling, text messaging, referrals, +networking,inboundleads,tradeshows,andcoldcalling.Therelative +distribution of your time investment in each prospecting methodol- +ogy should be based on your unique situation. +There isn’t a one-size-fits-all formula for balanced prospecting. +Every territory, industry, product, service, and prospect base is +different. As are the demands of the sales plan, economic drivers, +and the strategy and direction of the business—all of which are certain +to change over time. It’s also important to have a clear understanding +22 +Fanatical Prospecting + + +of where you are against your goals because that may also determine +the appropriate mix of prospecting channels. +For example, in some industries or with certain products or +services, if you spend the majority of your time cold calling rather +than professional networking, you will fail. In others, if you don’t +prospect in person, you will die a quick and painful death. In some +verticals, referrals are everything, and in others, trade shows deliver +the highest-quality prospects. +Social selling might be a primary driver in a consulting business, +while inbound marketing might carry a heavier weight with certain +software products. If you work for a large company, you may have a +ready-made database of prospects, and the telephone and e-mail are +the most efficient and effective channels for getting in doors. If you +work for a small company or a start-up, you’ll need to balance your +prospecting to both build your database with long-term opportu- +nities and fill the pipe with deals you can close now. +The key is designing your prospecting regimen based on what +works best in your industry and with your product, service, deal +complexity, customer base, and tenure. In some cases, this may even +be market or geographic specific. For instance, in high-density zip +codes like Manhattan or downtown Chicago, you may be more +efficient and effective prospecting in person rather than via phone. +Likewise, tenure in your territory matters. If you are new to sales, +new to your company, or have just taken over a new territory, your +balance of prospecting techniques will likely need to be different than +that of a tenured rep who has been in the same territory for years. +In fact, this is how many rookies get themselves into big trouble. +They see Joe, the 20-year veteran, generating million-dollar months +with what appears to be little effort. Then they emulate this +behavior. On their way to failure, they miss the fact that Joe spent +years qualifying his database and now he is tuned into his prospects’ +buying windows and knows exactly when to engage them. The +rookies fail to understand that Joe’s success was paid for in advance +with years of fanatical prospecting. +Adopt a Balanced Prospecting Methodology +23 + + +If you are brand new in your territory, company, or industry, +you must be prepared to pick up the phone and do lots of dialing or +hit the streets and do lots of knocking. You may have to do a good +bit of cold calling to qualify and build your database. On the other +hand, if you have been in your territory or industry for years, it is +likely that cold calling will become a smaller portion of your +prospecting balance while referrals, social selling, lead nurturing, +and timely calls to qualified prospects who are moving into the +buying window will become your primary focus. +Look around you. Find out what the top salespeople in your +organization are doing to generate qualified prospects. Then do what +they do. The sale pros who are bringing home the big commission +checks know the formula. Beware, though. If you sell to small and +mid-market accounts and adopt the same prospecting regimen as the +regional account executives or enterprise account managers, you’ll +likely fail. +Striking a balanced approach with prospecting is the most +effective means of filling your sales pipeline no matter your industry +product or service. With few exceptions, the combination of multiple +techniques and channels is the most effective path to building a +winning pipeline. +24 +Fanatical Prospecting diff --git a/library/Fanatical Prospecting/Chapter-05-The-More-You-Prospect-the-Luckier-You-Get/Chapter-05-source-text.md b/library/Fanatical Prospecting/Chapter-05-The-More-You-Prospect-the-Luckier-You-Get/Chapter-05-source-text.md new file mode 100644 index 0000000..3c7d3f7 --- /dev/null +++ b/library/Fanatical Prospecting/Chapter-05-The-More-You-Prospect-the-Luckier-You-Get/Chapter-05-source-text.md @@ -0,0 +1,376 @@ +# Fanatical Prospecting — Chapter-05: The More You Prospect, the Luckier You Get +- **Source**: /library/Fanatical Prospecting/source-file.pdf +- **PDF pages**: 43–53 +- **Pages without text**: none + +--- + + +5 +The More You +Prospect, the +Luckier You Get +Inaction breeds doubt and fear. Action breeds confidence and courage. If +you want to conquer fear, do not sit home and think about it. Go out and +get busy. +—Dale Carnegie +The unrelenting daily imperative for every salesperson is keeping the +pipeline full of qualified prospects. +Top sales professionals spend as much as 80 percent of their time +on prospecting and qualifying activities for one important reason: +They want to get up to the plate often and put together a consistent +string of singles, doubles, triples, and a few home runs. +There are three core laws of prospecting that, when heeded, +will ensure that you are moving a steady stream of prospects into the +pipe: +25 + + +1. The Universal Law of Need +2. The 30-Day Rule +3. The Law of Replacement +In this chapter, we discuss the implications of these universal laws +for success in sales. You will also learn why ignoring these laws causes +sales slumps and how to get out of a slump if you find yourself in one. +The Universal Law of Need +It is when pipelines are empty that salespeople find themselves face +to face with the Universal Law of Need. The Universal Law of +Need governs desperation. It states that the more you need some- +thing, the less likely it is that you will get it. This law comes into +play in sales when lack of activity has left your pipeline depleted. +When all of your hope for survival rests on one, two, or even a +handful of accounts, the probability of failure increases exponentially. +ConsiderJerry.Hisprospectingisinconsistentatbest.Severalofthe +deals he was counting on and put into his forecast pushed off decisions +to next quarter or were lost to a competitor. Because of this, he has only +a handful of viable opportunities left in his pipeline. Now, with the end +of the quarter looming, Jerry is under tremendous pressure. He +desperately needs one of these deals to close. As Jerry becomes +more desperate to close anything, he comes face to face with a cruel +reality: Desperation magnifies and accelerates failure and virtually +guarantees that he won’t close the deals he must have to survive. +There are several reasons why desperation increases the proba- +bility that Jerry will fail when he needs to succeed the most. The first is +that desperation taps into the downside of the Law of Attraction, +whichstatesthatwhatyou focusyourthoughtson,youare mostlikely +toget.Whenyou are desperate,younolonger focusyourthoughtson +what is required for success. Instead, you focus on what will happen to +you if you don’t get what you need, thereby attracting failure. +26 +Fanatical Prospecting + + +The next problem with desperate need is that other people can +sense your desperation. Through your actions, tone of voice, words, +and body language, you send the message that you are desperate and +weak. Prospects and customers naturally repel salespeople who are +needy, desperate, and pathetic. Instead, they gravitate toward sales +professionals who exude confidence. When you reek of the foul +stench of desperation, people don’t want to do business with you. +Finally, when you are desperate, you become emotional and act +illogically, which causes you to make poor decisions. These poor +decisions exacerbate an already bad situation, leaving you stressed, +miserable, and digging a deeper hole. +In contrast to Jerry, Sandra is consistently prospecting, network- +ing, gaining referrals, and systematically moving her accounts +through her pipeline. Her hard work has resulted in more than +30 opportunities in her funnel. +Will they all close? Not likely. However, Sandra feels little +pressure. She is consistently replacing the prospects that fall out of +her pipeline and as a result, her sales have been regular, predictable, +and on target. She knows exactly what she will close tomorrow, +next week, and next month and she has earned her sales manager’s +trust because she keeps her forecast promises. +Under little pressure, she gets a huge boost when several of the +accounts in her pipeline that were long shots suddenly go her way. +She blows away her quota and earns a huge bonus. Sandra didn’t +need this extra sales gravy, yet, because she was disciplined in her +activity, it fell right into her lap. +The 30-Day Rule +“Hey, Jeb, got a minute?” The voice on the line was familiar. +“Sure, Greg, what’s up?” Greg is a sales pro who lives in my +town. We’ve known each other for years. +“I was wondering if you might have a minute to talk.” +The More You Prospect, the Luckier You Get +27 + + +I was stuck in traffic on the parking lot called I-285 in Atlanta +and had nowhere to go, so Greg started telling me his story. He +explained that for some reason nothing he was working on was +closing. He was getting frustrated, feeling that he’d lost his edge, and +looking for tips that would help him get some deals closed. It was +early March and he was worried that he was going to end up having +a bad quarter. Slumps can quickly erode confidence and create a +feeling of desperation. +“Greg,” I asked, “just by chance are you calling the same +prospects over and over? And are these prospects the same ones +you were trying to close in February?” +“Yes. They keep putting me off. I was wondering if you might +have some closing techniques or something I can say to get them to +pull the trigger.” +“Greg, this is going to sound like a weird question, so bear with +me. How much were you working in December?” +“Well, we had a lot going on in December and I didn’t get in as +much time as I had hoped. We also took a couple of weeks off at the +end of the year. You know how it is around the holidays.” +“So you weren’t doing as much prospecting as usual?” +There was silence on the other end of the line. “Oh, crap, Jeb— +the 30-Day Rule! I didn’t even see it.” +Greg didn’t have a closing problem; he had a prospecting +problem. He’d stopped prospecting in December and it was biting +him in the rear in March. However, because his activity gap +happened way back in December, he didn’t immediately connect +it to his slump in March. To him it felt like a closing issue. Because +he treated his slump as a closing technique issue rather than a +prospecting issue, he continued to call on stale, dead-end prospects +over and over again, unwilling to mentally admit that those deals +were never going to close. +That is when he started to dig the hole even deeper. The irony +was, as his frustration at not closing sales increased, he stopped +prospecting altogether. Instead he just called the same old prospects +28 +Fanatical Prospecting + + +over and over again, deluding himself that this was prospecting +activity. +This death spiral is common and happens to the best salespeople. +Let’s get real: It’s hard to find the energy and motivation to start +prospecting when you feel like a loser. +As this cycle continued, Greg failed to replace the stale prospects +with new opportunities, became more desperate, hit a slump, and +started looking for a silver bullet that would solve his problem. That +is when he called me looking for top-secret closing techniques that +would save him. +In December Greg stopped prospecting because it was easy to +become distracted during the holidays with things that are way more +fun than prospecting. Ninety days later his pipeline was stale and +stalled. This is what happens when you ignore the 30-Day Rule. +The 30-Day Rule is almost always in play in B2B and high-end +B2C sales. In shorter-cycle transactional sales, the 30-Day Rule may +become the “One-Week Rule,” but the concept remains the same. +The 30-Day Rule states that the prospecting you do in this +30-day period will pay off for the next 90 days. It is a simple, yet +powerful universal rule that governs sales and you ignore it at your +peril. When you internalize this rule, it will drive you to never put +prospecting aside for another day. +The implication of the 30-Day Rule is simple. Miss a day of +prospecting and it will tend to bite you sometime in the next +90 days. Miss a week and you will feel it in your commission check. +Miss the entire month and you will tank your pipeline, fall into a +slump, and wake up 90 days later desperate, feeling like a loser, with +no clue how you ended up there. +The Law of Replacement +Rick sat in in front of his VP of sales. He had made big promises at +the beginning of the month on his forecast—predicting a record +The More You Prospect, the Luckier You Get +29 + + +month. Now he was apologizing for a huge miss. He tried to explain +how the sales they were counting on failed to materialize for one +reason or another. In a desperate Hail Mary, he pointed out that in +the two previous months of the quarter his team had delivered ahead +of the forecast. His excuses fell on deaf ears. +Rick came to me looking for answers. “My team let me down, +and I can’t let that happen again. The one thing my VP expects is +that we make the forecast. How do I keep my team from quitting on +me in the future?” +I asked Rick to walk me through his team’s activity over the past +few months since he had taken over as sales manager. He explained +that when he first started working with the team, the pipe was weak. +He’d pushed his team hard to prospect and get it filled with +opportunities. +“And it worked!” he said emphatically. “Two months ago we +had the best month we’ve had in two years. The next month was +even better. That’s why I don’t understand what happened this +month. It’s like everybody just gave up.” +“Rick, were your salespeople prospecting at the same intensity +during those two big months as they did when you were pushing +them to fill the pipeline?” I asked. +“No, once we got the pipe full of opportunities, we got out +there and started closing deals.” +“Okay, so what does your pipeline look like for next month?” +“Well,thatisanother thingIhadtoexplaintomy VP.We’ve been +so busy working on closing deals that we’ve let it get weak again.” +Problem identified. +I had to break the news to Rick that his salespeople had not +given up on him. Instead he had allowed his team to jump on the +classic sales roller coaster because he had failed to heed the Law of +Replacement. +Here’s a math question: Becky has 30 prospects in her pipeline. +Her closing percentage is 10 percent. She closes one deal. How +many prospects remain in her pipe? +30 +Fanatical Prospecting + + +Most people answer 29. +The real answer is 20. +So why 20? Here’s the math. Becky has a 1 in 10 probability of +closing a deal. That means on average she will close only one deal out +of 10 prospects she puts in her pipeline. The net result is when she +closes one deal, the other nine are no longer viable prospects. This +means her pipeline will be reduced by 10 prospects rather than one. +She must now replace those 10 prospects to keep her pipeline full. +The Law of Replacement can be a difficult concept to under- +stand because it is a statistical formula. You may in fact argue how +we could possibly know that the other nine prospects are no longer +closeable. To do, however, is missing the point. We are talking +about statistical probabilities based on Becky’s average closing ratio. +The stats tell us, over the long run, that she must replace those +prospects to keep her pipeline healthy and full. +The Law of Replacement is a critical concept to internalize +because failure to heed this law is the reason salespeople get on, and +stay on, roller coasters. Up and down. Up and down. Until one day +they get so far down that they can’t get back up again. +The lesson the Law of Replacement teaches is that you must +constantly be pushing new opportunities into your pipeline so that +you’re replacing the opportunities that will naturally fall out. And, +you must do so at a rate that matches or exceeds your closing ratio. +This is where a fanatical prospecting mindset really begins to pay off. +The Anatomy of a Sales Slump +Ninety-nine percent of sales slumps can be linked directly to a +failure to prospect. The anatomy of a sales slump looks something +like this: +■ +At some point you stopped prospecting (see the 30-Day Rule). +■ +Because you stopped prospecting, your pipeline stalls (see the +Law of Replacement). +The More You Prospect, the Luckier You Get +31 + + +■ +Because the prospects in your pipe are dead, you stop closing +deals. +■ +As you experience this failure, there is an erosion of your +confidence. +■ +Your crumbling confidence creates negative self-talk and that +further degrades your confidence, wrecks your enthusiasm, and +causes you to feel like a loser. +■ +Feeling like a loser saps your energy and motivation for +prospecting activity. +■ +Because you don’t feel like prospecting, you call the same old +dead-end prospects over and over and get nowhere. +■ +The lack of prospecting activity makes your already stale pipe +even worse. +■ +You start hoping for silver bullets. But, because hope is not a +strategy, nothing changes. +■ +You sink deeper into your slump, get desperate, and then bam! +You get slapped by the Universal Law of Need. +■ +Your sales days become depressing black holes of misery. +Early in my sales career I hit a bad slump. The previous quarter +I’d closed a ton of new business and allowed myself to get caught up +in the administrative work required to set up those new customers. +The truth is, I took the easy way out and justified my lack of +prospecting with the admin work. Ninety days later I woke up to a +new quarter and a sales manager in my face demanding that I get my +sales back on track. It was my up-front and close experience with the +brutal reality that in sales it is not about what you have sold but +rather what you have sold today. +My sales manager pulled me aside and explained the 30-Day +Rule to me. He pointed out that I was in a precarious situation. +My bone-dry pipeline was testament to this sad state of affairs. He +gave me one strong piece of advice: “Go get on the phone and +start dialing.” +Truthfully, I was depressed, angry, and full of excuses. I felt like +a total loser. But I took his advice and started prospecting. Just taking +action to save my hide boosted my spirits. +32 +Fanatical Prospecting + + +At first, though, it didn’t feel like I was making any progress— +when you are desperate, you try to will the world to conform to +your unreasonable deadlines. I felt that I was just going through the +motions and sinking deeper into quicksand because I wasn’t actually +selling anything. But each day of calling added opportunities to +my pipe. +I stuck with it and by the end of the quarter, miraculously, I was +the number-one sales rep in my region. The impact of daily +prospecting on my performance that quarter—from zero to hero +in just three months—made an indelible impression on me. It was a +lesson I never had to learn again. +Sooner or later, we all let down our guard and find ourselves in +desperate need of a sale. The cumulative impact of our poor decisions, +procrastination, fears, lack of focus, and even laziness have added up +and suddenly we are desperately scrambling to survive. +You can recover, but first you must acknowledge where the +blame for your predicament lies. You see, often, when we find +ourselves in desperate situations, we fall back on human nature and +blame everything and everyone for our plight except, of course, +ourselves. The Universal Law of Need doesn’t punish others, +though. It punishes you for your failures in executing the daily +disciplines required for success. Once you look in the mirror and +accept your own culpability and take responsibility, you have a +chance to change your future. +The First Rule of Sales Slumps +The first rule of holes is when you are in one, stop digging, and the +first rule of sales slumps is when you are in one, start prospecting. +The only real way to get out of a sales slump is to get back up to the +plate and start swinging. +When you find yourself in a slump, take a breath, acknowledge +that your negative emotions are just making things worse, and +The More You Prospect, the Luckier You Get +33 + + +commit yourself to daily prospecting. Do whatever it takes to get +your mind focused on prospecting and committing to daily goals. +Don’t spend a moment in thought about what might happen to +you if you don’t get what you need. Worry won’t change the future. +Likewise, don’t get mired down in regret over what you have failed +to do. Your future does not lie in your past. +Instead, put all of your energy, emotion, and effort into actions +that you control. Success in sales is a simple equation of daily, +weekly, monthly, quarterly, and annual activity. In other words, +you are in complete control of your future. Even in a desperate +situation, if you go back to the basics and focus on the right activity +soon, the results will come. It will usually take about 30 days of +dedicated daily activity to get back on track. +One of my absolute favorite quotes is from Arnold Palmer: +“The more I practice, the luckier I get.” +There is a parallel singularity in sales: The more you prospect, +the luckier you get. +Will training, experience, and technique make you a better +prospector? Of course. However, it is far more important that you +prospect consistentlythan thatyou prospect using the besttechniques. +When you prospect consistently—and that means every day— +amazing things happen. The cumulative impact of daily prospecting +is massive. You begin to connect with the right people, in the right +accounts, at just the right time. Suddenly, opportunities drop in +your lap out of nowhere (my team at Sales Gravy calls this +phenomenon “The Sales Gods”). +Most salespeople never get lucky because they only do the +minimal amount of prospecting required to just squeak by, and +when they do start prospecting (usually out of desperation), they +expect instant miracles. When those miracles don’t happen, they +gripe that prospecting doesn’t work and crawl back into the warm +comfort of mediocrity. +You can’t expect to make prospecting calls for a single day +and expect miracles any more than you could expect to hit the +34 +Fanatical Prospecting + + +driving range once and go on to win a golf tournament. It +requires consistent commitment and discipline over time—a little +bit every day. +So go hit the phones, knock on doors, send e-mails and text +messages, pound LinkedIn, ask for referrals, attend networking +events, and talk to strangers. Be fanatical. Don’t let anything or +anyone stop you. +The more you prospect, the luckier you get. +The More You Prospect, the Luckier You Get +35 diff --git a/library/Fanatical Prospecting/Chapter-06-Know-Your-Numbers-Managing-Your-Ratios/Chapter-06-source-text.md b/library/Fanatical Prospecting/Chapter-06-Know-Your-Numbers-Managing-Your-Ratios/Chapter-06-source-text.md new file mode 100644 index 0000000..005e9b4 --- /dev/null +++ b/library/Fanatical Prospecting/Chapter-06-Know-Your-Numbers-Managing-Your-Ratios/Chapter-06-source-text.md @@ -0,0 +1,170 @@ +# Fanatical Prospecting — Chapter-06: Know Your Numbers: Managing Your Ratios +- **Source**: /library/Fanatical Prospecting/source-file.pdf +- **PDF pages**: 54–58 +- **Pages without text**: none + +--- + + +6 +Know Your +Numbers +Managing Your Ratios +Everything around you is mathematics. Everything around you is numbers. +—Shakuntala Devi +There are people who will tell you that sales is not a numbers game. +This statement is often followed with “That’s old-school thinking” +or something I heard more recently, “Thinking of sales as a numbers +game is stupid.” +Well, being stupid is stupid. +Sales is and always has been governed by numbers because, in +sales, the formula for success is a simple mathematical formula: What +(quality) you put into the pipe and how much (quantity) determines +what you get out of the pipe. +Numbers, or the “how much,” are the science of sales. The +“what”—the size of the prospects, the quality of the prospects, the +qualification level of the prospects, the depth of your penetration +36 + + +and relationships with decisions makers, influencers, and coaches— +that is a little bit of science and art. +Elite Athletes Know Their Numbers +Take a moment and think of your favorite professional athlete. If we +were to walk up to that person and ask them to tell us about their +latest stats, what do you think the probability is that they’d be able to +recite a litany of detailed statistics on their performance? +I’ll guarantee it would be 100 percent. I know this because elite +athletes know their numbers. They know their numbers because +their entire focus as competitors is reaching peak performance. +Knowing their numbers gives them the data they need to evaluate +how they are doing at any given time and most importantly, to make +adjustments. +It is no different in sales. Elite salespeople, like elite athletes, +track everything. You will never reach peak performance until you +know your numbers and use those numbers to make directional +corrections. +At any given moment, you should know how many calls, +contacts, e-mails, responses, appointments, and sales you have made. +You should track social prospecting activity on sites like LinkedIn, +text messages sent, and even smoke signals (if that is relevant). You +should measure how many new prospects or new information +points you’ve gathered about existing prospects that you’ve added +to your database. +Once you are tracking your numbers consistently, the door is +opened to an honest assessment of both the efficiency and the +effectiveness of your sales activities. +■ +Efficiency is how much activity you are generating in the time +block allotted for a particular prospecting activity. +■ +Effectiveness is the ratio between the activity and the outcome. +Know Your Numbers +37 + + +Your drive is to optimize the balance between the two and +maximize the outcome. +Efficiency + Effectiveness = Performance +…E ‡ E ˆ P† +For example, you could be highly efficient in making pros- +pecting calls on the phone. You are able to crush it and make 100 +dials in an hour. But if those 100 dials result in no new informa- +tion, no appointments, or appointments with low potential pros- +pects (LPPs), then you were not effective and essentially wasted +your time. +Conversely, you could make 10 calls in the same period, setting +one appointment with a highly qualified prospect and updating two +records in your database. You would be more effective than the +previous scenario but extremely inefficient because you wasted a ton +of time and suboptimized your phone block. +Without a doubt, there are dozens of variables that drive +efficiency and effectiveness for every potential prospecting channel. +Those variables include the quality of the list you are working from, +industry vertical, time of day, time of year, day of week, decision- +maker role of your contact, product or service, complex sale versus +transactional, call objective, prospecting channel, quality of your +approach, methodology, message, confidence, your mindset, and +much more. +Once you know your numbers, you also gain the power to +consider these variables objectively. With that information you’ll +make small adjustments that can increase or even double your sales. +This is why you must gather the courage and self-discipline to +track, analyze, and make regular adjustments based on your pros- +pecting performance stats. Keeping count keeps you grounded in +reality and focused on your daily goal. It ensures that you remain +honest with yourself about where you really stand against your +targets and what you need to do or sacrifice to get back on track if +you are missing your number. +38 +Fanatical Prospecting + + +You Cannot Be Delusional and Successful at the +Same Time +Last summer I walked into my office after getting back from an +appointment. It was midafternoon as I strolled into the sales bullpen +to check the temperature of our sales team. I stopped and asked one +of my reps how the day was going. +He shook his head and whined, “It’s awful. No one is pulling +the trigger today. I don’t know what’s going on out there, but I’m +hitting a brick wall on every call.” +“Well, that’s not good,” I said. “Tell me how many calls you’ve +made today.” +He rolled his eyes and shook his head. “A lot! And I’m getting +nowhere!” +“Help me understand,” I responded. “When you say ‘a lot,’ +what do you mean?” +He grimaced like he was in pain. “Well, I don’t know exactly. +I’m guessing it’s easily 50 calls so far today. You don’t understand, +Jeb. Something has changed out there. Nobody wants to do +anything.” +“Okay, let me see your tracking sheet.” I looked down at his +desk, searching for the sheet we use at our office to visually track +daily stats. +He stared blankly at his screen for a moment to gather his +thoughts and then responded, “Oh, I forgot to use the tracking sheet +today. I’ve been so busy it just slipped my mind. But I’m tracking my +calls in SalesForce.” +“All right then, let’s go in and take a look at each of your calls +and see if we can find a pattern.” +I had him walk me through each of the calls he’d made that day, +and while we were doing that checked the call log on our phone +system. As we walked through calls and I asked questions, he +became more and more aware of just how few calls he’d made +that day. When we finished our conversation the final tally was 12. +Know Your Numbers +39 + + +Twelve calls over a seven-hour period. Completely inefficient and a +big question mark about what he’d been doing with this time. +At the conclusion of our short coaching session, he said that it +felt like he had made far more calls than he actually had. Because +he hadn’t been visually tracking his activity, he had no idea where +he stood. +In retrospect, he was derailed early in the day after two prospects +rejected him harshly. That tripped up his confidence and shifted his +mindset. It happens to the best of us. Here’s where he made his +mistake though: Because he failed to track his activity (basically +allowing the system to do it for him), he had no visibility into what +was actually happening with his prospecting activity. With his +emotions reeling, he lost touch with reality and deluded himself +into believing that he was being productive. +One of the commonalities that I observe among top salespeople +and fanatical prospectors across all market segments—inside and +outside—is manual tracking of activity. They each have their own +style and means of tracking their numbers, but the one thing they all +know is exactly where they stand. +The majority of salespeople don’t track their numbers. Why? +Because it is so much easier to delude themselves into thinking that +they have made far more calls or prospecting touches than they have +really made. The false comfort of delusion is warm and fuzzy and far +more inviting than the cold edge of reality. +When you choose delusion over reality, you are making a +conscious choice to not only lie to yourself but to lower your +standards and performance. Reality is the realm of superstars, and +joining reality is one of the first steps you’ll need to take on the road +to developing a fanatical prospecting mindset. +40 +Fanatical Prospecting diff --git a/library/Fanatical Prospecting/Chapter-07-The-Three-Ps-That-Are-Holding-You-Back/Chapter-07-source-text.md b/library/Fanatical Prospecting/Chapter-07-The-Three-Ps-That-Are-Holding-You-Back/Chapter-07-source-text.md new file mode 100644 index 0000000..bc4da37 --- /dev/null +++ b/library/Fanatical Prospecting/Chapter-07-The-Three-Ps-That-Are-Holding-You-Back/Chapter-07-source-text.md @@ -0,0 +1,252 @@ +# Fanatical Prospecting — Chapter-07: The Three Ps That Are Holding You Back +- **Source**: /library/Fanatical Prospecting/source-file.pdf +- **PDF pages**: 59–66 +- **Pages without text**: none + +--- + + +7 +The Three Ps +That Are +Holding You +Back +Start by doing what’s necessary; then do what’s possible; and suddenly +you are doing the impossible. +—Francis of Assisi +There are three mindsets that hold salespeople back from prospect- +ing: procrastination, perfectionism, and paralysis from analysis. +Procrastination +You’ve no doubt heard the children’s riddle, “What is the best way +to eat an elephant?” +The answer, of course, is, “One bite at a time.” +It’s a simple concept. But when it comes to the real world and +real problems, not that easy. +41 + + +Far too often we try to eat the elephants in our lives all in one +bite, which results in stress, frustration, and ultimately failure. You +can’t do all of your prospecting for the month in one day. It is +impossible and it will never get done. +Yet salespeople put prospecting off—always with the promise +that they’ll “get around to it” tomorrow or later this week or +Monday or whatever the prevailing excuse of the day is. They +delude themselves into believing that they can prospect once or +twice a week and it will be okay. But I know the real truth, and so +do you. It never works out like that. +Procrastination is an ugly disease that plagues the human race. +No one is immune. You’ve got it and I’ve got it. In fact, I have a +PhD in procrastination—a bona fide expert. One year I bought a +book called How to Stop Procrastinating (my New Year’s resolution). +That book sat unread on my bedside table for three years until I +finally sold it at a garage sale. +Every major failure in my life has been a direct result of a +collapse in my self-discipline to do the little things every day. +Frankly, that is all failure really is. The cumulative impact of many +poor decisions, slips in self-disciplines, and things put off until it is +too late. To add insult to injury, my failures were often accompa- +nied by an embarrassing crescendo of desperate, hurried, and +wasted activity trying to catch up and do it all at once, to save +my hide. +It is in our nature as humans to procrastinate. It is normal and +easy. It’s easy to say, “Oh, I’m tired, I’ll exercise tomorrow.” It’s easy +to say, “I’ll start my diet tomorrow, I’ll quit smoking after this pack, +I’ll make up today’s prospecting on Friday, I’ll start reading that +book next week!” It’s in our nature to fool ourselves with these +promises. +But there is no reward for procrastination. The failure to do the +little things every day will cripple your efforts to achieve your goals. +Lack of discipline will slowly but surely tug at your success and will +eventually steal it away. +42 +Fanatical Prospecting + + +To be a fanatical prospector, you must develop the self-disci- +pline to do a little bit of prospecting each day. You can’t wait until +the end of the year or even the end of the month to prospect. You +have to prospect every day. +Procrastinating is easy, but the cost is great. Many salespeople +don’t understand the price they have paid until they wake up one +day and realize that they are facing down the Universal Law of Need +with an empty pipe and an angry sales manager while sitting on top +of a big pile of “shoulda-dones,” regret, and failure. +As the saying goes: “Procrastination is the grave in which +opportunity is buried.” +Perfectionism +I looked on as Jeremy arranged his desk perfectly. Organized his +computer. Made sure that he had his script just right. He carefully +researched each prospect on his list. Google search, LinkedIn search, +company website search, and reviewed in detail the history and call +notes in the CRM. +An hour went by. Then two. Finally he made the first call—a +call to a prospect on which he had done meticulous research. His call +went to voice mail, as did the next call, and the next one. He sighed, +“No one answers the phone these days.” +After three calls he stopped to arrange things on his desk just so. +Twenty minutes later he packed up his things and headed out into +the field to visit customers he was already doing business with. In +Jeremy’s quest for perfectionism, he managed to make seven +prospecting calls in about three hours, getting nothing in return +for his effort. +Valarie has an office right next door to Jeremy. As soon as she +sat down at her desk that same morning, she ran a list on her CRM +and started dialing. An hour later she’d made 53 calls, spoken to 14 +decision makers, and set two appointments with qualified prospects. +The Three Ps That Are Holding You Back +43 + + +Then she sent 39 prospecting e-mails. It wasn’t perfect. She ran into +a few snags and had a couple of calls that would have gone better had +she researched in advance. However, she accomplished far more +than Jeremy. Valarie was also earning more than Jeremy—almost +$100,000 more in commissions—and was the number one–ranked +sales rep in her division. +In her Huffington Post article, “14 Signs Your Perfectionism Has +Gotten Out of Control,” Carolyn Gregoire writes, “The great irony +of perfectionism is that while it’s characterized by an intense drive to +succeed, it can be the very thing that prevents success. Perfectionism +is highly correlated with fear of failure (which is generally not the +best motivator) and self-defeating behavior, such as excessive +procrastination.”1 +This statement describes perfectly why perfectionism is the arch +enemy of fanatical prospecting. It generates both procrastination and +the fear of rejection (failure). +The late, great Zig Ziglar said, “Anything worth doing is worth +doing poorly.” I’ve always believed that messy success is far better +than perfect mediocrity. I’ll beat the rep that spends a call block +meticulously researching each prospect on any day by just picking +up a targeted list and calling. Sure, I’ll miss a few things here and +there if I don’t read every note in the CRM, but there won’t be +enough of a delta to compensate for the activity gap between me +and the rep who gets everything perfect before making a single +prospecting call. +To be clear, I am not saying that researching or organizing your +prospecting block is a bad idea. If you are calling C-level prospects, +or you sell a complex and expensive product, it is a good idea to +research your prospect in advance so that your message is relevant +to their unique situation. Advance is the optimal word, though. Do +research before and after the Golden Hours so that it does not +encroach on your prospecting block. +However, when perfect research, perfect organization, or find- +ing the perfect time to call becomes an obsession that you use to +44 +Fanatical Prospecting + + +shield yourself from potential rejection, or if you delude yourself +into believing that you are working when you are accomplishing +nothing, you’ve got to get control of it. +Most of the problem with perfectionism is self-talk. The voice +inside your head telling you that when you get all of your little +ducks in a perfect row, prospects will be putty in your hands. This +self-talk manifests itself in behaviors that tend to have you working +hard getting everything ready and perfect, but not actually doing +anything. +Paralysis from Analysis +Call reluctance is a common label that gets slapped on salespeople who +fail to prospect. The term conjures up the image of a salesperson +staring at the phone or at their prospect’s front door—knees shaking, +palms sweating, drenched in anxiety, unwilling to take the next step. +Call reluctance is an easy label to apply because it seems to cover +all sales sins. But some people aren’t reluctant—they are just in the +wrong job. If you are that person, so afraid to call that you can’t will +your fingers to dial the phone or your feet to move, so afraid of +calling on strangers that you find it hard to go to work or even get +out of bed—quit. Go do something else. This book won’t help you. +You don’t have call reluctance, you are doing something you hate, +and trust me on this: Life is too short to spend doing something you +hate. +Another, more common reason for what appears to be call +reluctance is paralysis from analysis. This problem is driven in part by +perfectionism and is totally fixable. Here is what analysis paralysis +sounds like emanating from the mouth of a salesperson: +“Well, what if they say no?” +“What if they say this or that?” +“How will I know if . . . ?” +“What should I do if . . . ?” +The Three Ps That Are Holding You Back +45 + + +Rather than just dialing the phone, sending the e-mail, or +walking in the door and dealing with what comes next, the rep goes +on a “what if” binge, often followed by an attempt to get every duck +in a perfect row. +Disrupting the 3Ps +When I’m working with salespeople who are being held back by all +or one of the 3Ps, I get them focused on making just one call. Then +the next. Then the next. One call at a time. Sometimes I get a list +and sit next to them and dial too. When they see that I’m not getting +blown out of the water by prospects, it gets easier for them to let go +and take action. +Sometimes I have to be a bit more direct to get them to jump +into prospecting. The solution is to push them hard to “just do it.” +Just pick up the phone and make the call. Let the “what ifs” take care +of themselves. I know that might sound a bit harsh, but a push is +sometimes what is required to break this destructive cycle. It’s not +much different from how I learned to swim. +I was six and shivering. My toes hung precariously off the edge +of the diving board that jutted out over the lake at Athens Y Camp +in north Georgia. The hulking, six-foot-five frame of Coach Poss, +the waterfront director, towered over me. +We’d spent that last five days learning strokes, how to kick, and +how to breathe, all in the safety of the shallow end. Now it was the +moment of truth. Each student had to jump from the diving board +into the dark, cold, deep lake and swim the 10 feet or so to shore. It +seemed like a mile to me. +I looked back at Coach Poss. “What if I can’t swim? What if I +don’t come back up?” I pleaded. I stood on the end of that diving +board staring at the water, running all of the worst-case scenarios +over in my head. +46 +Fanatical Prospecting + + +Coach Poss began walking toward me. He was neither amused +nor swayed by my pleading. There was only one thing I feared more +than jumping into the lake, and he was getting closer by the second. +He’d already unceremoniously hurled a couple of reluctant begin- +ner swimmers from the diving board. I did not want that embarrass- +ment, so I jumped. +I hit the cold water and went under. For a moment I panicked. +Then I stroked my arms and kicked my feet and burst through the +surface. I remembered my lessons and paddled my way to the shore. +The strokes were not perfect—more dog paddle than breast +stroke—but I made it. I made it! +After that, you couldn’t keep me off of that diving board. Coach +Poss taught me to swim because he forced me to do it. He wasn’t +worried. He knew I wouldn’t drown. +We’ve all found ourselves in the crushing grip of the 3Ps. I +observe salespeople endlessly obsessing and overthinking the poten- +tial outcomes of prospecting calls almost every day of my profes- +sional life. They convince themselves that they need to gather more +facts, just need a little bit more training, or that the timing is not +right. They squander time worrying about what ifs and look at me +with puppy dog eyes pleading for more time to get it right before +diving in. +The human mind abhors the unknown. In its natural state, it +wants to be safe and secure. It doesn’t like jumping off of a diving +board into a cold lake or picking up a phone and calling a stranger. It +panics in the face of change and clings to the status quo. Then it +begins to convince us that all kinds of awful, dire consequences are +imminent. But at some point, you’ve got to do something. Some- +times you just need a Coach Poss or a Coach Jeb to push you to take +action. +Regardless of your situation, the one thing you can be sure of is +that allowing the 3Ps to stand in the way of prospecting extracts a +high emotional and financial cost. +The Three Ps That Are Holding You Back +47 + + +Free Membership to FanaticalProspecting.com +As a BONUS for purchasing this book you’ve earned +FREE Professional Level Membership Access to Fanatical +Prospecting—a $599 value. Use the following special code +to claim your bonus. +2BZR37AG +48 +Fanatical Prospecting diff --git a/library/Fanatical Prospecting/Chapter-08-Time-The-Great-Equalizer-of-Sales/Chapter-08-source-text.md b/library/Fanatical Prospecting/Chapter-08-Time-The-Great-Equalizer-of-Sales/Chapter-08-source-text.md new file mode 100644 index 0000000..5c335dc --- /dev/null +++ b/library/Fanatical Prospecting/Chapter-08-Time-The-Great-Equalizer-of-Sales/Chapter-08-source-text.md @@ -0,0 +1,788 @@ +# Fanatical Prospecting — Chapter-08: Time: The Great Equalizer of Sales +- **Source**: /library/Fanatical Prospecting/source-file.pdf +- **PDF pages**: 67–88 +- **Pages without text**: none + +--- + + +8 +Time +The Great Equalizer +of Sales +To succeed in sales, simply talk to lots of people every day. And here’s +what’s exciting—there are lots of people! +—Jim Rohn +At the beginning of every Fanatical Prospecting workshop, seminar, +and boot camp, we ask participants to tell us their greatest sales +challenge. We’ve asked the question more than 10,000 times. +Eighty percent of the sales professionals and sales leaders who attend +our sessions say that they struggle most with time management. +“I just never seem to have enough time for prospecting with +everything else I have to get done” is a constant refrain. +Yes, salespeople and sales leaders are busy. Yes, sales organiza- +tions are asking more of their salespeople than ever before. Yes, +there are proposals to create, contracts to get approved, orders to +enter into the system, calls to record in the CRM, meetings to +49 + + +attend, and asses to kiss. For salespeople, though, most time +management problems are self-inflicted. +The difference between top performers and all of the other +salespeople who are picking crumbs up off of the floor is top sales +pros are masters at maximizing prime selling time for . . . selling. +Top performers organize their day into distinct time blocks +dedicated to specific activities, concentrating their focus and elim- +inating distractions within those blocks. They develop outside sales +territory plans that minimize drive time and inside sales plans that +organize their database and resources to get the most out of each +sales day. They delegate nonessential and nonselling tasks to their +support teams. They are flexible, adaptive, and creative in their quest +to maximize time for selling and minimize distractions that steal their +commission checks. +24 +The one constant for every salesperson is time. Time for prospect- +ing, time for discovery, time for meetings, time for demonstrations, +time for presentations, time for closing, and, unfortunately, time for +administrative tasks, CRM data entry, and paperwork. +Every salesperson has exactly 24 hours each day, and only a +handful of these hours are available for selling. It’s how you efficiently +and effectively use these “Golden Hours” that is the ultimate differ- +ence between failure, average, and superstardom. When you master +time, territory, and resource management, you’ll lower your stress +level and make more money. +This chapter is not an ad nauseam treatise on time-management +tools. Time-management tools abound. From Google apps to the +Outlook calendar to your CRM to the thousands of cutting-edge +apps for mobile devices, there is no shortage of tools available to help +you manage time, tasks, and resources. My recommendation is to +find the ones that work best for you and then use them in the way +50 +Fanatical Prospecting + + +that works best for you. You’ll find an updated list of time and +territory management tools at FanaticalProspecting.com. +My primary objective is to generate awareness for how critical +time management is to your success and income and, help you shift +your mindset about how you schedule and manage time for pros- +pecting and other sales activities. I want you to take an honest look at +theconsequences ofthechoicesyou aremaking aboutwhereandhow +to spend your time and how those choices may be holding you back. +Adopt a CEO Mindset +The CEO mindset is the most critical component of time, territory, +and resource management. Unless and until you are willing to +accept complete responsibility for owning your time, nothing else +matters. When you adopt a CEO mindset, you choose to see +yourself as the CEO of You, Inc. +For dramatic effect, I ask the salespeople in our Fanatical +Prospecting Boot Camps to take out their business card, scratch +out whatever title is on it, and write in CEO. It’s a little corny, but it +drives home the point that in sales you control your own destiny. +This is the very reason that I love sales so much. +CEOs are ultimately responsible for the results of their organi- +zation. They can’t push blame off on anyone else. They are expected +to deliver and the buck stops with them. However, CEOs have +constraints because resources are scarce. The CEO is tasked with +generating the highest return on investment possible with the scarce +resources available to them. +Likewise, in sales, you are constrained by scare resources. Your +job is to generate the highest ROI possible for your company and +the largest possible commission outcome for yourself with those +scarce resources. And your scarcest resource is time. +Fanatical prospectors adopt a CEO mindset. They believe that +they and they alone are accountable for their own success or failure. +Time +51 + + +They take complete responsibility and accountability for managing +their time, territory, prospect database (CRM), and resources. +As the CEO of their own selling company, they do not allow +anything to intrude on the Golden Hours and they are diligent and +disciplined with how and where they spend their time. They are also +aware that they don’t live in a perfect world. +No matter how much you plan and how disciplined you are +with your time, prospects, customers, the boss, and sometimes life +will throw you curve balls. The true test of CEOs in the business +world is their ability to find creative solutions to inevitable road- +blocks. Likewise, fanatical prospectors do not allow unexpected +obstacles to slow them down. They do not blame others. They do +not make excuses. Instead, when faced with roadblocks, distractions, +and surprises, they adapt and find creative solutions that allow them +to work around problems while they continue to fill the pipe. +Protect the Golden Hours +The single biggest challenge for salespeople is keeping nonrevenue- +generating activities from interfering with the Golden Hours. It’s a +challenge for many reasons: +■ +There will always be clients, managers, and peers who will +make requests of you that are nonsales activities but require +your attention. +■ +When your prospecting activity levels are high, you will +naturally generate more follow-up tasks like demos, presenta- +tions, proposals, CRM data entry, contacts, approval requests, +implementations, follow-up calls, inbound calls, and so on. +■ +Doing nonsales activity feels important—like you are getting +things done. +■ +Nonsales activity is the perfect excuse to avoid the hard work of +prospecting. This is the core reason salespeople dig holes for +themselves. Busy work becomes an excuse for not prospecting. +52 +Fanatical Prospecting + + +Let me make this crystal clear. Salespeople get paid to sell. +Period. End of story. Whine and complain about all the stuff you’ve +got to do if you like, but it will not change the fact that your job is to +be interacting with qualified prospects during the Golden Hours and +moving them into and through the pipeline. +Therefore, if you are a salesperson and you are not doing things +that are directly related to selling during the Golden Hours, then +you are not doing your job. +I’ve heard the same BS excuses a million times: +■ +“Wait a minute, Jeb, what about all of those things my manager +or customers need me to do? When am I supposed to get it all +done?” +■ +“If the company didn’t put so much on me, I might have time +to actually sell something [eyes rolling—sarcastic tone].” +■ +“What about my work-life balance? I don’t get paid to do this +stuff after work. I’ve got a family, dog, golf game, friends, stuff +I’ve got to do!” +Here are your choices: +Delude yourself. You can continue along the same track, deluding +yourself that doing busy work during the Golden Hours is actual +sales work, but you cannot be delusional and successful at the +same time. +Just say no. One of the most effective ways to unload nonsales +activity is to just say no. You don’t have to take on or do +everything that others bring to you. Whenever someone brings +a task to you that has the potential to derail your Golden Hours +and it is not mission critical—say no. This won’t be easy. +However, if you consistently create reasonable boundaries, it +won’t take long for others to get the message. +Prioritize. Get your priorities straight. I have never known of a +salesperson who was consistently hitting her numbers and got +fired for not getting nonsales administrative tasks done. Harassed, +maybe, but fired—never. On the other hand tens of thousands of +salespeople get canned for not making their number. Not +Time +53 + + +everything is a priority,and in some cases, this meansthat there are +tasks that may not get done. That’s okay. Keep the pipe full and +get the deals closed and no one will ever remember. +Do important nonsales activities before or after the Golden Hours. There +will always be nonselling activities that you must do to be +successful in your job. Proposals, pre-call preparation, contracts, +orders, reports, and CRM data entry are all important, but they +are not sales activity. Do these things before and after prime +selling time—in the Platinum Hours. +Yes, I already know the excuses: “But Jeb, I’ve got a family, a +life . . . things to do.” Here’s the deal. In sales time is money and +the money is in the Golden Hours. If you want to make more +money, you will have to make some sacrifices. If you want to +maximize your income, you will need to get up early, go to bed +late, and do some work on weekends to ensure that you don’t +waste your Golden Hours on nonsales activities. +Delegate. One of the most effective things you can do with +nonsales-related tasks is to delegate them. Leverage your support +staff to the fullest. In every organization, there are people +assigned to solve specific problems and get stuff done. If you +don’t know who these people are, ask questions and keep asking +until you find out. Sometimes these people are assigned to help +you on a formal basis and sometimes there is an informal system. +If you don’t have sales support available, consider hiring some- +one to help you. You can hire someone locally or easily find virtual +assistants who will work for you, on demand, by the hour. If you +are an independent sales rep like a real estate broker, financial +advisor, or insurance agent, getting an assistant is a smart move. +Top sales pros fiercely protect the Golden Hours. They say no a +lot. When a fellow rep stops by to chat them up about the weekend or +bellyache about a recent policy change, they do not engage. When +managers and corporate staff attempt to dump busy work on them, +they push back. The best reps put “Do not disturb” signs on their +doors when they are on prospecting blocks to keep distractors at bay. +Your daily mission is simple: Squeeze as much out of the +Golden Hours as possible by managing that time wisely. If you +54 +Fanatical Prospecting + + +are not prospecting, qualifying, information gathering, presenting, +or closing during Golden Hours, you are hurting your career and +your income and you are not doing your job. +The Fine Art of Delegation +Delegating is how you scale yourself. It is how you get more done +with the same 24 hours. However, delegating also requires you to +have to let go of control and trust other people. +The desire to control everything that is happening with their +customers and accounts is how many salespeople get themselves into +trouble and cause themselves immeasurable stress. They made prom- +ises to their customers and they want to control the outcomes. I get +that. The problem is they cannot scale themselves and eventually stop +prospecting because they are bogged down with nonsales activity that +others could do. You can only scale when you tap into the talents of +others to accomplish more. +Effective delegation begins with effective communication. Sales- +people create havoc and communication breakdowns when they fail +to give clear instructions to their support team. Then, when mistakes +are made, these same salespeople throw their hands in the air and +proclaim, “If you want it done right, you’ve got to do it yourself.” +Your support staff cannot read your mind. When you take time, +in advance, to develop a plan, articulate clear instructions, make sure +everyone knows where they are going and have a map to get there, +you’ll find that you add hours back to your sales week. It may seem +tedious in the moment but the discipline to slow down and do +things right up front will actually allow you to speed up. +Follow up, follow up, follow up. Once you have delegated a +task to your support team, you must provide consistent and ongoing +communication and follow up. One of my favorite sayings is “In +God we trust; everyone else, we follow up on.” If you fail to +systematically follow up on tasks you have delegated, you’ll find +Time +55 + + +yourself scrambling at the last moment because critical tasks were left +undone or incomplete. +Invest in building relationships with your support staff. I’ve +always been appalled at salespeople who treat their support teams +with indifference and disrespect. In a recent Harvard Business Review +article, “3 Behaviors that Drive Successful Salespeople,” Ryan Fuller +cites a compelling VoloMetrix study that indicated a direct correla- +tion between success in sales and the salesperson’s investment in +building a strong internal support system and network.1 Never +forget that the people on your support staff are human—just like +you. Show them you care, listen, give them the same respect that +you expect in return, and, above all, say thank you. +Blocking Your Time Will Transform Your Career +The sales VP was desperate for a solution. His sales team was behind +on their number and things were not getting better. I spent a day on- +site observing his sales team, going through the pipeline, and +analyzing the activity numbers. It was shocking. The standard for +each rep was 50 teleprospecting dials each day, with the goal to set +three discovery appointments. +I analyzed the call data for the previous 90 days. On average, +each rep was making less than half of the required dials and setting +only two appointments a week. Think about this for a moment. +This is an inside sales team. Their entire day is dedicated to setting +appointments with prospects over the phone and they were barely +averaging two prospecting calls an hour. +The lack of prospecting activity was putting the entire company +at risk. When I pulled the sales team together and confronted them +with the numbers, there were excuses—lots of excuses. “You don’t +understand, Jeb! We’ve got so many other things to do—meetings, +following up on deals in the pipe, admin work. The CRM is clunky, +the coffee is decaffeinated, it takes so long to send voice mail, people +56 +Fanatical Prospecting + + +don’t answer their phones in the morning, afternoon, Wednesdays, +or during full moons . . .” and on and on. +Been there, done that, got the T-shirt. I’d heard it all before. So, +I pointed out the fact that the pipeline was empty and asked how +they could be spending so much time on follow up calls and admin +when, essentially, there was nothing to follow up on. They stared +back at me. The room got cold. +Before they could launch into more excuses, I gave them +10 minutes to go to their offices and pull together a list of +50 prospects and meet me back in the training room when they +were done. +Ten minutes later, with lists in hand, I gave them 30 minutes to +call 25 prospects with a goal of setting two discovery appointments. +The stunned look on their faces told the whole story. They fidgeted +in their seats and stared at their phones. Two people said they felt +better calling in their office. I wasn’t budging. No more excuses. So +with a little more prodding, they got down to work. +Thirty minutes later, on average, each rep had made 22 dials and +set at least one appointment. More dials and appointments than +they’d been making in an entire eight-hour day. After some +additional training and coaching, they were averaging 29 dials in +30 minutes and setting two appointments. +I had their attention. The salespeople were shaking their heads, +saying that they had no idea it was possible to get that much done in +such a short period of time. The VP of sales and his CEO were +blown away. They couldn’t believe what we accomplished in such a +short period of time. All I had done though was leverage the +Horstman’s Corollary to Parkinson’s Law. +Horstman’s Corollary +Parkinson’s Law states that work tends to expand to fill the time +allotted for it. Horstman’s Corollary is the converse. It describes +Time +57 + + +how work contracts to fit into the time allowed. I simply changed +the paradigm the reps were working under—instead of giving +them an entire day to make their prospecting calls, I gave them +30 minutes. +I repeat this exercise with salespeople within organizations +across the globe, and the results are always the same. Salespeople +and leaders are absolutely stunned at how much they get done when +they block their time, focus on a single activity, and set an outcome +goal for that activity. +Time blocking is transformational for salespeople. It changes +everything. When you get disciplined at blocking your time and +concentrating your power, you see a massive and profound impact +on your productivity. You become incredibly efficient when you +block your day into short chunks of time for specific activities. You +get more accomplished in a shorter time with far better results. +For example, the average Sales Gravy inside sales rep makes +around 120 outbound prospecting calls a day selling employment +advertising to companies that are hiring salespeople. To most people, +thatseemslikeahugenumberofcalls,anditis.Butwhatreallycausesa +double take is when they learn that we do this in just three hours. +Which leaves plenty of time for updating the CRM, building +presentations, making follow-up calls, creating proposals, closing +deals, and cross-selling existing customers. +We schedule our prospecting blocks into three “Power Hours” +that are spread across the day—morning, midday, and afternoon. +During Power Hours we do nothing but make teleprospecting calls. +We stay off of e-mail and remove all other distractions. We don’t do +research, allow ourselves to get sucked into CRM management, +drift off into social media sites, or accept any excuses. We don’t take +breaks to get coffee or go to the restroom. +We minimize the downtime between calls by having our +targeted call lists prepared and researched in advance (Platinum +Hour work). We take notes during the block and wait until after the +block concludes to log our calls and update the CRM—time that is +58 +Fanatical Prospecting + + +blocked specifically for CRM activity. We also schedule blocks for +e-mail and social prospecting. +Don’t get me wrong. It is intense, draining, rejection-dense +work. We make calls as fast as we possibly can. However, Power +Hours work brilliantly for two reasons: +1. Our work contracts to fit the time allotted, so we get more done +in less time. +2. Anybody can stay focused for an hour. +The good news is most salespeople can set all of the appoint- +ments they need to keep their pipeline packed with new opportu- +nities in an hour or two each day when that activity is concentrated +into set prospecting blocks. If you invest just an hour a day to make +25 to 50 teleprospecting calls and another hour for e-mail and social +prospecting, I can absolutely and unequivocally guarantee that in +less than 60 days, your pipeline will be packed. +Stick to Your Guns +Let’s suppose that you had an appointment with a hot prospect to do +an online demo and presentation. You’d been calling this customer +foralmosttwomonthstogettheappointment.Itisonyourcustomer’s +calendar and she is expecting you to be on the conference line at +9:00 AM. At 8:50 AM one of your fellow reps comes by your desk and +says he’s going out to get coffee and wants to know if you want to go. +Would you? Would you just walk out the door and blow off +that meeting? Of course not! That would be completely +irresponsible and stupid. You would tell your peer that you have +an important appointment and that you can’t go. +Prospecting blocks should be scheduled or “blocked” on your +calendar like any other commitment. They are appointments with +yourself. The key to making prospecting blocks work is to treat +them as sacred—in the same manner you view a set meeting with a +Time +59 + + +customer, prospect, your boss, or an important event with your +family. +When it comes to time blocking, you’ve got to stick to your +guns. Let nothing or no one—not even yourself—interfere with +or steal that time. Many of the sales professionals who go through +our courses hang signs on their doors to warn others to leave them +alone while they are on their phone blocks. (Get your own “Do Not +Disturb” door hanger at FanaticalProspecting.com.) +It is discipline, pure and simple. You, above all others, must hold +yourself accountable to schedule your prospecting blocks and keep +them sacred. No one else but you can do that. +Concentrate Your Power +What makes prospecting blocks so productive is the concentration +of all of your power on a single focus. Of course this flies right in the +face of a culture that has elevated the multitasker to mythical status. +Perhaps you’re the kind of person who believes you can multi- +task.Youcan fieldtextmessagesfromyourmom,scan yourFacebook +feed, take calls from existing customers, answer e-mails, and dig +through your CRM to research each prospect, all while you are +making prospecting calls. You pride yourself on being a multitasker +and even brag about your ability to do so many things at the same +time. +Here’s the truth: You suck at it! +Basic neuroscience refutes the delusional human belief that we +are good at multitasking. Our brains don’t actually multitask. +Instead, when we are working on more than one thing at a +time, our brain cycles back and forth between those things. It +does this so fast that we have the illusion of multitasking. Which is +why we suck at it. +Your brain was not made to multitask. Sure, it was designed to +operate in complex environments and process multiple streams of +60 +Fanatical Prospecting + + +data at once. You can cook dinner and watch TV at the same time, +drive and talk. But your brain was not made to talk, walk, rub your +belly, and chew gum. You simply cannot do multiple tasks all at one +time and do them well. +When you have too many things going on at once (especially +complex tasks), your brain begins to bog down and you start slowing +down. It is no different from what happens when you have too +many complex programs running at the same time on your com- +puter. At some point the processor can’t handle it and it begins +running slower and slower. +Be honest. You know you’ve banged into another person or +almost been mowed down by a bus while you were staring at your +phone screen texting. You know you’ve escaped death more than +once while applying lipstick, talking on the phone, or checking +e-mail while you were driving your car. +Most salespeople I work with believe that multitasking is what +they are supposed to be doing. They make a call, log it into their +CRM, research the next prospect through a web or social query, +answer an e-mail from the boss, take calls from customers, monitor +social media streams, send LinkedIn InMail, send a prospecting +e-mail, send text messages, instant message their peers . . . +When I point out that with all of this going on, it took them an +hour to make four prospecting calls, they stare back in disbelief. +“No,” they’ll explain, “I made way more than that.” Delusion +brought on by multitasking. +You secretly know you suck at multitasking, so why not just +admit it? That makes it so much easier to see the truth about your +prospecting blocks: You are making maybe one prospecting touch +every three to five minutes because you’ve got so many things going +on at once. Prospecting efficiency decreases in direct proportion to +the number of things you are attempting to do at one time. +Recently I was working with a group of commercial insurance +sales reps who were averaging seven telephone prospecting dials +during a one-hour phone block. That’s eight and a half minutes per +Time +61 + + +dial. It wasn’t like they were sitting around doing nothing. They +were busy, busy, busy multitasking. Yet they were barely making +enough calls to keep the lights on and feed their families. The next +day they averaged 47 dials an hour. What changed? +It was a simple concentration of power. +■ +Rather than focusing on multiple tasks at one time, they +focused on one: Dial the phone. +■ +Instead of logging the result of each call into their CRM at the +time of the call, they created a list in advance and made their +notes on the list. They blocked 30 minutes after the call block +to log everything in. +■ +Mobile devices were turned off and placed into drawers. +■ +E-mail was turned off. +■ +Signs were placed on doors alerting others that they were in a +phone block. +■ +Research was done and call objectives set prior to the phone +block. +The result was both efficiency and effectiveness. Performance +improved exponentially—more prospects were qualified, more +appointments were booked, and more new opportunities +were dropped into the pipe. With all their prospecting calls for +the day knocked out in just an hour, they were able to concentrate +their poweronotheractivityblockslike leadgeneration,socialselling, +outbound e-mail prospecting, discovery meetings, proposals, and +closing. +Beware of the Ding +Laura abandoned the prospecting call she was about to make, looked +down, and reached for her phone. The sound it had just made +compelled her to check it. Two text messages, a Facebook post, and +a YouTube video later, she finally shifted her attention back to her +62 +Fanatical Prospecting + + +prospecting list but couldn’t remember where she’d left off. Seven +minutes had gone by since she’d looked down at her phone. She was +oblivious. +During the two hours I observed her, she’d lost her focus more +than 11 times. When e-mails came in, her computer would ding and +she’d stop and look at each one—sometimes for a moment, and +twice she stopped completely to fret and respond. +When her two-hour prospecting block ended, she’d achieved +just a fraction of her activity target. Then (I can’t make this stuff up) +she turned to me and said, “See, these call targets they give us are +ridiculously unreasonable. There is no way anybody can possibly +make that many calls.” +The two biggest prospecting derailers for sales professionals are +e-mail and mobile devices (text, social media, e-mail, web surfing, +apps). When something new hits your inbox or social stream—ding, +buzz, lights, action! Like clockwork, your concentration shifts to +e-mail or a smartphone. Twenty minutes later, you find yourself +watching a video of a chimpanzee riding a giraffe around a circus +tent and can’t remember how you got there. +Making things worse is the addictive nature of our mobile +devices. The average person looks at their phone screen every seven +minutes. Look down—ding—and just like that, you get sucked in. +Even as I write this paragraph my iPhone is calling to me. I put it in +another room so I’d stay focused on my writing block, but I miss it! +You cannot be efficient when you are constantly being dis- +tracted. Besides the distraction itself, it takes time to remember +where you left off before you were distracted. This is why time +blocking and concentrating your power inside those prospecting +blocks will make you so much more productive. Placing your +attention on one thing at a time is the key. +This means that during prospecting blocks or building proposal +blocks or follow-upcall blocksorwhateverblock you are in,you need +to turn everything else off. Schedule alternate time blocks for dealing +with e-mail, watching cat videos, or hanging out on Facebook. +Time +63 + + +What Lurks in Your Inbox Can and Will Derail +Your Sales Day +Anthony Iannarino, author of The Sales Blog, advises salespeople not +to check e-mail first thing in the morning. Maybe “advises” is a little +weak. He’s passionate about it and calls it prospecting rule number +one.2 +Most salespeople have a really hard time getting started with +prospecting each morning. There are dozens of convenient distrac- +tions. Iannarino says that one of the best ways to “avoid these +distractions is to never check your e-mail first thing in the morning.” +E-mail is the great time-sucker of the twenty-first century. It is +an always-on stream of consciousness. It follows you everywhere +(on your phone, tablet, laptop, and now trains, planes, and auto- +mobiles) and demands your attention. +E-mail is the derailer of all derailers. The time-sucker of all +time-suckers. If you are itching for a few unproductive hours that +you will never get back, just open up e-mail and dive in. +In our always-on society, e-mail has become an addiction. We +feel compelled to check it, file it, manage it, rate it, flag it, spam it, +and respond to it immediately. We delude ourselves into believing +that if we don’t jump right on it we’ll be judged as nonresponsive or +worse. +Consider this: When you are with a customer, do you interrupt +them with a “Hey, could you hold a second? Mary over in billing +just sent me an e-mail. It’s nonsense but I need to answer her.” Do +you leave your phone or laptop sitting on their desk dinging and +beeping while you are in the middle of a sales conversation? Sound +ridiculous? Of course it does. Yet we’ll interrupt a prospecting block +(an appointment with ourselves) to answer trivial e-mails that can +easily wait for an hour—or never—to be answered. +If you were to get up early with me, grab a cup of coffee, and sit in +sales offices observing salespeople in the wild (sort of like one of those +Discovery channel nature films with the Australian narrator), you’d +64 +Fanatical Prospecting + + +see salespeople walk through the door in the morning, sit down at +their desk, take a sip of coffee, and dive headlong into e-mail. +“Look closer, at the sales rep’sintense concentrationonher inbox,” +says the narrator with the Australian accent. “Just a click here and a +response there. Respond to the boss. Fire off a nasty e-mail to +accounting. Oh boy, we’ve got a customer service issue. Well, you +know how it is: ‘If you want it done right, you’ve got to do it yourself.’ +Check on an order status, read a newsletter, read a personnel announce- +mentfromHR—oh,thatlookslikeaninterestinglink.Threehourslater +our well-intentioned sales rep is mired down and getting nowhere.” +When you open e-mail first thing in the morning, there is +almost never good news. That big client you’ve been trying to close +didn’t suddenly come to her senses at 2:00 AM and send over a note +telling you that you have the deal. +Nope. You’ve got four messages from your boss giving you +nonsales busy work to do; an e-mail from HR telling you that you +have not completed the compulsory compliance training on the +company intranet; a handful of clients asking questions about when +they will get their orders; one livid customer who wants you to stop +your world and call them because they called customer service at +4:00 AM and no one was there; and 72 CYA, FYI, BTW, and OMG +e-mails that require no action. But you feel compelled to respond +immediately to all of them just so people will know that you are still +breathing. +Blocking out the first one to two hours of each day for a +focused telephone prospecting block is the mark of fanatical +prospectors. This is why Anthony is so passionate about moving +e-mail to a later time in your day. He explains that “once you open +yourself to the demands of the outside world, it is very difficult to +bring your full attention and focus to the most important tasks you +need to complete each day and the most important task you need to +complete each day is prospecting.” +“But Jeb, what if one of the e-mails is important? What should I +do then? You know it is bad to ignore a client.” This is one of my +Time +65 + + +favorite whines from salespeople who are unwilling to face the truth +about e-mail. Of course, some e-mails are going to be important. +But important does not mean urgent. You will rarely get an urgent +e-mail first thing in the morning, and if you do, Anthony says it best: +“If something is really important, they will call or text you on your +mobile phone—not just send an e-mail.” +Take care of your prospecting block first, then manage e-mail. +Leverage the Platinum Hours +During the Golden Hours, time is money. Literally. To maximize +sales productivity and your income, your total focus must be on +prospecting and customer engagement activities. That, of course, +means that there will be a number of tasks that will have to wait until +before or after the Golden Hours. We call these periods the +Platinum Hours. +Top-earning sales pros set aside time early each morning or late +each afternoon to attack important nonselling activities before the +demands of the sales day kick in or after they’ve been addressed. +They use the Platinum Hours for: +■ +Building prospecting lists +■ +Research +■ +Precall planning +■ +Developing proposals and presentations +■ +Creating contracts and getting approval +■ +Social selling activities +■ +E-mail prospecting +■ +Prospect research and call objective planning +■ +Planning and organization +■ +Administration and reports +■ +Responding to e-mail +■ +Calendar management +■ +CRM management +66 +Fanatical Prospecting + + +The objective of the Platinum Hours is to set up your sales day +so that all of your focus can be spent on high-value selling activities. +Measure Your Worth +When I was in my twenties, I worked for an entrepreneur. The man +was worth millions and ran several successful companies. He was also +a hands-on leader who for some reason took an interest in me. +Because of this, I had the chance to spend time with him whenever +he traveled in to visit my location. +One day over lunch, he asked me what I did on the two days I’d +taken off the week before. I was blown away that he would even +know that. He had several thousand people working in his com- +pany. But that was Phil. He knew everything. +I explained that I’d done some home repairs. I proudly told him +(and I was proud of my accomplishment) how I had learned new +plumbing and electric skills and made the repairs on my own. +He leaned forward and asked, “How many hours did it take you +to do that work, including going back and forth to the hardware +store to get and exchange parts?” +I replied that it had taken up most of the two days. “But it didn’t +beat me,” I exclaimed. “I got the job done!” +“So about how many hours do you think it actually took you?” +he asked. +I thought about it and said, “I’d guess about 12 in all.” +“Let me ask you a question,” he said. “How long do you think it +would have taken a skilled plumber or electrician to do that same +work?” +“I don’t know—probably a couple of hours. It was pretty simple +stuff. I’m just not good at things like that, so it took me longer. +Nothing’s ever easy.” I said sarcastically. +“Well, why didn’t you just hire a specialist to do the work?” he +asked. +Time +67 + + +“Plumbers are so expensive,” I said. “Why pay them when I can +do it myself?” +“How expensive?” +“The ones I called quoted $150 for the repair. That’s way too +much for something that simple!” +He pulled out a pen and paper and said, “All right, why don’t +we do some math. You’re one of our top people. How much do +you think you’ll earn this year with your base and commissions?” +I thought about it for a moment, doing the math in my head. +“Probably around $75,000.” +“How many weeks a year do you actually work at selling?” +“52,” I shot back. +“Not so fast.” He shook his head. “You’ve got some vacation +time, meetings, holidays, and you might even be out sick, so you are +not going to be selling every week, are you?” +“Well, no, not exactly.” +“Okay, so how many weeks will you actually be working?” +“When you look at it that way, maybe . . . 48?” +“Yep,” he replied. “That sounds about right. And how many +hours a day are you actually available for sales activities?” +With trepidation I answered, “I guess six or seven?” +“That’s true when you take out lunch and breaks.” +“So let’s do the math: 6 hours a day times 5 days is 30 hours of +selling time; $75,000 divided by 48 is $1,563 divided by 30 equals +$52 an hour.” +He let that sink in for a moment before going on. +“So you are worth $52 an hour when you are working. The +repairs you did on your days off took you 12 hours. You did them +yourself because you felt paying $150 was too expensive. But based +on your math, it cost you $624 to do them yourself—had you been +at the office selling rather than at home pretending to be a plumber. +Don’t you think your time would have been more wisely spent +selling? Can you see why paying a specialist $150 was actually a +bargain?” +68 +Fanatical Prospecting + + +I had no response. I’d never looked at things that way. +He went on to explain that most people don’t take the time to +calculate their worth, and because they don’t understand what they +are worth, they spend their time on activities that are far below their +pay grade, and this holds them back. +It was one of the most poignant lessons I ever learned and one I +have never forgotten. Know your worth. +When you know what you are worth, you become acutely +aware of the damage that doing $10-an-hour work (like data entry) +during $50-an-hour prime selling time has on your income. +The Law of Triviality describes the human tendency to waste +time on unimportant activities while mission-critical tasks are +ignored. It’s why so many salespeople allow nonselling activities +to become an excuse for their failure to focus on selling activities. It’s +not uncommon for salespeople to waste 50 percent or more of their +time on low-value activities. +Understanding what you are worth helps you gain awareness of +the cost of focusing on trivial things. Getting a bead on your worth is +easy to do. Just take your annual income goal and divide it by the +total number of Golden Hours in each year and you’ll find what you +are worth per hour. +…AnnualIncomeGoal†=…Number of WorkingWeeks GoldenHours†ˆ +What You AreWorth an Hour +Use this per-hour number as a gauge to determine whether a +given task, activity, or assignment is moving you toward your goals +or away from them. +When you take time to gain a clear understanding of what each +Golden Hour is worth, you will make far better decisions about how +to spend your time. +Effective time management is about the choices you make. +The bottom line is you’ve got roughly eight Golden Hours each +day to sell and make a living, and you have a choice. You can either +dawdle those hours away doing things that don’t make you +Time +69 + + +money, whining that “they” give you too much paperwork, +there’s too much reporting, admin, traffic, bad prospects, or +whatever lame excuse you are using that day to justify that fact +that you are wasting it. Or, you can plan effectively, block your +time, and stick to your guns when others try to corrupt, interrupt, +or usurp your time for their use. +70 +Fanatical Prospecting diff --git a/library/Fanatical Prospecting/Chapter-09-The-Four-Objectives-of-Prospecting/Chapter-09-source-text.md b/library/Fanatical Prospecting/Chapter-09-The-Four-Objectives-of-Prospecting/Chapter-09-source-text.md new file mode 100644 index 0000000..3df925e --- /dev/null +++ b/library/Fanatical Prospecting/Chapter-09-The-Four-Objectives-of-Prospecting/Chapter-09-source-text.md @@ -0,0 +1,471 @@ +# Fanatical Prospecting — Chapter-09: The Four Objectives of Prospecting +- **Source**: /library/Fanatical Prospecting/source-file.pdf +- **PDF pages**: 89–101 +- **Pages without text**: none + +--- + + +9 +The Four +Objectives of +Prospecting +I don’t focus on what I’m up against. I focus on my goals and I try to +ignore the rest. +—Venus Williams +“If you don’t know where you’re going, you might end up +someplace else.” The great and oft-quoted Yogi Berra said those +words. Sadly, this is how many salespeople approach prospecting— +on a wing and a prayer. +From the get-go I’ve been clear that my objective is to teach +you how to be both efficient and effective with prospecting. +Another way to say this is balancing quantity with quality. +Knowing your objective for each call makes you more efficient +because you are able to build prospecting blocks and group your +prospecting channel touches around those objectives. This allows +you to move faster and make more prospecting touches in less time. +71 + + +We’ll discuss this further in Chapter 10, “Leveraging the Prospect- +ing Pyramid.” +Developing a defined objective makes you effective because on +each prospecting call, e-mail, social media touch, networking event, +or referral request, you know exactly what to ask for and how to +bridge to your prospect’s problems to give them a compelling reason +to accept your request. +The objective is the primary outcome you expect from your +prospecting touch. There are four core prospective objectives: +■ +Set an appointment. +■ +Gather information and qualify. +■ +Close a sale. +■ +Build familiarity. +Your situation, industry, prospect base, product, and service are +unique, as will be your prospecting objectives. Here are some quick +rules of thumb to get you started when developing prospecting +objectives: +■ +If you are selling a complex, high-risk, high-cost product or +service, your primary objective will most often be an appoint- +ment with a qualified decision maker, influencer, or other +stakeholder who can help you move the deal forward. Your +secondary objective will be to gather information. Your tertiary +objective will be to build familiarity. +■ +If you are selling a transactional, low-risk, low-cost product or +service and you are in inside sales, your primary objective will +be closing the sale and secondarily gathering information. +■ +If you are selling a transactional, low-risk, low-cost product and +you are in outside sales and prospecting via any channel other +than in person (phone, e-mail, text, social), your primary +objective will be to set an appointment and secondarily to +gather information. If you are prospecting in person (“knock- +ing” on the prospect’s door), your primary objective will be to +close the deal. +72 +Fanatical Prospecting + + +■ +If you have a highly qualified database of prospects in your +CRM, the primary objective of most of your prospecting calls +will be setting appointments as the buying window opens to +start the sales process. The secondary objective will be building +familiarity to increase the probability that your prospect will +engage when the buying window opens. +■ +If the product or service you are selling can only be purchased +during specific buying windows, like when a contract expires +or within a defined budgetary period, gathering information to +qualify the buying window will be your primary objective and +building familiarity your secondary objective with most calls. +You don’t want to waste setting an appointment with a +prospect that cannot buy because of contractual or budgetary +handcuffs. Once you have identified the buying window, your +primary objective will shift to setting an appointment. +■ +If you are new in your territory or working for a start-up or +new division, your primary objective will be gathering infor- +mation so you can identify decision makers and qualify buying +windows and budgets. The secondary objective will be to build +familiarity. +Lots of salespeople stumble from unqualified prospect to +unqualified prospect and wonder why, at the end of the day, +week, or month, they sold nothing. This is why it is so important +to have an objective for every prospecting touch. +Prospecting Is a Contact Sport +Prospecting, in many ways, is a brutal contact sport that shuns the +nuance, art, and finesse of moving a deal through the sales pipe. To +be effective, you’ve got to know what you want and ask for it. To be +efficient, you’ve got to get in as many prospecting touches as +possible during each prospecting block. +Prospecting is not for building relationships, selling, or chatting +up your buyer. It is for setting the appointment, qualifying, building +The Four Objectives of Prospecting +73 + + +familiarity, and when it makes sense, moving into the sales process +right on the spot. You don’t need brilliant scripts. You don’t need +complex strategies. You don’t need to overcomplicate it. +You have no time to waste on small talk, chitchat, or long- +winded scripts (or e-mails) written by some dude in marketing who +has never been within 50 feet of a prospect. You’ve got to get to the +point, ask for what you want, and move on to the next touch. +Set an Appointment +The most valuable activity in the sales process is a set appointment— +no matter where you are in the pipe: initial meeting, discovery +meetings, presentations, closing meetings, and so on. +To be absolutely clear, an appointment is a meeting that is on +your calendar and your prospect’s calendar; in other words, they are +expecting you to show up in person or by phone, video call, or web +conference at a specific time and date. +Many salespeople confuse “Just stop by,” “I’ll be here anytime,” +and “Call me maybe” statements from their prospects to be a +commitment for an appointment. Let’s not mince words. “Call +me maybe” and “Just stop by anytime” are not appointments. To +believe that they are, and to put them on your calendar as such, is +pure delusion, and, as we’ve already learned, in sales you cannot be +delusional and successful at the same time. +It is only an appointment when you have a firm commitment +for a specific meeting time. Consider how much time is wasted +driving to or calling into prospects who are not there because they +never had a commitment to be there in the first place. Consider the +emotional cost of believing you have firm commitments only to +discover that you don’t. +Working with prospects who are not committed to moving to +the next step—either an initial meeting or a subsequent meeting—is +like pushing a rope. You expend a tremendous amount of energy +74 +Fanatical Prospecting + + +and emotion trying to move the deal forward, but you never get +anywhere. +Recently I was working with an outbound inside rep who sells +capital equipment to midmarket buyers in the manufacturing space. +I followed up with him a few weeks after he and his peers attended a +training program we designed for his company. Our dialog: +Me: “Armando, tell me how things are going.” +Armando: (Sighs) “I guess okay?” +Me: “Okay? How do you mean?” +Armando: “Well, this appointment thing is not working for me.” +Me: “How come?” +Armando: “I can’t get anyone to show up.” +Me: “What percentage of your appointments are no-shows?” +Armando: “I don’t know, I guess around 80 percent of them.” +Me: “Okay, tell me about the last one that was a no-show.” +Armando: “I had a meeting schedule with Jessica Thomson, a buyer +at AmCorp International. She’s never purchased anything from +us before, and we had an appointment scheduled to review our +line. When I called this morning at 10:00 AM she didn’t answer +the phone. I tried several more times until I got her assistant, who +said she was traveling.” +Me: “Did she accept the meeting request you sent via e-mail?” +Armando: “Well, um, I uh, didn’t send one.” +Me: “How come?” +Armando: “When I called her last week, she said she was super busy +and would be happy to meet with me another time. She said she +was usually available in the mornings and I could call anytime. I +suggested 10:00 AM today and she said that would be fine, to just +call her anytime.” +Me: “Was that a real commitment to 10 AM on her part or more of a +brush-off just to get you off of the phone?” +Armando: “I guess when you look at it that way, it was a brush- +off.” +The Four Objectives of Prospecting +75 + + +Armando and I went through all the appointments he had on his +calendarforthenextsevendaysandnot surprisingly,almostall ofthem +were “call me maybe” noncommittal wishes he had accepted as real. +Delusion gets you nowhere. So here is a simple rule: It is only an +appointment when it is on your calendar and your prospect’s +calendar and your prospect is expecting you to show up at a specific +time, date, and place (physical or virtual). +Gather Information and Qualify +I’m a big fan of Little League baseball. It is a rite of passage that helps +kids build character, hone their values, and learn how to win and lose. +Several years back, when my son played Little League, we were +fortunate to be on a team with great coaches who invested their time +to help our sons learn to love the game. Along the way, they helped +our tight-knit group of parents learn a few lessons, too. +In one of our most intense games, we were in the bottom of the +sixth inning with two outs and the bases loaded. The game was tied. +With the winning run on third base, all we needed was a hit to win +the game and advance to the play-offs. +As our next batter walked from the dugout toward the batter’s +box, Coach Sandro pulled him aside for one last pep talk. He +kneeled in front of the 10-year-old young man, got a handful of his +jersey near the collar, and gave him some sage advice. +“Whatever you do,” Coach Sandro admonished, “don’t swing +at nothin’ ugly.” +As Coach Sandro walked back to his position on the third base +line, it struck me how profound his coaching was when applied to +sales and frankly, life. +If you’ve ever played baseball or softball or watched your kids +play, you’ve no doubt witnessed a player chasing a wild pitch—too +high, too low, or way outside of the strike zone. The awkward +swing of the bat, swishing through thin air, leaves the player +76 +Fanatical Prospecting + + +off-balance and embarrassed. It is sometimes funny to watch, but +mostly the fans, coaches, and players just echo a collective groan and +wonder why in the world the player took a swing at that pitch. +It is no different is sales. Each day salespeople waste time, +energy, and emotion swinging at ugly deals. Deals that are +unprofitable, unqualified, not in the buying window, don’t have +a budget, don’t have an identified decision maker, or because of +contracts don’t have the ability to buy. +From the outside looking in, it is obvious that these low- +probability, ugly deals will never close and will divert the sales- +person’s time and attention from better opportunities. Yet, in spite +of the obvious signs, salespeople forge forward, either delusional or +oblivious, placing these deals in their pipelines and projections, +wasting endless hours working on ugly deals that will never close. +Sadly, the results are predictable. Almost all of these salespeople +strike out. +Savvy sales professionals are super disciplined in qualifying pros- +pects. They understand that time is money and it is a waste of time to +work with prospects that are not going to buy. They know that +qualified buyers are scarce, and a moment spent with a prospect who +will never buy takes them away from their most important task— +finding prospects that will buy. +It begins with gathering information during prospecting. While +setting an appointment is your primary objective with prospects you +have already prequalified as potential buyers, gathering information +is your primary objective with prospects you have not qualified. +Here’s what I mean. If we drew a bell curve from the statistical +distribution of qualified prospects in your database/CRM or the +potential customers in your market (if you are a start-up and have +not yet built a database): +■ +A small percentage will be totally qualified and in the buying +window (ready for an appointment or ready to buy, in the case +of a transactional low-risk product). +The Four Objectives of Prospecting +77 + + +■ +A larger percentage will be totally qualified—you know the +decision maker, the key influencers, the size of the business, the +budget, and your competitors. But, they won’t be in the buying +window due to budget restrictions or contractual obligations. +■ +A larger percentage will be semi-qualified—you will have +some information, but there will be holes in your data. +■ +An even larger percentage will be potential buyers, but you will +have almost no information about them or the information will +be outdated. +■ +A small percentage will never be buyers or will be out of +business, or the record in the database will be bogus. +Your drive as a sales professional should always be to spend your +time with the most qualified prospects in your database. This means +that you will want to: +■ +Set appointments with the prospects that are highly qualified +and/or in the buying window +■ +Nurture the prospects that you’ve qualified but are not in the +buying window +■ +Gather information on the prospects for which you have some +or no data so you can qualify their potential and learn their +buying windows +■ +Eliminate the prospect records that are bogus, out of business, +too small, too big, or will never be buyers +There are some sales experts who will tell you to set an appoint- +mentwitheveryprospectandqualifylater.Manyareadamantaboutit. +I get their point. They’ve observed so many salespeople use qualifying +as a reason to avoid making calls that they figure the best way to get +them to prospect is to have them set appointments and do the +qualifying once they’re in the meeting. +Frankly it probably makes sense to just set the appointment +regardless how qualified your prospect is if: +■ +You sell a product or service that is noncontractual +■ +There is a high probability that most of your prospects will +be buyers because your product is something they use all of +the time +78 +Fanatical Prospecting + + +■ +There is no set budgetary period for making these purchases +■ +The decision maker role is fairly consistent and usually a single +person +However, when your product or service is complex, contractual +(especially when the contract requires exclusivity with a single +vendor or limited number of vendors), the sales cycle is long, +decision making is done at a high level in the organization, there +is a defined budgetary period, or budgets need to be approved in +advance, your best bet is to qualify first, then set an appointment. +Define the Strike Zone +The first step in qualifying is to clearly define the strike zone. Far +too many companies (especially start-ups and small businesses), +sales organizations, and sales professionals fail to develop a +profile of a qualified prospect. This includes the optimal time +for engaging the prospect prior to the opening of the buying +window. +Here is a blinding flash of the obvious: If you don’t define the +strike zone, you will waste a lot of time chasing ugly deals. This +process shouldn’t be difficult. If you work for a big company, just +go sit down with your sales manager and some of the more +successful reps. They’ll likely have the information you’ll +need—decision-making roles, account size, buying windows, +budgetary windows, contractual obligations—to build a profile +of your ideal opportunity. +If you work for a small company or start-up, start by analyzing +your product and service delivery strengths and weaknesses. Look +for patterns and commonalities among your best customers. Analyze +the deals you are closing and gain a deeper understanding of trigger +events that open buying windows. Based on the information you +know, gauge how soon you need to engage prior to the buying +window opening. Uncover common buyer roles. Then develop a +The Four Objectives of Prospecting +79 + + +profile of the prospect that is most likely to do business with you +and, over the long-term, be a profitable, happy customer. +Once you have developed the profile of your ideal customer, +you can develop the questions you’ll need to qualify your prospects +and identify the best opportunities. Next, make a commitment to +measure every prospect, deal, and customer against this profile. +When they don’t fit, develop the discipline to walk away. +I am not saying that every deal must fit your profile perfectly in +order to enter your sales pipe. This is not how the real world works. +In some cases, it makes sense to take some risk and swing outside of +the strike zone. However, there is a difference in taking a calculated, +data-driven risk and chasing an ugly deal. +The end goal is keeping your pipeline full of viable, qualified +deals that have a high probability of closing. This is why fanatical +prospectors use daily prospecting activity to systematically qualify +their databases. +Heed Coach Sandro’s advice: “Don’t swing at nothin’ ugly.” +Close the Sale +When you are selling transactional, low-risk, or relatively low-cost +products or services and prospecting via phone and in-person chan- +nels, your primaryprospecting objective is closing the sale right on the +spot. If you are prospecting via e-mail, text, or social channels, your +primary objective is to convert that prospecting touch into a sales +conversation that leads to closing the sale. +When closing the sale is your objective, the prospecting inter- +action gets a bit more complicated because you’ve got to engage, +qualify, and ask them to commit to giving up their time for a sales +conversation right on the spot. +On the phone or in person, where you have the highest +probability of a one-call close, this means you have to quickly get +pastthe initialreflexresponse orbrush-off,askoneortwo questionsto +80 +Fanatical Prospecting + + +qualify the opportunity, and gain agreement for an appointment on +the spot that gives you the space to ask deeper questions, bridge to a +solution, and close the sale. +It all happens in the span of a few minutes and it requires poise, +confidence, and a fundamental mastery of the sales process. +The techniques for closing the sale on a prospecting call (one +call close) are beyond the scope of this book. However, we’ll discuss +the techniques you’ll need to get past the initial pushback and +objections from your prospect and move them into a sales conver- +sation in Chapters 15, 16, and 18. +Build Familiarity +Our data and data that we’ve gathered and analyzed from a diverse +set of sources indicate that it takes, on average: +■ +1 to 3 touches to reengage an inactive customer +■ +1 to 5 touches to engage a prospect who is in the buying +window and is familiar with you and your brand +■ +3 to 10 touches to engage a prospect who has a high degree of +familiarity with you or your brand, but is not in the buying +window +■ +5 to 12 touches to engage a warm inbound lead +■ +5 to 20 touches to engage a prospect who has some familiarity +with you and your brand—buying window dependent +■ +20 to 50 touches to engage a cold prospect who does not know +you or your brand +These are general averages. Depending on your overall brand +recognition, geographic location, prospecting channel, product, +service, sales cycle, and industry vertical, you may find that these +numbers shift in or out of your favor. +The point, however, is not the numbers. It is the story these +numbers tell us. Familiarity plays an important role in getting +The Four Objectives of Prospecting +81 + + +prospects to engage. The more familiar a prospect is with you, your +brand, and/or your company, the more likely they will be willing to +accept and return your calls, reply to your e-mails, accept a social +media connection request, respond to a text message, and engage +when you are prospecting in person. We’re going to do a much +deeper dive into the Law of Familiarity in Chapter 12. +Building familiarity is almost always a secondary or tertiary +objective of a prospecting touch, though at times, especially with +strategic prospecting campaigns, it may be your primary objective. +Familiarity as a prospecting objective requires a long-term focus +because it is improved through the cumulative impact of ongoing +prospecting activity. This is why savvy sales professionals create +strategic prospecting campaigns (SPCs) that cross-leverage prospect- +ing channels to systematically build familiarity. +For example, let’s say you have done some research and +uncovered the contact names of 100 manufacturing operations +managers—the most likely decision makers for your service. Prob- +lem is, they don’t know you and you don’t know them. Many of +them may have no familiarity with your company. +In this scenario, it may take multiple touches over a long period +of time to get one of these potential buyers to engage. To gain their +attention you might develop an SPC that includes phone calls and +voice mails, e-mail, social, targeted trade shows, and industry +conferences. Your primary objective is to create enough familiarity +that these cold prospects are more likely to engage. +■ +Each time you leave a voice mail, they hear your name and +your company name and their familiarity with you increases. +■ +Each time you send an e-mail, they read your name and see +your e-mail address, company name, and service brand, and +their familiarity with you increases. +■ +When you connect with them on LinkedIn, familiarity +increases. +■ +When you like, comment on, or share something they post on +a social media channel, familiarity increases. +82 +Fanatical Prospecting + + +■ +When you meet them at an industry conference and put a face +with a name, familiarity increases. +The bottom line is, if you don’t have a plan and you don’t know +your objectives, your prospecting blocks will be far less effective and +you will waste time. However, when you build more effective +prospecting lists, with clear objectives, centered on specific pros- +pecting channels, your prospecting blocks are easier, faster, more +impactful, and generate far better results. +The Four Objectives of Prospecting +83 diff --git a/library/Fanatical Prospecting/Chapter-10-Leveraging-the-Prospecting-Pyramid/Chapter-10-source-text.md b/library/Fanatical Prospecting/Chapter-10-Leveraging-the-Prospecting-Pyramid/Chapter-10-source-text.md new file mode 100644 index 0000000..bb1eca9 --- /dev/null +++ b/library/Fanatical Prospecting/Chapter-10-Leveraging-the-Prospecting-Pyramid/Chapter-10-source-text.md @@ -0,0 +1,271 @@ +# Fanatical Prospecting — Chapter-10: Leveraging the Prospecting Pyramid +- **Source**: /library/Fanatical Prospecting/source-file.pdf +- **PDF pages**: 102–109 +- **Pages without text**: none + +--- + + +10 +Leveraging the +Prospecting +Pyramid +The only difference between a mob and a trained army is organization. +—Calvin Coolidge +When you get into the office in the morning and begin your +prospecting block, which prospects do you call or touch first? +Last year I was hired by a company to develop a prospecting +training program for their sales organization. The sales team was +missing its number and the CEO was looking to my firm to help +him reverse this trend. +My first step was to sit and watch the sales team make their +morning prospecting calls. The team worked in a comfortable +modern office environment and had a top-tier CRM that was +packed full of prevetted prospects and contact records. They also had +access to robust social media and business intelligence tools that +84 + + +offered deep insight into their prospective customers, and these tools +were integrated into the CRM. +The director of sales expected his sales team to be on the phones +qualifying and setting appointments starting at 8:00 AM. I introduced +myself to the team and then took a seat in the corner and observed. +In particular, I kept my eye on the sales rep in the cubicle closest +to me. +After an hour of watching this rep, I asked him a simple +question. “When you pick up the phone each morning, how do +you know which prospect to call first?” +He looked confused by my question, and I could see the wheels +turning as he searched for the “right” answer. Finally he replied, +“I don’t know. I just login to the CRM and start calling.” +It was clear from the team’s sales results that collectively they +shared the same philosophy. There was no rhyme or reason to their +prospecting pattern. They just showed up in the morning, opened +up their CRM, ran a rudimentary filter to pull leads for a specific +geographic location, and called the first prospect that popped up. +They were wasting a huge amount of time randomly dialing +through their database. No plan. No objective. No qualifying +methodology. The result was a miserable prospecting experience, +a weak pipeline, and desperation appointments and demos set with +poorly qualified prospects just to get any kind of win. +Following the phone block, I gathered the team together and +drew a triangle (pyramid) on the whiteboard in the training room. I +asked the question again to the entire group, “When you pick up +the phone in the morning, how do you decide which prospect to +call first?” +Blank stares, until one of the young reps said, “I usually pick a +city or zip code in my territory, create a list, and start by calling the +first prospect on that list.” +I followed up with, “Is it possible to sort that list in a more +meaningful way?” +Crickets. +Leveraging the Prospecting Pyramid +85 + + +“Okay, let me ask this a different way. Ideally, if you could call +any list of prospects, which ones would you want on your list?” +They were thinking a little harder now. Finally someone +blurted out, “The ones most likely to buy?” +“Bingo! That is exactly right. How might you identify the +prospects that have the highest probability of buying?” I asked. +Someone blurted out, “Prospects who have a budget.” +Now they were thinking. +Someone else, “Prospects who have expiring contracts with +competitors.” +From the back of the room, “Prospects who were referrals.” +“Large prospects.” “Prospects with more than 50 employees.” +Then more. +“Prospects who called us or filled out one of our web forms.” +“Prospects who came to our booth at the last trade show.” +“Prospects that are fully qualified but we’ve been unable to set +an appointment with them.” +They were finally getting it. +Walk Like an Egyptian: Managing the +Prospecting Pyramid +Salespeople who struggle with prospecting view their prospect data- +base as a square. In other words, they treat every prospect exactly the +same. For this reason, they attack their database randomly—with no +system and no objective. +There are several problems with this approach. First, it is +statistically inefficient. When your first call and subsequent calls +are made merely by chance, you might call a prospect who is ready +to take action or you might not. However, because only a small +number of your prospects will be in the buying window at any given +time, the statistical probability that you will call poorly qualified +prospects is high. +86 +Fanatical Prospecting + + +The result is ineffective prospecting blocks that make you feel +like you are getting nowhere, far more rejection, and low pro- +ductivity. Your sales results, income, confidence, and self-esteem +all suffer. +Top performers have no interest in hunting and pecking for +opportunities, so they design their lists to make prospecting blocks +efficient and effective. They segment their prospects by potential or +size of the opportunity and the probability the prospect will convert +into a sale. They organize their prospecting block to get themselves +in position to win with highly qualified prospects who are in the +buying window. +Top performers view their prospect database as a pyramid. +■ +At the bottom of the pyramid are the thousands of prospects +they know little about other than a company name and +perhaps some contact information. They don’t know if the +information about the prospect is correct (and there is a good +chance that it isn’t). +Action: The goal with these prospects is to move them +up the pyramid by gathering information to correct and +confirm data, fill in the missing pieces, and begin the +qualifying process. +■ +Higher up the pyramid, the information improves. There is +solid contact information, including e-mail addresses. There +may be information on competitors, product or service usage +numbers, the size of the budget, and other demographic +information. There may also be contact information for deci- +sion makers and influencers. +Action: The goal with these prospects is to identify the +buying window and all potential stakeholders. +■ +Moving higher up, potential buying windows have been +identified. There are complete contact records for decision +makers and influencers, including social profiles. +Action: Your focus at this level is to implement nurturing +campaigns to stay in front of confirmed decision makers in +anticipation of an identified future buying window. +Leveraging the Prospecting Pyramid +87 + + +■ +Further up are conquest prospects. This is a highly targeted list +of the best or largest opportunities in your territory. There will +be a limited number: 10, 25, 50, 100. +Action: The focus for conquest prospects includes nurtur- +ing and regular touches, stakeholder identification, buying +window qualifying, monitoring for trigger events, and building +familiarity. +■ +Closer to the top are hot inbound leads and referrals. +Action: These prospects require immediate follow-up to +qualify and/or move them into the pipeline. +■ +At the tip-top are highly qualified prospects who are moving +into the buying window due to an immediate need, contract +expiration, trigger event, or budgetary period. +Action: These are your highest-priority prospects and +should be on the top of your daily prospecting list. The goals +is to move them into the pipe. +The key to leveraging the prospecting pyramid philosophy is a +systematic daily focus on gathering qualifying information that +identifies buying windows and stakeholders and moves prospects +up the pyramid based on that information. +Figure 10.1 +The Prospecting Pyramid (Organizing +Prospecting Blocks) +88 +Fanatical Prospecting + + +Powerful Lists Get Powerful Results +Being a more efficient and effective prospector begins and ends with +an organized, targeted prospecting list. A high-quality prospecting +list is like a track for your prospecting train. It eliminates wasted time +hunting and pecking for qualified prospects and helps you focus on a +specific objective within a particular prospecting channel. +The sad fact is most salespeople are working off poorly con- +structed lists or, in many cases, no list at all. Some companies try to +provide lists for their reps, but most don’t, and the ones that do +usually do it poorly. +Building effective and robust prospecting lists requires consist- +ent effort and discipline, which is why salespeople don’t do it. It’s so +much easier to open up the CRM and just start calling the first +prospect record you find. +This is a wake-up call. The quality of list you work from during +each prospecting block has a more significant impact on the success +of the block than any other element except your mindset. +When you build powerful lists, you get powerful results. +Lists should be constructed based on the following filters (or +other methodologies depending on your unique situation). Use +these elements in combination to structure your prospecting lists for +maximum impact. +■ +Prospecting objective: set an appointment, gather information, +close the sale, build familiarity +■ +Prospecting channel: phone, e-mail, social, text, in person, +networking +■ +Qualification level: highest qualified at the top of the list—least +qualified at the bottom of the list +■ +Potential: largest opportunities at the top of the list—lowest +potential at the bottom of the list +■ +Probability: highest potential probability to achieve your +objective at the top of the list—lowest probability at the +bottom of the list +Leveraging the Prospecting Pyramid +89 + + +■ +Territory plan: day of week, postal code, street, geographic +grid, city +■ +Inbound leads +■ +Conquest prospects +■ +Decision maker/stakeholder role +■ +Industry or market vertical +■ +Customers that purchase a specific type of product or service +■ +Seasonal customers +■ +Inactive customers +■ +Leads from a recent trade show or conference +Some of these filters can be automated in your CRM, while +others may require manual decisions. Automate the process as much +as possible with preset filters, views, and reports to make it easy to +pull lists based on your prospecting objectives. +There will only be a handful of prospects in your database at any +given time that are in the buying window, and you’ve got to get in +front of them before they buy or the window of dissatisfaction from +a trigger event dissipates. Start each morning with a prospecting +block focused on a list of these top-of-pyramid prospects while you +are fresh, feeling your best, and motivated. +Because these prospects are in the buying window it will be +much easier to convert them into an appointment, demo, or sale. +Starting your day by calling the prospects on the top of your pyramid +will deliver early wins. These wins give you confidence and +motivation to attack the remainder of the sales day. +Once you have exhausted your high-potential prospects, +focus your prospecting activity on qualifying and nurturing +activities with conquest accounts. Follow that by focusing on +qualifying the hundreds or thousands of prospects lower on the +pyramid. +If each day you start at the top of the pyramid and set quality +appointments early, you will have time left over to systematically +qualify the other prospects in your database moving them to the +top of your pyramid. Over time, you’ll experience more +90 +Fanatical Prospecting + + +successful prospecting blocks, a dynamic prospect database, and a +full pipeline. +Tomorrow morning when you get ready to make your pros- +pecting calls, take a look at the first name on your list and ask +yourself, “Is this the best prospect to call?” Then, get familiar with +the filters and sort tools on your CRM program and build your own +prospecting pyramid. +Leveraging the Prospecting Pyramid +91 diff --git a/library/Fanatical Prospecting/Chapter-11-Own-Your-Database-Why-the-CRM-Is-Your-Most-Important-Sales/Chapter-11-source-text.md b/library/Fanatical Prospecting/Chapter-11-Own-Your-Database-Why-the-CRM-Is-Your-Most-Important-Sales/Chapter-11-source-text.md new file mode 100644 index 0000000..e63b875 --- /dev/null +++ b/library/Fanatical Prospecting/Chapter-11-Own-Your-Database-Why-the-CRM-Is-Your-Most-Important-Sales/Chapter-11-source-text.md @@ -0,0 +1,133 @@ +# Fanatical Prospecting — Chapter-11: Own Your Database: Why the CRM Is Your Most Important Sales Tool +- **Source**: /library/Fanatical Prospecting/source-file.pdf +- **PDF pages**: 110–113 +- **Pages without text**: none + +--- + + +11 +Own Your +Database +Why the CRM Is +Your Most Important +Sales Tool +The most expensive thing you can do in sales is spend your time with the +wrong prospect. +—Jeb Blount +I hate writing about or talking about CRMs. It’s boring and +tiresome. It is also a turnoff because I know salespeople have no +love for the CRM. Honestly, it pained me to include this important +but tedious subject. But, this is the brutal, and often ignored, reality: +There is no weapon or tool in your sales arsenal that is more +important or impactful to your long-term income stream than your +prospect database. Nothing. Your database of prospects is what helps +you make a living now and in the future. It does not make a +difference what you sell; a well-managed, living, breathing prospect +database is a golden goose that keeps on giving. +92 + + +Your CRM is the most important tool in your sales arsenal +because it: +■ +Allows you to manage the details and tasks related to many +different contacts without having to remember everything. +■ +Keeps you organized, manages your pipeline, and saves your +deals and relationships from getting derailed. It makes life easier +by doing work for you. +■ +Allows you to segment and sort your prospect database and +build prospecting lists based on any field or group of fields in +the database. This makes you exponentially more effective and +efficient in your prospecting activities. +■ +Helps you systematically qualify prospects so that you move +them up the prospecting pyramid. +When you peel all of the technology away, a CRM is just a +software-basedfilingsystem thatmakesiteasierforyoutomanageand +access information because it does a very simple task: It remembers +important things for you and reminds you when those things are +important. Face it, you are moving fast and forget things. In sales the +little things are bigthings and a well-managed CRM will prevent slip- +ups that could cost you deals. +Own It Like a CEO +Here’s the truth about the CRM: If you don’t own it, you will never +reach your true earning potential. Owning it means applying the +CEO mindset we discussed earlier. It means: +■ +Being accountable for maintaining the integrity of your pros- +pect database. +■ +Not waiting until your manager is screaming at you because +you haven’t updated a record in a month. +■ +Taking time to make copious notes following sales calls and +logging those calls. +Own Your Database +93 + + +■ +Putting new leads in the system rather than carting around a +pocket full of business cards you’ve collected from prospects. +■ +Rather than sitting around whining about how you don’t +understand the CRM, taking the time to learn it through trial +and error and online learning tools. +Fanatical prospectors own their database. They own it because +they get it. Their database is where targeted lists come from. Their +database makes them more efficient and effective. It should be so +important to you that you eat, sleep, and drink it. +I had a rep who worked for my company for nine months. This +guy was talented and he could sell. But he could never keep his +pipeline full and never even got close to his quota. When we finally +started to dig into what was going on, we discovered that he had +only logged into the CRM once the entire time he worked for us. +Sad but true, and by then it was too late. We fired him. +Some salespeople don’t see how the system benefits them +personally. They’ve got a sales manager on their case about updating +the CRM, but in their mind they’re doing it for the company, not +themselves. It’s a mindset issue. These salespeople see themselves +“working for the man,” whereas fanatical prospectors believe that +they are the CEO of their territory. They are working for themselves. +I can get on my soapbox and preach. I can warn you of the +consequences. I can explain the benefits. But the only person who +can motivate you to fully exploit your CRM and invest diligently in +building a quality prospect database is you. If you choose not to +invest in your database, as the saying goes, you can’t fix stupid. +A Trash Can or a Gold Mine +More often than not, salespeople treat their database like a trash can +rather than a gold mine. Call notes aren’t inputted. Records aren’t +kept up to date. Calls are not logged. This inattention to detail causes +94 +Fanatical Prospecting + + +the value and integrity of the database to be undermined, leaving +salespeople struggling to set appointments and engage the right +prospects, at the right time, with the right message because they +don’t know who to call. +Gathering information and qualifying is where managing and +building your database really pays off. Over time, through relentless +prospecting and research, you’ll gain a clear picture that helps you +fully qualify the opportunity. You’ll know the key decision makers +and influencers, what your prospects buy and how much, who your +competitors are, potential trigger events, and most importantly, +when the buying window opens. +Building a database is like filling in a jigsaw puzzle. It takes time, +lots of work, and sometimes there is not much evidence that it is +paying off. The key is recognizing the cumulative value of small +wins. I’ll often hear a sales rep bemoaning a call that he felt didn’t go +very well rather than celebrating the small nugget of information +that they uncovered about a decision maker that added another +piece to the qualification puzzle. +When it comes to building a powerful prospect database, my +philosophy is simple: Put every detail about every account and every +interaction with every account and contact in your CRM. Make +good, clear notes. Never procrastinate. Do not take shortcuts. +Develop the discipline to do it right the first time and it will pay +off for you over time. +Own Your Database +95 diff --git a/library/Fanatical Prospecting/Chapter-12-The-Law-of-Familiarity/Chapter-12-source-text.md b/library/Fanatical Prospecting/Chapter-12-The-Law-of-Familiarity/Chapter-12-source-text.md new file mode 100644 index 0000000..c7b56b5 --- /dev/null +++ b/library/Fanatical Prospecting/Chapter-12-The-Law-of-Familiarity/Chapter-12-source-text.md @@ -0,0 +1,294 @@ +# Fanatical Prospecting — Chapter-12: The Law of Familiarity +- **Source**: /library/Fanatical Prospecting/source-file.pdf +- **PDF pages**: 114–122 +- **Pages without text**: none + +--- + + +12 +The Law +of Familiarity +After seeing a lot of the world, I now tend to return to the same spots. +I enjoy the familiarity. +—Louise Nurding +The more familiar a prospect is with you, your brand, and/or your +company, the more likely they will be to accept and return your +calls, open your e-mails, accept a social media connection request, +respond to a text message, accept an invite to an event or webinar, +download information from a link you sent them, engage in sales +conversations, and ultimately do business with you. +That’s the Law of Familiarity. +This is supported by data that indicates that it can take +between 20 and 50 touches to engage a prospect with little to +no familiarity with you or your company, but just 1 to 10 touches +to engage an inactive customer, warm inbound lead, or prospect +96 + + +who has a high degree of familiarity with you, your company, or +your brand. +The lack of familiarity is why you get so many objections to +your requests for your prospects’ time. When prospects don’t know +you, it’s much harder to get in the door. +Prospecting Lubrication +This is why it’s in your best interest to invest time and effort to build +familiarity with your prospects. Familiarity lubricates prospecting +because it makes the prospect’s decision to give you their time feel +less risky. +There even comes a point when a prospect will readily com- +municate and build a “first-name” relationship with you—even +when they aren’t interested in buying at the moment. Sean Burke, +CEO of KiteDesk, calls this the Familiarity Threshold. +When you earn enough trust to cross the familiarity threshold, +you also gain the ability to communicate more freely—including +through social media inboxes and text messaging—without being +considered intrusive. +You won’t cross the familiarity threshold with most of your +prospects because you’ll never have enough time to make that level +of investment with all of them. Crossing the familiarity threshold +requires a significant investment of time, intellect, emotion, energy, +and technology. This is why you must create your conquest lists and +develop strategic prospecting plans so you focus your time and +attention on building familiarity with your most valuable prospects. +The Five Levers of Familiarity +The familiarity threshold is also why the senior reps in your +organization—the ones who’ve been in the same territories for +The Law of Familiarity +97 + + +years—make it look so easy. The years of investment they’ve made +in building familiarity in their territory have paid off. If you were to +take a closer look at their efforts, you’d discover that there were five +levers that helped them build familiarity over time. +Persistent and Consistent Prospecting +The firststepincreatingfamiliarityisthroughpersistentand consistent +daily prospecting. Each time you call, e-mail, meet face to face, drop +offa businesscard, andleavea voice mail,you createfamiliarity.Thisis +one of the core reasons persistence pays off. The more times they see +or hear your name, the more familiar you become to them and +thegatekeepersthatprotectthem.Simplyput,themoreyouprospect, +the more familiar you become to your prospect base. +Referrals and Introductions +“Ron, you mentioned that you still have close ties to your former +company. Do you know who makes the decisions on sales training +over there?” I was speaking with the decision maker at one of my +top clients. +“Yep. That’s Mary Walker. She used to work for me. Great +lady, you’ll like her.” He looked down at his phone. “Let me get +you her number.” +A few seconds went by and he gave me her contact information. +Then I asked, “Would you mind giving her a call and making an +introduction?” +He looked up from his phone and said, “Sure, no problem.” +Then he dialed, got Mary on the line, and said, “I’m standing here +with a guy named Jeb Blount. He’s been helping us with developing +our sales training curriculum. You two need to meet. He’s going to +be giving you a call.” +98 +Fanatical Prospecting + + +The most powerful and direct path to familiarity is a referral or +introduction. The referral gives you instant credibility because you +get to ride on the coat tails of a person who is already trusted by your +prospect. There are three basic types of referrals: +1. Customer referrals come from happy clients that trust you. The +key to generating these referrals is developing a disciplined, +systematic process for asking for referrals. +2. Personal referrals come from friends, family, and acquaintances. +These are people who know you and are willing to send +prospects your way. Take time to educate your personal +connections on what you do and your ideal prospects so +they know what to look for. Then (this is critical), keep +reminding them so they don’t forget about you. +3. Professional referrals come from relationships you’ve developed +with other professionals in related industries or with sales- +people who may call on the same type of prospects but don’t +compete with you. These are typically mutually beneficial +relationships. To generate these referrals, you must seek out, +form, and make an ongoing investment in these professional +relationships. The wider your professional network, the more +referrals you’ll generate. +I’ve read dozens of books on referrals. These books offer +excellent advice, techniques, and tips for generation referrals. For +the sake of time, I’ll give you a short synopsis of the core message that +is common to every one of these books. The real secret to generating +referrals is: +■ +Give a legendary customer experience. +■ +Ask. +That’s it. Straightforward and simple. Yet, while standing in +front of a group of B2B sales reps last month, I asked: “How many of +you provide great service to your customers? Raise your hand.” +Every hand in the room went up. +The Law of Familiarity +99 + + +“How many of you asked for at least one referral last week?” +No hands went up. +“How about in the last month?” +Again, no hands. +“How about in the last quarter?” +One hand went up. +“How about the last year?” +Three hands up out of a hundred salespeople. +Shocking? Not really. I ask this question to groups of salespeople +regularly. The response is always the same. I’m not going to waste +your time discussing why salespeople don’t ask because that answer +is more than obvious: They either fear getting turned down or they +just don’t think of it. +It’s relatively easy, low key, and low risk to ask a happy client for +a referral. It goes like this: +“Patricia, thank you again for your business. I’m glad to hear +you are happy with us. I’m working hard to add more customers like +you. Would you be able to introduce me to other people in your +network who might want to use our product?” +Yes, there are more strategic and powerful ways to ask. Yes, +there are ways to make it easier for your customers to help you with +referrals. What’s most important, though, is the discipline to ask. +Networking +There are opportunities to network in your community or in your +territory every week. The first place to check with is the chamber(s) in +your territory. Then Google or Bing the calendars of other business +and civic organizations in your area. Finally, ask your prospects and +customers which events, conferences, and trade shows they attend. +Then go! Can I make this any clearer? Go shake hands. Go meet +people. Go learn about them. You’ll get leads and referrals, and +100 +Fanatical Prospecting + + +nothing builds familiarity better than face-to-face contact. We’ll +talk about social prospecting and social media in the next chapter, +but networking is the real social prospecting. +To be successful at networking, refrain from becoming a +walking, talking marketing brochure and get it through your thick +skull that nobody cares about you or what you have to say. They +want to talk about themselves. +You don’t go to networking events to sell. You are not there to +set appointments, get leads, or close business. You are there to create +connections with other people. You get those other things after the +connections are established. There should be no quid pro quo +attached to your conversations. +You create connections when you ask questions, listen, and +become genuinely interested in other people. Maya Angelou said, +“People will forget what you said or did, but they will always +remember how you made them feel.” Take this to heart as you +invest time in networking events. +Following up after networking events is the key to anchoring +your new relationships and familiarity. Use handwritten notes to +remind the other person of your conversation by referencing +something you spoke about. I make it a habit to keep a stack of +prestamped envelopes and thank-you notes in my car. I write my +notes while the conversations are still fresh. +When I’ve had a positive conversation, I will also send a short +text to thank the person for taking time to speak with me, +followed by a LinkedIn connection request to further anchor +familiarity. +Finally, I log any leads in my CRM no later than the next +morning. If I promised to send something, schedule an appoint- +ment, or introduce them to someone else, I schedule a task and take +action within 24 hours of the event. +Then I follow up on a regular basis until I move my networking +prospects into the pipeline. +The Law of Familiarity +101 + + +Company and Brand Familiarity +Here’s the good news. If you are lucky enough to work for a +well-known company or sell a recognized brand, prospecting is +exponentially easier than it is for the rep selling for a start-up or +small, unknown company. In some cases, all you need to do to +strike up a conversation or set an appointment is to mention your +company’s name or product. +The large company marketing machine is always at work, +driving brand recognition and generating leads through traditional +advertising, social media, content marketing, trade shows, and +conferences. This gives the rep who works for a big company +with a big brand a decided advantage in the war for their prospects’ +attention. +If you work for a start-up, emerging brand, or a small, +unknown company without a sustained marketing strategy, you +are almost always at a disadvantage. It is much harder to get people +to meet with you when they are not familiar with your company. +For this reason, small company and start-up sales teams are +intrinsically an integral part of the brand-building and market- +awareness process. In conjunction with (or in some cases in spite +of) limited marketing resources, you must actively participate in +getting the word out. +You may be called on to—and I suggest, volunteer to—write +and post relevant blogs, be an active part of trade shows, build and +leverage your social media network, contribute to white papers and +e-books, create podcasts, and host webinars. And when it comes to +social media, you can generate massive brand awareness to a targeted +audiencebycommittingto beingactive,growing your network, and +sharing content. +The bottom line is, when you are in a small organization, it is +almost always all hands on deck and it is a given that sales and +marketing are a mash-up rather than separate silos. +102 +Fanatical Prospecting + + +For reps who work for a well-recognized brand, the key is staying +out of the gears of the marketing machine and allowing marketing to +do its job. +Personal Branding +Familiarity is also built through personal branding—making a direct +investment in improving the awareness of your name, expertise, and +reputation. +This is the ultimate way to build familiarity because people buy +you. They buy you and trust you because they believe that you are +the only person who can solve their unique problem. +Never in the human experience has it been easier to build +familiarity through personal branding. Today distributing content +is easy. Just jump on your favorite social network and go to town. +Point, shoot, write, click, and publish—it’s all at your fingertips. You +can get your name and reputation out there fast and for very little cost. +There is, however, a personal branding methodology that is so +little used, I consider it a secret weapon in the war for familiarity. It +has an extraordinary track record for producing results and creates +instant familiarity, credibility, and leads. +The secret: Speak in public, regularly. +Public speaking is a powerful method for meeting people and +developing business relationships because it creates an environment +where prospects seek you out. +When you speak in public, at least for a moment, you are +considered a minor celebrity who people want to meet. After you +give your speech, people walk up to you, engage you in conversa- +tions, freely reveal their business issues, and voluntarily hand over +their contact information. +You can easily get speaking gigs. Organizations like the cham- +ber of commerce, Rotary Club, trade organizations, and other +The Law of Familiarity +103 + + +business and civic groups are always in need of guest speakers. All +you really have to do is call and volunteer and they will happily put +you on the schedule. If you attend trade shows and association +meetings, just call the meeting planners and tell them you would like +to be a speaker or deliver a workshop. These folks are on the +lookout for subject matter experts to add value to their programs. +Although less effective, you can also speak on webinars and live +streaming events put on by industry trade associations and your own +company. +Speaking allows you to showcase your knowledge. It also gives +you tremendous visibility and credibility. And because so few of +your competitors do it, it will set you apart, enhance your personal +brand, and create a greater sense of familiarity with your prospects. +Warning +The information in this chapter comes with a warning. It is easy to +spend all of your time creating familiarity. If you do this in place of +other prospecting activities, you’ll wake up a month from now with +an empty pipe and a screaming, pissed-off boss. +Like everything in sales, building familiarity is about balance. +You’ve got to balance the need for sales today with an investment in +the future. +104 +Fanatical Prospecting diff --git a/library/Fanatical Prospecting/Chapter-13-Social-Selling/Chapter-13-source-text.md b/library/Fanatical Prospecting/Chapter-13-Social-Selling/Chapter-13-source-text.md new file mode 100644 index 0000000..d7121d4 --- /dev/null +++ b/library/Fanatical Prospecting/Chapter-13-Social-Selling/Chapter-13-source-text.md @@ -0,0 +1,1005 @@ +# Fanatical Prospecting — Chapter-13: Social Selling +- **Source**: /library/Fanatical Prospecting/source-file.pdf +- **PDF pages**: 123–149 +- **Pages without text**: none + +--- + + +13 +Social Selling +Sales is a blend of art and science. The art is influencing people to make +commitments. The science is influencing the right people. +—Jeb Blount +The influence of social media in today’s society is inescapable. +Millions of people are linked together on social media sites— +constantly checking and updating their status. As a business tool, +social media has moved from cutting edge to ubiquitous. +As I write this book, social selling is one of the hottest buzzwords +in the sales profession. +There is no doubt that the social selling (sometimes called social +prospecting) channel is a critical component of a balanced pros- +pecting methodology. +I believe that for the sales profession, social media is the +most important technological advancement since the telephone. +105 + + +There has never been a time in sales when so much information +about so many buyers was so easy to access. And not just contact +information, but context. Through the social channel, we gain +glimpses into our prospects’ behavior, desires, preferences, and +triggers that drive buying behavior and open buying windows. +The social channel gives us the ability to easily and economically +build familiarity through low-impact, nonintrusive techniques. We +can easily map the buyers, influencers, potential coaches, and other +stakeholders at our prospective accounts and strategically uncover +buying motivations and interests that lead to more impactful and +robust in-person conversations. We can monitor our competitors +and industry trends in ways that were not possible or economically +feasible in the past. +Technology that allows us to easily tap into, analyze, and use +this endless stream of data is emerging at a lightning pace. Which is +both good news and bad news. The good news is technology will +make it even easier for you to utilize the social channel to build your +pipe and accelerate the sales process. +The bad news? As the data pool morphs and options for +tapping into that data increase, the social ecosystem is becoming +more overwhelming and the expense of tapping into this data is +rapidly rising. +The owners of the social channels—LinkedIn, Google, Face- +book, and Twitter—are keenly aware that they hold all the data and +all the cards. The companies that build software that unlocks this +data are having to pay up to gain access to it. To make a profit, those +costs are being passed on to you. In other words, in the future, to get +the most out of social selling, you’re going to need to bring your +wallet. +Yet, social selling is inextricably woven into the fabric of +fanatical prospecting. Top performers know this, and that’s why +they are rapidly adopting social selling tactics for prospecting and are +willing to pony up to pay for access. +106 +Fanatical Prospecting + + +What I am going to focus on in this chapter is giving you a +framework for becoming more effective and efficient with social +media in your prospecting routine. I’ll help you understand the core +objectives and the five Cs of social prospecting along with the five +categories of social selling tools that help you become more efficient +and effective in your efforts. +Five Objectives of +Social Prospecting +(Outcomes) +The Five Cs of the +Social Prospecting +Process (Effective) +Social +Prospecting +Tools +(Efficient) +Personal branding and +building familiarity +Connecting +Engagement +tools +Inbound prospecting +via education and +insights +Content creation +Creation tools +Trigger-event and +buying-cycle +awareness +Content curation +Curation tools +Research and +information +gathering +Conversion +Distribution +tools +Outbound +prospecting via +direct engagement +Consistency +Intelligence and +data tools +Because the social selling landscape is changing so rapidly, +though, I am going to avoid diving into the specific features/tactics +of the major social media sites and tools. Frankly, because the social +media sites are so feature rich, it would require several more books to +give you everything you’d ever need to know, and by the time those +books were published, they’d be out of date. +Social Selling +107 + + +So, instead of trying to cram everything you ever need to know +about social prospecting into this short chapter, I’ve created a rich set +of resources that are constantly being updated. You’ll find virtual +training modules, tutorials, articles, comprehensive e-books, and +videos on social prospecting at www.FanaticalProspecting.com. +Social Selling Is Not a Panacea +Along with the increased awareness of the power of the social +channel, there has been a disturbing trend of newly minted “social +selling” gurus proclaiming that social selling will solve all of your +sales problems. +I recently witnessed one of these “gurus” pronounce all other +forms of prospecting dead and advise sales people to focus all of their +energy on social selling (of course using his complicated nine-step +system that he was offering at a special discount). Ironically and +hypocritically, his pitch was made via a cold e-mail. +Another expert cold-called my VP of Sales at Sales Gravy on the +telephone to pitch her social selling program as an advanced lead +generation program that would eliminate cold calling forever. He +challenged her: “If your program is so good, why are you cold-calling +me? Shouldn’t I be calling you?” That abruptly ended the call. +Social selling is not a panacea. Contact and conversion rates from +phone and e-mail dwarf conversion rates on social media. The social +channel enhances, elevates, and sometimes accelerates your prospect- +ing efforts. It certainly impacts familiarity. But it is not a replacement +for focused and deliberate outbound prospecting efforts. +The Social Selling Challenge +From time to time, though, I’ll hire a new sales rep who will +challenge me on this premise. Last year one of my new reps walked +108 +Fanatical Prospecting + + +into my office and declared the telephone dead. He’d read an article +by a social selling “expert” and then attended one of his webinars. +My rep claimed that he’d learned how to eliminate cold calling +(which meant all calling) with a more powerful LinkedIn strategy. +“Besides,” he told me, “no one answers the phone anymore. +Buyer 2.0 wants to talk to salespeople on their terms.” (I remember +thinking to myself, “Buyer 2.0? WTF!”) +He even uttered the words “old school” as we debated his +position on calling versus LinkedIn and I pointed to the phone and +insisted he pick it up and start dialing. +So I challenged him. He could employ his “new school +strategy” for a week, and I would go old school and open up +our database of prospects, get on the phone, and interrupt “Buyer +2.0s” day. +At the end of the first day, he proudly came into my office +beaming that his contact requests had been accepted by seven +people—“Good prospects,” he said. +“Awesome! So how much did you sell?” I asked. +“You don’t understand, Jeb. It doesn’t work that way,” he +replied. “This takes time.” +I looked down at my call sheet. I’d completed 73 dials, made 19 +contacts, and sold two deals for which I’d collected credit cards— +real money in the bank. +We repeated this exercise for four more days. At the end of the +week, I’d closed 17 new accounts and collected payment on all of +them. He’d been successful in getting a whole lot of people to accept +his connection requests, liked and commented on lots of posts, +followed company pages, joined groups, posted a bunch of content, +and . . . sold nothing. +To be sure, I used social media too. I sold two deals when the +prospects called me back after I left a voice mail, sent an e-mail, and +then pinged them on LinkedIn. I also sent connection requests to +the prospects I sold and the ones I’d had conversations with on the +phone but was unable to close. While building my call lists, I +Social Selling +109 + + +scanned LinkedIn profiles for data points that might make my calls +more relevant. In other words, I wove social media into a balanced +prospecting effort rather than making it my exclusive channel. +Following our exercise, the exchange of a $10 bet, and a +coaching conversation that included a calculator on which I intro- +duced him to how much commission he would have earned if he’d +made those 17 sales, my new rep agreed that he’d fill up his bank +account faster with a balanced approach that included interrupting +people rather than hanging out on the social channel all day waiting +for them to interrupt him. +Before running headlong into this brutal reality, my new rep +had adopted a methodology from a “guru” who promised an endless +stream of prospects who were ready to buy, along with minimal +effort and no rejection. +If you decide to buy into this crap, you might want to keep your +resume warmed up, and if you think social selling is the new magic +fairy dust that will turn you into the next sales superstar, you are in +for a rude awakening. +Social selling will not solve your pipeline woes or provide an +endless stream of inbound leads with little effort. It takes far more +than a LinkedIn connection, content curation, and hope to move +today’s buyers to take action. Social Selling is time consuming and +intellectually draining, and it requires a long slog of consistent daily +effort to see any results. +So perhaps the best place to start is with what social selling is not. +Social Selling Is Not Selling +Let’s get this straight from the get-go. Social selling is not selling. If +you are trying to sell your stuff on LinkedIn, Twitter, Google+, or +Facebook, you are likely selling nothing while irritating your soon +to be ex-connections and causing major damage to your reputation +and relationships. +110 +Fanatical Prospecting + + +The bottom line is people don’t want to be pitched or “sold” on +social media. They prefer to connect, interact, and learn. For this +reason, the social channel is better suited to building familiarity, lead +nurturing, research, nuanced inbound prospecting, and trigger- +event awareness. +With the exception of the social inbox that can be a supplement +and alternative to the traditional e-mail inbox, social prospecting is +about nuance, tact, and patience. With complex and enterprise +prospects, the social channel becomes a core part of a strategic chess +gamedesigned toinfluencethekeystakeholdersanddeftlymovethese +deals into the pipe at just the right time. (I will address prospecting into +the social inbox when we discuss e-mail prospecting.) +Social selling is a collective term that encompasses a variety of +activities—alldesigned toenrich the sales process and fillthe pipe with +more qualified and motivated prospects. These activities include: +■ +Social research +■ +Social networking +■ +Social lead generation +■ +Social inbound marketing +■ +Social prospecting +■ +Social trigger-event monitoring +■ +Social competitive intelligence +■ +Social customer relationship management (CRM) +■ +Social account management +With that said, it is critical that you include social selling in your +sales arsenal and work to become a master at leveraging the social +channel. No matter what you are selling, integrating social into your +prospecting and sales process is no longer an option. +Choosing the Right Social Channels +Question: Why do people rob banks? +Answer: Because that’s where the money is. +Social Selling +111 + + +On which social channels should you be active? Where should +you invest your limited time? The simple answer: Go where your +prospects hang out. +LinkedIn, Facebook, Twitter, Google+, Pinterest, Instagram, +Tumblr, Foursquare, Swarm, Ello, SoundCloud, YouTube, Snapchat, +WhatsApp, SlideShare—the list of social media sites is long (I’m sure I +missed a few), and new social channels will keep coming. It’s enough to +make your head spin. The social media landscape is complex. The task +of mastering and getting engaged on social media is daunting and, +frankly, overwhelming—so much so that most companies have an +individual (small companies) or entire team (large companies) assigned +to manage social media. That’s how much effort it takes. +As an individual sales professional, there’s no way you can keep +up with them all and still have time to sell. Should you try to develop +a presence on all of these channels, you’ll find that it is exhausting. +This is why you shouldn’t try. I’ve found that I can effectively +manage three to four major channels at a time, and I’m much better +when I’m only working two. Beyond that it gets tedious and my +efforts are diluted. Take a step back and answer these two questions: +1. On which social channels will I find my customers and +prospects? +2. On which social channels do I feel most comfortable? +The first question is, by far, the most important. If your +customers aren’t on Twitter, for example, don’t worry about it. +But if your customers are on Twitter, you’d better figure it out. The +ROI on your social selling investment (time, money, and emotion) +will increase significantly if you are playing in the same sandbox as +your prospects. For example, if you sell cloud-based software to +financial services companies, you wouldn’t attend a trade show for +farmers. Same goes for social. +It’s also important to engage in channels you’re comfortable +with and enjoy. For example, I spend a lot of time on Twitter +112 +Fanatical Prospecting + + +because I love it. My audience spans almost all of the major channels, +but Twitter is by far my favorite, and it shows in my follower base +(follow me @salesgravy). +If you don’t enjoy a particular channel, you’ll tend to ignore it +and your activity won’t be consistent. But let’s keep it real, if your +prospects are on a channel that you detest, I suggest you figure out +how to like it so that it becomes part of your sales day. +For most salespeople, though, LinkedIn will be the primary social +channel. First, you need to have a presence there because LinkedIn is +the social channel for professionals. Second, if you are in B2B or high- +end B2C sales, LinkedIn is where your prospects hang out. Third, +LinkedIn has a robust set of tools and capabilities that are designed for +salespeople and will help you across all of your prospecting channels. +(I have included a comprehensive social channel guide on +FanaticalProspecting.com that is updated regularly and will help +you choose where and how to spend your time.) +Five Objectives of Social Prospecting +Do you hear that giant sucking sound? That is social media stealing +Golden Hour time from salespeople across the globe. Hours upon +hours of prime selling time wasted with heads stuck in laptops, +tablets, and smartphones—“social selling.” +The social channel is mesmerizing and addictive. It is designed +to be that way, to hook you so you keep coming back for more. +That’s why those likes, shares, stars, notices, and little numbers on +the social apps on your phone exist. They trigger your curiosity and +competitiveness. +Social media is a big, money-making machine that devours your +data and time and sells it to advertisers. To do that, it needs you to be +hooked. When you spend your entire day on social media, don’t +think for a minute that it is any different than parking yourself in +front of a TV screen. +Social Selling +113 + + +Of course, the difference between the TV channel and the +social channel is you can actually accomplish something on social +when you gain the discipline to focus your time on creating specific +outcomes that help you identify prospects and move them into the +pipeline. These outcomes include: +■ +Personal branding and building familiarity +■ +Inbound prospecting via education and insights +■ +Trigger-event and buying-cycle awareness +■ +Research and information gathering +■ +Strategic prospecting campaigns +■ +Outbound prospecting +You must learn to use social media the right way so it is a good use +of time. Efficient and effective are the name of the game. Your time +investmentinthesocialchannelmustbefocused onincreasing the size +and viability of your pipeline. Otherwise, you’re just wasting it. +Personal Branding +Here are two questions you must constantly be asking yourself as +you engage in social prospecting: +1. Does my presence online support my efforts to build my +reputation as a sales professional who solves problems and +can be trusted? +2. Does it help people become familiar with my name and brand in +a positive way? +If the answer to either of these questions is “no” or “I’m not +sure,” it’s time to make an adjustment in your strategy. The primary, +top, number-one reason why you should engage in social selling is +to improve familiarity and build trust. You want to be seen and +heard, and you want to be viewed as a credible resource for potential +buyers. +114 +Fanatical Prospecting + + +At a basic level, prospects will look you up online in an effort to +get the gist of who you are and what you are all about prior to +meeting with you. What they find will cause them to make instant +judgments about you. Those judgments will impact your ability to +influence and persuade them to make commitments to give up time, +resources, and money. You want your professional presence online +to position you as the one person who is most capable of bringing +solutions to the table. +Like most people, you make quick judgments or build quick +impressions about others when you are introduced for the first time. +It is just how we operate as human beings. With so much incoming +data attacking our nervous system, our brains have evolved to +quickly grab available information about others (how they look, +talk, act) and compile that information into a snapshot of that +person. Those first impressions—regardless of how valid they are— +influence our feelings towards the other person. +True, in the physical world, you sometimes get a second chance +to make a good first impression. In the virtual world, however, you +have zero chance of changing first impressions that are made about +you online. When potential customers view the “online you” and +don’t like what they see, they just move on. +Of course, the vast majority of sales professionals have the good +sense not to berate their boss, post inflammatory political or religious +commentary, or toot their horn about how drunk they got the night +before on online venues. Instead, they create poor first impressions +online in more subtle ways. +I’m constantly shocked at the shameful way some salespeople +manage their social media image. The most common mistakes are: +■ +Poorly written profiles +■ +Incomplete and outdated profiles +■ +Unprofessional photo or no photo +■ +Extremely opinionated political or religious postings and +discussions +■ +TMI—too much information about personal issues +Social Selling +115 + + +Your social media profiles are a direct reflection of your +personal brand. These profiles are the tip of the social selling spear. +Until your prospect meets you by phone or in person, who you are +online is who you are. So you must invest time in developing and +perfecting your social profiles. +Today, not tomorrow, take action to ensure that your online +image casts you in the best light. We have a comprehensive guide to +building winning social media profile pages at FanaticalProspecting +.com that provides detailed instructions and tips for each of the +major social media networks. +Here are some of the basics: +Headshot +According to PhotoFeeler.com, a website that helps people choose +the right photo for online profiles, “Profile photos are so essential to +modern communication that a good one’s become a basic necessity. +And that couldn’t be truer than for those of us whose professional +lives are tied to social media profiles.” +Ensure that you have a professional headshot on all your pro- +files—including Facebook. Professional means you leave your cat, +dog, kids, vacation, college buddies, cool sunglasses, and bottle of beer +out of the picture. Make sure the picture is taken in good light and at a +flattering angle and has a neutral background. Lose the cheesy poses— +like with your arms crossed, hand on your chin, or cocking your +eyeglasses. You don’t want to come off looking like a schmuck. +Instead, smile and put a pleasant look on your face. In a study1 +based on over 60,000 ratings, Photo Feeler found that a genuine +smile has a significant impact on other people’s perceptions of your +competence, likeability, and influence based on your profile picture. +A best practice that I highly recommend is posting the same +headshot on all of your social media profiles. Your image is like your +logo. You want it to stick. +116 +Fanatical Prospecting + + +Cover Image +Inbound marketing and CRM juggernaut HubSpot.com says that +“having a social media profile without a cover photo is like having a +brick-and-mortar business without a store sign.” +Most social media sites allow you to upload a cover image to +your profile. This is usually a background placed on the header, but +sometimes it can be the background for the entire page. It is a free +way to let an image tell your story. +Make sure you have a professional cover image on all of your +social profiles. The image dimensions and specs for each social +network are different and have a tendency to change. You’ll find +dozens of resources online that provide detailed information on +cover images. If you are not a graphic artist, creating your own +professional cover image can be daunting. The good news is there +are many experts online who will help you create professional covers +at a nominal cost. I suggest you look to Fiverr.com first for help. For +a low-cost self-service option, I recommend Canva.com. +Summary/Bio/About You +Personal branding expert William Arruda says that “an effective +LinkedIn summary makes people want to know more about you +and, ultimately, connect with you one-on-one.” This is also true of +the“aboutyou” and biosections oneachofyoursocialmediaprofiles. +You can go long form on LinkedIn, Facebook, and Google+ and get +creative with short and sweet descriptions on Twitter and Instagram. +Writing a perfect summary that connects with the reader +requires thoughtfulness and effort. It’s your story, and it should +make people want to meet you. +It should be well written, compelling, and truthful. Write in the +first person and make it conversational. Your bio should explain +who you are, what you are all about (values), what you do best, and +Social Selling +117 + + +why customers and clients count on and trust you to solve their +problems. +Contact Information +Privacy? Forget about privacy. You are in sales. The very best thing +that can happen is a prospect calls and interrupts you. If you make it +hard for them, they won’t. If you don’t provide contact informa- +tion, they can’t. So make it easy. Put your contact information, +including phone, e-mail, and website on your social media profiles. +Media and Links +Ensurethatyouarecross-linking eachsocialprofilepagetoyourother +profile pages along with any place you are blogging or contributing +content. In the case of LinkedIn, you have the opportunityto add rich +media including documents, photos, links, presentations, and videos. +Take the time to add information that will be interesting to your +prospects, educate them, and give them a reason to connect with you. +(Be sure to check with your marketing department to get permission +to add content related to your company brand.) +Custom URLs +Most social media sites will allow you to create a custom URL for your +page. A custom URL makes it easier for people tofind you and to share +your profile. +History +Be sure to complete your entire profile. Don’t leave gaps, holes, or +partially completed profiles. This sends the message that you cannot +be trusted. +118 +Fanatical Prospecting + + +Update Your Profiles Regularly +Make a commitment to manage your online presence by reviewing, +updating, and continuously improving all of your online profiles at +least once a quarter. Things change. Make sure your profiles are +changing with you and that they stay fresh. As you review your +online profiles, answer this question: Would you buy you? +Building Familiarity +The social channel is the most efficient and effective way to build +familiarity. To build familiarity, you must be present and consis- +tently engaging with prospects online so they see you often and over +time become more comfortable with you. +Engaging means liking, sharing, and commenting on their posts +as well as content they are commenting on and sharing. You also +need to post content that is of interest to them, congratulate them on +achievements, and be present in groups where they participate. +Be aware that you are always onstage. Everything, from your +profile picture to the things you post, like, share, and comment on, +is being watched by potential customers, so it’s critical that you +manage your message. +We live in a hypersensitive world. People are easily offended by +the smallest things. Political correctness has run amuck. The wrong +words, wrong like, wrong comment can make it impossible for your +prospect to do business with you and in extreme cases can go viral +and ruin your career. You want people to know your name and +face, but in the sales profession, “all publicity is not good publicity.” +Familiarity is a two-edged sword. When impressions of you are +positive, familiarity can cut through a lot of friction and help you gain +appointments and enter sales conversations with prospects. When +prospects have a negative impression of you, they will erect walls to +keep you out. +Think before you post. +Social Selling +119 + + +Inbound Prospecting Through Insight and Education +The very best outcome of the investment you make in social media +is to entice prospects to contact you. An inbound lead is much easier +to convert into an appointment, sale, or qualifying information than +an outbound prospecting call. +Familiarity plays a key but passive role in inbound prospecting. +When you are well known to prospects, from time to time they will +contact you as they move into the buying window for your product +or service. +Sharing and publishing relevant content that is intriguing to +prospects and helps them solve problems, answering questions in +groups, and posting thoughtful comments can also open the door to +prospects contacting you for more information or to ask you +questions—especially when these posts position you as an expert. +A more active way to generate inbound leads is to directly share +white papers, e-books, and reports that require prospects to enter +contact information to get the content. This direct approach on +social media, however, can come off as pitchy or spam, and can be +perceived as overt self-promotion—which may not create the best +impression of you. +I use a more subtle method. When I publish original content or +link to a blog page, I include links to white papers and reports +embedded in the content. That tends to generate leads without +hurting my reputation. You can use a similar tactic with content that +has been generated by your marketing team. +Leveraging Insight and Education to Power Up +Strategic Prospecting +Providing insight and education to prospects is also a brilliant way to +nurture high-value prospects as part of a strategic prospecting cam- +paign (SPC). Strategic prospecting is a long-term, comprehensive +120 +Fanatical Prospecting + + +effort that spans multiple prospecting channels. SPCs are designed to +warm up and nurture contact relationships in anticipation of a future +buying window. The core objectives of strategic prospecting are: +■ +Decision-maker and influencer mapping +■ +Warming up and nurturing the right contacts +■ +Identifying and developing relationships with potential coaches +■ +Creating personal and brand familiarity +■ +Generating goodwill and tapping into the Law of Reciprocity +by offering value first +■ +Getting invited in by the prospect when the buying window +opens or reducing friction when you make contact to set the +initial appointment(s) +For most sales professionals, SPCs will be limited to a handful of +conquest opportunities, primarily because SPCs are time consuming +and require ongoing attention. +With the right focus and tools, you can leverage social channels +to cover more ground and connect with and nurture more contacts +than ever before. When you combine social with phone, in-person, +e-mail, networking, and trade shows, you build a robust strategic +prospecting machine that is almost impossible to beat. +A complete dissertation on developing effective SPCs is beyond +the scope of this book. However, you may download the Ultimate +Guide to Strategic Prospecting at FanaticalProspecting.com. This com- +prehensive ebook gives you the tools and techniques for launching +and managing effective SPCs that get results. +Trigger-Event and Buying-Cycle Awareness +Trigger events are disruptions in the status quo that open buying +windows and compel buyers to take action. For some prospects, +buying windows are predictable because they’re based on set +budgetary or contractual time frames. With other prospects, buying +Social Selling +121 + + +windows are unknown and random and can be triggered by internal +issues or external industry, economic, environmental, safety, +employment, and other market-based trends. Additionally, when +people you have sold to in the past move to other companies, the +door is opened for you to step in. +Most social networks give you the ability to follow people +without being directly connected to them. Twitter and Google+ go +a step further and allow you to create lists and circles, respectively, +that make it easy to monitor segmented groups. LinkedIn also offers +tools (some free, some paid) that provide updates on the people you +are following. It is important to consistently monitor your news +stream, lists, update alerts, and discussions in the groups where your +prospects hang out for trigger events. +Research and Information Gathering +Social media is a smorgasbord of data. You can gather an impressive +amount of information about prospects that can be plugged into +your CRM, used to develop prospecting messages, and leveraged +for decision-maker mapping and precall planning. LinkedIn, Face- +book, Google+, and Twitter offer powerful search capabilities that +give you access to detailed information about prospects. You can +also keep tabs on your competitors. +For social search shortcuts, I highly recommend picking up a +copy of Sam Richter’s book, Take the Cold Out of Cold Calling. Sam’s +book is the bible on using online and social resources to gather +information. +Outbound Prospecting +The social channel also allows you to directly engage prospects to +ask for appointments or gather additional information. You can +message them directly through the platform—for example, in a +122 +Fanatical Prospecting + + +LinkedIn mail, Facebook message, or a direct message on Twitter— +or just pick up the phone and call. A surprising number of people +include phone numbers and e-mail addresses on their profiles. +The Five Cs of Social Selling +There are five behaviors/activities that define social selling. Master- +ing these behaviors and activities makes the time spent on social +channels effective. +Connecting +There is one question I ask at every Fanatical Prospecting Boot +Camp: +How many of you send a LinkedIn connection request each +time you meet a new prospect, potential customer, or someone who +might be a valuable addition to your professional referral network? +Rarely do more than 10 percent of the hands go up. +For centuries, highly successful people have understood the +power of connections and how to leverage these connections to +accomplish their goals. Connections get you in the door and in front +of the right people faster. When your connections introduce you to +people inside of their network or company, your message has +immediate relevance. +Everything on social media begins with a connection. When +you meet prospects by phone and in person, you’ve opened the +door to familiarity. At that moment, after they’ve just met you, you +have the highest probability of them accepting your social connec- +tion request. By sending them the connection request just after +they’ve met you, they see your name again, anchoring familiarity. +(Follow that connection request with a handwritten thank-you note +and you’re a superstar in their eyes.) +Social Selling +123 + + +On LinkedIn, once a person connects with you, you gain the +ability to see all of their connections, which helps you develop a more +detailed buyer and influencer map and determine if they are con- +nected and engaged in conversations with your competitors, or +connected to contacts at other companies you are trying to penetrate. +This is why it is in your best interest to send a LinkedIn +connection request every time you meet a potential customer, +new contact at a prospect, and people who have the potential to +become a core part of your professional network. Your professional +network can be more powerful than any other means of prospecting. +LinkedIn offers both free and paid tools that give you the ability +to tag, add notes, add contact information to profiles, organize, +search, label the contact source, and manage your connections. +LinkedIn is becoming a CRM on steroids. With LinkedIn’s mobile +apps, you have a massive and very powerful contact database in the +palm of your hand. +There are three ways to create connections: +■ +Direct: On both LinkedIn and Facebook you may initiate a +direct request for a connection. On Facebook, the process is +straightforward: You just click “Send a Friend Request.” +On LinkedIn, you have the option of sending a standard, +generic connection request (you may be asked to say how you +know the person) or you may customize your connection +request. I highly recommend sending a personalized note with +each connection request that references any past meetings or +conversations and gives a reason for your connection request. +Though Facebook has primarily been an entertainment +tool for keeping up with family and friends, I’m finding I’m +having more business conversations on Facebook and through +Facebook Messenger than ever before. +■ +Reciprocal: With Twitter and Google+, you can gain connec- +tions by simply following people because when you follow, +people will reciprocate and follow you back. The probability +that they will reciprocate is determined by their level of +124 +Fanatical Prospecting + + +familiarity with you, so it makes sense to follow or circle people +as soon as you meet them. +■ +Passive: When you publish original or curated content that +connects with your audience and is shared, people will connect +with and follow you. This is the most powerful way to build +connections because the person connecting with you is making +a conscious choice to add you to their network because they +believe you add value to their career or life. +Content Creation +Creating and publishing original content that is relevant to the issues +and problems your prospects are facing is the most powerful way to +build trust and credibility with your prospect base. Original content +will typically be in the form of: +■ +Articles +■ +Videos +■ +Slide presentations +■ +Podcasts +■ +Infographics +■ +White papers +■ +Case studies +■ +E-books (and traditional books) +Publishing original content positions you as an expert. It makes +you a valuable resource. It draws prospects to you and entices them +to engage with you or share your message with others in their +organization. When people that were previously unknown to you +like or share your content, it reveals new prospects and develops +additional contacts within organizations you are working with. +You also gain insight into trigger events and buying windows. +When people like, comment on, or share your information, you +learn about the problems they are facing, their emotions, their +urgency, and opportunities to help them. +Social Selling +125 + + +Creating high-quality content is powerful, but is very, very +difficult. It requires a significant investment of time and intellectual +resources. If you work for a large organization with a robust +marketing and branding team, there is also a very good chance +that they will discourage you from creating content without their +express approval and oversight. +I highly recommend investing the time to create and publish +original content because the benefits to your reputation and career +are massive. But if developing original content is not your thing, an +easier way to leverage content is through curation. +Content Curation +Intuitively, we know that salespeople who can educate, offer +insight, and solve problems are far more valuable than those whose +primary sales strategy is to pitch products and services. However, to +add value, you must be valuable. +Trust me on this: Salespeople who lead with self-promotional +company, brand, product, or service plugs on social media get +banned, blocked, reported as spam, and ignored. Don’t do it! +In the social channel, the primary way you provide value is +through content that educates, builds credibility, anchors familiarity, +and positions you as an expert who can solve relevant problems. +The right content shared at the right time with the right +prospects can create important connections and convert passive +online relationships into real-time conversations. +The challenge is that the social channel is a voracious and +insatiable beast that devours content. It must be fed daily for you and +your message to remain relevant and present. Even if you had the +time to create loads of original content, it would never be enough to +keep up. So, the solution is something called curation. +A simple analogy for curation is the act of clipping articles from +magazines and newspapers and sending them to someone. Except +126 +Fanatical Prospecting + + +that on social, you are doing this digitally and amplifying the impact +by going from a one-to-one analog footprint to one-to-many digital +distribution. +Insteadof publishing your own original content, you leverage the +content that is being created and published by others. Essentially, you +become a maven who aggregates the most relevant content for your +audience and shares it through your various social media newsfeeds. +Sharing can either be a direct link that you post or a share/ +retweet from a source you follow. The beautiful thing about sharing +content is even though you didn’t produce it, some of the credit for +the content rubs off on you. +There are three pillars of content curation: +■ +Awareness: You need to be aware of what is happening in your +industry—trends, competitors, and movers and shakers. Have +youreyesand earsopen, payattentiontowhatisgoingonaround +you, and consume industry-specific information. Discover and +follow the thought leaders who are shaping the dialog in your +industry and know where great content is being published. +■ +Intent: When you curate with intent, you begin linking +together relevant content based on an overall strategy, rather +than just randomly and disparately sharing. You take time to +read and understand what you are sharing, which allows you to +add comments and insightful takeaways to the shared content, +which further burnishes your expert status. +■ +Tools: Content curation is extremely time consuming, so you’ll +want to leverage tools that deliver relevant content to you and +automate the distribution of the content you wish to share. +Conversion +Let’s get real. You want the time and effort you invest in social +prospecting to produce real, tangible results. You want more deals in +your pipeline, to close more sales, and to increase your income. +Otherwise, what’s the point? +Social Selling +127 + + +The social channel leveraged the right way can and should +generate inbound leads. Although it is somewhat an oversimplifi- +cation, social prospecting is like building your own little inbound +marketing machine. This is where intent comes into play. You have +to actively plan for and work to generate leads and engagement that +opens sales conversations. +Consistency +Social prospecting is a grind. It takes work. It is not easy, simple, or +automatic. Getting value from and adding value to the social channel +requiresconsistent, focused, and regimenteddiscipline. Consistency is +crucial. Social doesn’t work if you show up some of the time. You +dilute your efforts if you are random and hit-or-miss. +Time blocking and the deployment of tools that automate some +of the activity are the keys to being efficient. You must block 30 +minutes to an hour each day (preferably before or after the Golden +Hours) to engage in planned, intentional social prospecting activi- +ties. Have the discipline to limit your activity to the block of time +you have set aside for your social selling activities and no more. +You may feel that you are not accomplishing much in short +daily social prospecting blocks, but the cumulative impact of daily +activity is enormous over time. +Social Media Prospecting Tools +Leveraging the right tools for social prospecting allows you to work +the channel while remaining focused on high-value activities. There +are myriad tools that automate social selling activity for you. Some +tools are as close as your CRM, some are embedded in the social +channels themselves, and there are dozens of apps that can easily be +loaded onto your phone or Chrome browser. +128 +Fanatical Prospecting + + +What you may want to brace yourself for is cost. While most +tools offer some level of free access, that access has a tendency to +shrink as the tool gains popularity. The developers of these tools are +not building them for altruistic reasons. They are keenly aware of +the high cost in time and resources to fully and effectively leverage +social for prospecting. They know that time is money, and as long as +you are willing to part with money, they promise to save you time. +The good news is almost all of these tools, with the exception of +enterprise level-solutions, allow you to try or use a limited number +of features for free. And, your company may provide some of them +for you. +As I write this chapter, new tools are emerging and others are +being discontinued, rebranded, or acquired and rolled up into other +tools. Yesterday one of my very favorite tools was made unusable +because the social channel it helped me manage cut it off from its +API. This is happening more often as the major social channels are +intent on limiting access and charging more. +Because of the dynamics at play, I am providing a limited list of +tools in this section. You’ll find a comprehensive, regularly updated +Guide to Social Selling Tools and reviews at FanaticalProspecting.com. +Tools for social prospecting fall into five basic categories. +■ +Content curation: These tools help you easily find and/or bank +new content to distribute on your social channels. Tools like +Feed.ly, Google News, and Sprout.it make it easy to identify +the type of content that you want to share, aggregate that +content from multiple sources, and deliver it to your desktop or +smartphone. Tools like Pocket (one of my absolute favorite +apps) allow you to bank content you find online to share at a +later time. +■ +Content creation: Tools that help you create your own content +abound. LinkedIn Pulse is a fantastic publishing tool that allows +you to post full-length articles directly on LinkedIn. Likewise, +Tumblr is an easy-to-use social blogging tool. For video, +YouTube, along with a host of mobile apps, offers an array +Social Selling +129 + + +of editing and publishing tools. SlideShare allows you to post +presentations and is owned by LinkedIn, so you can post them +directly to your LinkedIn profile. Canva.com is an outstanding +tool for editing images and creating infographics. +■ +Distribution: Posting content you create or curate to multiple +social sites many times over each day is extremely time consum- +ing and tedious. Distribution tools like HootSuite, Buffer, and +HubSpot (very expensive) allow you to load the content you +wish to share during nonselling hours and automate the distri- +bution of that content on a set schedule. Set it and forget it. +■ +Engagement: Tools like HootSuite, HubSpot, Bit.ly, and +TweetDeck, along with the analytics tools embedded in the +major social channels, allow you to view and analyze how +people are engaging with your content and if that content is +effective. +■ +Intelligence: These tools help you gather information about +companies, people, trigger events, and buying windows. My +absolute favorite is Google alerts. You will also find a growing +suite of intelligence tools being built by and embedded into the +major social networks. +Social Prospecting + Outbound Prospecting = +A Powerful Combination +The problem you face is, in the ocean of content flooding the social +channel, it’s getting more and more difficult to stand out and get +noticed (which is why the social channels are making so much +money selling sponsored posts). If you are starting from the ground +up with no followers or a small audience on established social +platforms like LinkedIn, it can take from six months to two years to +create enough gravity to pull prospects in to you. +That does not mean that a targeted and narrowly focused social +selling strategy can’t be effective. It just means that it will require +more and more effort and money to get a reasonable return on your +investment. +130 +Fanatical Prospecting + + +This is why even HubSpot, the granddaddy of the inbound +marketing movement, and LinkedIn, the grand pooh-bah of the +social selling movement, combine inbound and outbound pros- +pecting strategies. +Outbound prospecting and inbound social prospecting go +together like mashed potatoes and gravy. Social selling impacts +familiarity, is an excellent for research and trigger-event awareness, +and will generate inbound leads. It is, however, a long-term, passive +strategy that requires patience and nuance and is unlikely to produce +immediate results or to ever scale to a size that generates enough +inbound leads to allow you to reach your sales and income goals. +Outbound prospecting, on the other hand, is an active approach +to filling the pipe by engaging prospects in person, by phone, by +e-mail, through social inboxes, or by text. It is the art of interrupting +your prospect’s day, opening a conversation, setting an appoint- +ment, or gathering information. +Combined with social prospecting, outbound becomes enor- +mously powerful. The combined benefits include: +■ +Amplifying familiarity, which increases the probability that +your prospect will engage +■ +More targeted prospecting lists focused on the highest-qualified +prospects and individual buyers +■ +Leveraging trigger events to open or walk through buying +windows at just the right time +■ +Nurturing and educating prospects ahead of expected or +projected buying windows +■ +Research to gain contact information +■ +Buyer-influencer-coach (BIC) mapping +■ +Qualifying +■ +Refining and making your outbound prospecting message +relevant +Once again, it comes back to balance—balancing your pros- +pecting channels, methodologies, and techniques to be efficient and +effective with your scarcest resource: time. +Social Selling +131 diff --git a/library/Fanatical Prospecting/Chapter-14-Message-Matters/Chapter-14-source-text.md b/library/Fanatical Prospecting/Chapter-14-Message-Matters/Chapter-14-source-text.md new file mode 100644 index 0000000..be24435 --- /dev/null +++ b/library/Fanatical Prospecting/Chapter-14-Message-Matters/Chapter-14-source-text.md @@ -0,0 +1,855 @@ +# Fanatical Prospecting — Chapter-14: Message Matters +- **Source**: /library/Fanatical Prospecting/source-file.pdf +- **PDF pages**: 150–171 +- **Pages without text**: none + +--- + + +14 +Message Matters +For every sale you miss because you’re too enthusiastic, you will miss a +hundred because you’re not enthusiastic enough. +—Zig Ziglar +“What do I say when I get them on the phone?” +“What do I write?” +“How do I approach this type of prospect?” +“How do I respond if they ask . . . ?” +We all want those magic words that will roll off our tongue like +sugar and wow our prospect into complete submission. I know that +salespeople secretly fantasize about having the perfect pitch that gets +prospects to swoon and say yes to their request every time. +The bad news is, that’s not going to happen. +The good news is, with some introspection, diligent effort, and +practice, you can craft impactful messages that move prospects to +132 + + +take action and deftly turn around reflex responses, brush-offs, and +objections. +As we’ve already established, the thing that makes prospecting +so hard is you are interrupting someone’s day and that interruption +creates immediate resistance and, sometimes, not-so-pleasant +responses from your prospect. Words and how you use those +words—no matter which prospecting channel you are leverag- +ing—can either increase the severity of that reaction and subsequent +rejection or reduce resistance, break down emotional walls, and +improve the probability that qualified prospects will respond posi- +tively to your request for their time. +In our crazy-busy world where everyone, is in a state of near- +constant stress, asking for your prospect’s time is the most difficult +request you will make during the entire sales process—including +asking them for a buying decision. This is one of the primary reasons +why prospecting calls meet such stiff resistance. +Many salespeople freeze up at the first hint of rejection, spout +nonsensical or cheesy pitches that turn prospects off, and say things +like: “I would love to have a few minutes of your time to tell you +about my company.” +Messages like this add no value and generate instant resistance +because subconsciously the prospect hears: “I would love to come +by your office and waste an hour of your life talking all about me, +my products, and my wants. Won’t it be awesome for you to spend +your valuable time listening to my pitch?” +Salespeople are making egregious messaging mistakes on the +phone, in person, via e-mail, and social media because they don’t +realize that prospects are not going to give up their time for: +■ +A product and service features dump +■ +An enthusiastic pitch about their company being “number one +this” or the “biggest of that” +■ +Regurgitated lists of generic facts and figures +Message Matters +133 + + +■ +Marketing brochures +■ +Information that is not relevant +■ +Or any of the other mindless crap that spews from the mouths +and keyboards of salespeople +No one wants to be pitched. You hate it, I hate it, and prospects +hate it. Pitching leaves prospects feeling that you don’t listen and +makes them feel unimportant. This is the primary reason you face so +much resistance getting prospects to give up their time. +Prospects resent you interrupting their day to tell them about +how you are going to waste more of their time talking about you +and your generic kitchen-sink data-dumps. They would rather get a +root canal than spend an hour listening to a mouthy salesperson. +Prospects meet with you for their reasons, not yours. You must +articulatethe valueofspendingtimewithyouinthecontextofwhatis +most important to them. Your message must demonstrate a sincere +interest in listening to them, learning about them, and solving their +unique problems.This ishow you break downinitialresistance so that +you earn an appointment, gain the opportunity to gather qualifying +information, or engage in a sales conversation right in the moment. +What I want to make clear is prospecting messages are not +complex. Be careful not to overcomplicate things. Your prospecting +message is designed for one purpose: to quickly persuade your +prospect to give you their time. +What You Say and How You Say It +In most prospecting interactions, you have mere seconds to get your +prospect’s attention. In those precious few moments, message +matters. What you say (the words you use) and how you say it +(nonverbal cues) are critical to your success. +I’ve spent most of my life around horses. Horses have an innate +ability to sense fear, and they will take advantage of riders the moment +134 +Fanatical Prospecting + + +they sense that the person is afraid or lacks confidence. Horses have a +5-to-1 weight and size advantage over the average person. If the horse +doesn’t believe that you are in charge, it can and will dump you. +Prospects are no different. If they sense fear, weakness, and lack +of confidence, they will shut you down or bulldoze right over you. +Delivery matters. Fanatical prospectors exude confidence, which is +why they are so successful at opening doors that others believed +were nailed shut. +One of the truths about human behavior is people tend to +respond in kind. If you are relaxed and confident, you’ll transfer that +emotion to your prospect. If you want prospects to be enthusiastic +about meeting you, be enthusiastic about meeting them. A relaxed, +confident, enthusiastic demeanor and tone will open doors when +nothing else will. Nonverbal communication includes: +■ +Voice tone, inflection, pitch, and speed +■ +Body language, facial expressions +■ +The way you dress and your outward appearance +■ +Sentence structure, grammar, punctuation, and the words used +in written communication—e-mail, text messaging, and social +messaging +Enthusiasm and Confidence +Confidence and enthusiasm are the two most powerful and per- +suasive nonverbal messages you send to prospects. +A simple definition of confidence is “a feeling or belief that you +can do something well or succeed at something.”1 +Enthusiasm is defined as “a strong excitement about something; +something inspiring zeal or fervor.”2 +Being enthusiastic and feeling confident in the face of rejection +can be very difficult. This is why it makes sense to develop +techniques for building and demonstrating confidence and enthu- +siasm even when you don’t feel confident and enthusiastic. +Message Matters +135 + + +This begins with developing your mindset and mental tough- +ness to allow you to regain focus and bounce back from rejection +and fatigue. Even the best of us, those who have experience +and success, struggle with enthusiasm and confidence from time to +time. +Studies on human behavior from virtually every corner of the +academic world have proven time and again that we can change +how we feel by changing our facial expressions, the words we use, +our self-talk, and our physical posture. In other words, what is +happening on the inside of you manifests itself in your outward +confidence and enthusiasm. +This is not just a psychological response.3 It’s physiological.4 +Studies are coming in from across academia that the hormones +cortisol and testosterone play a significant role in confidence. Work +by researchers, including Harvard University’s Amy Cuddy, reveal +that your posture and body language can shape your emotions— +including enthusiasm and confidence. +Cuddy’s research demonstrates that “power posing,” physically +standing in a posture of confidence, even when you don’t feel +confident, impacts testosterone and cortisol levels in the brain, and +that influences confidence.5 +This isn’t something new, though. Thought leaders, self-help +experts, teachers, and moms have been giving us this same advice for +years. Sit up straight and you’ll feel better. Keep your head up. Most inside +sales trainers teach salespeople that putting a smile on their face will +transfer that smile to their voice. Some trainers suggest that you +should put a mirror by the phone when you are prospecting so you’ll +be aware of your facial expression. +We know that when you dress your best, you feel your best. +When you put your shoulders up and chin up, you look and feel +confident. Tell yourself that you will succeed and your chances of +success go up. Use assertive and assumptive words, phrases, and +voice tone and you will be more powerful and credible—and more +likely to get a yes when you ask for what you want. +136 +Fanatical Prospecting + + +Act enthusiastic, think enthusiastic thoughts, and use enthusi- +astic language and you will begin to feel enthusiastic and eventually +become enthusiastic. Even the simple act of saying “I’m awesome!” +when someone asks you how you are doing can lift your mood and +cause you to feel awesome—even if you don’t. +What You Say +Prospecting is primarily designed to quickly engage a prospect and +persuade them to give up their time. You don’t need to craft +elaborate pitches or come up with complicated scripts. In fact, this is +where most prospecting goes wrong. +You are interrupting your prospect’s day. If a salesperson were +interrupting your busy day, what would you want? Think about it. +■ +You’d want them to be quick and get right to the point so you +could get back to your day. +■ +You’d want them to be clear and transparent about their +intentions—to tell you want they wanted. +■ +You’d want the interruption to be relevant to your situation, +problems, or issues. +Your prospecting message must be quick, simple, direct, and +relevant. The relevant part is the critical element. Prospects are +going to agree to give up their valuable time for their reasons, not +yours. The lower the risk to them for giving up their time, the more +likely they’ll be willing to give it up. +This is why, for example, it is more difficult to get a yes when +requesting an hour-long meeting to do a full demo than when +asking for a 15-minute discovery meeting to determine if there is +enough interest and reasons to move to a next step. +You lower the risk for your prospect by answering WIIFM— +the most important question on their mind: +What’s in it for me? +Message Matters +137 + + +Of course, it is not always possible to know which reason will +lower the risk enough for your prospect to say yes to your request. +Sometimes you’ve got to make an educated guess. +In his book Smart Calling, Art Sobczak calls these assumptions +about WIIFMs “Possible Value Propositions.” He suggests that for +each class of prospect and decision-maker role, you should take time +to define the possible reasons that would create enough WIIFM for +them to give up their time to spend it with you. +Jill Konrath, author of SNAP Selling, says that in our current +business environment, where potential decision makers are crazy +busy, being able to deliver powerful value propositions is the way to +“pique curiosity and open doors.”6 Jill defines a value proposition as +“a clear statement of the tangible results a customer gets from using +your products or services. It’s outcome focused and stresses the +business value of your offering.”7 +Konrath suggests that there are three key parts to a winning VP: +1. Focuses on a business objective that is measured: You’ll get their +attention when you focus on a metric that impacts their +performance. +2. Disrupts status quo: The status quo is powerful. People abhor +change and will only move from the status quo when they feel +they can significantly improve their current situation—increase +sales, reduce costs, improve efficiency, reduce stress, and so on. +3. Offers proof or evidence: When you can provide information about +how much you have helped prospects in similar situations, you +gain instant credibility. +The higher the risk for your prospect to give up time to meet +with you, the more powerful and convincing your value prop must +be. For example, if you are asking a C-level executive to give up +their time, you have to bring a damn good reason for them to do so +because their time is incredibly valuable. You’ll want to craft a well- +laid-out case that is specific and germane to your prospect. For +example: +138 +Fanatical Prospecting + + +“I’ve helped multiple companies in your market segment +reduce time to profitability on new product launches by as much +as 50 percent. In fact, Aspen Systems’ IDEK SaaS launch was the +fastest ramp to ROI in the history of the company. With our system, +they made a 41 percent improvement over their last launch.” +On the flip side, if you work for a well-known brand and are +meeting with small business owners who regularly use products like +yours, asking for a few minutes to “learn more about their business” +can work like a charm. Why? Because small business owners like to +talk about themselves and the risk of taking a few minutes to meet +with you is low. +For example: “I’m helping several restaurants in town with +significant savings on supplies. I thought we could meet so I can +spend time learning about you and your restaurant to see if what we +offer might be a fit.” +I’m a fan of Mike Weinberg’s Power Statements and sales story +development process, detailed in his book New Sales. Simplified. +Mike does a masterful job of laying out the process for building +compelling stories that get your prospects’ attention. Mike says your +Power Statement must answer: +■ +The prospect’s issues +■ +Your offerings that address these issues +■ +Competitive differentiators +Weinberg says you need to answer the question, “Why do my +customers choose to do business with me?” This is how you define +why you are truly different from your competition—not just your +company, product, or service, but you. Like Weinberg says, +“Differentiation gets the attention of your prospect.” +WIIFM—The Power of Because +According to Robert Cialdini, author of Influence, “A well-known +principle of human behavior says that when we ask someone to do +Message Matters +139 + + +us a favor, we will be more successful if we provide a reason. People +simply like to have reasons for what they do.” +I don’t use the term value proposition very much. Honestly, I +don’t like the phrase. It sounds complicated. I like simple and +straightforward. In prospecting, all you really need to do is give your +prospect a good enough reason to meet with you and they’ll say yes. +It doesn’t need to be perfect—just good enough to get in the door. +I’m also realistic. To be efficient at prospecting, you must pack +lots of prospecting touches into a short period of time. In most cases, +you will be prospecting to a similar group of prospects who share a +common set of issues. Stopping to craft a perfect, unique value +proposition for each one of these prospects is inefficient and +impractical. +Instead, you need a compelling message that works most of the +time with most of your prospects. It has to be quick, direct, and +persuasive, but it cannot sound like a cheesy script. It’s got to be +natural and authentic. +Of course, if you are calling a C-level contact or high-potential +prospect, it’s critical to craft something specific and relevant that +answers their unique WIIFM question. +Let’s get real, though. For most salespeople, most of the time, +you won’t be in this situation. You need a message that can be +delivered in 10 seconds or less and gives your prospect a reason or a +“because” that’s good enough to get them to say yes. +In a landmark study on human behavior, psychologist Ellen +Langer and a team of researchers from Harvard demonstrated the +raw power of because. Langer had her team of researchers cut in line +in front of people waiting for access to photocopiers. +She discovered that when the researcher politely asked to jump in +front of the person waiting for the copier without giving a reason— +“Excuse me, I have five pages. May I use the copier?”—the person +would say yes about 60 percent of the time. However, when the +researcher qualifiedthe request with a validreason—“because I’m in a +hurry”—the person said yes, on average, 94 percent of the time. +140 +Fanatical Prospecting + + +Here’s where the research became interesting. When the +researcher gave a nonsensical reason like, “Excuse me, I have +five pages. May I use the copier? Because I have to make copies,” +the person still said yes 93 percent of the time. It was a truly stunning +finding. Saying the word because—giving a reason—was more +important and powerful than the reason itself. +Now, I want to be absolutely clear that I am not advising you to +make up nonsense and use that while prospecting. What I am saying +is that focusing on a simple, straightforward because works, and +spending hours agonizing over some complex value prop is unlikely +to give you anything more effective in prospecting than a simple, +direct because. +For example, just saying, “I’d like 15 minutes of your time +because I want to learn more about you and your company” works +surprisingly well with many prospects. +What we learn from Langer’s copy machine study8 is when we +ask people to do something for us, like give up their time, they are +more likely to do so when we give them a reason. +Bridging to the Because +Bridges connect. +Bridging solutions to your prospect’s problems using their +language, not yours, is one of the core disciplines of sales. In the +context of the sales process, bridging helps you advance deals +through the pipe and close the sale. +In the context of prospecting, your bridge is the because that +gives them a good enough reason to give up their time to spend it +with you. There are two types of bridges you’ll use when prospect- +ing: targeted and strategic. +Targeted bridges are bridges that are common to a large group of +similar prospects—decision-maker roles, industry vertical, product +or service application, and so on. Targeted bridges are most +Message Matters +141 + + +appropriate when you have little information about a specific +prospect and the cost/benefit of doing reams of research is not +worth it. +For example, if you work in business services and have a +prospect database of 10,000 SMBs, taking time to research every +prospect before calling them would make no sense. It is a better use +of your time to make as many calls as possible to engage and qualify +as many prospects as possible, in the least amount of time as possible. +When you don’t have specifics about their problems, issues, or +concerns, you’ll need to infer problems based on economic trends or +your knowledge of what other businesses are experiencing in the +same industry, geographical area, or market segment, or with a +certain competitor’s product. +You’ll naturally iterate and refine your message as you engage in +more conversations with these prospects. Here is an example: +“Hi, Candace, this is Jeb Blount from Sales Gravy. The reason I +am calling is to schedule an appointment with you to show you our +new sales onboarding automation software. Many of my clients are +frustrated because it takes too long to get new salespeople ramped up +to full productivity and find that it’s holding their business growth +back. Our software typically cuts onboarding time and costs for new +sales reps by 50 percent, and makes it super easy to manage new rep +onboarding, giving you the peace of mind that your new hires will +start selling fast. I have 2:00 PM on Thursday open. How about we +get together for a short meeting so I can learn more about you and +see whether it makes sense to schedule a demo?” +You’ll notice that I implied that Candace is frustrated because it +is taking too long to get her new salespeople up to speed and selling. +I don’t know for sure that this is her issue, but it is a high-probability +educated guess because most executives experience anxiety when +new salespeople aren’t selling. +Strategic bridges are unique to a single high-value prospect and +specific individual (decision-maker role) at that prospect. You will +typically craft strategic bridges for enterprise level, conquest +142 +Fanatical Prospecting + + +prospects, and C-level executives. Strategic bridges require research +so that your bridge or because is specific and relevant, reduces risk, +and gives them a compelling reason to give you their time. +Developing bridges specific to a single prospect is time consum- +ing and can seriously limit the activity you are able to accomplish in a +day—especially if you are doing this during the Golden Hours. +However, if your target prospect database is limited or you are trying +to engage a large conquest prospect in your territory, developing a +specific bridge is risk/reward positive. In some cases, you may only get +one shot at a C-level executive and you’ll want to make it count. +To develop a bridge specific to your prospect, you will first need +to determine the objective of your prospecting touch: +■ +Are you attempting to get more information to further qualify +the opportunity, decision-maker role, or buying window? +■ +Do you want to set up an initial meeting? +■ +Are you seeking an introduction to another person? +Defining your objective in advance, so you know what you are +asking for, will help you develop a bridge that gives your prospect a +reason to take that step. +Next, research your prospect. Set up Google alerts to have +information about the company or individual sent directly to your +inbox. Review notes and history in your CRM. Research the +company/division/location through online searches, visiting their +website, press releases, and company pages on LinkedIn, Google+, +Twitter, and Facebook. Visit your contact’s social media profile +pages. Review posts for jargon, core values, PR, awards, trigger +events, initiatives, changes, and problems that you can solve. +Research industry trends and read the most recent trade articles. +Craft your message to demonstrate that you can relate to their +specific situation. Bridge to a specific problem they are facing using +their language (gleaned from your research). An example: +“Hi, Windsor, this is Jeb Blount from Sales Gravy. The reason I +am calling is to set an appointment with you. I read in Fast Company +Message Matters +143 + + +that you are adding another hundred sales reps to keep up with +growth. I imagine that it has got to be a bit stressful to bring on that +many reps and get them producing. +“I’ve worked with a number of companies in your industry to +reduce ramp-up time for new reps. At Xjam Software, for example, +we cut ramp-up time to ROI for their new reps by 50 percent. +While I don’t know if our solution would be a fit in your unique +situation, I’ve got some ideas and best practices I’ve seen work well +for companies like yours and thought you might be interested in +learning more about them. How about we get together for a short +meeting on Thursday at 2:00 PM?” +The Secret to Crafting Powerful Bridges +Frustration. Anxiety. Stress. Fear. Peace of mind. +What do these words have in common? They describe emo- +tions. Emotional words demonstrate empathy and connect with +how your prospect is feeling. The real secret to crafting prospecting +messages that convert into meetings, information, or sales is staring +with a simple but powerful premise: +People make decisions based on emotion first and then justify +with logic. +This is why pitching logic—features—doesn’t work. Trust me. +Your prospects abhor a pitch. This, by the way, is why you get so +much resistance with those long scripts your marketing department +writes for you. +Prospects want to feel that you get them and their problems +(emotional and logical), or are at least trying to get them, before +they’ll agree to give up their time to meet with you. They only give +their up time because you offer them: +■ +Emotional value: You connect directly with them at the emo- +tional level—typically by relating to painful emotions like +144 +Fanatical Prospecting + + +stress, worry, insecurity, distrust, anxiety, fear, frustration, or +anger and offering them peace of mind, security, options, lower +stress, less worry, or hope. +■ +Insight (curiosity) value: You offer information that gives them +power or leverage over other people. Most prospects worry +about maintaining their competitive edge—either as a com- +pany or an individual. They’re anxious that there may be +something in the marketplace that they are not privy to. +Unknowns are disconcerting—especially if a competitor has +a best practice, information, system, or process that they don’t. +■ +Tangible (logic) value: Executives and contacts in technical and +data-centric roles will value data and case studies. How much, +how many, and what results can you deliver, have you +delivered, will you deliver—specific to their unique situation? +The most effective way to craft the right message is to simply +stand in your prospect’s shoes. Look at things through their eyes and +use your God-given empathy to sense their emotions and to +consider what might be important to them. Consider how you +might feel in their situation. Start by answering these questions from +your prospect’s perspective: +■ +What would cause you stress? When do you feel stress? +■ +What makes you worry? When do you worry? Why do you +worry? +■ +What creates anxiety? When do you feel anxiety? +■ +How do you feel when you run out of time for important things? +■ +How do you feel when you don’t have enough money to +accomplish your goals? When does this happen? +■ +How do you feel when you don’t have enough resources to +accomplish your goals? When does this happen? +■ +How do you feel when you don’t have the knowledge to +accomplish your goals? When does this happen? +■ +How do you feel when you fail to accomplish your goals? +■ +When do you get overwhelmed, and how does it feel? +■ +What impacts your peace of mind or sense of security? +■ +How would it feel to have limited options? +Message Matters +145 + + +■ +What is causing you to feel frustrated or stuck? +■ +What makes you mad? +■ +What causes you to feel distrust? +■ +What causes you fear? +■ +What causes you anguish? +■ +How do you feel when ______ happens? +■ +What might you want to know? +■ +What unknown would make you worry? +■ +What information would you fear getting into your competi- +tor’s hands? +■ +What might a competitor be doing that would make you want +to do it, too? +■ +What information would you believe might give you a win- +ning edge? +■ +What would cause you to be curious? +■ +What might be stealing your time, money, or resources? +Analyze your product and service delivery strengths and weak- +nesses. Review or define your competitive advantages and the value +you bring to the marketplace. Look for commonalities among your +best customers. Analyze the deals you are closing and gain a deeper +understanding of trigger events that open buying windows. +Think about how you might be able to relate to your prospect’s +unique situation and how you can express this through the words +you use, tone and inflection of voice, and body language. +And, before moving forward, answer the most important +question. The one question that will keep you from getting shut +down on prospecting calls: +What would cause your prospect to say, “So what?” to your +message? +Ask For What You Want +The most important element of any prospecting touch is the ask— +what you are asking the prospect to do or give up. It really doesn’t +146 +Fanatical Prospecting + + +matter what else you say or do. If you fail to directly ask your +prospect to take action, everything else is just academic. +The primary reason prospecting gets overcomplicated, compa- +nies create long moronic scripts, and salespeople beat around the +bush with passive “Maybe if it would be okay and if you are not too +busy we could kinda maybe get together for a few minutes, what do +you think?” statements, is to avoid directly asking, which carries +with it the potential for rejection. +Fear is why so many people seek the easy way out and look for +shortcuts and silver bullets rather than just biting the bullet and +asking for what they want. +It’s the reason I get so many questions from salespeople that +begin with “What’s the trick,” or “Can you tell me the secret?” It is +also why so many salespeople are duped into buying into seminars +and products that promise to deliver the secret to prospecting only +to find that there really is no secret. +Here is the brutal truth: There is only one technique that really +works for getting what you want on a prospecting touch. +Ask. +That’s it. Just ask. Ask for the appointment, ask for information, +ask for the decision maker, ask for the next step, ask for the sale. Ask +for what you want. Ask. +The fact is, if you are having a hard time getting appointments, +getting to decision makers, getting information, or closing the deal, +9 out of 10 times it is because you are not asking. +Why? Because 9 out of 10 times you are afraid to hear “no.” +Starting with prospecting and all the way through the close, you +must constantly be asking for what you want. Otherwise your deals +tend to stall and die or you never get into the door in the first place. +There are three steps to asking: +1. Ask with confidence and assume you will get what you want. +2. Shut up. +3. Bepreparedtodealwithreflexresponses,brush-offs,andobjections. +Message Matters +147 + + +Assume You’ll Get What You Want +We’ve tracked thousands of calls across a diverse set of industries. +When salespeople demonstrate confidence and ask assertively for +what they want, prospects say yes about 70 percent of the time. +Nonassertive requests have about a 30 percent success rate. When +you pair an assertive request with a because, the probability of getting +a yes goes up even higher. +Jeffrey Gitomer, author of the Little Red Book of Selling, says that +“the assumptive position is the strongest selling strategy in the world.”9 +Assuming you’ll get what you want begins with your belief +system and self-talk. When you tell yourself you are going to win +and keep telling yourself so, it bolsters your internal belief system. +Assuming you will get what you want is a mindset of positive +expectation that manifests itself in your outward body language, +voice inflection and tone, and the words you use. +Because an assumptive ask has a higher success rate, you’ll get +more wins, and with more wins your confidence grows to greater +heights. +Whether on the phone, in person, or communicating via e-mail +or social, the words you use and how you structure those words send +the message loud and clear that you assume you will get a yes or +assume you’ll get a no. +Nonassumptive, Passive, +and Weak +Assumptive and Confident +“Is this a good time?” +“The reason I’m calling is . . .” +“I was wondering if . . .?” +“Tell me who—how—when— +where—what . . .” +“I have the whole day open.” +“I’m super busy bringing on new +clients, but I do have a slot +available at 11:00 AM.” +“What do you think?” +“Why don’t we go ahead and get +that set up?” +148 +Fanatical Prospecting + + +“What’s the best time for you?” +“I’ll be visiting a client not far +from your office on Monday. I +can pick you up for lunch.” +“I kinda, sorta, was wondering if +maybe you have time to +answer a few questions, if that +would be okay?” +“A lot of my customers are telling +me that they’re having +problems with XYZ. What do +you feel is your biggest +challenge?” +“Would this be a good time for +you?” +“How about we meet at +2:00 PM?” +With e-mail, social messaging, and text messages, direct, +assumptive words and sentence structure are the body language +of the written word. When you choose weak, passive words, it sends +the message that you lack confidence. +On the phone and in person your words and how you deliver +those words must match. Your prospect is subconsciously assessing +whether your words, voice tone, and body language are congruent. If +they are not, your prospect will not trust you and will put up resistance. +Most importantly, you must directly, quickly, and concisely get +to the point. Asking directly for what you want makes it easy for +your prospect to say yes. +Voice Tone and Inflection and Body Language +When you are facing the potential of rejection, the fear you feel is +real. It is a physiological response that is driven, in part, by an almond +shaped structure in your brain called the amygdala, which triggers +the fight-or-flight mechanism. This part of your brain is designed to +keep you alive, but unfortunately, it doesn’t distinguish between +threats—rattlesnake coiled and hissing at you or a prospect about to +tell you no. +Message Matters +149 + + +To the amygdala it all looks the same. So it prepares your body and +mind to fight or run, begins shutting down nonessential parts of your +body to conserve energy, and directs that energy to your muscles. +Essentially, it is preparing you for peak performance so you stay alive. +This is why you feel physically anxious before you ask. Your +mind reels, palms sweat, stomach tightens, and muscles become +tense as you subconsciously prepare for “no.” This is the root cause +of your feeling of fear. +Getting past the fear of “no” isn’t easy. I’ve been selling my +entire life and have been incredibly successful at it, yet today I still +have to remind myself that “no” won’t kill me. That, by the way, is +the key. You have to teach your rational brain to tell your amygdala, +or “reptilian” brain, that the threat isn’t real. +Start by learning to anticipate the anxiety that comes right before +asking for what you want. Then practice managing your internal self- +talk and outward physical reactionto thatfear. Courage, bythe way, is +just like a muscle. The more you exercise it, the stronger it gets. +This awareness helps you manage your body language, voice +inflection and tone, and words despite the volcano of emotions that +may be erupting below the surface. Like a duck on the water, you +appear calm and cool and project a relaxed, confident demeanor on the +outside even though you’re paddling frantically just below the surface. +Demonstrates Lack of +Confidence, Insecurity, +and Fear +Demonstrates a Relaxed, +Confident Demeanor +Speaking with a high pitch of +voice. +Speaking with normal inflection +and a deeper pitch. +Speaking really fast. When you +speak too fast you sound +untrustworthy. +Speaking at a relaxed pace with +appropriate pauses. +Tense or defensive tone of voice. +Friendly tone—smile in your +voice. +Speaking really loud or soft. +Appropriate voice modulation +with appropriate emotional +150 +Fanatical Prospecting + + +emphasis on the right words +and phrases. +Frail or nervous tone of voice +with too many filler words, +“ums,” “uhs,” and awkward +pauses. +Direct, properly paced tone and +speech that gets right to the +point. +Lack of eye contact—looking +away. Nothing says “I can’t be +trusted” and “I’m not +confident” like poor eye +contact. +Direct, appropriate eye contact. +Hands in your pockets. +Hands by your side or out in +front of you as you speak. +Note: This feels uncomfortable +but makes you look powerful +and confident. +Wild gesticulations or hand +motions. +Using hand gestures in a calm and +controlled manner. +Touching your face or putting +your fingers in your mouth— +clear sign that you are nervous +or insecure. +Your hands in a power +position—by your side or out +in front of you in a controlled, +nonthreatening manner. +Hunched over, head down, arms +crossed. +Straight posture, chin up, +shoulders straight and back. +This posture will actually make +you feel more confident. +Shifting back and forth on your +feet or rocking your body. +Standing still in a natural power +pose. +Stiff posture, body tense. +Relaxed, natural posture. +Jaw clenched, tense look on face. +Relaxed smile. The smile is a +universal language that says +“I’m friendly and can be +trusted.” +Weak, limp, sweaty palm +handshake. (Yuck!) +Firm, confident handshake +delivered while making direct +eye contact. +Message Matters +151 + + +Shut Up +The hardest part of asking is learning to ask and shut up. When +you’ve asked for what you want, you’ve put it all out there and left +yourself vulnerable to rejection. And what happens when you feel +vulnerable? You try to protect yourself. +In that awkward moment after you ask, your head starts +spinning, rejection flashes before your eyes. The split second of +silence is unbearable. It feels like an eternity. +When you fail to manage the disruptive emotions that are +triggered by silence, your call turns into a train wreck. Your mouth +starts moving. You attempt to overcome objections that have not +even surfaced, overexplain yourself, offer your prospect a way out, +and start blabbing on and on about your product’s features and +benefits, your company, your dog, and where you went to school. +Until the prospect who was ready to say yes gets talked into saying +no by you. +This is why, despite all of the alarm bells going off in your +adrenaline-soaked mind, you must shut up and give your prospect +room to answer. Here’s why: +The faster you get to an answer, the faster you’ll be able to move +on to the next prospecting touch or deal with a no or maybe. It’s +governed by a simple rule of thirds. +■ +Get to yes fast. About one-third of the time they’re going to say +yes just because you asked. Your goal is to get these yesses on +the table and avoid talking yourself out of them. This makes +you super-efficient. They say yes to your request. You get what +you want. Both of you quickly move on to the next thing on +your list. +■ +Get to no fast. About one-third of the time the prospect will say +no and mean no. Sometimes this is a phone hung up on you, a +door slammed in your face, or a deleted e-mail. Sometimes it is +a string of expletives. Most times it is the prospect giving you a +very direct and uncertain no! Although it sucks to hear no, it is +152 +Fanatical Prospecting + + +also a blessing. It allows you to quickly move on to the next +call—again, making you more efficient. +■ +Get to maybe fast. About one-third of the time the prospect will +hesitate, say maybe, negotiate, or give you a false objection just +to get you off of the phone. This is where the rubber meets the +road in prospecting—it’s where you have a chance to turn a +maybe into a yes with effective RBO tunrarounds. +When you are prepared, you know exactly how to handle +reflex responses, brush-offs, and objections (RBOs), and you gain +the confidence to shut up and manage silence. We’re going to dive +headfirst into techniques for turning around RBOs in Chapter 16. +Message Matters +153 diff --git a/library/Fanatical Prospecting/Chapter-15-Telephone-Prospecting-Excellence/Chapter-15-source-text.md b/library/Fanatical Prospecting/Chapter-15-Telephone-Prospecting-Excellence/Chapter-15-source-text.md new file mode 100644 index 0000000..3e8da2e --- /dev/null +++ b/library/Fanatical Prospecting/Chapter-15-Telephone-Prospecting-Excellence/Chapter-15-source-text.md @@ -0,0 +1,889 @@ +# Fanatical Prospecting — Chapter-15: Telephone Prospecting Excellence +- **Source**: /library/Fanatical Prospecting/source-file.pdf +- **PDF pages**: 172–195 +- **Pages without text**: none + +--- + + +15 +Telephone +Prospecting +Excellence +“Mr. Watson—Come here—I want to see you.” [First intelligible words +spoken over the telephone] +—Alexander Graham Bell +Question: “How do you get a salesperson to stop working?” +Answer: “Put a phone in front of him.” +That’s a little joke that elicits nervous laughs at keynotes and +seminars. +For thousands of salespeople, picking up the phone and calling a +prospect is the most stressful part of their life. Many of these reluctant +salespeople stare at the phone, secretly hoping that it will disappear. +They procrastinate, get ducks in a row, and work to ensure that +everything is perfect before they dial. Any excuse—and I mean any +excuse—to do something else takes priority. +154 + + +They work over their leaders, too. Whining that no one +answers the phone anymore. Arguing that it is a waste of time. +Complaining that people don’t like to be contacted by phone. +Labeling any outbound phone call a cold call—even when they are +calling back inbound leads—while gravitating toward so-called +experts who pontificate that cold calling is dead. +Last month a top-five insurance company hired me to deliver a +Fanatical Prospecting Boot Camp. The executive who bought me +in said that the single biggest challenge facing their new agents was +prospecting. His words: “We are having such a hard time getting +them to just pick up the phone and talk to people.” +When I arrived on the morning of the training, he pulled me +aside and said, “I hope I haven’t put you in a bad spot. We didn’t +spend time discussing the new reality in our industry, but no one +answers the phone anymore. I realize you are going to do live phone +blocks, but I wouldn’t expect too much out of them.” (This is the +guy paying me big bucks to teach his agents to prospect effectively +on the phone, and on the morning of the training he is already +making excuses for why it won’t work.) +We did three live phone blocks that day using targeted lists the +agents brought with them. Over the course of the day, we had a +whopping 51 percent contact rate—actual live prospects answering +their phones. This was not a statistical anomaly. It was generated by +19 agents who made 1,311 outbound dials. +At the end of the day I sat down with my contact and showed +him the numbers. He was both thrilled—as in “when can we get +you to come back and do this again” thrilled—and bemused. “I +don’t understand how you got those results. Everybody tells me that +people don’t answer the phone anymore.” +“Who is telling you that?” I asked. +“The agents,” he responded. +“The same people that you say won’t make calls?” I asked. +He slowly nodded his head as the weight of this realization +sank in. +Telephone Prospecting Excellence +155 + + +Nobody Answers a Phone That Doesn’t Ring +The myth that the phone no longer works—because people don’t +answer—is disproven daily in our Fanatical Prospecting Boot +Camps. The myth is disproven by our sales team at Sales Gravy +and with thousands of sales teams across the country that survive and +thrive on the phone. +The statistics don’t lie. We see between a 15 percent and +80 percent contact rate on the phones depending on the industry, +product, and role level of the contact. For example, in the business +services segment, contact rates are consistently between 25 and +40 percent. +This, by the way, is far higher than response rates with e-mail +and light-years higher than those of social prospecting. All of our +real-world evidence flies directly in the face of the myth that +gets repeated over and over again that the telephone has a low +success rate. +It gets better. We have stats on phone prospecting going back to +the early 1990s, and we are seeing clear trends that contact rates via +phone have actually risen by around 5 percentage points. We don’t +know the exact reason why more prospects are answering their +phones, but we suspect three drivers: +1. Phones are anchored to people, not desks. It is common for prospects +to answer their mobile phone when you call them—either +because their mobile line is their only line or because their office +line rolls over to their mobile line. +2. No one is calling. Because so much sales communication has +shifted to e-mail, social inboxes, and text, phones are not ringing +nearly as much as in the past. Because of this, salespeople who +call are standing out in the crowd and getting through. +3. Prospects are getting burned out on impersonal, irrelevant (and often +automated) prospecting e-mails. E-mail and social inboxes are being +flooded with crap. Prospects are hungry for something differ- +ent—a live, authentic human being. +156 +Fanatical Prospecting + + +Think about it. If the phone did not work, why are so many +teleprospectingcompaniesspringingupacrosstheglobe—andthriving? +Companies are spending tens of thousands of dollars on outsourcers +whousethephonetoprospect—becausethereisnootherviablewayto +keep the pipe full, and they’ve allowed their salespeople not to do it. +The Telephone Is, Has Always Been, and Will Continue +to Be the Most Powerful Sales Prospecting Tool +Listen to me! The phone is your most powerful sales tool. Period, +end of story. +Let me say this one more time slowly. There is no other tool in +sales that will deliver better results, fill your pipe faster, and help you +cover more ground in less time than the phone. +So stop looking at it like it’s your enemy or an alien being +covered in slimy tentacles. And no, it is not going to dial itself. +Here is the brutal truth: Salespeople who ignore the phone fail. +They deliver mediocre results and cheat themselves out of hard cash. +Tonya, an outside sales rep, wrote me with this question: +“My manager is always trying to get me to use the phone for +prospecting. I’m terrible on the phone and I’ve tried to explain to +him that I’m much better in person. How can I convince him to let +me get on the street and knock on doors?” +Many outside salespeople when faced with telephone prospect- +ing will say, “But I’m way better in person.” +My answer: Of course you are better in person. That is why you +were hired to be an outside sales rep. But here’s the deal: In sales, +time is money, and you can cover far more ground, qualify more +opportunities, and set more appointments in a one-hour targeted +phone block than in an entire day of driving around in your territory +randomly knocking on doors. +Think about it this way: How many prospects could you qualify +or set appointments with face to face in an eight-hour period? Even +Telephone Prospecting Excellence +157 + + +on the busiest city street, 20 would be a stretch. In most territories, +with travel time and parking, it would be closer to 10. If it is hot, +raining, snowing, or freezing out, the numbers go down further. +How about one hour on the phone, with a list of targeted +prospects? How many phone calls could you make? Averaging one +to two minutes per call, you could make 25 to 50 calls. So if you are +touching twice as many prospects in about a tenth of the time, in a +climate-controlled environment, which do you think will yield +better results? The answer is an obvious no-brainer. +The phone is the most efficient prospecting tool because when +you are organized, you can reach more prospects in a shorter period +of time than through any other prospecting channel—even e-mail. +Because you have many more things to do in your sales day than +prospect, it is in your best interest to use the most efficient method +for contacting lots of prospects. The most efficient, cost-effective +way is the telephone. +The telephone is also more effective than e-mail, social, and text +because when you are actually speaking to another human being, +there is a higher probability that you’ll set appointments, sell stuff, +and gather qualifying information. Yet, many salespeople find it +awkward to use the phone for prospecting because: +■ +They don’t know what to say, say stupid things, or read +awkward, cheesy scripts that generate resistance and rejection. +■ +They don’t have an easy-to-execute telephone prospecting +process that actually works. +■ +They don’t know how to deal with reflex responses, brush-offs, +and objections. +■ +They are afraid of rejection. +Nobody Likes It; Get Over It +While I was working on this book, Dave, a sales rep from North +Carolina, hit me up with this question: +158 +Fanatical Prospecting + + +“Jeb, I need your advice. The first call to a prospect proves +very difficult for me, and I know it’s all in my head. I’m like that kid +in seventh grade who is calling a girl to go to a school dance and then +gets scared when her dad answers the phone. I’m normally very +confident, comfortable with product knowledge, and I can close +business. But, when I’m on the phone with a new prospect, it’s a +different story. I know that if I can overcome this my monthly goals +will get knocked out quicker than a fixed prizefight. Please help.” +What I love about this question is that it is honest and reflects +accurately how many salespeople feel about telephone prospecting. +Dave, like most salespeople, heads into the office each morning +with every intention of getting on the phone and engaging new +prospects. As he reluctantly dials that first number—after wasting an +hour piddling around in an effort to avoid the inevitable—his palms +sweat, his heart pounds, and he secretly prays that no one will +answer. Then, the prospect or a gatekeeper answers and he forgets +what to say. He stumbles over his words, stuttering and sputtering. +The prospect quickly brushes him off: +“I’m not interested!” +“We’re happy!” +“I don’t have time to talk.” +He feels rejected and embarrassed and the motivation for calling +evaporates. To avoid making more calls, he shuffles papers and +wastes time doing anything but dialing again. So he sends e-mails, +takes a spin on social media, wastes time digging through the CRM, +and whines to his manager that he has no time to call because there is +so much admin work to do. +I’m not going to sugarcoat it. Telephone prospecting is the +most despised activity in sales. Calling and interrupting people you +don’t know is uncomfortable. You get a tremendous amount of +rejection. +It will always be uncomfortable picking up the phone and +calling people you don’t know. It is just not a natural thing to do. +There will always be calls and even days when you fumble your +Telephone Prospecting Excellence +159 + + +words and become embarrassed. You will always get more rejection +than acceptance (but that is true for every prospecting channel). +That’s why it is called prospecting, not order taking. Look at it +this way: If telephone prospecting were easy, everyone would be in +sales and we’d all be making minimum wage and living with our +parents. +Most Salespeople Have Never Been Taught How to +Use the Phone +What I find across the board, though, is that most salespeople don’t +know how to use the phone for prospecting or sales. They’ve never +been taught and/or they have a bias toward communicating via +e-mail or text. +This problem is exacerbated by the fact that at most companies +there is deficient to nonexistent telephone prospecting training— +both outside sales and inside sales. When companies do provide +telephone prospecting training, it is usually complex, contrived BS +developed by people who’ve never even used the phone successfully +for prospecting. This crap never works in the real world with real +prospects, giving salespeople another excuse for avoiding the phone. +Then there are the companies and sales organizations that task +the marketing department (or worse, the HR department) with +developing phone scripts for the sales team and training the +salespeople to deliver the scripts. The marketing people who +develop these scripts have never had to interrupt the day of a +prospect on a live call and most would rather slit their wrists than +actually make one. +Some of the stuff I find sales teams using leaves my head +spinning. Just this month while at a conference, I ran into an +HR manager who had been tasked with building the sales pros- +pecting training for the company’s sales organization. I asked her if +she had ever made a prospecting call or conducted a sales call. +160 +Fanatical Prospecting + + +She responded, “No.” +“If you’ve never sold anything, how will you be able to build a +sales training curriculum?” I asked. +“I built the new-hire orientation curriculum and my boss liked +that, so they want me to take a shot at the sales training program.” +“But I don’t understand how you can teach people how to sell if +you don’t know how to sell.” +Her response: “Well, I’ve had people try to sell things to me, +and I know what I don’t like, so I’m going to start there.” +“I’m just curious, how do you feel about telephone +prospecting?” +“I could never do that!” Her response was emphatic. +My prediction for her sales training is more crap created by a +person who has no understanding or appreciation of the sales +profession. +Finally, there are throngs of sales leaders who have no clue how +to coach their people to develop and master phone prospecting +skills. They know that the pipeline is more robust and performance +improves when their people are actively and consistently prospect- +ing by phone. They just don’t know how to lead their people down +that road. +My goal with this chapter is to set things straight and give you +the tools to leverage the phone to drive qualified deals into your +pipe and crush your numbers and competitors. +■ +You’ll start by learning how to leverage the telephone to +maximize your sales day. I’m going to teach you how to +double or even quadruple the number of dials you make in +a much shorter period of time so that you can get your phone +block knocked out and move on to other things that are far +more enjoyable. +■ +Then I’m going to teach you what to do and say when you get +prospects on the phone. You will learn how to reduce resist- +ance, increase the probability that you will achieve your +defined objective, and mitigate rejection. +Telephone Prospecting Excellence +161 + + +■ +Finally, in the next chapter, you will learn how to effectively +deal with and get past reflex responses, brush-offs, and objec- +tions (RBOs) to more effectively set appointments, gather +information, and qualify. +Before moving forward, though, let’s stipulate a few things: +■ +You are going to get rejected a lot on the phone because +statistically you will generate more real-time interactions with +prospects than through any other prospecting channel. +■ +Most of your calls will go to voice mail. Depending on your +industry, prospect base, and targeted list you’ll connect with +between 20 percent and 50 percent of your prospects on +average during phone blocks. This is why you must be effective +when you get a prospect on the line. +■ +Most of the reason that you are frustrated with the phone and +find makingtelephone prospectingcallsabhorrentisbecauseyou +or the people who taught you how to prospect are overcom- +plicating the living stew out of a very simple, straightforward +process. +■ +Nobody really likes telephone prospecting. No matter what I +teach you, you are probably going to still hate the phone. That +doesn’t negate the fact that to reach peak sales performance, +you must master telephone prospecting. +If you want to earn big bucks and stand tall on top of your +team’s ranking report, you’ve got to accept that telephone pros- +pecting sucks and get over it. +The Ultimate Key to Success Is the Scheduled +Phone Block +Fanatical prospectors set up daily telephone phone blocks of one to +two hours. During this time they remove all distractions—shutting +off e-mail and mobile devices, and letting those around them know +that they are not to be disturbed. They set clear goals for how many +162 +Fanatical Prospecting + + +calls they will make. This call block is a booked appointment on +their schedule and it is sacred. Nothing interferes. +Some people choose to break call blocks into small, manageable +chunks and set goals for those chunks. It is much easier to set a goal to +make 10 calls than 100 or to dial for 30 minutes rather than two hours. +It is much easier to overcome your initial fears and trepidations a few +calls at time. You can wrap your mind around these small chunks. +Some people set an overall goal for each daily phone block. For +example, they will decide in advance to make 50 dials. Next, they’ll +set smaller, 10-dial blocks. Then they’ll pump themselves up for +these small blocks. When they finish, they give themselves a small +reward and move to the next 10 calls. +I observed a software sales rep who listed the numbers 50 to 1 on +a piece of paper. With each dial she put a strike through the number, +starting with 50. She said it was much easier for her to get her +prospecting calls done using this technique. +At Sales Gravy we do Power Hours (and sometimes Power Half +Hours). During Power Hours, we put everything aside and focus on +making as many dials as possible in a short period of time. Putting the +time limit on it helps us stay focused and on track. +Have fun. You are likely a competitive, creative person. If you +weren’t,youwouldn’tbeinsalesinthefirstplace.Setupchallengesfor +yourself. For example, some people count nos. They play a game to +see how many nos they can get. It sounds a little sick and twisted, but +I’ve done it and it is actually motivating since you will always get more +nos than yesses. +No matter what you do, though: Schedule that block. Make the +appointment with yourself. Keep it sacred and don’t be late. +The Five-Step Simple Telephone Prospecting +Framework +Few things in sales have been more overcomplicated than the simple +telephone prospecting call. Efficient and effective telephone +Telephone Prospecting Excellence +163 + + +prospecting should get you to yes, no, or maybe as fast as possible, in +the least intrusive way, using a relaxed, confident, professional tone +that reduces resistance. That way you get the yesses on the table fast +and deal with RBOs directly without the painful dance around the +bush. +When you pick up the phone and call a prospect—cold, warm, +hot, referral, follow-up, inbound lead, even existing customer—and +they are not expecting your call, you are an interruption. +Consider how you feel when your work day is interrupted by +someone calling you unannounced. It can make you feel irritated, +angry, or resentful because in most cases, the call comes when you +are right in the middle of something else. +Let’s step into your shoes. What would you want? +Okay, your first response is probably, “I wouldn’t want to get +the call in the first place.” I’ll give you that. No one wants to be +interrupted, not me, not you, not your prospect—even if the call is +something we welcome. +But let’s get back to reality. As a salesperson you’ve got a choice +to make: Interrupt or start a new career at your local coffee shop +making minimum wage. Salespeople who don’t interrupt prospects +have skinny kids. +So if you’re going to get interrupted, what would you want? +You would want the caller to get right to the point and get off +the phone quickly so you could get back to posting your cat videos +on YouTube. +Now try standing in your prospect’s shoes. They are people just +like you who resent having their day interrupted by an unscheduled +caller. Your goal is to make the call quick and to the point so that +you achieve your objective and they can get back to what they were +doing. +To do this effectively, your call must be structured so that you +get to the point fast—in 10 seconds or less—and sound like an +authentic professional rather than a scripted robot or a stereotype of +the cheesy sales guy so often portrayed in movies. +164 +Fanatical Prospecting + + +You also need a process that is consistent and repeatable. A +consistent, repeatable structure takes pressure off of you and your +prospect. Because you are not winging it each time you call, you +won’t have to worry about what to say. And, because you are +focused and deliberate, it is respectful of your prospect’s time. +Shorter, more impactful calls mean you complete phone blocks +faster, which in turn keeps your pipeline full and gives you more +time to spend engaged in the activities that make sales fun. An +effective telephone prospecting call might sound like this—a simple +five-step framework: +1. Get their attention by using their name: “Hi, Julie.” +2. Identify yourself: “My name is Jeb Blount and I’m with Sales +Gravy.” +3. Tell them why you are calling: “The reason I’m calling is to set +up an appointment with you.” +4. Bridge—give them a because: “I just read an article online that +said your company is going to add 200 new sales positions over +the next year. Several companies in your industry are already +using Sales Gravy exclusively for sourcing sales candidates and +they are very happy with the results we are delivering.” +5. Ask for what you want, and shut up: “I thought the best place to +start is to schedule a short meeting to learn about your sales +recruiting challenges and goals. How about we meet Wednes- +day afternoon around 3:00 PM?” +One point I want to be sure you get: There are no pauses. The +moment you pause you lose control of the call. As soon as my +Figure 15.1 +5-Step Telephone Prospecting Framework +Telephone Prospecting Excellence +165 + + +prospect answers the phone, I walk through the five-step framework +without stopping. My goal is to respect their time by getting to the +point and getting an answer—yes, no, or maybe—fast. +Here is another example. My objective is to gather information: +“Hi, Ian, this is Jeb Blount with Acme Restaurant Supply. The +reason I’m calling is I read in the paper that you are building a +restaurant over on the 44 bypass and I want to learn more about your +process for purchasing kitchen equipment. I realize I’m calling a +little bit early in the game; however, I’ve found that when we get +our design team working with your team before you make critical +decisions about kitchen layout, you’ll have more options and can +often save a ton of money in construction costs and future labor +with a more efficient and streamlined kitchen layout. Can you tell +me how you make those decisions and when the selection process +will begin?” +Here is another example where my objective is to qualify and +move them directly into a sales conversation: +“Hi, Corrina, this is Jeb Blount from AcmeSoft. The reason I’m +calling is you downloaded our white paper on creating more effective +landing pages for lead generation and I’m interested to learn what +triggeredyour interest. I work witha number of marketing executives +who’ve been struggling to bring in enough quality leads to meet their +growth objectives, and I’ve got a few best practices that my clients are +using to generate more and better leads that I’ll be happy to share with +you. Can you tell me more about your situation?” +When you use this framework, you’ll find that you stumble +over your words less and achieve your objective more often. +A framework is a guide. It makes you agile and adaptive because +it can be leveraged across different situations, freeing you to focus on +your message rather than the time-consuming effort of rethinking +your process each time. +Telephone prospecting should be professional and straight to +the point. There is no reason to overcomplicate it with cheeseball +scripts that piss off prospects, create resistance, and make you look +166 +Fanatical Prospecting + + +foolish. Let’s take a closer look at the elements of the Five-Step +Simple Teleprospecting Framework. +Get Their Attention +Once your prospect answers the phone, you have a split second to +get their attention. The easiest, fastest way to get someone’s +attention is to use the most beautiful word in the world to +them—their name. +Anywhere, anytime, when you say another person’s name, they +will sit up and look up. For that split second you have their +attention. The same dynamic is at play when telephone prospecting, +and it is important to use this to your advantage. Just say: “Hi, Julie.” +Important point: Notice that I didn’t ask Julie, “How are you +doing?” +There is a reason for this. When you interrupt a prospect’s day, +you get resistance. This resistance hits a peak as soon as they realize +that you are a salesperson and that they made a big mistake by +answering their phone. +This realization happens right after you say something like, “Hi, +this is Stephen from the widget company. How are you today?” +Then you pause. +That’swhenyourprospect’sinstincttogetoffthephoneand back +to whatever they were doing kicks in. They immediately hit you with +a reflex response like “I’m not interested” or ask, “Who is this?” +Your prospect was going about her morning happily when her +phone rang, interrupting her day. Then she realized her mistake as +soonasyousaid“Howareyoudoing?”Suddenlyherget-away-from- +this-salesperson-fast mechanism kicked in. As soon as you paused, she +hit you with an objection and a stern tone of voice. That’s how your +prospect is doing and that’s how you lose control of the call. +Don’t ask, “How are you doing?” and don’t pause or leave any +awkward silence. Say their name and keep moving. +Telephone Prospecting Excellence +167 + + +Identify Yourself +Get right down to business. Say your prospect’s name, then tell her +who you are and the reason you called. Transparency has two +benefits. +1. It demonstrates that you are a professional and that you have +respect for your prospect’s time—save the idle chitchat until you +have established a real relationship. +2. By telling them who you are and why you are calling, you +reduce their stress because people are more comfortable when +they know what to expect. +The one thing that I know to be true is prospects are people just +like you. They don’t want to be tricked, they don’t want to be +manipulated, and they don’t want to be interrupted. What they +want is to be treated with respect. The best way you can show your +respect is to be truthful, relevant, and to the point. +Bridge—Give Them a Because +We’ve already learned that when we ask people to do something for +us, like give up their time, they are more likely to do so when we give +them a reason—or a because. The bridge connects the dots between +what you want and why they should give it to you. You’ve inter- +rupted their day, told them why you are calling, and now you must +give them a reason to give up more of their precious time to you. +Thepersonyou are callingcould notcarelessaboutyourproduct, +service,or features. Theydon’t careaboutwhat you wantorwhat you +would “love” or “like” to do. They don’t care about your desires, +your quota, or that you are “going to be over in their area.” +They only care about what is relevant to their problems and +they will give up their time to you for their reasons, not yours. This +168 +Fanatical Prospecting + + +is why message matters. What you say and how you say it will either +generate resistance and objections or it will pull the wall down and +open the door to a “yes.” +Avoid saying things like: +■ +“I want to talk to you about my product.” +■ +“I’d love to get together with you to show you what we have +to offer.” +■ +“I want to tell you about our new service.” +These statements are all about you and the words talk, tell, and +show send a subtle message that what you really want to do is pitch. I +assure you the last thing your prospect wants or has time for is you +talking at them. +Using the bridging and messaging frameworks from the +“Message Matters” chapter, craft a short, compelling message that +connects emotionally with what is important to your prospect. Use +phrases and emotional words like: +■ +Learn more about you and your business +■ +Share some insights that have helped my other clients +■ +Share some best practices that other companies in your industry +are using to . . . +■ +Gain an understanding of your unique situation +■ +See how we might fit +■ +Flexibility +■ +Options +■ +Peace of mind +■ +Save +■ +Frustrated +■ +Concerned +■ +Stressed +■ +Waste +■ +Time +■ +Money +Telephone Prospecting Excellence +169 + + +These statements and words are all about them. Prospects want +to feel that you get them and their problems, or are at least trying to +get them, before they’ll agree to give up their time for you. +The most effective way to craft the right message is to simply +stand in your prospect’s shoes. Look at things through their eyes and +use your God-given empathy to sense their emotions and consider +what might be important to them. +Ask For What You Want and Shut Up +The most important step is asking for what you want. +■ +If you are qualifying, ask for the information you need to +determine your next step. +■ +If you want an appointment, ask for a day and time. +■ +If you want to engage in a sales conversation, ask an open- +ended question that gets them talking. +Your goal is to get to yes, no, or maybe fast. Don’t waste any +time here. Don’t talk in circles. Don’t use passive, limp language and +phrases like “maybe if it would be okay and if you are not too busy, +we could kinda maybe get together for a few minutes, what do you +think?” +Be confident, direct, and smooth—and don’t pause. Get to the +point. Ask and assume. +Then shut up. The single biggest mistake salespeople make on +prospecting calls is they keep talking instead of giving their prospect +the opportunity to respond to their request. This increases resistance, +creates objections, and gives your prospect an easy way out. +So shut up and let your prospect respond. Will there be an RBO +when you ask for what you want? Absolutely. This is reality—in +sales there are always objections. However, because you wasted no +time getting to the objection, you will have more time to respond, +170 +Fanatical Prospecting + + +which in turn will give you a better chance of achieving your +objective. +We’re going to dive headfirst into techniques for tuning around +reflex responses, brush-offs, and objections in the next chapter. +What I want to impress upon you, though, is just how many +prospects will say yes when you are straightforward, confident, and +assume through your words and tone of voice that they’re going to +say yes. +Ask for what you want, and shut up. +Leaving Effective Voice Mail Messages That +Get Returned +No matter how proficient you become with the teleprospecting +framework, no matter how targeted your prospecting list or focused +your phone block, no matter how well you time your dials, the +majority of your calls are still going to go to voice mail. +I know that voice mail drives you crazy, because it drives me +crazy. Most of the time it feels like you are wasting your time. There +are always these little questions floating around in the back of your +mind: +When should I leave a voice mail message? +Should I even leave a voice mail message? +If I do leave a message will I get called back? +While there are no definitive answers to any of these questions, +knowing how to leave voice mail messages is important because +prospects do listen to and return voice mail. An effective voice mail +should help you achieve at least one of two objectives: +1. Get a callback from a high-value qualified prospect +2. Build familiarity with a high-value prospect +When salespeople ask me when they should leave a voice mail, I +always answer, “When it matters.” +Telephone Prospecting Excellence +171 + + +For example, if you are dialing a list of prospects for which you +have little qualifying information, it might not make sense to leave a +voice mail for those prospects. You don’t know them, nor how +qualified they are, and they don’t know you. The probability that +you will get a callback from one of these prospects is low. For this +reason, you’ll be more efficient and effective just dialing as many of +them as possible in your allotted block rather than wasting time +leaving voice mails. +Leaving a voice mail is inefficient. It takes time to work your +way through the phone prompts. At around 20 to 30 seconds per +voice mail, you can easily spend 10 to 15 minutes of an hour-long +phone block just leaving voice mail messages. The callback rate on +voice mail messages is very low. As in single-digits low. This makes +voice mail both inefficient and ineffective for across-the-board +application on all calls. +This is why when you leave voice mail, it has to count. For +instance, when you are working a list of conquest prospects, you’ll +want to leave a voice mail on every call. The same goes with a +prospect that you know or suspect is moving into the buying +window. With these prospects, it is critical that you get in front +of them, so leaving a voice mail that generates a callback or builds +familiarity makes sense and has a reasonable risk/reward. +Since there is no tried-and-true rule for when to leave voice +mails, though, it’s up to you to decide when to make an investment +of time in voice mails based on your objectives, list, time availability, +and unique situation. However, if you are going to leave a voice +mail, leave one that will give you the highest probability of getting a +callback. +Five-Step Voice Mail Framework to Double Callbacks +As I reluctantly trudge through voice mail messages from sales- +people, there are three kinds that drive me crazy: +172 +Fanatical Prospecting + + +■ +No contact information: These messages are automatically +deleted. +■ +Long-winded: Somewhere in the middle of their droning on and +on, I usually hit “delete.” +■ +Garbled contact information: When I have to listen to a message +more than once, it wastes my time and I delete it. +Here’s the deal: To get more of your messages returned, you +must make it easier for your prospects to call you back. There are +five steps to leaving effective voice mail messages that get +returned. This process deployed consistently will double your +callback rate. +1. Identify yourself. Say who you are and the company you work for +up front. This makes you sound professional. +2. Say your phone number twice. Prospects can’t call back if they don’t +have or you garbled your number. Give your contact informa- +tion up front and say it twice—slowly. After they hear your +name and company, they may not care about the rest of your +message because based on their situation, they can infer what it is +about. +3. Tell them the reason for your call. Tell them why you have called. +There is nothing more irritating to a buyer than a salesperson +who is not honest about their intentions. After you give your +personal information just say, “The reason for my call is . . .” or +“the purpose of my call is . . . ,” then tell them why you are +calling and what you want. Transparency is both respectful and +professional. +4. Give them a reason to call you back. Prospects call back when you +have something that they want or are curious about. Curiosity is +a powerful driver of behavior. When you have knowledge, +insight, information, special pricing, new or improved products, +a solution to a problem, and so on, you create a motivating force +that compels your prospect to call you back. +5. Repeat your name and say your phone number twice. Before you end +your message, say your name again slowly and clearly and +always, always say your number twice. +Telephone Prospecting Excellence +173 + + +Bonus tip: Keep voice mail messages to 30 seconds. When you +hold yourself to 30 seconds, you are forced to be clear, succinct, and +professional. +“Hi, Rick, this is Jeb Blount from Sales Gravy. My phone +number is 1-888-360-2249, that’s 1-888-360-2249. The reason I +am calling is you downloaded our white paper on cold calling and I +want to learn more about your situation and what triggered you to +seek out this information. I also have some additional resources on +voice mail messages and phone prospecting I thought you might be +curious to learn about. Let’s get together this week. Give me a call +back at 1-888-360-2249, that’s 1-888-360-2249.” +I am aware that it feels awkward to say your phone number four +times on the same voice mail message. Your goal is to make it easy and +pleasurable for them to call you back, not more comfortable for you. +By hearing your phone number twice up front, they don’t need +to listen to the entire message to get your phone number if they are +ready to call you back. If your message intrigued them and they +want to call you back, you also gave them your number twice at the +end, so they don’t have to replay the message. Making it easy +increases the probability that you’ll get a callback. +Timing Teleprospecting Calls Is a Losing Strategy +The most frequent question I get about telephone prospecting is: +“Jeb, what is the best time to call? I mean, is there a time when +people will be more receptive to my calls? You know, like is it better +Figure 15.2 +5-Step Voice Mail Framework +174 +Fanatical Prospecting + + +to contact a prospect during the morning than the end of business +day? Or are there some days of the week that are better than others?” +This is followed by a longing expectation that I will reveal the +secret code that will open them up to a utopian world where +prospects always answer the phone, are always in chipper moods and +receptive to sales pitches, agree to appointments without rejection, +and close themselves. +I get this question from salespeople across all industries and all +experience levels—all the time. There are several reasons salespeople +ask this question: +■ +They are truly interested in timing their calls. +■ +They are frustrated and just venting, in which case my answer +falls on deaf ears. +■ +They are seeking a way out of making calls—an excuse. +Timing calls is the greatest excuse and cop-out for salespeople who +don’t want to prospect by phone (or frankly, prospect at all). Here are +some timing excuses from salespeople looking to escape the phone: +■ +“I can’t call on Monday because people are getting ready for +the week and it will disturb them.” +■ +“I can’t call on Friday because people are getting ready for the +weekend and will probably be leaving early.” +■ +“I can’t call in the morning because people won’t answer the +phone when they are getting ready for the day.” +■ +“I can’t call before lunch because people are getting ready to go +to lunch and I don’t want to disturb them.” +■ +“I can’t call after lunch because people are just getting back in +the office and probably checking e-mail.” +■ +“I can’t call in the afternoon because people are probably in +meetings and not in their offices.” +■ +“I can’t call at the end of the day because people are getting +ready to go home.” +■ +“No worries, I’ll just do my dials tomorrow when prospects +will be more likely to answer my calls.” +Telephone Prospecting Excellence +175 + + +What really happens is teleprospecting is put off day after day +until pipelines are dead empty. Then these desperate salespeople end +up in front of me looking for the top-secret call-timing technique +that will make everything okay. +A great analogy for timing your calls is investing. The investor +who attempts to time the market has historically failed to beat the +investor who uses a dollar-cost-averaging strategy—making incre- +mental investments on a regular schedule over time. +If you think about prospecting in the same vein, salespeople +who prospect daily on a regular schedule are always more successful +over time than those who make the attempt to time their prospect- +ing. Like investing, statistics are always in the favor of the salesperson +who does a little bit of prospecting every day. +Yes, thereisplenty ofdatafrom dozensof studiesthat validatethat +there are particular days and times of days that are best for calling. If +you go looking, you will find article after article, study after study, and +opinion after opinion on the best time to call. A simple online search +will also yield hundreds of anecdotal insights about the best time +to call: Wednesdays at lunch, in the morning at 10:12 A.M., Friday +afternoons, and so on. You’ll find lots of justification for this +reasoning. Some of it is on target. Some of it is bunk. Some of it +is contradictory. +Most of it is meaningless. For example, Insight Squared pro- +duced a study1 on call timing that indicated that Tuesdays between +10:00 AM and 4:00 PM are the best times to call. Of course, their best +day to call was only 1.3 percent better than their worst day to call. +Just Eat the Frog +Most of what has been written about call timing is just confusing +noise that provides less-than-eager-to-prospect salespeople with an +easy excuse to put off telephone prospecting until tomorrow or this +afternoon or anytime other than now. +176 +Fanatical Prospecting + + +So, forget about timing your calls and commit instead to a daily, +first-thing-in-the-morning call block. +Frenchman Nicholas Chamfort advised people to “swallow a +toad in the morning if you want to encounter nothing more +disgusting the rest of the day.” In his book Eat That Frog, Brian +Tracy says that your “frog” is “the hardest, most important task of +the day. It is the one task that can have the greatest positive impact +on your life and results at the moment.”2 +Telephone prospecting is the most important activity in sales. It +is the one activity that will have the greatest positive impact on the +health of your pipeline, career, and income. It also sucks. It’s +frustrating, uncomfortable, and covered with slimy green frog warts. +Tracy writes that staring at the frog will not make it more +appetizing. When “you have to eat a frog, it doesn’t pay to sit and +look at it for very long.” The same with prospecting. Thinking +about it, pushing it off, or trying to time it will not make it any more +appetizing. +The longer that frog sits there, the more foul it gets. That’s +when the bargaining starts happening. Instead of just eating it and +getting it over with, you start making deals with yourself to “double +up” on your frog eating tomorrow. +It never works, though. Once you start procrastinating, you’ll +never catch up. As you push prospecting off, more tasks, problems, +and burning fires move in to take its place. +This is why you should block your first two hours every day for +telephone activity. Set the appointment with yourself and keep it. +Your energy level, confidence, and enthusiasm will be at their peak +at the beginning of the day. Plus, prospects will have fewer things on +their plate as they begin their day, which makes for less resistance +and more yesses. +The best way to avoid becoming a statistic is to embrace the +suck and eat that frog. +Telephone Prospecting Excellence +177 diff --git a/library/Fanatical Prospecting/Chapter-16-Turning-Around-RBOs-Reflex-Responses-Brush-Offs-and/Chapter-16-source-text.md b/library/Fanatical Prospecting/Chapter-16-Turning-Around-RBOs-Reflex-Responses-Brush-Offs-and/Chapter-16-source-text.md new file mode 100644 index 0000000..0a65bd5 --- /dev/null +++ b/library/Fanatical Prospecting/Chapter-16-Turning-Around-RBOs-Reflex-Responses-Brush-Offs-and/Chapter-16-source-text.md @@ -0,0 +1,511 @@ +# Fanatical Prospecting — Chapter-16: Turning Around RBOs: Reflex Responses, Brush-Offs, and Objections +- **Source**: /library/Fanatical Prospecting/source-file.pdf +- **PDF pages**: 196–210 +- **Pages without text**: none + +--- + + +16 +Turning Around +RBOs +Reflex Responses, +Brush-Offs, and +Objections +Everybody has a plan until they get punched in the face. +—Mike Tyson +They say that public speaking causes the most fear in people, but in +my experience, given the choice between giving a public speech and +making a prospecting call, you’d have a line for the speech. +Rejection is a powerful de-motivator. For millions of sales- +people, picking up the phone and calling a prospect is the most +stressful part of their day. Sadly, these reluctant salespeople stifle their +earning potential, get fired, or fall into financial ruin. +Prospecting, especially telephone prospecting and in-person +prospecting, conjures up our deepest fears of vulnerability. Vulner- +ability, according to Dr. Brene Brown, author of the Power of +Vulnerability, is created in the presence of uncertainty, risk, and +emotional exposure (read: potential to be rejected). +178 + + +This is why so many salespeople hate prospecting. They +cannot control the situation and therefore feel vulnerable and +uncomfortable. +The feeling of rejection happens the moment you get a reflex +response, brush-off, or objection (RBO). You feel like you’ve been +punched in the gut. Your brain turns off and you stumble over your +words. You feel embarrassed, small, and out of control. Feeling that +you lack control is an awful, sometimes debilitating emotion. +Yet, it’s right here, at this very inflection point of rejection, that +the rubber meets the road in prospecting and sales. It’s the skill and +poise to deal with RBOs and turn them into yesses that will give you +the biggest wins and get you in front of the high-value prospects that +every salesperson in your territory is chasing. +My objective with this chapter is twofold: +1. I’m going to give you a framework for dealing with prospecting +objections that increases your probability of getting to yes. Once +you master this framework you’ll gain the confidence to take +anything that is thrown at you by a prospect. +2. You’ll learn to manage rejection and know that you can quickly +gain control of the conversation when your prospects throw +RBOs at you. +These techniques will be used primarily for telephone and in- +person prospecting. However, the same techniques can be used with +e-mail and social prospecting responses. +Rejection Won’t Roll Off Your Back +When I was growing up in sales, I consumed sales training, books, +audio programs, and seminars the way some people devour choco- +late. My appetite was insatiable (and still is). I saw all of the greats on +stage and worked for companies that provided a steady dose of sales +training. +Turning Around RBOs +179 + + +When it came to objections and rejection in sales there were +consistent themes and clichés proffered by these trainers and experts. +I continue to see these same themes today: +■ +“If you want to be good in sales, you’ve got to learn to let +rejection roll off your back.” +■ +“They aren’t rejecting you; they’re just objecting to your +proposition.” +■ +“When you get rejected by a prospect, it’s not personal.” +“Don’t take it personal.” That’s my favorite one. +Let’s see. You’ve poured blood, sweat, and tears into your +efforts to contact the prospect. You are competitive and driven. You +hate to lose. You take your job seriously. You work hard to be a +professional. Your income and security is directly tied to your +success throughout the sales process. +I’ve got news for you. It feels personal and it is personal. If +rejection just “rolls right off your back,” like so many drops of water +and you feel nothing, you are probably a psychopath. +Let’s begin with a basic premise: The feeling of rejection is real. +When a prospect tells you no, your brain doesn’t know the +difference between the prospect rejecting your proposition or +rejecting you. To your brain, it is one and the same. We learned +in a previous chapter that the fight-or-flight response triggers the +physiological reaction to fear. The psychological and neurochemical +response is generated by your innate and insatiable need to feel +accepted, important, and in control, which is why rejection carries +such a powerful sting. +Sales trainers and experts say things like, “Just let it roll off your +back” because it’s easier to offer platitudes and intellectualize the +pain of rejection than to acknowledge that it’s real and teach people +how to deal with it. I believe it is completely disingenuous to tell +you that you can just snap your fingers, detach from rejection, and +let it roll off your back. I can’t do it, and I’m as fanatical as they come. +180 +Fanatical Prospecting + + +I’ll walk in any door, call any prospect, at any time. I dive into +prospecting like it’s my best friend. When I’m told no, I still feel +rejected. +What I’ve done, though, is develop a framework that allows me +to gain control of that disruptive emotion so that when I get +objections, my feelings don’t run amuck and cause my prospecting +call to become a train wreck. +Reflex Responses, Brush-Offs, and Objections, Oh My! +Learning how to manage the disruptive emotions that are triggered +by rejection begins with a deeper understanding of where your +prospect is coming from when you interrupt their day. +Reflex Response +I was traveling and realized that I’d left the cord for my iPad at +home. There was an office supply store within walking distance of +my hotel, so I strolled over to get one. +As I entered the store, a nice young man walked up to me and +asked, “Can I help you?” +I responded, “I’m just looking.” +As I walked away, I caught myself. I did need help finding a +cord. So I went back and he walked me over to the shelf where the +cords were hanging, saving me a ton of time “just looking.” +Why did I respond this way when it clearly wasn’t the truth? It +was automatic, something I’d said hundreds of times. It was habit +and part of my buyer script when I get approached by salespeople. +“We’re not interested.” +“We’re happy.” +“We’re all set.” +“I’m busy.” +Turning Around RBOs +181 + + +“I’m in a meeting.” +“I’m just running out the door.” +“I’m not interested.” +These are all examples of things that prospects reflexively +say when they are interrupted by a salesperson. Your prospect +doesn’t think about the response. The response may not be true. +But there isn’t a conscious intent to deceive you. It is just the +script they have been conditioned to use when confronted by +salespeople. +Brush-Off +The brush-off is all about avoiding conflict. +“Call me later.” +“Get back to me in a month.” +“Why don’t you just send over some information?” (The +greatest brush-off of all time.) +A brush-off is your prospect telling you to bug off nicely. “Call +me later,” they’ll say when they want to avoid confrontation and be +kind enough to let you down easy. They have learned that sales- +people, for the most part, are willing to accept these falsehoods and +go away because salespeople want to avoid conflict too, and the +brush-off doesn’t feel as much like rejection. +Why do prospects lie—consciously or subconsciously? One of +the most cogent explanations I’ve heard comes from Seth Godin.1 +He says that prospects lie because salespeople have trained them to, +and “because they’re afraid.” They have learned that when they +tell the truth, “the salesperson responds by questioning the judg- +ment of the prospect. In exchange for telling the truth, the +prospect is disrespected. Of course we [prospects] don’t tell the +truth—if we do, we’re often bullied or berated or made to feel +dumb. Is it any surprise that it’s easier to just avoid the conflict +altogether?” +182 +Fanatical Prospecting + + +Objections +Objections on prospecting calls tend to be more truthful and logical +rebuttals to your request. They typically come with a because. +“There is really no reason for us to meet right now because we +just signed a new contract with your competitor.” +“We’re busy implementing a huge project and I can’t take on +anything else at the moment.” +“I can’t meet you next week because I’m going to be at CES in +Las Vegas.” +“I’d love to talk, but our budgets have been locked down and I +think it would be a waste of your time.” +These types of responses are rare. When you get them, +though, it opens the door to turning around the objection and +setting up a meeting anyway, or changing gears and gathering +qualifying information that will help you in the future. +Planning for the RBO +The real secret to gaining control of the conversation when faced +with an RBO is planning for them in advance. This is contrary to +how the average salesperson approaches prospecting calls. Instead of +planning in advance, they wing it on every call and treat each RBO +as if it were a unique event. +But RBOs are not unique. There are a finite number of ways a +prospect will tell you no. Most RBOs will come in the form of: +■ +Not interested +■ +Don’t have the budget +■ +Too busy +■ +Send information +■ +Overwhelmed—too many things going on +■ +Just looking (inbound leads) +Turning Around RBOs +183 + + +Prospects don’t always use these exact words. For example, +instead of saying, “We’re happy,” they may say, “We’ve been with +your competitor for years and they do a good job for us.” The words +are different, but the intent is the same—we’re happy. Just look for +the patterns and you’ll know in which category the RBO fits. +To master and become effective at turning around RBOs, you +simply need to identify all of the potential RBOs and use the Three- +Step Turnaround Framework to develop simple, repeatable scripts +that you say without having to even think about it. +Why a repeatable practiced script for RBOs? A practiced script +makes your voice intonation, speaking style, and flow sound +relaxed, authentic, and professional. +Turnaround scripts free your mind to focus on your prospect +rather than the words you use. Scripts work so well with RBOs +because you tend to get the same ones over and over again. When +you have a script, you never have to worry about what to say and +that puts you in complete control of the situation. +If you really want to observe the power of scripts, just notice the +difference when a politician is speaking off script when confronted by +reporters as opposed to giving a speech with the aid of a teleprompter. +Onstage the politician is incredibly convincing. But without a script +he often stumbles on his words, and makes many of the same mistakes +we make when winging it with RBOs onprospecting calls. Scripts are +what make politicians and public figures compelling personalities. +The worry for most salespeople, though, is that “I won’t sound +likemyselfwhenIuseascript.”Theconcernaboutsounding cannedis +legitimate. If actors and politicians sounded canned, TV shows and +movies wouldn’t be entertainingand speeches wouldn’t be believable. +That’s exactly why actors, politicians, and top sales professionals +rehearse and practice. They work and work until the script sounds +natural and becomes their voice. Scripts are a powerful way to +manage your message in an emotionally tense situation, but they +must be rehearsed. +184 +Fanatical Prospecting + + +I won’t feed you a line and tell you this will be easy, because it is +not. Writing and practicing RBO scripts will require contempla- +tion and will be time consuming. The good news is, you already +have the habit of saying certain things certain ways when you run +into RBOs. The first step is to analyze what you are already doing +and formalize what is working into a script that can be repeated with +success, time and again. +As you prepare your scripts, practice and perfect them. Use a +recorder, a role-play buddy, or a coach to help you rehearse. +The Turnaround Framework +Traditionally, sales trainers have taught salespeople to “overcome +objections.” The phrase “overcoming objections” is widely used in +the sales profession to describe how to convince prospects that what +they are saying is wrong. +Overcome means to defeat or prevail over an opponent.2 Scores +of salespeople try to argue their prospects into changing their +minds—to prevail with debate. This is why, as we learned from +Seth Godin earlier, prospects lie to us. They expect when they say +no that they’ll face a battle and be disrespected. The sales profession +and the many movies that create ugly caricatures of salespeople have +conditioned them to feel this way. +Overcoming doesn’t work. There is a universal law of human +behavior: You cannot argue another person into believing that they +are wrong. The more you push another person, the more they dig +their heels in and resist you. +It has never worked. Even when salespeople do manage to get +prospects to say yes this way, it is in spite of the argument, not +because of it, that they prevailed. +The act of overcoming creates animosity, exasperation, and +frustration for both the prospect, who gets bulldozed with a pitch +Turning Around RBOs +185 + + +about why they are wrong, and the rep, who actually creates even +more resistance and harsher rejection with this approach. +Disrupt versus Defeat +There is a better way. Rather than attempting to overcome— +defeating or prevailing over your prospect—you should disrupt their +expectations and thought patterns when they push back with a no. +The key is a disruptive statement or question that turns them around +so that they lean toward you rather than move away from away +from you. +Disrupters work on humans because when we encounter +something that isn’t what we expected, we stop and pay attention. +It’s a pull versus push process. +Judo, a Japanese word that translates as “gentle or yielding way,” +is a martial art form that focuses on winning without causing injury. +Similarly, when facing RBOs on prospecting calls, you want to +achieve your objective—a commitment of time or information— +without fighting or causing injury. +RBOs on prospecting calls happen in a split second. You have +to be nimble, adaptive, and quick on your feet. It’s verbal Judo at +100 miles an hour. +To be agile, you need a framework for both managing your +emotions and pulling your prospect toward you so that it becomes +easier for them to say yes. Three elements of the RBO Turnaround +Framework are: Anchor. Disrupt. Ask. +Figure 16.1 +3 Steps to Turning Around RBOs +186 +Fanatical Prospecting + + +Anchor +We’ve established that the initial physiological and emotional +reaction (fight or flight) to rejection is involuntary. You can, +however, gain control of the disruptive emotions that are triggered +by rejection. The secret is giving your logical brain (neocortex) a +chance to catch up. +If you were hiking in the woods and a bear suddenly walked +out onto the path in front of you, the physiological reaction to the +threat the bear posed is the exact response you feel when you get +rejected. Your “reptilian brain” or amygdala, through millions of +years of evolution, is hard-wired to prepare you to survive. The +problem is, it cannot tell the difference between a bear and a +prospect telling you no. +But your logical brain (the neocortex) can. The problem is fight +or flight kicks in before logic. So you need a millisecond for your +logical brain to wake up and tell the amygdala that there is no threat. +The purpose of the anchor statement, sometimes called a ledge, +is to give yourself an anchor or something to hold on to until your +logical brain catches up, takes over, and manages the disruptive +emotions generated by rejection. That’s how you regain your poise +and control of the conversation. +Disrupt +Your prospect is conditioned. They expect you to act just like every +other salesperson. When they tell you no, they expect a fight. The +secret to turning around your prospect’s RBO is delivering a +statement or question that disrupts this expectation, “takes away” +the fight, and pulls the prospect toward you. For example: +■ +When they say they’re happy, instead of arguing that you can +make them happier if they just give you a chance, say, +Turning Around RBOs +187 + + +“Awesome. If you’re happy, you shouldn’t even think about +changing!” This is completely unexpected. +■ +When they say they’re busy, instead of arguing them into +how you will only take a little bit of their time, say, “I +figured you would be.” Agreeing with them disrupts their +thought pattern. +■ +When they say, “Just send me some information,” say, “Tell +me specifically what you are looking for.” This calls their bluff +and forces engagement. +■ +When they say, “I’m not interested,” say, “That makes sense. +Most people aren’t.” Their brain isn’t ready for you to agree +with them. +It is also important to avoid using words that only salespeople use. +As soon as you do, you play right into their expectations. One phrase +you want to avoid is “I understand.” When you use the phrase +“I understand,” you sound just like every other schmuck who uses +this phrase as insincere filler so they can get back to pitching. It +demonstrates zero empathy and tells your prospect that you are not +listening and don’t care. +Ask +You may deliver the perfect turnaround, but if you don’t ask again +for commitment, you won’t get what you want. You must ask +confidently and assumptively for a specific commitment of time or +information, without any hesitation or awkward pause, directly +following your turnaround script. +About half of the time when you ask they’ll throw out another +RBO—one that tends to be closer to the truth. You will want to be +prepared to handle it and ask again. What you should never do is +fight. It isn’t worth it. When you get two RBOs and still can’t turn +your prospect around, graciously move on and come back at them +another day. +188 +Fanatical Prospecting + + +Putting It All Together +It is essential that you avoid overcomplicating this process. You need +turnaround scripts that work for you and sound natural coming from +yourlips.Theyneedtomakeyousoundauthentic,real,andconfident. +Keep them simple so that they are easy for you to remember and +repeat. Here are three examples that put it all together: +1. Prospect: “Look, Jeb, I’m busy.” +“Nancy, that’s exactly why I called.” +(Anchor: This is a simple statement that gives my logical brain +just a moment to take control of my emotional brain. By agreeing +with her, I immediately disrupt her expectation that I will try to talk +her out of being busy.) +“I figured you would be, so I want to find a time that is more +convenient for you.” +(Disrupt: It also acknowledges that she is busy right now and +disrupts that pattern by asking her to think about a more convenient +time.) +“How about we get together next Wednesday at 3:00 PM instead?” +(Ask: This makes an assumptive, direct, and specific request.) +2. Prospect: “We’re not interested.” +“You know, that is what a lot of my current clients said the first +time I called.” (Anchor) +“Most people say they aren’t interested before they see how +much I can save them. I don’t know if my service will be a good fit +for you and your company, but doesn’t it make sense for us to at least +get together for a short meeting to find out?” (Disrupt) +“How about Friday at 2:00 PM? (Ask) +3. Prospect: “We’re really happy with our current provider.” +“That’s fantastic!” (Anchor) +“Anytime you are getting great rates and great service, you +should never think about changing. All I want to do is come by and +get to know you a little better. And even if it doesn’t make sense to +Turning Around RBOs +189 + + +do business with me at the moment, I can at least give you a +competitive quote that will help you keep those other guys honest.” +(Disrupt) +“How about I come by on Tuesday at 11:30 AM?” (Ask) +I’d love to hear about turnarounds that are working for you. To +share your scripts and pick up tips from other sales professionals, join +the RBO discussion forum at FanaticalProspecting.com +When the Horse Is Dead, Dismount +Sometimes, no matter how good you are, the person on the other +end of the line will tell you to “go screw yourself” or slam the +door or phone in your face. Or scream—“Don’t ever call me +again!” or “It will be a cold day in hell before I ever buy something +from you or your company!” +Because you are interrupting people, they’ll be rude, short, and +ugly, and sometimes take shots at you that are very pointed and +personal. +Sometimes it’s because you caught them at a bad time—the boss +just dropped last quarter’s numbers on their desk and told them that +they are a loser with no future—and you called just in time to be a +convenient human piñata for their frustrations and self-loathing. +Sometimes they are just miserable assholes. +When you get treated this way, you have a tendency to dwell +on it. You stop prospecting. Complain to a peer and play the +conversation over and over again in your head. You feel embar- +rassed, angry, revengeful, and a whole host of other emotions that +invade your mind and steal your joy. You log a note in your CRM +to NEVER call them again, just for good measure. +You project your feelings on your prospect and make up a +story in your head about what they said, did, or thought after they +hung up the phone, pressed “send” in response to your e-mail, or +watched you walk out of their door. In your mind’s eye, you see +190 +Fanatical Prospecting + + +your prospect laughing at you or fuming because you annoyed +them. +Meanwhile, the prospect doesn’t even remember you. They +moved on the moment you hung up the phone and haven’t given +you another thought. You were just a blip—a momentary and +meaningless interruption in their day. Trust me. I’ve had prospects +scream at me on Tuesday and treat me like I’m their best friend on +Wednesday. Completely oblivious to my previous call. That’s why, +when people tell me to “never call them again,” I call. +It’s like when kids learn to ride horses. If the kid falls off, they +make them get back on. No matter if the kid is crying, shaking in +fear, and saying they won’t or don’t want to get back on the horse. +No matter—the instructor forces the kid to get back on. They know +if that kid doesn’t, they’ll play the fall over and over again in their +head, blowing their fear up to the point that they will never get on a +horse again. Courage is developed in the presence of fear, not in +spite of it. +It is difficult to regain your focus and keep moving when a +prospect is horrible to you. It hurts. It’s all you can think about and +talk about. You fantasize about calling them back up and telling +them to f@∗& off! Anger invades your thoughts and keeps you up all +night stewing. At times, you completely shut down your life as you +dwell on your anger, angst, and anxiety. +I meet salespeople every day who are reliving these transgres- +sions over and over again. In our Fanatical Prospecting Boot Camps, +all they want to talk about is that “one time a prospect said __ to +them.” They’ve made thousands of prospecting touches but dwell +on the one call that went bad. +They waste precious time, energy, and emotions beating a dead +horse. No matter how hard they beat and kick it, the horse will not +move. They are living in the past, unable to focus on anything else, +and they seek company for their misery. Beating a dead horse is self- +destructive. Dead horses don’t trot, they rot. +Here’s my advice: When the horse is dead, dismount. +Turning Around RBOs +191 + + +Of course, letting go is easier said than done. So is the secret +learning to turn the other cheek? Well, yes, but there is more. The +real secret to moving on is understanding that anger is just energy +and when you harness that energy, you tap into a powerful force. In +fact, one of the enduring qualities of highly successful people is the +ability to turn disappointment, defeat, and anger into unmovable +determination. +When someone hurts you, your body, and mind fill with energy +and adrenalin for revenge. Take advantage of that gift of energy to +get better, because achievement is the ultimate revenge. +Over the years I’ve developed a simple trigger designed to shake +me out of my self-pity when I’ve been slighted or find myself astride +a dead horse. Behind my desk is an old index card taped to the wall. +The paper has yellowed and the words faded just a bit because I’ve +carried that card around with me for 25 years. On the card are four +letters: +N E X T +192 +Fanatical Prospecting diff --git a/library/Fanatical Prospecting/Chapter-17-The-Secret-Lives-of-Gatekeepers/Chapter-17-source-text.md b/library/Fanatical Prospecting/Chapter-17-The-Secret-Lives-of-Gatekeepers/Chapter-17-source-text.md new file mode 100644 index 0000000..2754981 --- /dev/null +++ b/library/Fanatical Prospecting/Chapter-17-The-Secret-Lives-of-Gatekeepers/Chapter-17-source-text.md @@ -0,0 +1,277 @@ +# Fanatical Prospecting — Chapter-17: The Secret Lives of Gatekeepers +- **Source**: /library/Fanatical Prospecting/source-file.pdf +- **PDF pages**: 211–218 +- **Pages without text**: none + +--- + + +17 +The Secret Lives +of Gatekeepers +I am the Keymaster . . . Are you the Gatekeeper? +—Ghostbusters +Last week while I was training my new assistant and reviewing her +responsibilities, she asked me how she should handle calls from +salespeople. The look on her face told the story. Dealing with +salespeople was a task she didn’t consider pleasant. +It made me think about the ongoing tug-of-war between sales +professionals, who are trying to get in the door, and the gatekeepers +assigned the duty of keeping them at bay. +The reason I have a gatekeeper is there are so many people +vying for my time, if I didn’t have one I would never get my job +done. +Her +most +important +job +is +to +protect +my +time. +Unfortunately, that puts her in the unenviable position of saying +no to salespeople. +193 + + +Salespeople hate gatekeepers. Sometimes to the point that they +become so frustrated with gatekeepers that they experiment with +tricks that, too often, make them look foolish. These schemes, +regrettably, negative impact both parties, which is why so many +gatekeepers, like my assistant, would rather have their teeth pulled +than deal with a salesperson. +The reality, though, is you are going to have to deal with +gatekeepers often. There is just no way to avoid it. So is there a +secret? I know you are hoping I’ll say yes, but the answer is no. +There are no secret techniques that will get you past gatekeepers. +There are, however, strategies that will give you an edge when +dealing with gatekeepers. +To leverage these strategies, it is critical to understand that gate- +keepers are people just like you. Step into their shoes. They have +emotions, worries, and motivations and, like you, a boss and a job to +do. Because of this, your success in getting through the gate depends +on a combination of good manners, likeability, and people-savvy. +Seven Keys for Dealing with Gatekeepers +1. Be likable. Project a positive, cheerful, outgoing personality. Be +polite and respectful. You are guaranteed to fail with gate- +keepers if you are rude, pushy, and ill mannered. Always leave +them with a positive impression of you and your company. +2. Use please, please. In his book The Real Secrets of the Top 20 Percent, +the author, Mike Brooks, advises that the “single most powerful +technique” to get past gatekeepers is to use please twice. For +example, when a gatekeeper answers the phone you might say, +“Hi, this is Jeb Blount from Sales Gravy. Would you please +connect me to Mike Brooks, please?” +3. Be transparent. Tell the gatekeeper who you are—your full name +and the name of your company. Full disclosure makes you +sound professional and worthy enough to pass through to the +boss. +194 +Fanatical Prospecting + + +4. Connect. Gatekeepers are people just like you. And like you, +they like people who are interested in them. If you speak to a +particular gatekeeper often, be sure to ask about how they are +doing. Learn to listen to their tone of voice and respond when +you hear something amiss. Ask questions about their family and +their interests. There are gatekeepers I deal with on a regular +basis who I know better than the boss. When I call, I will often +spend more time talking to them than to my client. Because of +these strong relationships, they take care to ensure that I get on +calendars. +5. Hold the cheese. Never use cheesy schemes or tricks. Tricks don’t +work. They harm your credibility and you’ll end up on the +gatekeeper’s do-not-talk-to list, which means it will have to +snow at the equator before you get through. Be honest about +who you are and why you are calling and ask for what you want. +You may not get through the first time, but your honesty will be +appreciated and remembered, which will play a huge role in +opening the gate in the future. +6. Ask for help. Sometimes an honest and authentic plea for help +will get a gatekeeper on your side. Sprinkling in a little +humor can also make a difference. Once I walked into a +business, attempting for the umpteenth time in a row to get +an appointment. +The receptionist looked up at me and said, “Are you back +again? I thought I told you that we are not interested!” +I responded with a smile, “I just came by to see you because +I hadn’t gotten quite enough rejection today to fill my quota.” +With that she laughed. It opened up a conversation where I +was able to explain that I really needed some help. She made a +call to the DM and I got a meeting. +7. Change the game. Sometimes the best strategy is to sidestep the +gatekeeper. This can be accomplished in several ways: +■ +Call early or late. The boss tends to be in the office earlier than +the gatekeeper and stays later. +■ +Leverage social. Few people allow their gatekeeper to have +access to their social inboxes. Sending a LinkedIn InMail, for +example, allows you to move right past the gatekeeper. +The Secret Lives of Gatekeepers +195 + + +■ +Meet them in person. Attend conferences, networking events, +civic clubs, charity events, and trade shows where your +prospect hangs out—no gatekeepers there. +■ +Send an e-mail. An e-mail may allow you to skip past the +gatekeeper. +■ +Send a handwritten note. In today’s digital culture, hand- +written notes sent via snail mail get through. If your note is +sincere and funny, and if you add something of value (note: +a brochure is not value) or congratulate your prospect on an +achievement, there is a very good chance that you will get a +response. +If the gatekeeper, usually a receptionist or lower-level blocker, +is unwilling to give you the name and contact of the decision maker +and you are unable to find the person through an online or social +search, try these three hacks. +The Calling-Other-Extensions Hack +Evan was at a loss. He needed to contact a high-level buyer located +in the headquarters of one of the largest U.S. grocery store chains. +He faced two major challenges: He didn’t know the buyer’s name +(or have any contact information other than the main phone +number), and he didn’t know the title of the person. +All he knew was that there was “someone in corporate who +made those decisions.” +He’d tried calling and asking for the “person who makes +decisions on broadband services,” but that had gotten him +nowhere. No matter how many times he asked or how much +he pleaded, he hit a wall over and over again. “I’m sorry, sir, we +don’t give out that information,” “No, sir, I cannot connect you if +you don’t have a name.” +Frustrated but determined, he kept at it. He called stores, did +online searches, combed LinkedIn, and slowly but surely began to +196 +Fanatical Prospecting + + +string small clues together. He narrowed his search down to a +handful of possible titles but was still missing a name. +He finally got a break when, out of desperation, he started +calling random extensions. On one of those calls, a friendly person +gave him a hand. That yielded another clue: +“Yeah, I think a guy named Jack over in IT handles that.” +“Thanks for the information. Do you know his last name or +extension?” +“Sorry, I don’t, but I can transfer you back to reception and +maybe they can help you?” +Evan’s heart sank. So far reception had been his Waterloo. He’d +crashed and burned on every call. +When reception answered, he said, “Hey, I was talking to Dale +Jones in purchasing and he was transferring me to Jack in IT, but +somehow I ended up with you. Would you mind sending me over?” +“Hmmm,” said the receptionist, “I’m not seeing a Jack. Did you +mean Zack Freedman?” +Boom! He had a name. +“Yes, sorry about that. I thought I said Zack.” +“Okay, no problem. I’ll send you over now.” +“Before you do, would you mind giving me Zack’s extension +just in case we get disconnected?” +“Sure, it’s 5642. I’m transferring you now.” +Evan ended up in Zack’s voice mail but eventually got through +and established a relationship and a beachhead with what became his +largest customer. +The Salespeople-Help-Salespeople Hack +Two weeks ago I ran across a prospect that was a perfect fit for my +business. I’d learned that they were hiring 30 new sales reps. +They were going to need someone to help them source, hire, +and train all those new salespeople, and I figured it should be Sales +The Secret Lives of Gatekeepers +197 + + +Gravy. Unfortunately, I had no idea who the decision makers were +at the company. I called the phone number on the website and after +finally getting past the lengthy automated message, I ran headfirst +into a rude and brutal gatekeeper who refused to give me any +information. +I did a search on LinkedIn and Google but came up empty. I +tried once more to plead my case to the gatekeeper, and after she +hung the phone up in my face—mid-qualifying question—I was +right back where I started: basically nowhere. +That was when I used one of my favorite sales hacks for reaching +hard-to-reach prospects. +I dialed the main number again. The automated message said, +“Press 1 for the sales department.” +I pressed 1. +Two rings later an enthusiastic voice answered the phone: +“This is Mike. Can I help you?” +I responded, “Hi, Mike, my name is Jeb Blount. The reason I’m +calling is I’m trying to reach the person in your company who buys +training programs. I wasn’t having much luck going through the +switchboard and I figured as a fellow salesperson you could relate +and might give me a hand.” +Mike was instantly empathetic. He replied, “I know what that’s +like. I’ve been having the same problem all morning. The person +you are looking for is Jean. She’s our VP of Sales. The best way +to get her is on her mobile phone. Hold just a second and I’ll get it +for you.” +Mike and I shot the breeze for a few more minutes, commiser- +ating about gatekeepers. He also gave me the scoop on why they +were growing, the sales role they were hiring for, and complained +about the nonexistent sales training program. +My very next call was to Jean, who answered the phone on the +second ring. Mike’s information proved very powerful in helping +me relate to Jean’s issues. After a 15-minute conversation, Jean +agreed to a next appointment and promised to include her company +198 +Fanatical Prospecting + + +president. That meeting went well and opened the door to a formal +proposal. +The salespeople-help-salespeople hack is an awesome secret +weapon. It has worked for me time and again when I’ve had a hard +time getting to the right people in prospective accounts. It’s effective +for several reasons: +■ +Most sales organizations pick up their phones, so there is a high +probability that you will have the opportunity to speak to a live +human being. +■ +Salespeople tend to know who’s who in their organizations and +how to get in contact with those people. +■ +Salespeople help other salespeople because they have stood in +your shoes. They know what it is like to hit a brick wall. +If you are honest, polite, and respectful and bring a little humor +and humility with you, they’ll often open doors that would have +been very difficult to open on your own. +The Go-Around-Back Hack +If you are prospecting in person and the receptionist refuses to give +you any information, try going around back. Often there are people +there loading and unloading, on breaks, or walking to their cars. +If you approach them in a transparent, nonaggressive way, +sometimes they will give you information or even walk you in +to meet the decision maker. Note: Do not try this if there are +security guards or other measures present with the express objective +of keeping unauthorized people, like you, out. +Persistence Always Wins +There are always going to be decision makers and contacts who are +hard to reach. Always. Very often these are conquest, strategic, and +The Secret Lives of Gatekeepers +199 + + +high-value prospects. The prospects that every sales rep in your +industry wants to set an appointment with. The more valuable the +business opportunity, the more likely that the prospect will be +walled in by gatekeepers. +These prospects drive you crazy. You can’t seem to find the +name of the right person to talk to. They don’t answer the phone, +are always in meetings, don’t return calls, don’t respond to e-mails, +don’t accept connection requests on LinkedIn, and never fill out +lead forms. +These hard-to-reach contacts always seem impossibly elusive. +Welcome to the real world. It takes hard work and a whole lot of +persistence to get to some contacts and decision makers. +Just remember. In sales persistence always wins. Always. +200 +Fanatical Prospecting diff --git a/library/Fanatical Prospecting/Chapter-18-In-Person-Prospecting/Chapter-18-source-text.md b/library/Fanatical Prospecting/Chapter-18-In-Person-Prospecting/Chapter-18-source-text.md new file mode 100644 index 0000000..55be33c --- /dev/null +++ b/library/Fanatical Prospecting/Chapter-18-In-Person-Prospecting/Chapter-18-source-text.md @@ -0,0 +1,446 @@ +# Fanatical Prospecting — Chapter-18: In-Person Prospecting +- **Source**: /library/Fanatical Prospecting/source-file.pdf +- **PDF pages**: 219–231 +- **Pages without text**: none + +--- + + +18 +In-Person +Prospecting +Nothing replaces being in the same room, face-to-face. +—Peter Guber +Kelly is a rental uninform services sales representative. His primary +role and responsibility is selling new accounts. He is the top rep in his +region and has been awarded a president’s club trip each of the last +six consecutive years. According to his sales manager, what sets Kelly +apart from his peers is relentless prospecting. +Each day Kelly invests an hour prospecting by phone; his goal is +to set two to three appointments with qualified prospects. Once +Kelly has his appointments set, he researches his database for three to +five additional prospects that are nearby each those preset appoint- +ments. Then, using the mapping tool embedded in his CRM, he +creates an efficient route to each of the prospects in relation to the +preset appointment. +201 + + +Finally, he does a little research on each of these prospects to +gain an understanding of what they do and remind himself of +previous conversations. He also uses the social channel (usually +LinkedIn) to gather information on and download pictures of the +key players at the location. This research helps him develop and +refine his approach before calling on these prospects in person— +before or after his preset appointment. +Since most of his prospects are located in industrial parks or close +to other businesses, he also leverages a technique called a T-Call. +When he goes to his preset appointments and planned in-person +prospecting calls, he makes a T by looking to the right, to the left, +and behind him for other opportunities, newly opened businesses, +or businesses that are not currently in his database. He walks into +those doors as well. +This strategy of mapping his in-person prospecting (IPP) calls +around his appointments and leveraging T-Calls maximizes his day. +He’s able to go to high-value planned appointments while making +10 to 20 face-to-face prospecting touches. +He says he is able to convert about 30 percent of his IPPs into +future appointments, gets information on most of them that allows +him to update his database, and once or twice a week he meets a +decision maker who is ready to sit down immediately and begin a +sales conversation. +Kelly told me he also uses IPPs to move past gatekeepers who +block him on the phone. “Many times when I go in face to face I can +either appeal directly to the gatekeeper to give me a chance or walk +in the back door and act like I’m lost. It’s harder for them to turn me +away when I’m there in person.” +Limited Application of the In-Person Prospecting Call +In-person prospecting is part of a balanced prospecting approach for +outside sales reps. It works best for residential and B2B reps who work +202 +Fanatical Prospecting + + +in a local territory and sell transactional to semicomplex products and +services primarily to small and medium-sized businesses where it is +easy to walk in without bumping into a wall of security. +I’ve leveraged IPP calls at large plants and companies, but +primarily for information gathering by pumping the security guards +or gatekeepers for information about decision makers and my +competitors. +Of all the prospecting channels, in-person prospecting is the +least efficient. Driving around in a car knocking on doors takes a ton +of time. Done incorrectly and randomly (the way far too many +outside sales reps do it), you can burn an entire day, make very few +calls, and accomplish little more than wasting gas. On the scale of hot +to cold, they’re mostly cold. +This is why the IPP call should only be used to supplement and +complement the other forms of prospecting. With the exception of +T-Calls and when driving by a new business in your territory you’ve +never seen before, they should be planned in advance. Yet, there are +scores of outside salespeople for whom in-person prospecting is their +primary and sometimes only prospecting channel. This is mostly +due to: +■ +A false belief that driving around in their territory aimlessly is +somehow working +■ +Managers who believe that the only good salesperson is a +salesperson they can’t see +■ +And, the most common, a fear or inability to use the phone— +justified with “I’m just better in person” +When I confront salespeople who justify not using the phone +with how they are “so much better in person,” I ask this question: +“It is the middle of winter and snowing or the middle of summer +and blazing hot and humid. You get started in the morning doing +IPPs. Being honest, how many calls do you think you’ll make?” +The truthful answer is somewhere between 10 and 20 before +they would give up and go home for the day. +In-Person Prospecting +203 + + +Then I ask: “If I give you a printed list of prospects, how many +teleprospecting calls could you make to those same businesses in +an hour?” +The truthful answer is usually somewhere between 25 and 50. +This usually gets their attention long enough for me to show +them how to leverage IPPs within a balanced prospecting routine +to maximize and get the most out of their sales day. To be both +efficient and effective. +The Five-Step Hub-and-Spoke Technique +Kasey sells supplies to restaurants. Because competition in her +segment is so fierce, maintaining relationships with her accounts +is critical to driving repeat purchases. Each day, she is required to +visit at least four existing accounts in person. +Like Kelly, from the previous story, once Kasey sets the +appointments to visit her existing accounts, she uses the CRM to +identify prospects close to those appointments and maps out a route +that allows her to call on those prospects in conjunction with her +appointment as efficiently as possible. +She typically maps outthree to five callsaround each appointment, +which gives her 15 to 20 in-person prospecting touches a day with new +opportunities. She is also able to leverage her existing relationships in +the “neighborhood” to convince new prospects to give her a chance. +Casey explained, “Before I started using the hub-and-spoke +process I was all over the board. I’d just drive around with no plan. I +spent way too much time in my car looking for the ‘perfect’ prospect +to call on rather than systematically working my territory.” +The hub-and-spoke process has helped her open more new +accounts than any account manager in her company. +The Five-Step Hub-and-Spoke System for IPPs: +1. Plan IPPs around preset appointments. Start with appointments +you set during your phone block. +204 +Fanatical Prospecting + + +2. Leveraging your CRM, develop a list of prospects close by. A +zip code search is often the best means to do this. +3. Plot three to five prospects on a map around your preset +appointments. +4. Develop the most efficient driving route to call on these planned +IPPs with the least amount of windshield time. +5. Give yourself time between appointments—before or after—to +call on these prospects face to face. Don’t stop until you reach +your goal. +Leveraged effectively, IPPs will help you squeeze every drop of +opportunity out of your sales day. +Preparing for Effective In-Person Prospecting +Develop your objective for each call in advance and then, if possible, +personalize your approach to each prospect. This is accomplished +through preplanning. The key objectives of in-person prospecting +include: +■ +Qualifying: In many cases, people will give you more informa- +tion in person than they will over the phone. Plus, you get to +look around to see where your product or service will help +them and gain insight on your competitor. +■ +Making appointments: If you’ve got the right person in front of +you, but the timing isn’t right for a sales conversation, set an +appointment to come back. +■ +Sales conversations: You are there, the decision maker is there, +and a problem or need exists. Sometimes your timing is perfect +and an IPP turns into a full-fledged sales call. Be prepared to +close. +■ +Building familiarity: By putting a face with a name with both +gatekeepers and decision makers, it becomes easier to get an +audience in the future when the buying window opens. +■ +Maximizing your sales day: The biggest benefit of in-person +prospecting is you get the most out of your sales day by +In-Person Prospecting +205 + + +reducing windshield time and increasing the number of pros- +pecting calls you can make. +■ +Learning your territory: IPPs help you learn, know, and own your +territory. +The primary objective of the IPP is to gather qualifying +information. You will use this information to further develop +your database and create targeted lists for your phone, e-mail, +and social prospecting blocks. +In the best-case scenario, you’ll start the conversation right on +the spot if the opportunity to potentially close a deal exists. +This past summer I was riding with Carl, a business services sales +rep. We’d just walked out of a scheduled appointment and he +decided to call on the other four businesses that were in the same +industrial park (T-Calls). +The first two calls were quick. We gathered some basic +information about the decision makers and the competition. +On the third call, the owner of the business overheard Carl +speaking with the receptionist and came out of his office. He shook +our hands and explained how he had just fired the rep’s competitor +and was happy that we had come by. He ushered us back to his +office and started tossing out questions. He wanted to see a +presentation. +If he’d had a neon sign over his desk that said “Close Me,” the +buying signals could not have been stronger. Unfortunately, Carl +was not prepared to close. In an awkward moment, he had to +explain that he didn’t have the material needed to make the +presentation. +Carl asked to come back later, but the gentleman said he was +leaving for a conference and then would be out on vacation. He said, +“Just call me in a couple of weeks and we’ll get things set up then.” +But when Carl called two weeks later, the business owner broke +the news that he’d signed a contract with another company that had +beaten Carl to the punch. +206 +Fanatical Prospecting + + +When you walk through your prospect’s door, you’ve got to be +ready. Have an objective for each call, pump yourself up so you walk +and talk with confidence and enthusiasm, and carry everything in that +you will need to close the sale in the event that your timing is right. +I realize that it is a pain to haul your sales material in on each +call—especially when you know that the chance of closing a deal +is small. What you can never forget, though, is sometimes you only +get one chance with a prospect. Make sure when that happens you +are ready. +There are five steps to planning for effective IPPs: +1. Research. With planned IPPs, do your research in advance to get +decision-maker name(s), learn about the history of their busi- +ness, visit their website, look for recent press releases, and review +your CRM for notes and other insights. For T-Calls, grab your +smartphone and do a quick scan of their website and social +media sites to pick up any information that may help you ask +better questions and refine your approach. +2. Personalize your approach. Personalize your approach to make it +unique to each prospect. Develop relevant questions about their +business, compliment them on recent accomplishments, or offer +insightsyouhavethatmayhelpthemsolveaparticularproblem.Itis +also a good idea to leverage the relationships you have with nearby +customers to gain instant credibility: “We’ve been doing business +with Billy next door for five years and he loves our service.” +3. Develop an objective for every call. Before you walk into your +prospect’s door, make sure you have clearly defined what you +want to accomplish. +4. Be prepared to close. Be ready! Make sure you have everything +you need to close the deal with you—sale sheets, order forms, +contracts, presentation material, and so on. +5. Log calls, notes, and set follow-up tasks in your CRM. It does you +absolutely no good to go on IPPs and gather information if you +don’t log the information in your CRM and set follow-up tasks +for additional research and callbacks. Take the time to log each +IPP and enter copious notes before the close of each day. If you +have time, do it on the spot. +In-Person Prospecting +207 + + +The Five-Step In-Person Prospecting Call Process +The in-person call process is similar to the five-step telephone +prospecting framework. The main difference between the in-person +framework and the phone process is the IPP will move along at a +slower pace and there will typically be more dialogue. +1. Approach with confidence. As we’ve discussed in previous chapters, +there is no substitute for enthusiasm and confidence. These are +the two emotions that sell. You must approach IPPs with +absolute confidence. Be bold—even if you have to fake it. +I’ve found that there are two keys to confidence: +■ +Expect to win. Walk in like you own the place and ask direct +questions that help you gather information and get in front +of decision makers. +■ +Plan questions in advance. The research you do in advance +helps you plan the questions you want to ask about prob- +lems, issues, decision makers, and competitors. Having a +plan gives you an extra boost of confidence as you walk in +the door. +2. Identify yourself and say why you are there. Don’t beat around the +bush, don’t hesitate, and never use cheesy lines designed to +trick gatekeepers. You are a professional, so be straightforward +Figure 18.1 +Planning Effective IPPs +208 +Fanatical Prospecting + + +and transparent about your purpose for being there. For +example: +■ +“Hi, my name is Jeb Blount, I’m with XYX Company. The +reason I’m here is ABC Company next door is one of my +customers and they said I should stop in and introduce +myself to your owner, Mary.” +■ +“Hi, my name is Jeb Blount, I’m with XYX Company. The +reason I stopped by is I provide my service to several of the +businesses in this industrial park and I wanted to learn more +about your company and situation to see whether or not +working with you might be a good fit.” +■ +“Hi, my name is Jeb Blount, I’m with XYX Company. +The reason I stopped by is to speak to Jerry Richards. I’ve +been following your Facebook page and noticed that you +are doing regular promotions. We have a tool that can help +you improve the impact of those promos and generate +more leads. I want to ask Jerry a few questions to see if our +solution might be a fit.” +3. Gather information. Engage in a conversation rather than an +interrogation. Eighty percent of human communication is +visual. IPPs are powerful because unlike most other prospecting +channels, you use all of your senses to communicate. You’ll be +most effective when you relax, are yourself, ask open-ended +questions that encourage others to talk, listen, and engage in +meaningful conversations. +Avoid the temptation to pitch. You will quickly lose the +attention of your prospect if you begin talking about you, your +company, your product, or your service. As soon as you start +pitching, your ears turn off and so does your prospect. +Sales trainer Kelly Robertson says, “It may sound simple, +but most sales people don’t get it. They still believe that +selling means talking at great length about their company, +their product, or their service. However, truly effective +salespeople understand that it is all about asking the prospect +the right questions and demonstrating that you can help +them solve a particular problem or issue. That means you +need to direct all of your attention on their situation and +In-Person Prospecting +209 + + +resist the opportunity to talk about your company or your +offering.”1 +Consider what it feels like to be on the other end of a +conversation where someone is just talking about themselves. +It’s boring. As soon as you start pitching, you look and sound +just like every other salesperson who walks through your +prospect’s door. Your prospect can tell that you care about +nothing other than getting what you want, and that is why they +zone out, make you feel uncomfortable, and put up emotional +walls. +However, when you get them talking about themselves, +show interest, give them your complete attention, and listen, +they will engage, give you information, and look for ways to +help you. +Before every IPP call, make the conscious decision to +focus your attention on your prospect. Tell yourself to listen +instead of pitch. Make a commitment to slow down and ask +questions, really listen to the answers, and ask relevant +follow-up questions. +4. Ask for what you want. If you don’t ask, you won’t get. Decide +what you want to ask for before you walk in the door, and be +prepared to bridge to something else—like closing the deal—if +the opportunity presents itself. +5. Turn around objections. Because you are interrupting, you’re +going to get RBOs. Develop and prepare turnarounds in +advance. Review the previous chapter on turning around +RBOs for techniques that will help you get past objections +and into sales conversations. +Figure 18.2 +5-Step IPP Framework +210 +Fanatical Prospecting + + +Put Your Sales Goggles On +Madison left her appointment with Dr. Roberts, walked straight to +her car (with me following), got in, and drove away. “What about +all of the other doctors in that complex? Why didn’t we call on those +too?” I asked. +Sales reps like Madison walk out of appointments and right past +what might be their next sale without blinking an eye. They usually +mumble something about not having enough time or lunch or some +other lame excuse. But the real truth is they are oblivious. They are +myopic and blind to the opportunities that are often right next door +to their prospect. +That’s why you’ve got to put on your “sales goggles” so +you can see these opportunities. This is how fanatical prospectors +do it. They train themselves to be acutely aware of the opportu- +nities around them. They are always on—looking around every +corner, behind every bush, and in every window for their next +prospect. +Look to the left, the right, and behind you every time you go +into or come out of an appointment, and make it a point to walk +through those doors and gather information. +Likewise, remain aware as you drive from place to place in your +territory. New prospects and opportunities are everywhere. When +you see a new business, new construction, or a company you’ve +never noticed before, put your sales foot on the sales brake, get out +of your sales car, and walk through the door. +Look for the names of businesses on delivery trucks and signs. If +the trucks are parked, stop and quiz the drivers. You’ll be amazed at +how much information they will give you about the business, +decision makers, buying windows, and your competitors. +Personally, I make it a practice to speak to every person I meet +who is wearing a uniform or logoed shirt with the name of their +company on it. I ask them about their company and who makes +decisions there. They can almost always tell me who the decision +In-Person Prospecting +211 + + +makers are at their company and often know where my competitor +is failing. I also talk to the person next to me when I’m waiting in +line, sitting in waiting rooms, on trains, buses, and airplanes. Over +the past five years, I’ve generated more than a half-million dollars +in business from these conversations. +Keep your eye out for business cards pinned to gas station and +restaurant bulletin boards. When I see cards that match my sales +vertical, I grab them, call them, qualify, and add the information to +my database. +If you don’t have time to stop and walk into a business or chat +up a delivery driver, use that amazing tool in your pocket called a +smartphone. When you are driving down the road and you see the +name of a potential prospect on a sign or truck, just record a voice +memo or note to yourself. Use your camera to take pictures of signs, +new business locations, and the sides of trucks. When you get back +to the office, do a little bit of research, create a prospecting list, and +reach out to qualify or set an appointment. +Remain alert for businesses and people that are using a product +or service similar to yours. Recently when working with a group of +mobile device sales reps, I asked the question: +“How many of you notice people using mobile phones in +public?” +All the hands went up. +“How many of you notice people using outdated phones or +phones with cracked and damaged screens?” +All the hands went up. +“How many of you think that most of these people would like +an upgrade to the newest equipment or a phone screen that doesn’t +look like a kaleidoscope and cut their fingertips?” +Most hands went up. +“How many of you hand those people your business card and +let them know that you can get them a new phone for little or no +cost?” +Not a single hand went up. +212 +Fanatical Prospecting + + +Final point: Awareness without action is useless. Be fanatical. +Put on the sales brake, walk up to people, ask questions, and hand +them your business card. Sure, some people might get irritated, +but most people will help you, talk to you, and give you a +chance. +In-Person Prospecting +213 diff --git a/library/Fanatical Prospecting/Chapter-19-E-Mail-Prospecting/Chapter-19-source-text.md b/library/Fanatical Prospecting/Chapter-19-E-Mail-Prospecting/Chapter-19-source-text.md new file mode 100644 index 0000000..df83cf2 --- /dev/null +++ b/library/Fanatical Prospecting/Chapter-19-E-Mail-Prospecting/Chapter-19-source-text.md @@ -0,0 +1,747 @@ +# Fanatical Prospecting — Chapter-19: E-Mail Prospecting +- **Source**: /library/Fanatical Prospecting/source-file.pdf +- **PDF pages**: 232–252 +- **Pages without text**: none + +--- + + +19 +E-Mail +Prospecting +Your e-mail inbox is a bit like a Las Vegas roulette machine. You know, +you just check it and check it, and every once in a while there’s some juicy +little tidbit of reward, like the three quarters that pop down on a one- +armed bandit. And that keeps you coming back for more. +—Douglas Rushkoff +E-mail is a powerful part of a balanced prospecting approach, and +when leveraged intelligently it opens doors, gets results, and gener- +ates far more engagement and response than social prospecting. +When I say far more, I mean 10 to 20 times more. +It also has the added benefit of extending your prospecting +window, which makes you more efficient. With the many e-mail +communication tools that are available, including Yesware, +Signals, Tout, Tellwise, and your own CRM, you can create +e-mails outside of the Golden Hours and schedule them to go out +214 + + +during prime selling time while you are on the phone or face to +face with prospects and customers. +The data these tools provide also make your e-mail prospecting +efforts more effective because you can test and measure response +rates. This helps you hone and perfect your message. Once you have +a message that you know works for a particular market vertical or +group of similar prospects, you can send it out with minimal effort. +It’s also easier than ever to build a database of e-mail addresses. +Besides just asking for them, you can grab e-mail address through +Google searches, social media, scraping programs line eGrabber’s +E-Mail Prospector, various apps and browser plugins, and tools like +Toofr and Prospect Ace that help you make educated guesses on +e-mail addresses for prospects when you don’t have them. +E-mail has also moved beyond the traditional inbox and into +the social channel. The LinkedIn inbox, Facebook Messenger, and +direct messaging on Twitter are often used as proxies, supplements, +or complete replacements for traditional e-mail. The benefits of the +social channel include skipping past gatekeepers, the spam box, and +the ability to send mail to prospects even if you don’t know their +e-mail address. +The downside of e-mail in all forms is if you irritate your +prospect by sending them spam-laden crap, they’ll block or unfriend +you in a heartbeat. The rules and techniques in this chapter apply to +both traditional and social e-mail prospecting. E-mail done wrong +wastes your time, makes you look like a chump, and exasperates +your prospects. +My goal with this chapter is to give you a set of tools, techniques, +and formulas that will instantly make your prospecting e-mails more +impactful and generate better results. These techniques are just a +snapshot of the available information on e-mail prospecting. +There is simply no way to include everything in this short +chapter. However, you’ll find a comprehensive list of tutorials, +e-books, podcasts, videos, resources, tools, and articles on e-mail +prospecting techniques at FanaticalProspecting.com. +E-Mail Prospecting +215 + + +The Three Cardinal Rules of E-Mail Prospecting +Effective e-mail prospecting requires thoughtfulness and effort to +get the message right. E-mail done right is an extremely powerful +prospecting methodology that will reward you with a consistent +stream of qualified prospects that keeps your pipe full. +Effective begins with adhering to the Three Cardinal Rules of +E-Mail Prospecting. +Rule #1: Your E-Mail Must Get Delivered +This means that your e-mail must make it into your prospect’s main +e-mail inbox. Most companies and individuals today have filters set +to either block or move “spam” e-mails to a junk folder. In some +cases, entire IP addresses may be blacklisted when too much e-mail +that is considered spam emanates from that server or address. +There is no perfect science to staying completely clear of spam +filters. However, there are things you can do to increase the proba- +bility that your e-mail will get delivered. This is not a comprehensive +list—rather, it’s a list of the most obvious and important tactics. +■ +Don’t send bulk e-mail. Prospecting e-mail is one to one. It is one +e-mail from your address sent to one individual, one e-mail at a +Figure 19.1 +Three Cardinal Rules of E-Mail +Prospecting +216 +Fanatical Prospecting + + +time. This alone should help you clear 90 percent of spam +hurdles. Sending bulk e-mail (to multiple people) from your +personal e-mail address is the easiest, fastest way to get black- +listed, get blocked, and look like a total imbecile. +■ +Avoid attaching images. Because hackers and spammers embed +malware in images, many e-mail programs mark e-mails with +images as spam or block images until permission is given to +download. Your best bet on prospecting e-mails is to avoid +sending images. +■ +Avoid hyperlinks. The primary tool of hackers is the hyperlink. +You click on it and the hacker inserts malware on your +computer and steals your information. Because of this, people +are super suspicious of hyperlinks embedded in e-mails. Your +best bet is to avoid hyperlinks altogether in prospecting e-mails +because they also trigger spam filters. If you do include a link: +■Avoid embedding the URL in text. +■Include the entire URL for complete transparency. +■Avoid shortened URLs that obscure the website address. +■Limit the total number of URLs to one—including any +links in your e-mail signature. +■ +Avoid attachments. Hackers have become adept at using attach- +ments to infect computers with malware, hack websites, and +infiltrate networks. Because of this danger, spam filters may +grab your e-mail if it contains attachments. Your best bet is to +avoid sending attachments in prospecting e-mails. +■ +Skip spammy words and phrases. What you say and how you say it +can trigger spamfilters. For example, using ALL CAPS in a subject +line, adding lots of exclamation points, or using words like free or +“special buy now!” can light up spam filters like a Christmas tree. +Kevin Gao, CEO and founder of Comm100, lists 200 +words and phrases that he says trigger spam filters when placed +in e-mail subject lines, including amazing, free access, cash, don’t +delete, do it today, increase sales, 100 percent guaranteed, and save $.1 +Thepoint is,you mustbecarefuland thoughtful about the words +and symbols you use and how you phrase those words— +especially in your e-mail subject line. The best thing to do is +step into the spammer’s shoes—look at the annoying spam you +get and then do the opposite. +E-Mail Prospecting +217 + + +■ +Don’t send to many people in the same company at one time. Spam +filters look to see how many messages you’re sending at a time. +Thisisprimarilydesignedtocatchbulke-mailerswhoaresending +to large lists. However, if you are sending e-mail to multiple +prospects in the same company, it pays to drip these e-mails in at +different times of the day rather than sending them all at once. +■ +Don’t send too many e-mails to the same person. This may seem +counterintuitive, but with e-mail, too much persistence can +hurt you. If you become annoying, the recipient of your e-mail +can mark it as spam. That may impact more than just their +individual inbox; with some systems, this may get you black- +listed across the entire enterprise. +■ +Scrub bounces. Many e-mail filters will catch you if you send +multiple e-mails to an e-mail address that doesn’t exist. This +usually happens when the person you are trying to contact no +longer works at the company or you have a bad e-mail address. +When you get a bounce, view it as an opportunity to gather +better information. +First, update the contact in your CRM and remove the +e-mail address so you won’t mistakenly send to that address +again. Next, check LinkedIn or do a Google search to find out +if that contact is still at the company. If not, remove the contact +from your CRM or update their record to reflect their new +company. If yes, get to work by phone or online finding an +accurate e-mail address. +■ +Be careful with sensitive industries. Use extra caution when +contacting sensitive industries like financial institutions, defense +contractors, and health care. Hackers are relentlessly trying to +get into these organizations to steal data, and as a result, there +are strict firewalls in place. I recommend using text only with +no links, attachments, or images. +Rule #2: Your E-Mail Must Get Opened +Here’s a fact of life: According to the Harvard Business Review, the +average business executive gets 200-plus e-mails a day.2 Add to that +218 +Fanatical Prospecting + + +the mail they get in their social media inboxes, instant messages, and +the chatter on crowdsourcing tools deployed by many companies, +and there is simply no way they can possibly get to it all. +So your prospects cope with being crazy busy and overwhelmed +by an inbox that is set to “infinite refill” the same way you do: scan +and triage. +They, like you, must make instant, split-second decisions to +open, delete, or save for later. +In this paradigm, to get opened, your prospecting e-mail must +stand out from all of the noise and be compelling enough to entice a +click. +Familiarity Gets Your E-Mail Opened +One way to stand out is familiarity. +Imagine that you are scanning your inbox. An e-mail from a +person you recognize catches your eye. What is the your most +probable next action? +The Law of Familiarity is always in play with e-mail prospect- +ing. The more familiar your prospect is with your name, brand, or +company, the more likely they are to open your e-mail. This is why +leveraging the phone and social channels prior to sending an e-mail +can increase the chances of getting your e-mails opened. For +example, you might call and leave a voice mail, ping them on +LinkedIn, and follow that up with an e-mail (or vice versa). This +“triple threat” increases familiarity and leverages your persistence +across multiple channels. +The layering of channels to build familiarity is extremely +powerful. If you leave an effective voice mail and they hear your +name and company name, then when they see your name and +e-mail address in their inbox you will be more familiar. +If you connect with them on a social channel and like, share, or +positively comment on something that they have posted, this +E-Mail Prospecting +219 + + +increases the probability that your e-mail will get more than a +cursory glance when it hits your prospect’s inbox. +If you meet them in person at a trade show or networking +event and leave a positive impression, then connect with them on +LinkedIn, follow that up with a voice mail, and then send an +e-mail, the probability that your e-mail will get opened improves +exponentially. +Layering prospecting channels to open doors should be focused, +targeted, intentional, and strategic. You need to plan your touches +across the various decision makers and influencers to improve e-mail +open rates without becoming annoying. +Your Subject Line Must Scream “Open Me” +The subject line, however, depending on the level of familiarity +your prospect has with you, can be the most important key to +getting your e-mail opened. Sadly, though, most prospecting e-mail +subject lines neither stand out nor are compelling. Most, in fact, +scream “Delete me!” +The three most common subject line mistakes: +■ +They’re too long. Data from many sources across the sales +ecosystem prove that shorter subject lines outperform longer +subject lines by wide margins. Frankly, it’s intuitive. A long +subject line requires your prospect’s brain to work harder. That +extra effort in the context of split-second decisions about the +value of an e-mail gets you deleted. +Neither do long subject lines play well on mobile. It’s +estimated that 50 percent or more of e-mails get opened on a +mobile device. With the limited screen size, you get but a +glimpse of the e-mail subject line. If you think about your own +behavior on your mobile phone, you are even quicker to delete +a message there. More than 50 characters in your subject line +and the open rate goes down exponentially. +220 +Fanatical Prospecting + + +Solution: Keep e-mail prospecting subject lines super +short—three to six words or 40 to 50 characters including +spaces. Remember—less is more. +■ +They include questions. E-mail prospecting subject lines in the +form of questions are delete bait. Virtually every major study +conducted on the efficacy of different types of e-mail subject +lines conclude that subject lines in the form of a question +quickly doom your e-mail to the delete-button death-roll. +Though there may be a time and place for using a question in +your e-mail subject line, in most cases you should step away +from the question mark. +Solution: Use action words and directive statements instead +of questions. List-based subject lines that include a testimonial +like “3 Reasons Why ABC Chose Us” are especially powerful, +as are referral subject lines like “Jeb Blount Said We Should +Talk” and statement-based subject lines like “Biggest Fail in +Industrial Pumps.” +■ +They’re impersonal or boring. Generic, impersonal subject lines are +boring. When you are attempting to engage hard-to-reach +executives, a failure to connect will send you straight to the +trash. Think about it. Every salesperson in your industry is trying +to connect with the highest-value prospects in your market. +These executives are inundated with requests for appointments. +You will never break through this noise and get their attention +with cheesy, impersonal subject lines. Instead of standing out, +you’ll look like all of the other schmucks junking up your +prospect’s inbox and wasting their time. +Solution: Connect your subject line to an issue your +prospect is facing—especially if it is emotional or stressful— +or compliment them on a recent accomplishment or something +that you know makes them feel proud. For example, the +easiest, fastest way to get me to open your e-mail is a subject +line that reads: “Loved Your Book!” +You can also use relevant humor or tongue-in-cheek phrases to +catch your prospect’s attention when appropriate. One of the +participants in a recent e-mail prospecting workshop created the +E-Mail Prospecting +221 + + +subject line “Keep Those Kegs Rolling” for an e-mail he crafted to +send to a beer distributor. It was relevant, connected with his +message, and was sure to catch the eye of his recipient. +We are all self-centered and almost always focused on our own +problems, issues, accomplishments, and ego. The fact is, 95 percent of +the timeweare thinking aboutourselvesand the5 percent oftime that +we are not thinking about ourselves, something—maybe a mouthy +salesperson—has gotten in the way of us thinking about ourselves. +So, play the odds, and make your subject line about your +prospect. It’s really easy to do if you take a little extra time to +research the recipient of your prospecting e-mail through an +Internet search, company website, and social media sites. +No One-Size-Fits-All Solution +The brutal reality, though, is there is no secret formula for creating +the perfect e-mail subject line every time. What works in one +situation may not work in another. Advice that works in one +industry vertical may not be applicable within your industry or +prospect base. This is why experimentation and testing are the real +secrets to success with subject lines. +Testing helps you zero in on which subject lines get the most +opens. With this data in hand, you’ll often find patterns that lead to +subject lines that work phenomenally well with certain prospect +groups, job titles, geographic areas, and business problems. +Yet most salespeople don’t test. Instead, they create subject lines +on the fly and then send their e-mails into a black hole, hoping that +they’ll get a response. It’s an incredibly frustrating way to prospect +because it’s like throwing darts at a target while blindfolded and +hoping you hit a bull’s-eye, without any feedback to let you know if +your aim is true. +There are fantastic tools available today that make testing e-mail +response rates unbelievably easy and affordable. Sales e-mail +222 +Fanatical Prospecting + + +prospecting, automation, and intelligence services like Yesware, +Tellwise, Tout, and Signals give you instant insight into what +happens with your prospecting e-mail after you push “send.” +With this information, you’ll be able to narrow down and home +in on the words and phrases that get the best response, and your +e-mails will stand out and get opened while those your competitor +sends are relegated to the “delete” folder. +Rule #3: Your E-Mail Must Convert +Unless you are sending pure spam—generic e-mail templates that are +copied and pasted, then sent randomly to a large swath of prospects +regardless ofrelevanceandwithnoresearch—developing and crafting +prospecting e-mails takes a significant investment of time. +With conquest prospects, C-level contacts, and strategic cam- +paigns, you will need to personalize each e-mail message. Thought +and effort will be required to craft a relevant e-mail that connects +with the recipient emotionally and moves them to take action. +This doesn’t mean that every e-mail you send must be built +from scratch. Certainly within specific industry verticals, markets, +and decision-maker roles, there will be enough common ground +and patterns that you’ll be able to develop templates that can be mass +customized. These customizable templates allow you to deliver +more prospecting e-mail touches in a shorter period of time. +Even with a customizable template, though, to be effective, you +must do research so the e-mail looks and feels unique to the +recipient. It will fall on deaf ears if the recipient doesn’t feel that +the message was crafted specifically for them. +This investment of your precious and limited time is why it is +imperative that your prospecting e-mails convert. In other words, +generate a response that leads to your desired outcome: +■ +An appointment +■ +Qualifying information +E-Mail Prospecting +223 + + +■ +An introduction to a decision maker +■ +A forward to other influencers +■ +Download of documents, a video view, or a webinar registration +■ +A sales conversation +If your e-mail doesn’t compel the recipient to take action, your +time and effort were wasted. This is why investing the time to get +your message right is critical. +A Good Prospecting E-Mail Begins with a Great Plan +A plan helps you define who will be getting your e-mail, the +method or technique you will use to get their attention, the message +Figure 19.2 +Audience Method Message Outcome +224 +Fanatical Prospecting + + +you will craft to connect with them and compel them to take action, +and finally, the action you want the recipient to take. With e-mail +prospecting, this is your AMMO. +You don’t have to look far to see that planning is rare when +it comes to prospecting e-mails. The vast majority of prospecting +e-mails are awful. We’ve cataloged enough examples to last a +lifetime in the “E-mail Hall of Shame” at FanaticalProspecting +.com. +Because I am a business owner and decision maker, I get blasted +by prospecting e-mails from every direction—on my work e-mail, +LinkedIn, Twitter, and Facebook. I receive dozens each week that +are laughable and an embarrassment to the person who sent it and +the company that allowed the e-mail to hit my inbox. +I’m baffled at how often the salespeople who took the time to +send an e-mail to me did no research. I received an InMail last week +on LinkedIn from a rep at a large sales training company pitching me +on sales training. Seriously, a 20-second review of my LinkedIn +profile would have saved this rep the bother. But what does that say +about the brand he is selling for? This guy is pitching me on the +awesome sales training his firm delivers and demonstrating the worst +of sales behaviors. +Bad e-mails destroy your brand equity, credibility, and image. It +stuns me that so many companies allow their salespeople to dissemi- +nate this crap. Worse, the majority of sales organizations spend no +time teaching their salespeople how to write effective prospecting +e-mails. +The worst e-mails are: +■ +Long, important-sounding pitches using incomprehensible +jargon—a lot of words with no meaning +■ +Feature-focused product dumps +■ +Cheerleaders who blab on and on about +their “amazing” +company, product, or service +■ +The ones that get my name wrong—seriously, it is Jeb: three +letters +E-Mail Prospecting +225 + + +■ +The long ones that cause eyes to glaze over. WTF, we live in +the age of Twitter, text messaging, infographics, OMGs, and +LOLs. Prospects have the attention span of mosquitos. +I delete 99.9 percent of them. +Every once in a while, though, I’ll get a brilliant e-mail that +makes me stop in my tracks. This golden e-mail connects with me, +makes sense, is relevant, and compels me to respond. The sender +took time to research and plan. +Consider your audience. Prospects are people—not robots—so your +prospecting e-mail should be authentic and personal. It should +connect emotionally. Consider who you are writing to: +■ +What is their role? +■ +What do you know about their style? +■ +How do they consume information? +■ +When do they consume information? +■ +How familiar are they with you? +These questions help you match the tone, structure, and +formality to the person to whom you are writing so that it +connects. The emotional connection is vital because your +e-mail will only be effective if it causes your prospect to take +an intended action. +Determine your method. E-mail prospecting methods cross the +spectrum from a single, standalone e-mail to a multi–e-mail, +multi-message strategic prospecting campaign. The method you +choose will impact your message and should be driven by your +intended audience and defined outcome. Will your message be: +■ +Short and sweet? +■ +More detailed? +■ +Hard hitting? +■ +Soft? +■ +Direct? +■ +Standalone? +■ +Part of an SPC campaign? +■ +Nurturing or action oriented? +■ +Cross-platform? +226 +Fanatical Prospecting + + +This is where planning and strategy are crucial—especially +with conquest prospects. You want to avoid being random with +your most important opportunities. +Tailor the message to your audience. The message you craft must be +strong enough to compel your prospect to take action. Your +prospect wants to know that you get them and their prob- +lems, so your message must be relevant to their situation. The +most effective way to tailor your message to the person you +are writing is to step into their shoes and ask some basic +questions: +■ +What will get their attention? +■ +What’s important to them? +■ +What will cause them to give you what you are asking +for? +The key here is taking time to do some basic research to get to +know your prospect and using that information as the founda- +tion on which you construct your message. +Define your desired outcome. If you don’t know what you want, you +won’t get what you want. If you fail to clearly define what you are +asking your prospect to do or provide, they will be confused and +your e-mail won’t convert. +The Four Elements of an Effective Prospecting E-Mail +The AMMO framework assists you in planning and developing +your strategy. Once you have your plan in place, you’ll use a four- +step framework to craft your e-mail: +1. Hook: Get their attention with a compelling subject line and +opening sentence/statement. +2. Relate: Demonstrate that you get them and their problem. Show +empathy and authenticity. +3. Bridge: Connect the dots between their problem and how you +can help them. Explain the WIIFM. +4. Ask: Be clear and straightforward about the action you want +them to take, and make it easy for them to do so. +E-Mail Prospecting +227 + + +Here is an example of an e-mail to a COO of a bank. It leverages +the four-step framework: +Subject: COO—The Toughest Job in the Bank +Lawrence, +Ernst & Young recently reported that the COO has the +toughest role in the C-suite. The COOs I work with tell me +that the increasing complexity of the banking environment +has made their job harder and more stressful than ever. +My team and I help COOs like you reduce complexity and +stress with strategies to optimize growth and profit, mitigate +credit risk, allocate resources effectively, and minimize regula- +tory surprises. +While I don’t know if we are a good fit for your bank, why +don’t we schedule a short call to help me learn more about +your unique challenges? From there we can decide if it +makes sense to set up a deeper conversation. +How about next Thursday at 3:00 PM? +Dave Adair +Senior Account Executive +JunoSystems +Let’s break this down into each of the four parts. +Hook +You have about three seconds to grab your prospect’s attention— +hook them. In that three seconds, your subject line must compel +Figure 19.3 +Four Elements of an Effective E-mail +228 +Fanatical Prospecting + + +them to open the e-mail and the first sentence must entice them to +keep reading. Kendra Lee, author of The Sales Magnet, calls this the +“glimpse factor.” +Prospects choose to read your e-mail for their reasons, not +yours—their unique situation and interests. Therefore, the best way +to hook them is to make your subject line relevant and the opening +sentence about them. +Here is an example of a subject line and opening sentence that +bombed—real e-mail sent to me from a guy named Brandon: +Subject: Cloud Based Software +Hi Jeb, +I was browsing Linked-in and wanted to reach out to you. +First, the subject line is all about him, not about me. Also, never +use “Hi” or “Hello” or “Dear” or any other salutation in front of your +prospect’s name. No one in business does that except salespeople. “Hi +__” is a complete turnoff for prospects. +Next, how does the fact that you were “browsing LinkedIn” in +the least bit interest me? +Finally, you “wanted” to reach out? That is past tense and all +about you and nothing about me. +Let’s take a look at our model e-mail: +Subject: COO—The Toughest Job in the Bank +Lawrence, +Ernst & Young recently reported that the COO has the +toughest role in the C-suite. +This e-mail is being sent to a bank COO. The subject line uses +the acronym COO and the word bank. It implies that the COO +has the toughest job in the bank. That is compelling because it +plays on emotions. We all believe we have the toughest job in our +company. +Next, we address our prospect professionally, as if he were a +colleague. +E-Mail Prospecting +229 + + +Finally, the opening sentence is a great hook. Using a credible +source, Ernst & Young, we hook the COO by stepping into his +shoes and demonstrating that we get him (the toughest role in the +C-suite). +Relate +Effective e-mails connect with prospects on an emotional level. The +reason is simple: People make decisions basedon emotion. The easiest +way to connect with your prospect emotionally is to demonstrate that +you get them and their problems—that you can relate to their +struggles and issues. +Here’s Brandon’s attempt to relate: +We build custom software solutions; web, cloud, mobile, desk- +top. Whether you have need to modernize outdated software, +build something new from scratch, or augment your team to +meet a critical deadline, I’m confident we can help. +How does this relate to me or any of my problems? Notice that this +paragraph is all about him. Just a features dump. My reaction: So what? +Conversely, in our model e-mail, Dave makes the effort to +relate. Of course, since he is not himself a COO, nor has ever been +a COO, it would be disingenuous to say that he understands +Lawrence’s situation. So instead, he uses his relationships with other +COOs to demonstrate that he can relate. +The COOs I work with tell me that the increasing complexity +of the banking environment has made their job harder and +more stressful than ever. +Bridge +Since people do things for their reasons, not yours, you must answer +their most pressing question: “If I give you what you want—my +230 +Fanatical Prospecting + + +time—what’s in it for me?” If you are unable to answer WIIFM with +value that exceeds the cost of your prospect giving up their time, +your e-mail will not convert. +This is where your research pays off. When you know a specific +issue that your prospect is facing in their business, you should bridge +directly to that issue and how you might be able to solve it. When +you are unsure of a specific issue, bridge to issues that are common to +your prospect’s role, situation, or industry. +Here is our buddy Brandon’s attempt at bridging to WIIFM: +We’ve been able to figure out how to maintain high quality +and keep our rates competitive. It’s a model that has led us to +three straight years on the INC 5000. +Again, so what? Everybody brags. How is this important to me? +How does this add value to my unique situation? How is it relevant to +me?Hetootshishornbutgivesmenoreasontowastemytimewithhim. +Dave, on the other hand, ties his subject line, opening sentence, +and relate statement together with a bridge that connects the dots +between Lawrence’s perceived issue—stress—and solutions that +reduce stress. He answers Lawrence’s WIIFM question. +Most importantly, he speaks Lawrence’s language—the lan- +guage of COOs: growth, profit, risk, allocate resources, minimize surprises. +By speaking Lawrence’s language, he continues to relate and +demonstrate that he gets him and his problems. +My team and I help COOs like you reduce complexity and +stress with strategies to optimize growth and profit, mitigate +credit risk, allocate resources effectively, and minimize +regulatory surprises. +Ask +To get what you want, ask for what you want, and make it easy for +your prospect to act. +E-Mail Prospecting +231 + + +Our buddy Brandon: +I’d love to schedule a time to connect and outline how we’re +able to do this while discussing any projects or plans you +might have. Just let me know a time that works with your +schedule for a free consultation & quote. +Brandon does the expected. He says what he would love to do. +“I’d love to schedule a time to connect and outline how we’re able +to do this [I assume deliver high-quality at low prices].” Here is what +I hear Brandon saying: “I would love to hear the sound of my own +voice as I pitch you on all of our wonderful features and tell you how +great we are. Oh, and good news for you, it’s free!” Uh, no thanks. +Then he puts the burden on me to find time on my schedule +and get back to him. How does making it hard on me make sense? +Even if I wanted to meet with him, I’d probably save this until later +(see never) because I would not have time at that moment to go +through my calendar and find time for some sales guy. +Here’s how Dave asks: +While I don’t know if we are a good fit for your bank, why don’t +we schedule a short call to help me learn more about your +unique challenges? From there we can decide if it makes +sense to set up a deeper conversation. +How about next Thursday at 3:00 PM? +Dave disrupts expectations. He tells Lawrence up front that he +might not be a good fit for his bank. That is exactly the opposite of +what Lawrence would expect of a salesperson. Unlike pitching that +pushes prospects away, disrupting expectations pulls prospects +towards you. +Then Dave continues and sends a subtle but powerful message. +He says he wants to “learn” (see listen). This pulls Lawrence in deeper +because everyone wants to be heard. We love to tell our story to +people who are willing to listen. +232 +Fanatical Prospecting + + +Dave caps things off with the phrase “your unique challenges.” +This makes Lawrence feel important because everyone believes that +their situation is unique. Finally, Dave takes away the pressure by +implying that the call will be short and lowers risk by saying if it +doesn’t make sense, “I’m not going to push things.” +Then he assumptively (“How about”) asks for a meeting and +offers a day and time, which takes the burden off of Lawrence to +make that decision. +Practice, Practice, Practice +The truth is, writing effective prospecting e-mail messages is not +easy. The most difficult step is training yourself to stop thinking +about your product or service and alternatively step into your +prospect’s shoes, relate to their situation, and learn to speak their +language. Develop the habit of researching prospects and becoming +aware of trigger events that are impacting them and opening up +buying windows. +You will struggle at first. Everybody does. The key is practicing +until effective, authentic e-mails roll off of your fingertips. The +more you practice, the faster and more proficient you will become at +writing prospecting e-mails that convert. +The Best Time to Send E-Mails +The million-dollar question with prospecting e-mails is, “When is +the best time to send them?” Like telephone prospecting, the verdict +on this is all over the board. Some experts say in the morning, some +say at night, others say on Tuesday afternoons at 3:12 PM on leap +years. It’s mostly noise. +The best time to send a sales prospecting e-mail is when your +prospect is most likely to open it and take action (convert). +E-Mail Prospecting +233 + + +For most B2B salespeople, this will be first thing in the morning +to midmorning because that is when your prospects are fresh and +usually handling e-mail. For B2C sales, you may need to adjust your +timing to capture your prospect’s attention when they are most +likely to take immediate action on your request. +It is easy to test timing with e-mail intelligence tools, and the +good news is you can write e-mails anytime (preferably outside of +the Golden Hours) and schedule them to be sent at a time of your +choosing. +Pause Before You Press “Send” +I am the typo king. I’m quite sure you may have found a few of my +mistakes while reading this book. So I end this chapter with humble +advice from a man who has made the terrible mistake of not pausing +before pushing “send” and launching a typo-, spelling-, and gram- +matical-error-laden e-mail to a prospect. It is a lesson you want to +avoid learning the hard way. +Proof your prospecting e-mail before you send it. Read it once. +Read it twice. Step away from it for 10 minutes and read it again +(you’ll be amazed at what you catch using this process). Print the +really important e-mails and proof the hard copy. +Your e-mail is a reflection of you, your professionalism, and +your personal brand. Pause before you push “send” to ensure that +the impression you make is positive. +234 +Fanatical Prospecting diff --git a/library/Fanatical Prospecting/Chapter-20-Text-Messaging/Chapter-20-source-text.md b/library/Fanatical Prospecting/Chapter-20-Text-Messaging/Chapter-20-source-text.md new file mode 100644 index 0000000..b5f09e5 --- /dev/null +++ b/library/Fanatical Prospecting/Chapter-20-Text-Messaging/Chapter-20-source-text.md @@ -0,0 +1,315 @@ +# Fanatical Prospecting — Chapter-20: Text Messaging +- **Source**: /library/Fanatical Prospecting/source-file.pdf +- **PDF pages**: 253–262 +- **Pages without text**: none + +--- + + +20 +Text Messaging +Sometimes I text the “wrong” person . . . on purpose. Just to start a +conversation. +—Frank Warren +Here’s a fun game to play at your next gathering of friends and +family. Ask them how they feel about salespeople using text +messages for prospecting. Then sit back and watch the fireworks. +You’ll likely start a heated, expletive-laden argument. My wife, for +example, upon learning that I was writing a chapter on text message +prospecting, said (in a holier-than-thou tone), “I can’t believe you +are teaching salespeople to do that—you are pure evil!” +That sentiment correlates to the reception I get when opening +up discussions on texting as a prospecting tool. It’s the third rail of +sales prospecting and a concept that I approach lightly. The mere +mentioning of text as a prospecting tool causes negative reactions, +235 + + +from “I don’t think that will work for our prospect base” to pure +revulsion. +I get it, because it makes sense. We can all relate. We don’t want +our text message inbox to be filled with texts from salespeople, either. +This is due to a weird irony. Text messaging as a communica- +tion channel is impersonal because it lacks the emotional connec- +tivity of face-to-face and verbal communication, yet it feels +extremely personal. Text has become the go-to medium for com- +munication with family, friends, and coworkers and a haven on our +phones that is typically not touched by spam or outside influence. +The people we text with are most often people we know—even +when it is business. +This is one of the key reasons that a study commissioned by +Lead360 concluded “for the same reasons that text messages can be a +more effective way to communicate with sales prospects, they also +have the potential to be interpreted as intrusive or in violation of +one’s personal domain when used for business purposes.” +The fact that texting is so personal makes it an extremely +powerful channel for getting the attention of prospects. Because +it is so personal, though, timing and technique become more +important than any other prospecting channel. +Texting as a Business Tool Is Accelerating +What makes text messaging an increasingly valuable prospecting +channel is the inevitable and total integration of mobile phones as +the primary communication device in our lives. +My entire staff at Sales Gravy’s offices is connected to a Voice +over Internet Protocol (VoIP) hub that distributes our calls to our +mobile devices no matter where we are in the world. There are no +traditional handsets at our desks. That VOIP system also integrates +with our CRM and allows us to easily send and receive text messages +to and from our prospects via desktop and mobile apps. +236 +Fanatical Prospecting + + +We are not alone. Small and midsized businesses across the +globe are adopting these systems because they are inexpensive and +make it easy to integrate all forms of communication in one cloud- +based communications center. +Large companies are also jumping onto the bandwagon, mov- +ing toward desktop and app-based phone systems that make it easier +to use text as an integrated part of a complete communication +system. Bring-your-own-device programs also allow employees to +use their own phones for business calls, e-mail, and text messages. +Familiarity Is Everything with Text +We talk to strangers on the phone, e-mail strangers, and meet +strangers in person, but we rarely text strangers. This is why, more +than with any other prospecting channel, familiarity is critical for +prospecting via text. The probability of your text message convert- +ing—compelling your prospect to take action—increases exponen- +tially if your text comes after contact through another channel. +This is not to say that you shouldn’t take a gambit on a text +message to a hard-to-reach prospect when all other means have +been exhausted and the buying window is rapidly closing. When +you have nothing to lose, the chance of causing offense is worth the +risk. However, using text messaging in these circumstances or when +the person does not know you is a low-probability play. +One of the key reasons why text messages work is that most +people feel compelled to read and/or respond to them immediately. +This is why familiarity plays an important role in getting prospects to +respond to your text messages (and not report you as spam). +Text messaging works best as an integrated part of a larger +prospecting system and strategy rather than a standalone channel. +According to the Lead360 study1 that covered 3.5 million lead +records from more than 400 companies, a text message sent alone +converts at 4.8 percent. That same message, sent after a phone +Text Messaging +237 + + +contact, increases conversion by 112.6 percent. Why? The Law of +Familiarity. +You can amplify that impact even further when your text +message follows an e-mail contact or social media interaction. And +you gain even more traction when you text following a positive in- +person networking interaction. The better the prospect knows you, +the more effective your prospecting text message will be. The less +they know you, the more likely you will be seen as annoying spam. +People are averse to getting random text messages from people they +don’t know—especially salespeople. +Use Text to Anchor Conversations at +Networking Events +Text messages are excellent vehicles for setting appointments +following face-to-face interactions at networking events, trade +shows, conferences, and other situations where you’ve had a positive +encounter with a potential customer. Many of those encounters end +with a vague promise to get together sometime in the future. Yet, +most of those promises are never fulfilled because you get busy and +fail to send an e-mail or make a phone call; or, your prospect gets +busy and ignores your e-mails and phone calls or your e-mails get +missed among the clutter in their inbox. +Text messaging is a much easier, faster way to get through the +noise, get their attention, and set a meeting. Since almost everyone +includes a mobile phone number on business cards these days, it’s +easier than ever to text a quick follow up thank-you message and ask +for the next step. Here’s what you do: +1. During your conversation, when the vague agreement is made to meet +sometime in the future, casually say, “Sounds good. I’ll text you and we +can get together.” (It is highly unlikely they’ll protest if your +conversation has been positive.) +238 +Fanatical Prospecting + + +2. As soon as you walk away from the conversation, send a personalized +connection request on LinkedIn (use the LinkedIn app on your phone). +This further anchors your name so they’ll remember you. +3. Within 24 hours of the event (give it two days if travel is involved), send a +text message thanking them for the conversation and request a meeting. +Personalizeitwithinformationyou gleanedinyourconversation. +4. If you don’t get a response, try sending your text again a day later. In +many cases, they will not recognize your phone number and +will ignore your initial attempt. They may also be busy or +traveling and don’t get to it. +5. If your second attempt fails, shift to the phone and e-mail to make +contact. It serves no purpose to potentially create ill will by +continuing to text. +Bonus step: Always send a handwritten note within a week +of the event via snail mail—this will really make you stand out +from the crowd. +Use Text Following Trigger Events +A trigger event is a disruption in the status quo that may compel +your prospect to act. For example, a move by your prospect’s +competitor that threatens their competitive edge might compel +Figure 20.1 +Text Message After a Networking Event +Text Messaging +239 + + +them to accelerate their investment in marketing automation. +When you become aware of a trigger event, it creates an opportu- +nity to reach out to your prospect via text messaging. +Text messaging works with trigger events because trigger events +create urgency to act and text messages are perceived as more +urgent. Be warned, though, the Law of Familiarity is at play in a big +way with trigger-event text messages. Make sure the prospect +knows who you are before sending this type of message. +I’ve found a soft approach with trigger events works best. It +requires a bit of patience and creativity. The key is becoming a +resource by adding value and leveraging that into a deeper +conversation. +When I have a relationship with the prospect or at least a level of +familiarity, I’ll simply text over a link to an article or resource +relevant to their situation. That usually turns into a phone call where +I can engage them in a conversation. +If I know them well and I can’t find anything relevant to send +them, I’ll just send a text message that references the trigger event +and asks how things are going. A response creates a path to a deeper +conversation. +Figure 20.2 +Text Message Following a Trigger Event +240 +Fanatical Prospecting + + +Use Text to Nurture Prospects +Text messaging can play an integral role in nurturing prospects +with whom you have a relationship but are not yet in the buying +window. A quick, value-added text message is an easy way to +remain top of mind without seeming too intrusive. For example, +Matt, who sells a cloud-based business intelligence program, has +done an outstanding job of using text messaging to nurture his +relationship with me. +Matt first contacted me nine months ago. We spoke for a few +minutes. He believed his program could help my company optimize +our marketing channels and improve the ROI on our advertising +spend. He did a really nice job of connecting with me on that initial +call, so I agreed to a demo. +The demo was impressive, and I liked the system Matt and his +team showed me, but two factors stopped me from buying. +First, to integrate his platform with our marketing automation +system would take a hundred or so man-hours and a ton of work to +calibrate. I’ve been around the block enough times to know that, +despite the promises of seamless integration from Matt’s team, +nothing ever goes smoothly. We were already knee-deep in a +major upgrade of our job board technology and I could not fathom +taking on another project. +Second was the cost. Moving to Matt’s system required a +significant up-front investment that would have to be recouped +over time through savings from the automation and additional lead +gen. That promise of ROI sometime in the future was difficult to +wrap my head around because of the investment we were already +making in the job board upgrade. +Honestly, I was completely overwhelmed (and like so many of +your prospects, the status quo was a more comfortable place than +change). So I told Matt that although I thought his software was +fantastic, I would not be buying his system. This didn’t mean that I +would never be a buyer—just not now. +Text Messaging +241 + + +Matt was smart enough to realize that I was a qualified prospect +because I had a need for his software and the means to purchase it. +However, I had no urgency to pull the trigger. So he began +systematically nurturing the relationship using four prospecting +channels—phone, e-mail, social, and text. +He calls me once a quarter to find out where I am with other +projects and to test my engagement. He supplements those calls with +monthly e-mails and text messages with links to studies, white +papers, and news about the upgrades to his systems he feels are +relevant to me. He also follows me on Twitter and retweets or +favorites my posts. +Matt’s text message strategy has been brilliant. He reserves his +best value-added information for text messages. Because he is +familiar with my interests and my company, he often texts links +to relevant articles that he knows I will want to read. Most of these +have nothing to do with his product, but they add value to me. +When I get these text messages, I always text back a thank you. That +usually creates a short dialogue on some area of interest (usually +sports), which, in turn, keeps us connected. Every once in a while +he’ll send a text to tell me that he enjoyed reading one of my articles +or listening to a podcast. +Matt’s strategy keeps me engaged and nurtures our relationship. +His text messages are appreciated and nonintrusive because they are +valuable to me and personal. Because of this, Matt and his company +stay on my mind (as evidenced by this story), and when I do make a +buying decision on BI software, I’ll be doing so with him. +Use Text to Create Opportunities for Engagement +Text messages are also well received when they make your prospect +feel important. Short text messages to congratulate them on a +promotion, a mention in the news, an award or recognition, or +to say something nice about an article they wrote, video they +242 +Fanatical Prospecting + + +produced, or something they posted on social media that caught +your eye—get your prospect’s attention. This can be especially +powerful if you like, comment on, or share the post as well. +Engagement text messages usually get a positive response as long +as they are sincere, personalized, and free of direct solicitations for +anything. The goal is simple: Give your prospect a reason to engage +you in a conversation. You increase this possibility by making them +feel important. +Seven Rules for Structuring Effective Text +Prospecting Messages +For your text message to be effective, you need to engage your +prospect and get them to take action in a blink of an eye. Packing +your message into a small space requires you to be thoughtful, +creative, and focused. It is difficult to make an impact in 250 +characters or less. +There are seven rules for effective text messages: +1. Identify yourself. Never take for granted that your prospect has +your information saved on their phone. In most cases they +don’t, and when you send a text message they won’t know who +you are. As a best practice, include your name and company at +the top of the message. +2. Message matters. What you say and how you say it carries impact. +Be very careful that your tone is not misinterpreted in a negative +way. Use complete sentences to avoid sounding abrupt, harsh, +sarcastic, or flippant. +3. Be direct—be brief. Say exactly what you mean in clear, precise, +well-written sentences using good grammar and spelling. +Remember that this is a professional message. Keep the text +to one to four short sentences or less than 250 characters when +possible. Avoid rambling, run-on sentences. Do not use emo- +ticons (little smiley faces)—be professional. +Text Messaging +243 + + +4. Avoid abbreviations. Avoid using abbreviations on text messages +to prospects. Abbreviations like LOL, OMG, WTF, and others +don’t come off as professional, and the person on the other end +might not understand what you mean. Likewise, you should +avoid acronyms and slang. +5. Use transparent links. People are extremely suspicious of short- +ened hyperlinks. Just like with e-mail, when you send URLs to +prospects that link to articles or other resources, send the entire +URL so they know where they are clicking. +6. Before clicking “send”—pause and read it again. Make this your rule +when it comes to text messages (and, frankly, all written +communication). +7. Know your numbers. Finally, as with all prospecting channels, +know your numbers. Track the number of texts you send each +day, response rates, and conversions into appointments and, +ultimately, sales. +DO +NOT +TEXT +WHILE +DRIVING—PUT +THE +SMARTPHONE DOWN! +244 +Fanatical Prospecting diff --git a/library/Fanatical Prospecting/Chapter-21-Developing-Mental-Toughness/Chapter-21-source-text.md b/library/Fanatical Prospecting/Chapter-21-Developing-Mental-Toughness/Chapter-21-source-text.md new file mode 100644 index 0000000..7d996e2 --- /dev/null +++ b/library/Fanatical Prospecting/Chapter-21-Developing-Mental-Toughness/Chapter-21-source-text.md @@ -0,0 +1,681 @@ +# Fanatical Prospecting — Chapter-21: Developing Mental Toughness +- **Source**: /library/Fanatical Prospecting/source-file.pdf +- **PDF pages**: 263–281 +- **Pages without text**: none + +--- + + +21 +Developing +Mental +Toughness +When the going gets tough, the mentally tough keep going. +This is the brutal, undeniable truth. Sales is a tough, grueling, and +sometimes heartbreaking profession. The pressure to deliver and the +demand to perform in sales is unrelenting. You must deliver results +or you will be fired. In the sales profession, it’s not about what you +have sold, it is about what you sell today. +Fanatical prospectors receive more rejection before 9:00 AM +than the average person gets in an entire year. The fact is, most +people wouldn’t last a minute in sales. They are so afraid of rejection +that they’d rather starve to death than make a single prospecting call. +This is why salespeople are the elite athletes of the business +world. The employees of your company (even if they don’t act like +they understand this) count on you for their jobs and paychecks. +245 + + +The owners and executives need you to deliver on your numbers to +keep the shareholders happy. +Simply put, no salespeople (elite athletes), no customers, no +profit, no growth, no company, no team. If your company were a +professional sports team, the salespeople would be on the field +playing the game and everyone else would be on the sidelines +supporting the you. +I want you to stop for a moment and look at yourself in the +mirror. See yourself for who you really are, an elite athlete. Just as a +professional sports team counts on its players to deliver in the game, +your company counts on its elite athletes (you) to deliver in the +marketplace. When the whistle blows each morning, you’ve got to +be ready to rock it. +Like top athletes, you must train hard to deliver peak perform- +ance. What research1 tells us, though, is it takes more than training +and conditioning to deliver peak performance day in and day out. +All elite athletes—in sport and business—train hard and work hard. +That is a given. Champions, however, gain their competitive edge +from mental toughness. +Data from multiple research studies tells us that mental toughness +is more important than talent, experience, education, skills, or +technique. Mental toughness is why some athletes thrive under +pressure while others disintegrate. It is so important that at Sales +Gravy we help our clients hire better salespeople with our Sales +Driveassessment that tests exclusively for mental toughness. +Mental toughness, sometimes called grit,2 is the real reason some +salespeople are perennial superstars while others, with the same level +of talent, fold up like a cheap lawn chair as soon as things get difficult. +James Loehr was one of the first experts to identify the +“psychology of winning.” He described seven core dimensions +of mental toughness:3 +1. Self-confidence +2. Attention control +246 +Fanatical Prospecting + + +3. Minimizing negative energy +4. Increasing positive energy +5. Maintaining motivation levels +6. Attitude control +7. Visual and imagery control +More recently, groundbreaking studies like Angela Duck- +worth’s study “Grit: Perseverance and Passion for Long-term Goals” +are helping us understand just how much mental toughness matters +in achievement. +This is why, to reach the top of your game, you must develop +grit. The good news is, unlike talent and intelligence that are baked +into your DNA, mental toughness can be learned and developed. +The formula is simple: Change your mindset. Change your game. +It Takes Grit—You Have to Grind to Shine +In sales you can only control three things: your actions, your +reactions, and your mindset. +Losing is a choice. Mediocrity is a choice. +Yes, I’ve heard the argument—salespeople are born, not made. +I certainly believe that some people are born with the talent to be +accountants, NFL quarterbacks, leaders, and sales professionals. +However, thousands upon thousands of salespeople wash out +because they make the choice—yes, the choice—to lose. +When you choose mediocre behaviors, you get mediocre +results, and once you allow mediocrity into your sales day, you +become a bad-luck magnet. +This choice is one of the key reasons so many salespeople find +themselves job hopping. Despite the training each new company +provides, despite the coaching, despite the mentoring, despite the +tools, eventually these salespeople wash out. They have everything +they need to succeed except mental toughness. +Developing Mental Toughness +247 + + +Last year we hired a sales rep to sell advertising for Sales Gravy. +We gave her training, guidance, support, and leads. When she +started, I had a heart-to-heart conversation with her. I explained that +the first 60 days would the hardest she would face. She would have +to work hard to build her pipeline. Along the way she’d get lots of +rejection, make mistakes, and become embarrassed from time to +time as she learned to present a new, unfamiliar product. +Our new rep worked hard for exactly 29 days. Then I got the +call. She was quitting. There were lots of excuses: The job was +overwhelming, she didn’t feel like she was having success, maybe +advertising sales wasn’t the best fit. I explained again that these +feelings were to be expected with something new, and if she just +stuck with it for a little while longer, her efforts would pay off. But +her mind was already made up. She quit. +We jumped on the phone and followed up with all of the +prospects she’d put into her pipeline. She did a great job in her first +29 days of getting qualified prospects into the pipe. So good, in fact, +that we closed almost all of the opportunities she had developed. +Her commission on these sales would have been $7,000. Instead she +received zero. +Quitting is a choice. Most people when faced with challenges +quit too soon—often right as they are on the cusp of success. This is +especially true with salespeople in new sales jobs. Starting a new sales +job and taking on new challenges is frustratingly hard. There are +many dark days when you feel like all you do is fail and there is no +hope. As you get closer to breaking through, things actually seem +bleaker. You are tired, beat-up, and worn-down. It is at this point +that mental toughness in the form of faith and persistence takes you +the last mile. +Winston Churchill said that “when you are going through hell, +keep going.” Faith is crucial. Faith that by doing the right things +every day, the cumulative impact of these actions will pay off. Faith +keeps you focused on your goal when no tangible evidence exists +that the hard work you are doing will get you there. +248 +Fanatical Prospecting + + +Persistence is the fuel of winners. It is the tenacity and deter- +mination to keep going in spite of self-doubt, roadblocks, failure, +embarrassment, and setbacks. Persistence picks you up off the +ground, dusts you off, and sends you back into the game. Persistence +gives you that last, final push across the finish line. +The fact is, sales is a grind. Prospecting is a grind. But you’ve got +to grind to shine. +Everybody wants the glory of the close, but most people are +unwilling to grind—to pay the price for success. In any endeavor, +success is paid for in advance with hard work. In sales, success is paid +for in advance with prospecting. You will never excel at anything if +you don’t put the hard work in first. +Mental toughness is the one trait that defines all top performers. +Mental toughness is the ability to get back up when you’ve been +knocked down and be resilient in the face of rejection, adversity, +and failure. It is the ability to accept pain and sacrifice today for a win +in the future. It’s the ability to block out negative self-talk, manage +disruptive emotions, ignore people who tell you what you can’t do, +and put singular focus on a desired goal. +This grit is the foundation of faith, persistence, tenacity, resil- +ience, hustle, and a winning mindset. The top people in business, +sports, sales, and every other walk of life hit the same walls and face +the same mental and physical suffering as everyone else. What makes +them different is their ability to lean into their challenges and disrupt +the desire to quit. +Mental toughness cuts through any delusion that things will +be easy. It embraces the “suck”—and in our case, what sucks is +prospecting—and keeps grinding. +In their book Never Hire a Bad Salesperson again, Dr. Chris +Croner and Richard Abraham describe mental toughness in sales- +people using three dimensions.4 +■ +Optimism: When you get knocked down, optimism tells you +that if you can look up, you can get up. Optimism is the mother +Developing Mental Toughness +249 + + +of perseverance. It powers a positive belief system and attracts +positive energy. +■ +Competitiveness: Do you hate to lose or love to win? The drive +to avoid losing is what keeps superstars working longer, harder, +and doing whatever it takes to win. Competitiveness is the +mother of persistence. +■ +Need for achievement: Psychologist and researcher Henry Murray +defined the need for achievement as “intense, prolonged and +repeated efforts to accomplish something difficult. To work +with singleness of purpose towards a high and distant goal. To +have the determination to win.”5 The need for achievement is +the mother of self-motivation. +Four Pillars of Mental Toughness in Sales +What does it take to develop and maintain mental toughness in sales? +How do you incubate optimism, competitiveness, and need for +achievement? What steps can you take, starting today, to reach peak +performance and become an elite sales athlete? +Over the course of my career, while working with thousands of +superstar sales professionals, I’ve discovered that there are four pillars +that make up the foundation of mental toughness in sales. +Desire +The great Napoleon Hill said that “Desire is the starting point of all +achievement, not a hope, not a wish, but a keen pulsating desire +which transcends everything.” Likewise, my good friend Brian +Stanton says, “Desire is the mother of sales activity.” +Desire is the singularity of achievement. Anything truly worth +achieving must begin with desire. Otherwise you’ll fail. It’s the key +to tapping into the motivation you need to get past real and self- +inflicted performance roadblocks. It’s just easier to develop mental +toughness and self-discipline when you have a goal. +250 +Fanatical Prospecting + + +For example, if you desire more than anything to buy a house +but you need a down payment, then you’ll do what it takes to earn +bigger commission checks. If you desire to go on your company’s +elite sales trip, you will find the will to wake up early every morning +and hit the phones. If you desire to be promoted to sales manager, +you’ll find a way to excel as a sales rep so that you stand out. +Desire, though, is just the beginning. It’s a spark. To ignite, you +need a clear definition of what you want and where you are going. +This requires you to answer three questions: +1. What do you want? +2. How do you plan to get what you want? +3. How bad do you want it? +That’s it. Begin with defining what you want, building a plan, +and writing it down. Not empty promises. Not fleeting wishes and +or vague hopes. Real goals that mean something for your career +and life. +Here is the brutal reality. If you don’t have a plan, you will +become a part of someone else’s plan. You can either take control of +your life or someone else will use you to enhance theirs. It’s your +choice. +So start here: Define what you want and write it down. This +means gathering up the discipline to stop what you are doing, sit +down, and actually think about your future. +Writing down your goals and plan makes you unstoppable. +When you write down your goals, ink on paper, you tap into a +powerful motivational force. A written plan forces action. Some- +thing inside of you begins to drive you forward, pushing you toward +your destination. It is there, written in stone, and it cannot be +ignored until it has been accomplished. +Prospecting creates adversity. There will be hurdles, roadblocks, +disappointment, and loads of rejection. There will always be a +mountain you’ll have to climb and an uphill battle you’ll have to +Developing Mental Toughness +251 + + +fight. There will always be a temptation to slack off. There will +always be an excuse for why you can’t do something. There will +always be something more pleasurable in the short-term than +sacrificing in the long-term for what you really want. +This is why tapping into desire is so powerful. A set of written +goals with clear steps to success leads to action. Action creates +forward momentum. As momentum shifts into overdrive, you’ll +hurtle past and skip over the quicksand of procrastination, perfec- +tionism, and paralysis. +To help you design your goals, I’ve developed a Goal Planning +Workbook that can be downloaded free at FreeGoalSheet.com. +Mental Resilience +A few years ago during a storm, a large tree fell down in my back +yard. It left a huge mess, but I was thrilled because this was my +chance! I’d wanted to purchase a chainsaw for years—probably +some man/machine thing in my DNA. Thing is, I’ve never had +much to cut up. At the time I lived in the city and my fireplaces were +all natural gas. +With my entire backyard covered in fallen tree, somebody had +to take care of the problem. I ignored the rational pleas from my +wife to just hire someone to remove it and marched right down to +the hardware store and purchased a new chainsaw and all of the +accessories. Urban warrior personified. +■ +Gloves? Check. +■ +Safety glasses? Check. +■ +Chain oil? Check. +■ +Fuel? Check +■ +Brand new leather tool belt just so I’d look bad ass? Check. +■ +Fourteen-year-old son to haul the branches I cut to the curb? +Check. +252 +Fanatical Prospecting + + +I pulled the cord several times to crank the machine and finally it +fired up. The engine rumbled. It felt awesome in my hands. Power! +I hit the throttle several more times, just to let the tree know +who was boss, and then got down to work. The smell of burning +fuel filled the air, sawdust was flying, and defeated branches crashed +to the ground. I worked through the tangle of limbs, taking the +small branches off first. The new saw cut through the wood like a +hot knife through butter. Man versus tree and man was winning. +An hour later, the tree was getting the best of me. Drenched in +sweat, I struggled for what seemed like hours just to make a single +cut through the trunk. Looking at what remained of the tree, and +doing the math in my head, at the pace I was going it would take +days to finish the job. +Exhausted and frustrated, I turned the saw off and sat down on +the back steps to rest, ignoring the “I told you so” look I got from +my wife as she handed me a glass of iced tea. +My son, who had been doing the same calculation and realizing +that at this pace he would never get back to his video games said, +“Daddy, maybe you need to sharpen the saw.” +Ishookmyheadnoandexplainedtohim,“It’sbrandnew;itshould +be plenty sharp. I think the wood in the trunk is just harder than in the +limbs.” I didn’t say it out loud, but I really didn’t want to go through the +hassle of driving to the hardware store to get a saw sharpener. +An hour later, again exhausted and getting nowhere, I reluc- +tantly took his advice and took the 10-minute trip to the hardware +store to get a rasp to sharpen the chain. +After 15 minutes of sharpening, the saw was once again going +through the wood like it was butter. I shook my head in disbelief. If +I had taken the time to just sharpen the saw when it started bogging +down, I would already be finished with the job. +This got me thinking about other areas of my life where I was +bogging down and getting nowhere. Honestly, there were dozens +of opportunities to sharpen up. I realized that with all of my focus on +building my business, I’d ignored investing in myself. +Developing Mental Toughness +253 + + +With my chainsaw lesson firmly in mind I registered for a +seminar, ordered a book, and subscribed to several blogs focused on +the areas in my life that needed some sharpening. The techniques I +learned made an immediate impact on my mindset. +I felt more energized and focused, and my drive increased +exponentially. Over the next few months, my already successful +business doubled in size. We had to open a new office to make room +for our growing team. It was a direct result in an investment in me. +So how about you? Where are you bogging down or expending +lots of effort but getting nowhere? When was the last time you +sharpened your own saw? When was the last time you slowed down +and invested in yourself? +The most successful people are constantly investing in them- +selves to increase their knowledge, gain insight, and sharpen their +skills. They understand a principle that was true with my chainsaw +and true in life. Sometimes you need to slow down to speed up. It is +not always about trying harder. Sometimes it is doing or thinking +differently. +And though in the heat of the moment, you may feel that you +don’t have time to read a book or attend a seminar (or run to the +hardware store to purchase a sharpener), more often than not, +slowing down and sharpening your saw will actually help you +move faster, with less effort, and generate far better results. +Outlearn = Outearn +Cicero said, “The cultivation of the mind is as necessary as food to +the body.” Gandhi said, “We should live as if we will die tomorrow +and learn as if we will live forever.” In sales, and in life, when you +outlearn your competitors (and peers), you’ll outearn them. +People who invest in learning are more motivated, develop a +stronger belief system, and are invariably more successful than their +peers. +254 +Fanatical Prospecting + + +Want to become an elite sales athlete? One of the keys is to have +more knowledge about the sales profession, your industry, and your +products and services than any of your competitors. +Learners invest their own money in books, seminars, and +workshops to keep their skills updated and sharp. They subscribe +to newsletters, trade magazines, industry publications, blogs, and +sales publications to stay current on their own industry and the sales +profession. They follow top experts on Twitter, LinkedIn, and +Google+. They listen to podcasts, show up for webinars, and watch +educational videos online. +They read books. +Everything you ever need to know about anything is contained +in a book. Everything! If you want to learn something or become an +expert at anything, all you need to do is read. Yet, I am saddened +at how many people tell me that they don’t like to or just plain +won’t read. +I’ve got limited patience for salespeople who don’t read. There +is absolutely no excuse for it. When you decide not to read, you are +making the conscious choice to limit your growth and income, and I +have zero sympathy for you. +Reading helps you think more thoroughly. It helps you see the +world differently. It makes you a better resource to your customers +and company. It helps you become a better conversationalist. +Reading gives you insight. Improves your writing skills and vocab- +ulary. And because so few people read, reading can help you +become an expert whom people—including prospects—who +don’t read seek out for advice. Reading programs the subconscious +mind to find answers when you need them. +There has never been a time in human experience where books +were more accessible or affordable. With mobile devices, you can +read anywhere. I’m a fan of Kindle and Audible, but you’ll find +dozens of outlets, including iBooks, Barnes & Noble, Amazon, and +Oyster to buy books. I buy hardcover, digital, and audio books. +With just a click on my smartphone, I have access to millions of +Developing Mental Toughness +255 + + +books in an instant. With Audible, I am able to plug my phone or +tablet into my car and listen to books while I drive or while I walk +my dog or work out at the gym. +The real secret is breaking reading up into small chunks of just +15 minutes each day. Fifteen minutes a day of professional reading +adds up fast. Most people are shocked at how many books they go +through. +Here’s how it works: +■ +There are 52 weeks in a year. +■ +Let’s assume that you get in professional reading (nonfiction) +only on weekdays and that you take 2 weeks off for vacation. +■ +You are left with 250 days for professional reading. +■ +That 250 days multiplied by 15 minutes gives you 3,750 +minutes, or roughly 62.5 hours of professional reading in a year. +■ +The average business, sales, or personal development book +requires between 2 and 3 hours to read, depending on your +speed. That’s around 250 pages or 50,000 words, with the +average adult reading between 300 and 500 words per minute. +■ +Do the math: 62.5 hours divided by 3 hours per book, and over +the course of a year, reading just 15 minutes a day, you will read +approximately 21 professional books. +This is an astounding number of books. Reading just 15 minutes +a day will change your life and your income. On your lunch break, +when you are waiting for a customer, on the train or plane, or when +you have a moment to spare, pull up your reading app on your +phone and knock a few pages out. +Use drive time wisely. The average inside salesperson has a +commute of one to two hours a day. The average outside sales rep +spends between four and five hours a day in a car. Why not spend it +learning rather than listening to music or talk radio? The late Zig +Ziglar called this “Automobile University.” +Listening to educational and personal development audio pro- +grams in your car can give you the equivalent of a university +256 +Fanatical Prospecting + + +education many times over. It’s easy. Add the Audible app on your +phone and download audio books. Add the Podcasts app (Apple) or +Stitcher app (Android) on your phone and listen to podcasts. +I am a huge fan of podcasts because they are F-R-E-E. Many of +the world’s preeminent thought leaders and authors produce +incredible podcasts that help you grow and develop. Be sure to +subscribe to my podcast (the most downloaded sales podcast in +iTunes history) while you are out there. +For salespeople, the key to building mental resilience is using +every spare moment to invest in yourself. +Physical Resilience +In sales, the mental discipline to put yourself out there and be +vulnerable to rejection requires a tremendous amount of mental +energy. Your mental energy will always be limited by your physical +resilience. You won’t win consistently if you lack the endurance to +outwork and outhustle your competitors. +Keeping yourself in great physical condition improves creative +thinking, mental clarity, and optimism. It makes you more nimble +and adaptive, and helps you gain the discipline to maintain emo- +tional self-control in the face of endless rejection. It also boosts your +confidence and enthusiasm—the two most important emotions +in sales. +Physical resilience is built on three foundational pillars. +Regular Exercise +Sales professionals spend an inordinate amount of time sitting and +staring at screens. With the increase in inside sales roles and the +advancement of technology like video calls, e-mail, and social +media, salespeople spend less time on their feet than ever before. +Developing Mental Toughness +257 + + +There is mounting evidence that sitting all day is extremely +hazardous to your health6 and impacts your mental capacity. Turns +out when you sit too long staring at a computer screen, “everything +slows, including brain function.”7 +Reams of research8 indicates that 30 minutes to an hour a day +of exercise keeps you healthy, reduces the chance of disease, and +develops physical resilience. Most people can find 30 minutes a +day to exercise. You’ve just got to commit and sometimes get +creative. Maybe you don’t have time for 30 minutes all at one +time. That’s okay. Studies9 indicate that 10 minutes here and +10 minutes there can be just as or even more effective than a single +long session. +You can go to the gym, take a walk at lunch, or ride your bike +when you get home at night. Supplement this with 50 sit-ups and +50 push-ups. On the weekends, play sports or go for a hike. Carry +your bag on the golf course instead of riding in a cart. Park at the +back of the parking lot, walk the stairs, walk to the next terminal at +the airport rather than taking the train. Work in your garden. +Stand up while you are making prospecting calls and walk on +your breaks or between meetings rather than sitting in the break +room or in a conference room gossiping. +There are literally hundreds of ways to build a 30-minute-a-day +workout routine into your busy life. It doesn’t matter what you do; +it just matters that you do something that makes you sweat, for at +least 30 minutes every day. +Sleep +Nothing impacts your health and mental well-being more than +sleep. When you get plenty of sleep, your physical and mental +energy is at a peak state. You are more creative, more disciplined, +and agile. You are more confident, can think on your feet, are more +apt to push past adversity, and frankly, look and feel better. +258 +Fanatical Prospecting + + +Humans need between seven and nine hours of sleep every +night for optimal performance. In today’s society, though, it has +become a badge of honor to live on little sleep. +All sorts of ugly things happen to you when you are not getting +enough sleep.10 Over the long term, you become more susceptible +to immune deficiencies, obesity, heart disease, and mood disorders, +and it reduces your life expectancy. +In the short term, sleep deprivation has a profound impact on +your cognitive ability. You’re grumpy, mentally unfocused, and +stressed out; your memory fails you; and you become susceptible +to breaks in discipline. It is very, very difficult to maintain the mental +toughness required for prospecting when you are not getting enough +sleep. +Eat Healthy +In the hectic, fast-paced world of sales, it can be difficult to eat well. +Field salespeople swing into fast-food joints to fuel up and inside +salespeople reach for the bag of chips or candy bar hidden in their +desk drawer and wash it all down with sugar-laden sodas and energy +drinks. +Eating poorly is like putting low-grade gasoline in a high- +performance race car. To gain the mental toughness and resiliency to +work at your peak throughout the sales day, you need to fill up with +high-test rocket fuel. +Healthy eating is a conscious choice. It is a commitment that is +easy to break when you are not getting enough sleep or exercise. +The good news is that these days, even fast-food restaurants have +healthy choices. With just a little discipline and planning, you can +easily find nutritious food on the road, and you can certainly prepare +healthy meals at home. +There is one cardinal rule for salespeople and food. No matter +what, eat breakfast. Breakfast is the most important meal of the sales +Developing Mental Toughness +259 + + +day. It kick-starts your metabolism, energizes your attitude, and +helps you muster the discipline to start your day with a high energy +prospecting block. +Feed Your Attitude +You are what you believe. Your beliefs either attract success or push +it away. Your beliefs drive your attitude. When it comes to +prospecting and sales—attitude is everything. When you feed +your attitude the fear and reluctance associated with prospecting +starve to death. +Therefore, an investment in a strong belief system is founda- +tional to mental toughness. In my travels around the world, I’ve +discovered that people with a positive attitude share two common +beliefs: +1. They expect to win. +2. They believe that everything happens for a reason. +When you internalize an expectation that you are going to win +and are supposed to win, you’ll win far more often than the person +who expects to lose. You’ll ask confidently for what you want, +achieve your prospecting objectives more often, and close more deals. +When you believe that everything happens for a reason, your +perspective on potentially negative events will be optimistic. Instead +of complaining, “Why me?” when you face a setback, you ask, +“How can I learn from this?” +In other words, when you choose to believe that you are in +control of your own destiny, you no longer fear failure and rejection +because you believe that failure is the path to learning, growth, and +improved performance. +Because you are human, your beliefs will tend to wax and wane. +Sometimes you’ll get caught up in “stinking thinking” without even +260 +Fanatical Prospecting + + +realizing it. Some days other people see it in you. They may even tell +you that you need an “attitude adjustment.” The most obvious place +a deteriorating mindset shows up is in your sales performance. When +your attitude loses altitude—you lose your winning edge. +The key to keeping your attitude tuned in to the right channel is +self-awareness. When you start to feel uncentered, your language +turns negative, or other people start pointing out that your attitude +sucks, it’s time to take action. +Change the company you keep. Misery loves company, and it wants +you on its team. Hang out with people who have poor attitudes +and they’ll destroy yours. Make sure the people you are hanging +out with build your attitude up rather than tear it down. +Change your self-talk. There is a little voice inside of you and it +jabbers away 24/7. Self-talk, what you say to yourself internally, +manifests itself in your outward attitude and actions. Stop and +listen to what you are telling yourself. If you are drowning in +self-pity, blaming the world for your problems, and telling +yourself what you can’t do, then it is time to change your +language. You cannot afford the luxury of a negative thought. +Change your input. What you put into your brain is what will come +out. If you are reading, watching, or listening to negative things, +it will impact your attitude. Take a break from the news. Turn +off talk radio. Start feeding positive messages to your brain and +your attitude will gain altitude. +Change your focus. Yes, you lost. You had a setback. You failed. +When confronted with failure, some people waste all of their +energy dwelling on it. They play the tape over and over again in +their head. Change your view. Embrace the gift of failure. +Leverage that hurt to become stronger and more agile. Harness +the energy you are wasting playing the defeat tape and use it to +drive you toward your next goal. +You are not defined by what happens to you but rather by +how you deal with what happens to you. Each time you face +adversity or when things don’t go your way, you have a choice. +You can either choose to whine and complain, or choose to +learn and grow. +Developing Mental Toughness +261 + + +Be grateful. Gratitude is the cornerstone of a positive attitude, the +spark that ignites self-motivation, and one of the true keys to +happiness. It is an appreciation for what you have, what you +have been given, your opportunities, lessons learned through +failure and adversity, and the help others have given you along +the way. +Elite salespeople are thankful to have a career that allows them to +outearn almost everyone around them. Grateful for the roadblocks +and challenges that help them learn and make them stronger. Grateful +for the customers and prospects that generate their incomes. Grateful +for the companies that pay their commission checks. Grateful for the +bad bosses who help them learn what not to do and the great bosses +who inspire them to stretch and become more. +The good news is you can deliberately cultivate gratitude and +the positive attitude that comes from it by reminding yourself to be +thankful. +When You Are on Top, Attack Yourself +Maybe you’ve crossed the finish line first, raised your hands in the +air, pumped your fists, and celebrated. Maybe you’ve just come off +of a big year, quarter, or month. You’ve been given accolades, a +trophy, a President’s Club trip, the admiration of your peers, or a +huge commission check. +You may wonder, “How much better can I get?” +While you are cashing that big commission check, relaxing on +the beach, or walking onstage at your national sales meeting to pick +up your trophy, remember that just because you are a winner today +does not guarantee that you will be a winner tomorrow. +When you have worked this hard, singularly focused on one +thing, it is natural to believe that you have reached an apex, a peak, +or a mountaintop. Now that you are sitting at the top on that +262 +Fanatical Prospecting + + +mountain, you feel you can rest, take in the view, and be content. +You can breathe a sigh of relief and allow yourself to believe, for the +first time in a long time, that it is all downhill from here. +Take a moment, celebrate, congratulate yourself, bask in the +spotlight, but do not slip into the false comfort of contentment or +the delusion that it is all downhill from here. +Here is my advice: When you’re in second place, attack the +leader. When you’re in first place, attack yourself. +There is no time for complacency. You cannot afford the luxury +of comparing yourself to those behind you. Achieving by dumbing +down your expectations is just plain stupid. +Create new goals for yourself and new challenges. Raise the +bar so that you keep reaching higher. There is no time to rest—the +30-Day Rule will get you. +It is easy to look back at poor performance or a failure with +20/20 vision and find all of the areas where improvement can be +made. But it takes loads of self-discipline and the heart of a winner +to break down a brilliant performance and then take action to +make small adjustments and improvements that keep you ahead of +the pack. +The great NFL quarterback Steve Young said that “the princi- +ple is competing against yourself. It’s about self-improvement, about +being better than the day before.” +This is what all elite athletes and elite sales professionals do. Real +winners constantly attack themselves. They pick apart each per- +formance and seek ways to improve. They view each victory as a +small step toward new goals. It is this unwavering focus on constant +improvement that separates the good from the great and makes +today’s winners tomorrow’s champions. +Developing Mental Toughness +263 diff --git a/library/Fanatical Prospecting/Chapter-22-Eleven-Words-That-Changed-My-Life/Chapter-22-source-text.md b/library/Fanatical Prospecting/Chapter-22-Eleven-Words-That-Changed-My-Life/Chapter-22-source-text.md new file mode 100644 index 0000000..023788b --- /dev/null +++ b/library/Fanatical Prospecting/Chapter-22-Eleven-Words-That-Changed-My-Life/Chapter-22-source-text.md @@ -0,0 +1,60 @@ +# Fanatical Prospecting — Chapter-22: Eleven Words That Changed My Life +- **Source**: /library/Fanatical Prospecting/source-file.pdf +- **PDF pages**: 282–283 +- **Pages without text**: none + +--- + + +22 +Eleven Words +That Changed +My Life +Do more than is required. What is the distance between someone who +achieves their goals consistently and those who spend their lives and careers +merely following? The extra mile. +—Gary Ryan Blair +I don’t remember where I found the eleven words that changed my +sales career. What I do remember is the words resonated with me +instantly: +When it is time to go home, make one more call. +I wrote the sentence on an index card and taped it over my desk. +It was always the last thing I looked at before I hit the streets to go on +my sales calls. +Those words became my mantra. On days when I was dragging +my ass because I’d had it handed to me by prospects I couldn’t close; +when it was hot, cold, raining, or snowing; when I was tired, worn +264 + + +out, burned out; or when I was coming up with really “good” +justifications to knock off early for the day, this mantra, “When it is +time to go home, make one more call,” kept me going for one more +call (and sometimes two, three, or four). +The impact of those extra calls was mind blowing. So many of +my “one more calls” turned into sales. It was as if the universe was +rewarding me for sticking to it. That final push paid off and kept +paying off in my performance and my paycheck. Income I would +never have generated if I had not developed the discipline to make +one more call. +Over the years I’ve shared this mantra with the sales professionals +who’ve worked for me, and I continue to share it with the new +generation of sales professionals I train. I get dozens of calls, text +messages, and e-mails on Friday afternoons or near dark from sales- +people who say things like: +“Hey, Jeb, you are not going to believe this. I was about to give +up but decided to make one last call, and the guy bought from me +right on the spot—can you believe that???” +This kind of sales serendipity happens every day across the globe +to the sales pros who are fanatical about making one more call. +Fanatical prospectors have the self-discipline to do the hard +things in sales. Do these top performers get tired, hungry, feel their +resolve wavering and want to give up and go home? Of course they +do. Do these top performers love prospecting or the other activities +required for success in sales? Of course not! They don’t enjoy these +activities any more than the salespeople who are failing. +What top performers understand is that to succeed at the highest +level, they’ve got to pay for their success in advance with hard work, +sacrifice, doing things they hate, and making one more call. +Eleven Words That Changed My Life +265 diff --git a/library/Fanatical Prospecting/Chapter-23-The-Only-Question-That-Really-Matters/Chapter-23-source-text.md b/library/Fanatical Prospecting/Chapter-23-The-Only-Question-That-Really-Matters/Chapter-23-source-text.md new file mode 100644 index 0000000..b2764a4 --- /dev/null +++ b/library/Fanatical Prospecting/Chapter-23-The-Only-Question-That-Really-Matters/Chapter-23-source-text.md @@ -0,0 +1,154 @@ +# Fanatical Prospecting — Chapter-23: The Only Question That Really Matters +- **Source**: /library/Fanatical Prospecting/source-file.pdf +- **PDF pages**: 284–288 +- **Pages without text**: none + +--- + + +23 +The Only +Question That +Really Matters +My son plays wide receiver for a small-town high school football +team in the heart of the South where football is more than a game— +it’s a religion. Friday nights under the lights are sacred, and in this +cathedral of sport, few things are worse than going into a game +knowing that your chances of winning are slim to none. +But that was how the stage was set for what we call the Backyard +Brawl: the traditional first game of the season between our school +and a rival just across the county line. +Years ago when this rivalry was first conceived, the game was an +even match. But over time, economic expansion in the county next +door helped our rival school grow in size. With that growth, they +gained more resources, funding, and players. Their facilities are +beautiful and their crowd of fans large. This inequity had been a +major contributor to our six straight Backyard Brawl losses. +266 + + +As our small contingent of parents entered their stadium on +Friday night and walked across the manicured field and past our +rival’s huge crowd, there was little hope to lift us up. We knew and +they knew what the outcome of this game would be. So we settled +in for our traditional beating and prepared for the after-game clichés +and platitudes we’d use to lift the spirits of our sons. +At midfield the opposing team towered above our boys. Taller, +bigger, faster, stronger, and there were many more of them com- +pared to our limited bench. It was intimidating. A casual observer +comparing the two teams would quickly conclude that our team +had no chance of winning. +The whistle blew and on the first series of downs they stopped us +deadinourtracks.Theparentssighedandtheteampunted.Onthenext +set of downs, the other team began systematically advancing toward our +end zone. That’s when our coach started screaming from the sideline: +“How bad do you want it, boys? How bad do you want it?” +Then we slowed them down, then we stopped them, then we +forced a punt. It was a stunning, unexpected moment for both teams +and a payoff for three solid months of planning, practice, and focus +directed at this one moment of truth. The turning point when our +young men truly believed that they could play head to head against +their much larger rivals and not get pushed around. +Our players and coaches had invested endless hours viewing +film. They worked harder and pushed harder than ever before in +brutal practices. Coach Bo, our head coach, took them to watch the +other team play in the preseason and showed them where they were +weak. And, there were the infamous sled drills. Coach Bo prepared +his players to win mentally by making them push a heavy sled, laden +with the extra weight of the entire coaching staff, six times a day. Six +times for each of the six previous losses! Pushing the sled was awful +and grueling and designed to harden them mentally. Coach Bo +knew that when the team reached their breaking point, nothing +they faced would be worse than pushing that sled, and, of course, the +thought of adding a seventh rep if they lost was unbearable. +The Only Question That Really Matters +267 + + +Our underdogs turned it on and battled their Goliath adversaries +as equals. Time and time again we stopped them. Tackles behind the +line, balls batted down on passes that would have been touchdowns, +sacks that made the pocket a dangerous place, and punts that pinned +them back to their end zone. With each stop the refrain, “How bad +do you want it?” gained more meaning. +Everything the other team poured at us we somehow, some way, +improbably stopped. Then we scored. Our running back scrambled, +broketackles,andmanagedtostayonhisfeet.Outinfrontofhim,our +blockers threw themselves at the defenders. As he dove across the goal +line, a roar erupted from our stands. We’d drawn first blood. +The other team was stunned. It was not supposed to happen this +way. Beating our team had become so routine that they’d checked +the win column on their schedule before the game even started. +Their fans fell silent as their players, heads hung low, limped off the +field to the locker room at the half. +Our boys, who were playing both sides of the ball, sprinted off +the field. Their bodies were exhausted and the steaming South +Georgia heat had taken its toll, but mentally they were on fire. They +wanted it. +On the opening play of the second half, the other team caught a +break on a missed tackle and took the ball all the way down to our +five-yard line. It appeared that they’d regrouped and reenergized at +half-time. But our boys held them in the red zone and we got the +ball back on downs. It was unbelievable! +For the next 30 minutes it was a bare-knuckle brawl—back and +forth and back and forth. They threw everything at us, including the +kitchen sink. Each time we held the line and pushed them back. +But with just two minutes left on the clock, we turned the ball +over. In a gut-wrenching final push, the other team somehow got a +second wind and marched down the field, completing pass after pass. +Our boys were past the point of exhaustion. Coach Bo was +screaming from the sidelines. “One more play, one more down! +How bad do you want it?” +268 +Fanatical Prospecting + + +We finally stopped them on third down, but the clock refused +to die. There was still time for one more play. Fourth down and five +seconds left on the clock—the final play of the game with every- +thing on the line. +The suspense was almost unbearable. It was a heart-stopper. +Five seconds on the clock. One shot to get into the end zone. “How +bad do you want it, boys? How bad do you want it?” +From our 15-yard line the ball was snapped and that’s when +everything shifted into slow motion. Their quarterback stepped +back into the pocket, searching desperately for an open receiver. +Then he cocked his arm and hurled the ball into the air toward the +corner of the end zone. The ball seemed to float for an eternity. +Their star receiver leaped high, his fingertips reaching and grasping +for the perfectly thrown pass. Our outgunned defender scrambled, +frantically trying to knock it loose. +For one still second there was silence in the stands. Everything +stopped. It looked as if their receiver would come down with the +ball. I could hear Coach Bo’s words echoing in my head. “How bad +do you want it, boys? How bad do you want it?” +Our defender reached for the ball, stretching himself to the very +limit. With one final push he connected and tipped the ball out of +the receiver’s hands. It dropped uncaught onto grass in the back of +the end zone and as it rolled to a stop, there was a sudden, deafening +realization that we had won! Then there was bedlam. We screamed +and danced and hugged and congratulated. Our boys had done the +impossible. They had won the Backyard Brawl. +In sales and life there will always be somebody or something +intimidating, a competitor, or some problem that is bigger, faster, +stronger, or smarter than you. There will always be a mountain you’ll +havetoclimbandanuphillbattleyou’llhavetofighttoreachyourgoal. +The Briarwood Buccaneers proved, once again, what great +teams and great people have always known: +When you are faced with a challenge or when the game is on +the line, it is not about how big you are, how strong, how much +The Only Question That Really Matters +269 + + +training, resources, experience, background, degrees, talent, intelli- +gence, money, that BS story you keep telling yourself about why +you can’t, or any of the other things that far too often become +excuses that hold you back. +When you face your Goliath, when you set your goals, when +you face fear, rejection, and adversity; when you’re tired, worn out, +and have the choice to go home or make one more call—the only +question that really matters is: +How bad do you want it? +270 +Fanatical Prospecting diff --git a/library/Fanatical Prospecting/Front-Matter/Front-Matter-source-text.md b/library/Fanatical Prospecting/Front-Matter/Front-Matter-source-text.md new file mode 100644 index 0000000..b353914 --- /dev/null +++ b/library/Fanatical Prospecting/Front-Matter/Front-Matter-source-text.md @@ -0,0 +1,307 @@ +# Fanatical Prospecting — Front-Matter: Front matter, foreword, and free prospecting resources note +- **Source**: /library/Fanatical Prospecting/source-file.pdf +- **PDF pages**: 1–18 +- **Pages without text**: 2, 4, 10, 16, 18 + +--- + + +THE ULTIMATE GUIDE FOR STARTING SALES CONVERSATIONS +AND FILLING THE PIPELINE BY LEVERAGING +SOCIAL SELLING, TELEPHONE, E-MAIL, AND COLD CALLING +EDITED BY JYRKI T. J. PENTTINEN +FANATICAL +PROSPECTING +JEB BLOUNT +S A L E S G R A V Y . C O M + + + + + +Praise for Fanatical Prospecting +“Prospecting is the core, the foundation, the heart of every successful +sales effort. Fanatical Prospecting leverages the prospecting success of +author Jeb Blount, one of the most successful sales leaders of this +decade, +and +provides +answers +to +every +aspect +of +successful +prospecting. +“The techniques and concepts contained in Fanatical Prospecting are +not theories from an ivory tower occupant or the ideological +wishes of a university professor. This is a step-by-step field guide to +every aspect of prospecting in the Internet era. +“Blount explains core principles of prospecting in a storytelling style +that begs you to write in the margin and put your own action plan +into place. Whether talking about ‘the 30 Day Rule’ or the +difference between ‘Golden Hours’ and ‘Platinum Hours,’ he keeps +his guidance at a personal level, understandable and easy to relate to. +Clear, simple pillars like the Four Objectives of Prospecting ring +true for any sales effort, in any industry and for every customer size. +“Straightforward, easy-to-follow visual maps of ‘five step guides’ +for telephone prospecting, voice mail prospecting, and in-person +prospecting will prove valuable throughout your entire career in +sales and in sales management. I recommend buying two copies— +one to read and one to write, draw, highlight, and add sticky notes +to. It is that powerful.” +—Miles Austin, Publisher, FillTheFunnel.com + + + + + +Fanatical +Prospecting + + +Law of the Universe: Nothing happens until something moves. +Law of Business: Nothing happens until someone sells something. +—Jeb Blount + + +Fanatical +Prospecting +The Ultimate Guide for +Starting Sales +Conversations and Filling +the Pipeline by Leveraging +Social Selling, Telephone, +E-Mail, and Cold Calling +Jeb Blount + + +Fanatical Prospecting +The Ultimate Guide for Starting Sales Conversations and Filling the +Pipeline by Leveraging Social Selling, Telephone, E-Mail, and Cold +Calling +Author: Jeb Blount +Published by Wiley India Pvt. Ltd., +4436/7, Ansari Road, Daryaganj, New Delhi-110002 +ISBN: 978-93-5464-206-7 (ebk) +ISBN: 978-81-265-6005-9 +Copyright © 2015 by Jeb Blount. All rights reserved +No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by +any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted +under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written +permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the +Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) +750-4470, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed +to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030,(201) +748-6011, fax (201) 748-6008, or online at http://www.wiley.com/go/permissions. +Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in +preparing this book, they make no representations or warranties with respect to the accuracy or completeness +of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a +particular purpose. No warranty may be created or extended by sales representatives or written sales materials. +The advice and strategies contained herein may not be suitable for your situation. You should consult with a +professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any +other commercial damages, including but not limited to special, incidental, consequential, or other damages. +Wiley also publishes its books in a variety of electronic formats. Some content that appears in print may not +be available in electronic books. For more information about Wiley products, visit our web site at +www.wiley.com. +Authorized India Edition + + +For Bob Blackwell + + + + + +Contents +Foreword +Mike Weinberg +xi +Special Note +Free Prospecting Resources +xv +Chapter 1 +The Case for Prospecting +1 +Chapter 2 +Seven Mindsets of Fanatical Prospectors +9 +Chapter 3 +To Cold Call or Not to Cold Call? +13 +Chapter 4 +Adopt a Balanced Prospecting Methodology +20 +Chapter 5 +The More You Prospect, the Luckier You Get +25 +Chapter 6 +Know Your Numbers: Managing Your Ratios +36 +Chapter 7 +The Three Ps That Are Holding You Back +41 +Chapter 8 +Time: The Great Equalizer of Sales +49 +Chapter 9 +The Four Objectives of Prospecting +71 +Chapter 10 +Leveraging the Prospecting Pyramid +84 +Chapter 11 +Own Your Database: Why the CRM Is +Your Most Important Sales Tool +92 +ix + + +Chapter 12 +The Law of Familiarity +96 +Chapter 13 +Social Selling +105 +Chapter 14 +Message Matters +132 +Chapter 15 +Telephone Prospecting Excellence +154 +Chapter 16 +Turning Around RBOs: Reflex Responses, +Brush-Offs, and Objections +178 +Chapter 17 +The Secret Lives of Gatekeepers +193 +Chapter 18 +In-Person Prospecting +201 +Chapter 19 +E-Mail Prospecting +214 +Chapter 20 +Text Messaging +235 +Chapter 21 +Developing Mental Toughness +245 +Chapter 22 +Eleven Words That Changed My Life +264 +Chapter 23 +The Only Question That Really Matters +266 +Notes +271 +Acknowledgments +275 +About the Author +278 +Index +281 +x +Contents + + +Foreword +For 25 years I’ve hoped for a book like Fanatical Prospecting, and +never has this powerful message and valuable advice been needed +more than it is today. +Like a prophet, Jeb Blount boldly points out the lies of the loud, +popular nouveau sales “experts” whose deadly advice leads sales- +people and sales leaders astray. These experts preach to all who will +listen that prospecting—proactively pursuing prospects—no longer +works. What’s particularly dangerous about this false teaching is +that it is exactly what the struggling, reactive salesperson wants to +hear. Why do the hard work to prospect and self-generate new sales +opportunities when some “guru” lets you off the hook by telling +you that it’s “old school” and “doesn’t work anymore”? Why block +time to pick up the phone if instead you can tweet, write blog posts, +or play for hours posting comments in a LinkedIn group? +The truth, as Jeb so eloquently shares, is that there is no Easy +Button in sales. There is no magic bullet or secret sauce. No one +sales tool, gimmick, or mystical new process guaranteed to fill your +pipeline. In spite of what the social selling Kool-Aid pushers and +inbound marketing companies tell us, the truth is that top +producers and sales superstars are fanatical prospectors who take +personal responsibility for identifying and creating their own sales +opportunities. +xi + + +Whenacompany’ssalesorganizationisfailingtomakeitsnumber +or reach its potential, it is not because its salespeople can’t present well, +are ineffective closers, or lack the skills for offering insight or +challenging prospects. It’s rarely because of a deficit of talent. The +reason most sales organizations are not making their numbers is that +the pipeline is anemic because the sales team is not prospecting. +Prospecting not only still works, but it’s the fastest and most +effective way to accomplish exactly what this book’s subtitle +promises: opening sales conversations and filling the pipeline! +Jeb Blount knows prospecting. He is an authority on this +subject because he was an all-star, record-setting salesperson and +executive sales leader before building his own wildly successful +sales training and talent management company. Today he trans- +forms sales organizations by helping them accelerate performance +and speaks to hundreds of companies across the globe each year +that are eager to hear his inspiring message about what it takes to +reach peak performance—fast. +In Fanatical Prospecting, Jeb leaves no stone unturned and holds +nothing back. He shares why we need to prospect, exactly what to +do, and how to do it. +New sales are the lifeblood of a business. Nothing is more +important than securing discovery meetings, conversations, appoint- +ments,andsalescallswithpotential customers. And thatisexactlywhy +this is the most important book ever written on this topic. +If you are a sales leader or salesperson looking for help creating +more new sales opportunities, then this book is for you. But be +warned, once you read Fanatical Prospecting, there will be no more +excuses. From understanding why and how we must interrupt +prospects, to jealously guarding our precious golden hours for +selling, Jeb provides a comprehensive guide to increase sales fast. +There is practical, powerful advice on using every means (social +selling, e-mail, telephone, text messaging, networking, referrals, in- +person prospecting) available to start sales conversations and create +new opportunities. +xii +Foreword + + +If you picked up this book because you’ve never prospected for +new business or you are struggling to hit your numbers, congratu- +lations. I promise that if you follow the prescription Jeb provides, +your results are about to improve dramatically. And if, like me, +you’re a long-time believer in prospecting, this book will take your +game to completely new levels. +—Mike Weinberg, The New Sales Coach and +author of New Sales. Simplified. +Foreword +xiii + + + + + +Special Note: +Free Prospecting +Resources +This is the longest book of the seven I’ve written and still, it was +impossible to cover everything you need to know about prospect- +ing. Also, with the shifting landscape of technology, prospecting +tools, apps, and social media, things are changing so fast that I needed +a place to keep you updated on tools, trends, and techniques that +will give you an edge while filling your pipe. +So, I built FanaticalProspecting.com. There you will find dozens +of free guides, articles, podcasts, videos, virtual training programs, and +reports that supplement the book and expand your knowledge base. +As a special bonus to thank you for purchasing this book, you get free +access (valued at $499) to these resources. +You’ll find a special, exclusive code that gives you free Pro-Level +access located in Chapter 7. +xv + + + diff --git a/library/Fanatical Prospecting/book-structure.md b/library/Fanatical Prospecting/book-structure.md new file mode 100644 index 0000000..eb6d135 --- /dev/null +++ b/library/Fanatical Prospecting/book-structure.md @@ -0,0 +1,38 @@ +# Fanatical Prospecting — Book Structure + +- **Title**: *Fanatical Prospecting: The Ultimate Guide for Starting Sales Conversations and Filling the Pipeline by Leveraging Social Selling, Telephone, E-Mail, and Cold Calling* +- **Author**: Jeb Blount +- **Source**: `/library/Fanatical Prospecting/source-file.pdf` +- **PDF length**: 307 pages +- **Structure**: 23 chapters. +- **Extraction**: Text is exported once into the source-text files below. PDF page markers preserve citation locations. + +| Section | PDF pages | Title | Source text | +| --- | ---: | --- | --- | +| Front Matter | 1–18 | Front matter, foreword, and free prospecting resources note | `/library/Fanatical Prospecting/Front-Matter/Front-Matter-source-text.md` | +| Chapter 01 | 19–26 | The Case for Prospecting | `/library/Fanatical Prospecting/Chapter-01-The-Case-for-Prospecting/Chapter-01-source-text.md` | +| Chapter 02 | 27–30 | Seven Mindsets of Fanatical Prospectors | `/library/Fanatical Prospecting/Chapter-02-Seven-Mindsets-of-Fanatical-Prospectors/Chapter-02-source-text.md` | +| Chapter 03 | 31–37 | To Cold Call or Not to Cold Call? | `/library/Fanatical Prospecting/Chapter-03-To-Cold-Call-or-Not-to-Cold-Call/Chapter-03-source-text.md` | +| Chapter 04 | 38–42 | Adopt a Balanced Prospecting Methodology | `/library/Fanatical Prospecting/Chapter-04-Adopt-a-Balanced-Prospecting-Methodology/Chapter-04-source-text.md` | +| Chapter 05 | 43–53 | The More You Prospect, the Luckier You Get | `/library/Fanatical Prospecting/Chapter-05-The-More-You-Prospect-the-Luckier-You-Get/Chapter-05-source-text.md` | +| Chapter 06 | 54–58 | Know Your Numbers: Managing Your Ratios | `/library/Fanatical Prospecting/Chapter-06-Know-Your-Numbers-Managing-Your-Ratios/Chapter-06-source-text.md` | +| Chapter 07 | 59–66 | The Three Ps That Are Holding You Back | `/library/Fanatical Prospecting/Chapter-07-The-Three-Ps-That-Are-Holding-You-Back/Chapter-07-source-text.md` | +| Chapter 08 | 67–88 | Time: The Great Equalizer of Sales | `/library/Fanatical Prospecting/Chapter-08-Time-The-Great-Equalizer-of-Sales/Chapter-08-source-text.md` | +| Chapter 09 | 89–101 | The Four Objectives of Prospecting | `/library/Fanatical Prospecting/Chapter-09-The-Four-Objectives-of-Prospecting/Chapter-09-source-text.md` | +| Chapter 10 | 102–109 | Leveraging the Prospecting Pyramid | `/library/Fanatical Prospecting/Chapter-10-Leveraging-the-Prospecting-Pyramid/Chapter-10-source-text.md` | +| Chapter 11 | 110–113 | Own Your Database: Why the CRM Is Your Most Important Sales Tool | `/library/Fanatical Prospecting/Chapter-11-Own-Your-Database-Why-the-CRM-Is-Your-Most-Important-Sales/Chapter-11-source-text.md` | +| Chapter 12 | 114–122 | The Law of Familiarity | `/library/Fanatical Prospecting/Chapter-12-The-Law-of-Familiarity/Chapter-12-source-text.md` | +| Chapter 13 | 123–149 | Social Selling | `/library/Fanatical Prospecting/Chapter-13-Social-Selling/Chapter-13-source-text.md` | +| Chapter 14 | 150–171 | Message Matters | `/library/Fanatical Prospecting/Chapter-14-Message-Matters/Chapter-14-source-text.md` | +| Chapter 15 | 172–195 | Telephone Prospecting Excellence | `/library/Fanatical Prospecting/Chapter-15-Telephone-Prospecting-Excellence/Chapter-15-source-text.md` | +| Chapter 16 | 196–210 | Turning Around RBOs: Reflex Responses, Brush-Offs, and Objections | `/library/Fanatical Prospecting/Chapter-16-Turning-Around-RBOs-Reflex-Responses-Brush-Offs-and/Chapter-16-source-text.md` | +| Chapter 17 | 211–218 | The Secret Lives of Gatekeepers | `/library/Fanatical Prospecting/Chapter-17-The-Secret-Lives-of-Gatekeepers/Chapter-17-source-text.md` | +| Chapter 18 | 219–231 | In-Person Prospecting | `/library/Fanatical Prospecting/Chapter-18-In-Person-Prospecting/Chapter-18-source-text.md` | +| Chapter 19 | 232–252 | E-Mail Prospecting | `/library/Fanatical Prospecting/Chapter-19-E-Mail-Prospecting/Chapter-19-source-text.md` | +| Chapter 20 | 253–262 | Text Messaging | `/library/Fanatical Prospecting/Chapter-20-Text-Messaging/Chapter-20-source-text.md` | +| Chapter 21 | 263–281 | Developing Mental Toughness | `/library/Fanatical Prospecting/Chapter-21-Developing-Mental-Toughness/Chapter-21-source-text.md` | +| Chapter 22 | 282–283 | Eleven Words That Changed My Life | `/library/Fanatical Prospecting/Chapter-22-Eleven-Words-That-Changed-My-Life/Chapter-22-source-text.md` | +| Chapter 23 | 284–288 | The Only Question That Really Matters | `/library/Fanatical Prospecting/Chapter-23-The-Only-Question-That-Really-Matters/Chapter-23-source-text.md` | +| Back Matter | 289–307 | Notes, acknowledgments, about the author, index, and back cover | `/library/Fanatical Prospecting/Back-Matter/Back-Matter-source-text.md` | + +All 307 PDF pages are covered exactly once. diff --git a/library/Fanatical Prospecting/source-file.pdf b/library/Fanatical Prospecting/source-file.pdf new file mode 100644 index 0000000..9eda4cf Binary files /dev/null and b/library/Fanatical Prospecting/source-file.pdf differ diff --git a/library/Inference Engineering/Chapter-01-Preface/Chapter-01-chapter-notes.md b/library/Inference Engineering/Chapter-01-Preface/Chapter-01-chapter-notes.md new file mode 100644 index 0000000..c30c314 --- /dev/null +++ b/library/Inference Engineering/Chapter-01-Preface/Chapter-01-chapter-notes.md @@ -0,0 +1,46 @@ +# Inference Engineering — Chapter 01: Preface +- **Date Created**: 2026-10-06 +- **Status**: Complete +- **Reading Span**: PDF pages 11–16 + +--- + +## 1. Pre-Reading Briefing +- **Core Question**: Why has inference engineering gone from a niche skill at a few labs to something every serious AI product company needs, and what does the job actually involve? +- **Key Points to Watch For**: + - **The definition**: what inference engineers try to improve, and how much of the stack they work across ("from CUDA to Kubernetes"). + - **The rejected future**: the 2022 picture of who would train and serve models, and which development the author says overturned it. + - **Closed vs. open models**: the distinction is drawn by one specific property. Note the licensing caveat, and the date the author gives for when the quality gap closed. + - **Three dimensions**: the benefits the author says open models + inference engineering unlock beyond capability. Note each claim's number and ask what it's compared against. + - **Vantage point**: where the author works and what the book is built from. Separate market claims from technical claims as you read. +- **Context & Thread from Prior Chapters**: First chapter — nothing carried in. The library also holds *Context Engineering* and *Spec Driven Development*. Those books are about how you use models; this one is about how you serve them. Watch for where the layers meet. + +--- + +## 2. Reading Review & Reflections +- **Prompt Questions** (2026-10-06): + 1. In your own words, what is inference engineering: what does it try to improve, and across what range of the stack? Why does the author say it moved from niche to necessary between 2022 and today? (Name the specific shift.) + 2. How does the author define closed vs. open models? Pick one of the three dimensions he says open models + inference engineering improve, and explain why controlling the deployment yourself would make that dimension better than calling a closed API. + 3. The author leads at Baseten, an inference provider. Pick one claim from the Preface that you'd want independent evidence for before repeating it, and say what that evidence would look like. Which claims seem safe as stated? +- **User Key Takeaways** (verbatim, 2026-10-06): + 1. "Its serving the modles in prodcution - they try to make the experience of using these models easier and more useful" + 2. "Close models weights are not public open is where the weights are open to the public to see. Open models can be imporoved by training them on you specific data" + 3. "how open models are better I would like to examine." +- **Scaffolding & Feedback**: + 1. "Serving models in production" is correct. The goal is narrower than "easier and more useful": the author says **faster, less expensive, more reliable** serving (p. 11), which means latency, cost and reliability. The range is **CUDA to Kubernetes**: from GPU kernel code up to cluster orchestration. Missing: the shift. Training turned out to be hard and expensive, but not so hard that only a handful of labs could do it. The result was a "Cambrian explosion" of open models (2M+ on Hugging Face, 25× in five years), so every company can deploy its own models, and anyone who does needs inference engineering (pp. 11–12). + 2. The definition is correct: the split is by **weight availability**. "Open to see" undersells it: open weights can be downloaded and run on your own hardware. Caveat from p. 12: some open licenses restrict commercial use. Fine-tuning is in the chapter (p. 14), but it improves capability/quality, which is not one of the three dimensions asked about. Those three are **latency** (APIs are built for throughput across shared traffic; a dedicated deployment can be tuned for real-time), **availability** (two nines vs. four nines; you control redundancy) and **cost** (≥80% cheaper "at scale"). Running it yourself lets you choose hardware, batching and redundancy for your own workload instead of the provider's average customer. + 3. Right instinct, but too broad to test. Sharpened: "APIs are stuck at two nines" → compare 12 months of status-page uptime for OpenAI/Anthropic with measured uptime of dedicated deployments, using the same definition of "down." "≥80% cheaper at scale" → what volume, which model pairs, and does it count GPU idle time and engineering staff? "Gap disappeared Dec 2024" → based on benchmarks, which can be gamed. Safer claims: the definitions, the Hugging Face model count (checkable), and the labs releasing open models. "Inference is the most valuable category" and "every company needs an inference strategy" are market opinions from a seller. + +--- + +## 3. Chapter Synthesis +- **Core Thesis**: An explosion of capable open models has turned inference engineering (making generative models faster, cheaper and more reliable in production, across the stack from CUDA to Kubernetes) from a frontier-lab niche into a strategic need for any company building differentiated AI products. +- **Key Concepts / Mental Models**: + - **Inference engineering**: Optimizing how trained models are *served*, not how they are trained. The targets are latency, cost and reliability, and the work spans GPU kernels (CUDA) to cluster orchestration (Kubernetes). *Application*: when an AI feature is slow, expensive or flaky, that is an inference problem, not a model-quality problem. + - **Closed vs. open models**: Split by weight availability. Closed weights are proprietary (GPT-5, Claude Sonnet); open weights can be downloaded and run (Llama, DeepSeek), usually under permissive licenses, though some restrict commercial use. *Application*: check the license before you build on an open model. + - **The rejected future**: In 2022 it seemed only a few labs would train and serve models while everyone else "rented intelligence a token at a time." Training proved hard, but not *that* hard, so open models multiplied (2M+ on Hugging Face). *Application*: you can own your model instead of only renting one. + - **Capability thresholds**: As both closed and open models improve, they cross thresholds that make new product classes possible (voice agents, AI IDEs). Builders prototype on closed models, then switch to open or fine-tuned models once those cross the same threshold. *Application*: prototype on the best API, then reassess open options as they catch up. + - **Three dimensions open models unlock**: **latency** (tune for real-time rather than shared throughput), **availability** (claimed four nines vs. two), **cost** (claimed ≥80% cheaper at scale). Fine-tuning adds a fourth lever, quality in your own domain. *Application*: these are the axes for comparing "API vs. self-host." +- **Notable Arguments & Evidence**: Hugging Face model counts (Fig. P.1); the open–closed gap closing with DeepSeek V3/R1 (Dec 2024) and Kimi K2 Thinking briefly leading; a list of customer companies; four years at Baseten plus expert interviews and conference talks. **Limits**: the uptime and cost figures have no stated method or baseline. "Gap disappeared" rests on benchmarks. Market claims ("most valuable category", "every company needs an inference strategy") come from a vendor whose customers are the examples given. The chapter never says when self-hosting is the *wrong* choice. +- **Updates to Prior Understanding**: Sets a new frame. Earlier library books (*Context Engineering*, *Spec Driven Development*) treat the model as a given API you work through. This book treats the model as infrastructure you can own and tune, a layer below. +- **Weekly Action Item**: Choose one AI tool or API you use (or would build on). Write down its rough latency, cost per request and any outages you've noticed, then find one open model on Hugging Face that could replace it and check its license. This gives you a real baseline for testing the author's latency/availability/cost claims in later chapters. diff --git a/library/Inference Engineering/Chapter-01-Preface/Chapter-01-memory.md b/library/Inference Engineering/Chapter-01-Preface/Chapter-01-memory.md new file mode 100644 index 0000000..e064e1e --- /dev/null +++ b/library/Inference Engineering/Chapter-01-Preface/Chapter-01-memory.md @@ -0,0 +1,28 @@ +# Inference Engineering — Chapter 01 Memory: Preface +- **Stage**: Complete +- **Next Step**: Preview Chapter 2 (book's Chapter 0: Inference). +- **Reading Span**: PDF pages 11–16 +- **Source Text**: /library/Inference Engineering/Chapter-01-Preface/Chapter-01-source-text.md (the chapter's own words; read instead of the PDF) +- **Full Record**: /library/Inference Engineering/Chapter-01-Preface/Chapter-01-chapter-notes.md (read only if needed) +- **Last Updated**: 2026-10-06 + +## Carried-in Context (from earlier chapters) +- First chapter — nothing carried in. Started 2026-10-06 from Chapter 1 (Preface); no prior position logged. + +## This Chapter +- **Core Question**: Why has inference engineering gone from a niche skill at a few labs to something every serious AI product company needs, and what does the job actually involve? +- **Watch-For Themes**: Definition and scope of inference engineering ("CUDA to Kubernetes"); the "alternate future" the author rejects and what changed it; closed vs open models (definition by weights, licensing caveat); the three dimensions inference engineering improves; author's vantage point (Baseten) and how that affects which claims need checking. +- **Core Thesis**: An explosion of capable open models turned inference engineering (faster/cheaper/more reliable serving, CUDA→Kubernetes) from a frontier-lab niche into a strategic need for any differentiated AI product. +- **Key Concepts**: Inference engineering = serving optimization (latency, cost, reliability); closed vs open = weight availability (+license caveat); rejected "rent intelligence" future; capability thresholds (prototype closed → switch open/fine-tuned); three dimensions latency/availability/cost (+ fine-tuning for domain quality). +- **Notable Arguments / Evidence Limits**: HF counts, DeepSeek V3/R1 closing the gap Dec 2024, Baseten customer list. Uptime (2 vs 4 nines) and ≥80% cost claims have no method/baseline; vendor vantage; no "when not to self-host." +- **Action Item**: Baseline one AI tool/API you use (latency, cost/request, outages) and find one licensed open-model alternative on Hugging Face. + +## Reader State +- **Pending Questions**: None. "When is self-hosting wrong?" moved to Open Threads. +- **Reader's Answers (paraphrase)**: (1) Serving models in production; making them easier/more useful. (2) Closed = weights private, open = public; open can be fine-tuned on your data. (3) Wants to examine "open models are better." +- **Misconceptions / Feedback Given**: Q1 goal too vague (it's faster/cheaper/more reliable), missed CUDA→K8s range and the open-model explosion shift. Q2 definition right; fine-tuning = capability, not one of latency/availability/cost. Q3 too broad; sharpened into testable claims (two vs four nines, 80% at scale, Dec 2024 gap). +- **Personal Threads**: Skeptical of "open models are better". Track evidence for latency/availability/cost claims through Ch 5–9. + +## Open Threads +- When is self-hosting the wrong choice (low traffic, small team, modest uptime needs)? Book hasn't addressed it yet. +- Vendor perspective: author leads at an inference provider; check concrete numbers (uptime, cost savings) against independent sources later in the book. diff --git a/library/Inference Engineering/Chapter-02-Inference/Chapter-02-chapter-notes.md b/library/Inference Engineering/Chapter-02-Inference/Chapter-02-chapter-notes.md new file mode 100644 index 0000000..25a3a2c --- /dev/null +++ b/library/Inference Engineering/Chapter-02-Inference/Chapter-02-chapter-notes.md @@ -0,0 +1,32 @@ +# Inference Engineering — Chapter 02: Inference (book Chapter 0) +- **Date Created**: 2026-10-06 +- **Status**: In Progress +- **Reading Span**: PDF pages 17–24 + +--- + +## 1. Pre-Reading Briefing +- **Core Question**: Why is serving generative AI models so much harder than serving classic ML, and what layers does a complete inference system need? +- **Key Points to Watch For**: + - **Two phases, two eras**: how the author splits a model's lifecycle, and why he says inference for classic ML (e.g., XGBoost on CPUs) was easy while generative AI is not. + - **Three layers**: names the three layers of a complete inference system and the single job of each. Notice the claim that one layer alone is "not enough," and why. + - **The runtime toolkit**: a list of six model-performance techniques, each defined in one line. Don't master them yet (Chapter 7 / book Ch 5 covers them). For each, note just *what it trades or reuses*. Two terms will be new: **KV cache** and **prefill vs. decode**. + - **Scale changes the problem**: infrastructure problems shift as you grow. Note the stages and the rough GPU count where the shift happens. + - **Developer-experience spectrum**: two extremes and where the author says the right answer sits. Ask how this connects to the Ch1 thread "when is self-hosting wrong?" +- **Context & Thread from Prior Chapters**: The Preface claimed inference engineering makes models faster, cheaper and more reliable. This chapter is the first look at *how*. Map each layer to the Preface's three dimensions (latency, availability, cost): which layer serves which? Also note the book's stated knowledge cutoff (Jan 2026) and what the author says will last despite it. + +--- + +## 2. Reading Review & Reflections +- **Prompt Questions**: Pending reading. +- **User Key Takeaways**: Pending. +- **Scaffolding & Feedback**: Pending. + +--- + +## 3. Chapter Synthesis +- **Core Thesis**: Pending. +- **Key Concepts / Mental Models**: Pending. +- **Notable Arguments & Evidence**: Pending. +- **Updates to Prior Understanding**: Pending. +- **Weekly Action Item**: Pending. diff --git a/library/Inference Engineering/Chapter-02-Inference/Chapter-02-memory.md b/library/Inference Engineering/Chapter-02-Inference/Chapter-02-memory.md new file mode 100644 index 0000000..0953a23 --- /dev/null +++ b/library/Inference Engineering/Chapter-02-Inference/Chapter-02-memory.md @@ -0,0 +1,35 @@ +# Inference Engineering — Chapter 02 Memory: Inference (book Chapter 0) +- **Stage**: Previewed — awaiting reading +- **Next Step**: Wait for the reader to say "done" / `/review`, then ask 2–3 review questions on the watch-for themes. +- **Reading Span**: PDF pages 17–24 (17–18 are the chapter opener; text starts p. 19) +- **Source Text**: /library/Inference Engineering/Chapter-02-Inference/Chapter-02-source-text.md (the chapter's own words; read instead of the PDF) +- **Full Record**: /library/Inference Engineering/Chapter-02-Inference/Chapter-02-chapter-notes.md (read only if needed) +- **Last Updated**: 2026-10-06 + +## Carried-in Context (from earlier chapters) +- Ch1 thesis: open-model explosion (2M+ on HF) turned inference engineering (faster/cheaper/more reliable serving, CUDA→Kubernetes) from frontier-lab niche into strategic need. +- Closed vs open = weight availability; open weights can be downloaded and self-run; check license (some restrict commercial use). +- Three dimensions open + inference eng. unlock: latency, availability (claimed 4 nines vs 2), cost (claimed ≥80% at scale); fine-tuning adds domain quality. +- Capability thresholds: prototype on closed API, switch to open/fine-tuned as they catch up. +- Reader: solid on "serving in production" and weights definition; earlier conflated fine-tuning (quality) with the three serving dimensions. Skeptical of "open models are better"; wants claims tested. +- Open threads: when is self-hosting the wrong choice? Vendor (Baseten) vantage: uptime/cost numbers lack method/baseline. +- Weekly action from Ch1: baseline one AI tool (latency, cost/request, outages) + find a licensed open alternative. +- Cross-book: Context Engineering / Spec Driven Development treat the model as an API; this book is the layer below. + +## This Chapter +- **Core Question**: Why is serving generative AI models so much harder than serving classic ML, and what layers does a complete inference system need? +- **Watch-For Themes**: Training vs inference; classic ML vs generative inference; the three layers (runtime, infrastructure, tooling); six runtime techniques; how infra problems change with scale; the developer-experience spectrum; the book's roadmap + knowledge cutoff. +- **Core Thesis**: Pending +- **Key Concepts**: Pending +- **Notable Arguments / Evidence Limits**: Pending +- **Action Item**: Pending + +## Reader State +- **Pending Questions**: None yet. +- **Reader's Answers (paraphrase)**: None yet. +- **Misconceptions / Feedback Given**: None yet. +- **Personal Threads**: Ch1 baseline action item (not yet reported). + +## Open Threads +- When is self-hosting the wrong choice? Watch whether the tooling-layer "black box ↔ raw compute" spectrum speaks to it. +- Vendor vantage: track evidence for latency/availability/cost claims through Ch 5–9. diff --git a/library/Ogilvy on Advertising/Back-Matter/Back-Matter-source-text.md b/library/Ogilvy on Advertising/Back-Matter/Back-Matter-source-text.md new file mode 100644 index 0000000..02990d8 --- /dev/null +++ b/library/Ogilvy on Advertising/Back-Matter/Back-Matter-source-text.md @@ -0,0 +1,923 @@ +# Ogilvy on Advertising — Back-Matter: Useful reference sources, index, picture credits, and copyright +- **Source**: /library/Ogilvy on Advertising/source-file.pdf +- **PDF pages**: 368–388 +- **Pages without text**: 387 +- **OCR note**: OCR is supplied below for image-only pages; multi-column reading order may be imperfect, so consult the PDF for layout and visuals. + +--- + + +Useful reference sources +Scientific Advertising by Claude Hopkins. Introduction by David Ogilvy. Bell +Publishing, NY, 1923. +Tested Advertising Methods by John Caples. Foreword by David Ogilvy. +Prentice-Hall (Canada), 1975. +Reality in Advertising by Rosser Reeves. Alfred A. Knopf Inc., NY, 1961. +Madison Avenue, U.S.A by Martin Mayer. Harper & Row, NY, 1958. +Confessions of an Advertising Man by David Ogilvy. Atheneum, NY, 1962. +The New Advertising: The Great Twenty-One Campaigns from Avis to +Volkswagen by Robert Glatzer. Citadel Press, NY, 1970. +The 100 Greatest Advertisements by Julian Lewis Watkins. Dover +Publications, NY, 1959. +The Art of Writing Advertising by Denis Higgins. McGraw Hill, NY, 1965. +How to Advertise by Kenneth Roman and Jane Maas. Foreword by David +Ogilvy. St Martin’s Press, NY, 1976. +Advertising Inside Out by Philip Kleinman. W. H. Allen, London, 1977. +Successful Direct Marketing Methods by Bob Stone. Crain Books, Chicago, +1979. +Or Your Money Back by Alvin Eicoff. Crown, NY, 1982. +The Art of Plain Talk by Rudolf Flesch. Collier, NY, 1962. +Writing That Works by Kenneth Roman and Joel Raphaelson. Harper & Row, +NY, 1981. +The Elements of Style by William Strunk and E. B. White. Collier, NY, 1979. +Thirty Seconds by Michael J. Arlen. Farrar, Straus & Giroux, NY, 1980. +Speech Can Change Your Life by Dorothy Sarnoff. Doubleday, NY, 1970. +The Duping of the American Voter: Dishonesty and Deception in Presidential +Television Advertising by Robert Spero. Lippincott & Crowell, NY, 1980. +Obvious Adams by Robert Updegraff. Updegraff Press, Louisville, Kentucky, +1916. + + +Index +Abbot, David 222 +ABN Bank 115 +account executives 15, 41–5, 59, 61 +actors, commercial 163 +Adams, Tom 75 +Advertising Council 224 +Advertising Hall of Fame 40, 292 +Advertising Standards Authority 313, 323 +advocacy advertising 179 +Africa 265–6, 274 +Aga cooking stoves 321 +alcoholism +campaigns 225–6, 230–1, 266 +employees 70–1 +Alexander, Henry 69, 79 +American Express 12, 67–8, 76, 81, 86, 151, 190 +American Telephone Co. 62, 87, 173 +American Tobacco 291 +Araldite 144 +Arlen, Michael 163 +ARMCO 178, 187 +art directors 39, 41, 89, 163, 283 +art trade 108 +Asia 40, 264 +Audience Research Institute 46, 237, 289 +Austin cars 107, 131 +Australia 264, 273 +Austria 273 +automobiles 7–8, 9, 21, 24–5, 28, 80, 107, 121, 131, 147, 170, 320–1 +aviation 135 +Avis rentals 27, 301 +Ayer, Mani 265 +  +Ball, Michael 48 +banking 115, 144, 145, 177 +Barnes, Clare, Jr. 89 +Bates 41, 75 +Bates, Ted 20, 75, 86 +Bayles, Hagen 75 + + +Baysol plant treatment 126 +BBDO 69, 303 +beauty products 21 +Beecham’s Pills 15 +beer 7, 10, 115, 157, 164–5, 171, 257 +Belgium 191, 263 +Bell Brand potato crisps 236 +Benton & Bowles 20, 65, 86, 291–2 +Bermuda 192, 200 +Bernbach, Bill 2, 9, 201, 247, 293, 300–3, 309. see also Doyle Dane Bernbach +Bernhard, Hank 321 +Berry, Norman 262 +Bethlehem Steel 176–7, 183 +Better Business Bureau 214, 313 +Big Top peanut butter 236 +billboards 144, 318–20, 325 +Bissell Carpet Sweepers 298 +black and white advertisements 104, 206 +Blitz-Weinhard beer 157, 171 +Books for Children 222 +bookselling 220 +Bounty 234 +Bower, Marvin 69, 71, 79, 97, 259 +branch offices 74 +brand image 2, 9–10, 159, 254, 300 +brand managers 15, 39, 42 +brands, repertory of 258–9 +Brazil 264, 273–4 +bread 11, 34, 169, 268 +breakfast products 245, 247 +Bristol Myers 81 +Britain 51, 224, 242–3, 257, 258, 313, 314, 316–17, 323 +advertisements 38, 144, 157, 166, 177, 222, 257, 261–2, 264, 268–70 +tourism 103, 190–1, 192, 193, 196–9, 243 +British Intelligence 67 +British Labour Party 177 +British Travel 243 +Brower, Charlie 69 +Brown, George Hay 7 +Brown, Pat 318 +Buffett, Warren 72 +Burnett, Leo 12, 16, 31, 293–7, 308, 310–11 +Burns, Max 85 +business-to-business advertising 204–12 +inquiries 208–9 +  +Cadillac 293 +Cadogan, William 69–70 + + +California, University of 10 +Cambio 16 (Spain) 112 +Camel cigarettes 287 +Campaign Palace (Australia) 264 +Campbell Soup 51, 81, 101, 104, 118, 256, 292 +Canada 85–6, 157, 191, 261, 264, 273, 320 +cancer in India 226, 265, 276 +Canter, Stanley 237 +Caples, John 6–7, 102, 107, 129 +captions 111, 112, 138, 206, 242 +career paths 39–52 +Carioca rum 33 +Carl Ally 87 +Carnation Milk 106 +Carnegie, Andrew 64 +Carnegie, Dale 220 +cars. see automobiles +Carter, Jimmy 316, 317, 325 +cartoons 158–9, 242, 243 +Caterpillar Tractor 178 +Cecil, George 62, 303 +celebrity advertising 3, 107–8, 151, 158, 163, 217, 242, 288 +census (American) 224, 286 +Certain bathroom tissues 236 +Cessna Citation jets 216 +Chandler, Raymond 51 +character commercials 156–7, 169 +charities 149, 224–31 +Charmin toilet tissue 234 +Chase National Bank 144 +cheese, French 245 +Chesapeake and Ohio 177, 186 +‘Chicago school’ of advertising 293–5, 308 +Chicago Tribune 295 +chief executive officer 48, 173–4, 175, 252 +Childers, Erskine 288 +children 158–9, 245–7 +China 267, 279–80 +Chubb Safes 108, 131 +Churchill, Winston 44, 47, 68, 217, 310, 311 +CIGA Hotels 270 +cigarettes 10, 22, 31, 100, 105, 156, 254 +cigars 105, 109 +Clairol 62 +Clark, Howard 67–8 +clients 42, 44 +meetings 75, 83–4 +obtaining 18, 81–9 + + +Clio awards 21, 22 +close-ups 160 +Club Med 271 +Coca-Cola 10, 85 +coffee 14, 76, 157, 161, 232, 240, 253, 254, 258 +Collett Dickenson Pearce 166, 269 +colour advertisements 104, 206 +columns of copy 112, 117, 138–9, 148 +comic strips. see cartoons +Commander Whitehead 14, 29 +commercials. see television +commission payment system 72 +communist countries 266–7 +Communist countries 277–80 +competitor comparison advertisements 155–6, 207–8, 218 +Compton agency 62, 75 +computer mailing lists 214 +Cone, Fax 85 +confectionery 254 +Confessions of an Advertising Man (1963) 1, 2, 43, 81, 310 +Container Corporation 173, 189 +contests 85, 266 +contraceptives 38 +cooking stoves 21 +copy 112, 116–17, 146–8 +body 100, 101–2, 105–8, 117, 122, 130, 135, 138–9, 148, 206, 208–9 +length 19, 109–10, 116, 117, 132, 133, 134, 206, 217 +testing 46, 237, 240 +copywriters 15–16, 18, 39, 59, 89, 97, 110–11, 163, 211, 281 +qualities 40–1, 61–2, 95, 110 +corporate advertising 172–89 +coupons 208–9, 217–18, 255, 298 +creative directors 41, 48–9, 78–9 +Creative Organization, The 21 +Creative Revolution 2 +creativity cult 20–1 +credit cards 214 +credit risks 84–5 +Crest toothpaste 233, 234 +Cronkite, Walter 158, 313 +Cummings, Bart 62 +Cunard 76, 190, 216 +Curtis Publishing Co. 51, 56 +Cushman, Joe 181 +Czechoslovakia 266 +  +Dacus, Bud 205 +Daily Mirror (London) 104, 243 + + +Daimler-Benz 8 +Dane, Max 301 +Day, Barry 262 +demonstration advertisements 155–6, 205, 207, 211, 234 +Den Kongelige porcelain 32 +Dentsu (Japan) 267 +department stores 103–4, 214 +detergents 9, 21, 123, 125, 235, 236, 258 +Dewey, Governer 315–16, 323 +direct mail advertising 88, 129, 213–16 +direct response advertising 6–7, 18–20, 103–4, 110, 213–23, 327 +magazines and television 216–18 +Disraeli, Benjamin 106 +Dove soap 9, 12, 27, 76, 102, 106, 119, 239 +Doyle Dane Bernbach 27, 28, 41, 87, 170, 193, 202, 301 +Doyle, Ned 301 +drawings 22, 104, 217 +Drene shampoo 236 +Duffy, Ben 303 +DuPont 87, 173 +  +editorial layouts 128, 137–43 +Edwards, Charles 110 +Ehrenberg, A.S.C. 256, 258–9 +Eicoff, Al 163, 219 +Eisenhower, Dwight 45, 318 +Eli Lilly 177 +Elliott, Jock 63, 64 +emotion, use of 119, 157–8, 235, 268 +Engel, Louis 109, 133 +Era cleaner 234 +Erwin Wasey 293 +Erwitt, Elliott 103, 124, 201 +Espresso, L’ (Italy) 112 +Esso 85, 184, 264 +Esty 75 +Express, L’ (France) 112 +Exxon 87 +  +Fabergé 158 +fabric softeners 158–9 +Family Planning Clinics (UK) 23, 37 +Faucett airline (Peru) 195 +FCB-Impact 108, 113, 126, 137, 143 +Federal Express 207 +fee payment system 72 +Felton, Happy 315 +Field, Clifford 199, 262 + + +films. see motion picture industry +financial advertisements 114 +Fitzgerald, Cliff 75 +Flannery, Vaughn 17, 92, 291, 303, 305 +Fonda, Jane 176 +Fontoura, José 264 +food products 99–100, 104, 105, 130, 141, 160, 238, 245, 252, 254, 256, 320 +Foote, Cone & Belding 75, 85, 285 +Ford 7, 24 +Ford, Gerald 316, 317 +Ford, Henry 14 +Fortune 88, 92 +Four Roses Whiskey 307 +France 22, 52, 108, 113, 317–18 +advertisements 22, 103, 113, 155, 167, 245, 262–3, 273 +tourism 190, 193, 194, 201, 203, 248 +Friedman, Milton 313 +Friedman, Rose 313 +fund-raising 226, 301 +future predictions 326–7 +F.Wallis Armstrong 289–90 +  +Gage, Bob 41, 110 +Galbraith, John Kenneth 310 +Gallup & Robinson 100 +Gallup, George 17, 18, 45, 52, 67, 104, 107, 237, 242, 243, 250, 289, 290 +gasoline 8, 43, 120, 154–5, 177–8, 184 +Geddes, Lord 243 +General Electric 87, 173, 284 +General Foods 81, 85, 177, 187, 291–2 +General Motors 67, 85, 87, 288 +Germany 108, 155, 156, 191, 261, 264 +advertisements 25, 91, 178, 271–3 +Gladstone, William 68, 106 +glass 98 +Glendinning, Ralph 47 +glue 155, 167 +Goldsmith, Jimmy 64 +Goldwater, Barry 316–17, 324 +Gone With the Wind 244 +Good Luck margarine 8, 26, 109, 167 +Gossage, Howard 225, 229 +Grand Dad whisky 10 +Grant, General 68 +Greece 191, 192 +Grey agency 301 +Greyhound Bus 84 +Gribbon, George 305 + + +Guinness 58, 82, 90, 136, 140 +Gunther, John 284, 285 +  +Haines, Douglas 105 +Hall, William K. 207–8 +Hansaplast strips 272 +Harness, Ed 233 +Harvard Business Review 207 +Hathaway shirts 18, 82, 90, 106, 108, 127, 247 +headlines 100–2, 111–13, 115–16, 147, 206, 217, 240 +length 101, 121, 135 +Health Education Council (UK) 23, 38 +Hercules plastic resins 211 +Hershey Bars 254 +Hershey, Milton S. 254 +Hertz rentals 27 +High Point 233 +Highway Beautification Act 319, 325 +Hill, George Washington 291 +Hinks, Ken 286 +Hit Parade music 14 +Hixon, Carl 293 +Holiday magazine 51, 56 +Holland 191, 261, 273 +Hollywood producers 243 +Hopkins, Claude 2, 109, 153, 297–300, 309 +Hotel Majestic, Paris 67, 68 +Houghton, Arthur 98 +Houghton, Francis X 109 +house advertising 89, 223, 275 +Houseman, John 156 +Hovis Bread 157, 166, 268 +humor in advertisements 22, 41, 62, 153, 170, 207, 235 +Hungary 266, 277, 279 +Huxley, Aldous 106 +  +IBM 81, 82, 183, 207 +illustrations 103–5, 111–12, 126, 134, 299. see also drawings; photographs +India 40, 156, 226, 264, 276 +industrial advertising. see business-to-business advertising +information in advertisements 205 +insulation, house 208 +International Correspondence School 107 +International Paper 155 +interpublic 75 +interviewers 45, 244–5 +investment 73–4, 173 +Irish, Judson 33 + + +Islam 22 +Italy 112, 191, 193, 261 +Ivory Bar 234 +  +Jack Daniel’s whiskey 10, 30 +Jacoby, Professor 162 +Jamaica 202 +Japan 22, 184, 265, 267, 292 +jargon 47 +Jetté, Ellerton 108 +jingles 160–1 +jobs 39–52 +applying for 52–5 +Johnny Walker Whisky 279 +Johnson, Arno 286 +Johnson, Howard 69 +Johnson, Lyndon 301, 316–17, 319, 324, 325 +Johnson, Samuel 239–40 +Jones agency 86 +J.Walter Thompson 17, 85, 87, 221, 286–8, 303, 304 +  +Kelstadt, Charlie 95, 181 +Kennedy, John E. 282–3 +Kennedy, John F. 70, 316 +Kenya 265–6 +Kershaw, Andrew 64 +Kettering, Charlie 67 +Kinney, Gilbert 286 +KLM 135, 190 +Koenig, Julian 28 +Korda, Reva 49 +Kotex sanitary towels 283 +Kroll, Alexander 261 +Krone, Helmut 28, 62, 110 +  +Lambert, Jerry 254, 255, 287 +Lambert Pharmaceutical Co. 254 +Lasker, Albert 11, 49, 75, 282–5, 298, 304 +Lasker, Mary 285 +Latin America 264 +launch advertising 255 +layouts 41, 89, 111–14, 134–5, 137–43, 146, 206 +leading (line-spacing) 117 +legal aspects 22, 86, 155, 246–7, 313, 315, 318–20 +legislation, advertising influence 176–9 +Lemonnier, Pierre 113, 137 +Lennen & Newell 84 +Lent, Henry 305 + + +Lever Brothers 43, 81, 239 +Levitt, Professor 207, 263 +Life magazine 221 +Life Savers confectionery 305 +lighters 107, 128 +Lilt cleaner 236 +Lincoln, Abraham 68, 172, 175–6, 250 +liquor 22, 37, 143 +Listerine 254, 255, 287 +Lloyd George, David 68 +Lord & Thomas 75, 282–5, 293, 298, 300 +Loudon, John 64 +Louis XIV of France 61 +Lux soap 288 +  +MacLeish, Archibald 70 +magazines +copy readership 105 +design 111–14, 115, 134 +direct response advertising 214–15, 216–18 +subscriptions 214 +Magnavox 83 +mailing. see direct mail advertising +Mapes & Ross 152 +margarine 8, 26, 109, 158, 167, 257 +markdowns 108 +marketing 251–60 +Marlboro cigarettes 10, 12, 31, 103, 296 +Marlborough, Duke of 69–70 +Marshall, Bob 198 +Marsteller, Bill 75 +Martin, Muñoz 96 +matches 156 +Mathes, Jim 75 +Maxim Instant Coffee 157 +Maxwell House Coffee 14, 76, 157, 161, 254 +Maynard, William 41 +McCall’s magazine 17, 292 +McCann-Erickson 85, 262, 267 +McGraw-Hill 180, 204, 205, 208 +McKinsey 66, 69, 71, 79, 97 +McMahan, Harry 21 +media departments 47 +Media Institute 176 +Medici, Cosimo de 39 +Meek, Sam 286 +Menninger, William 61 +men’s cologne 23 + + +Mercedes-Benz 8, 25, 109, 216, 274, 321 +Merck pharmaceuticals 252–3 +Merrill Lynch 11–12, 81, 109, 133, 162 +Metropolitan Opera 173 +Metropolitan Police (UK) 269 +Meyer, Grethe 32 +Mikoyan, Anastas 266 +Milton Biow 65 +miscomprehension of advertisements 107, 162 +Mithune, Ray 75 +Mitterand, François 52 +mnemonics 162 +Mobil 177–8, 188 +Mojo (Australia) 264 +Monde, Le (France) 141 +Montgomery, Field Marshall 70 +Montgomery Ward 298 +moonlighting 51 +morals 310–25 +Morgan Guaranty 69, 79, 81, 109 +Morgan, J.P. 62, 64, 81 +Morgens, Howard 311 +Morril 257 +Moscoso, Ted 69, 79, 96, 98 +Moscow Olympic Games coins 215, 220 +Moses, Bob 318 +motion picture industry 237, 243–4 +multinational advertising 85–7, 91, 263–6, 327 +Murphy, Bev 255–6 +music 159, 160–1, 235 +  +Nader, Ralph 178 +naming products 253–4 +NBC 164 +Needham, Harper & Steers 41 +New York Herald 68 +New York Philharmonic 225, 228 +New York Times 109, 132, 133, 225, 228, 313–14, 318–19 +New Yorker 3 +New Zealand 86, 265 +news in advertisements 101, 118, 157, 205, 207 +news magazines 138–9 +newspapers 112, 120, 263 +copy readership 242–3, 312 +design 115–16, 140–2 +Newsweek 112 +Ney, Ed 75 +Nielsen’s technique 255–6 + + +Nigeria 86 +Nixon, Richard 316, 317 +Northwestern University 173 +Norway 9, 225–6, 230–1 +nudity 21–3 +N.W.Ayer 2, 87, 290, 306 +  +Ogilvy & Mather 76, 250, 295 +Australia 264 +Bangkok 264, 275 +Canada 85–6 +clients 81–2, 213–14, 236, 315 +early days 1, 64, 67, 84, 86, 111, 237 +Frankfurt 91, 271, 272 +good cause advertising 225, 226, 227, 230 +house advertisements 89, 93, 223, 275 +India 276 +long copy 109 +Milan 126 +Nairobi 266 +Paris 155 +Singapore 131 +staff 41, 42, 49, 62, 63, 71, 72, 77, 262, 305 +Ogilvy, Francis 8, 104, 216, 242–3 +Old Crow whiskey 10 +Omega Watch Co. 51 +Opinion Research Corporation 172 +Owen, Barry 264, 275 +Owens-Corning Fiberglas 208 +  +P&O 190 +packaging 159, 238–9, 245 +Paco Rabanne 23 +Page, Shelby 72 +Pakistan 22 +Palmolive 298 +Pampers diapers 233 +Pan American 87 +paper 155 +Paris 22, 52, 137 +parity products 13 +Parlin Award for Marketing 251 +Patrick, Ted 51, 56 +Pearl, Leslie 185, 262 +Penn, Irving 126 +Pepperidge Farm bread 11, 34, 157, 169 +Pepsodent 298 +petrol. see gasoline + + +pharmaceuticals 252–3 +photographs 126 +captions 112, 124, 134, 135, 138–9, 147 +food products 130 +story appeal 103–5 +Pillsbury Cake Mixes 308 +Pitard, Monsieur 67 +plant food 126 +plasters 272 +Point, Le (France) 112 +Poland 267 +political advertisements 315–18, 324–5 +Politz 298 +pollution, water 187 +Polykoff, Shirley 62 +Ponds 288 +Porsche 147 +positioning of products 9, 239 +posters 114, 143–4, 318–20 +premiums 215–16, 241 +price-off deals 181, 255–6 +pricing products 108, 215, 243, 245, 256 +Pringles potato chips 236 +print advertising 100–17 +business-to-business 204–6 +problem solution advertising 156 +Procter & Gamble 40, 42, 47, 87, 163, 219, 232–6, 311 +profit 72–4, 84, 122 +promises in advertisements 239–41 +promotions 255–6 +public companies 72 +public opinion 176–9 +Puerto Rico 36, 69, 79, 96, 103 +industrial development 19, 109, 311, 322 +tourism 98, 103, 124, 191–2, 201, 311, 322 +punctuation 115–16 +  +radio advertising 164–5, 292, 314 +China 267 +Kenya 265 +Rand, Paul 110, 300 +Raphaelson, Joel 4, 13, 52, 63 +rational advertisements 157–8 +Rave cleaner 236 +Raymond, Miner 163 +Reader’s Digest 7, 51, 57, 105, 108, 264 +Reagan, Ronald 249 +reason why advertising 157 + + +recall of advertisements 241–2 +recession marketing 257, 260 +Red Cross 224 +Red, White and Blue Beer 164–5 +Reed, Virgil 286 +Reese’s Peanut Butter Cups 254 +Reeves, Rosser 20, 36, 303 +refrigerators 108 +Reinhard, Keith 41 +Reisz, Professor 256 +repertory of brands 258–9 +Republican Party 282 +research 45–7, 153, 233, 238–45, 326 +account facts 3, 7–8, 43 +children 245–7 +competitor 8, 239 +new products 238–9, 252–4 +pitfalls of 244–5 +readership measurement 16–18, 239 +sales models 158 +sample size 244 +researchers 45–7 +Resor, Helen 287–8 +Resor, Stanley 17, 285–8, 304 +Revlon 84 +Revson, Charles 84 +Reward 274 +Rigby, Sir Hugh 16 +Riney, Hal 41, 157–8, 162, 171 +Rinso 123, 125 +Roadside Business Association 319 +Robbins, Norman 305 +Rockefeller, Jay 317 +Rogers, Will 295 +Rolls-Royce 7, 15, 24, 25, 80, 82, 90, 321 +Roman, Kenneth 52, 63, 232 +Romania 267 +Roosevelt, Eleanor 158, 167 +Roosevelt, Franklin 282, 310 +Roosevelt, Theodore 62, 70, 282 +Rosebrook, Jack 301, 305 +Rosenmann, Judge 70 +Rosentiel, Lew 84 +Rothman’s cigarettes 82 +Royal, John 164 +Rubicam, Raymond 57, 92, 243, 288–93, 300, 304–7. see also Young & Rubicam +Rudolph, Harold 18, 103 +Rumi, Beardsley 109 + + +Rupert, Anton 82 +  +SAAB 9 +Saalburg, Philippe 113, 126, 137 +Saatchi & Saatchi 75 +Saatchi, Charles 150 +Saint Augustine 66 +salesmen 204, 259 +samples, free 233, 240, 245 +sanitary towels 283 +Sarnoff, Dorothy 70 +Saudi Arabia 22 +Schenley 84 +Schlitz beer 109, 298 +Schwab, Vic 220 +Schweppes 14, 29, 82, 90, 134 +Scott, David 242 +Scott Paper 87 +Seaman, Al 75 +Sears Roebuck 40, 75–6, 81, 95, 101–2, 122, 139, 181–2 +sex in advertising 21–3, 206, 211 +Sheed, Wilfrid 313 +Shell 8, 63–4, 81, 84, 85, 91, 109, 120, 154–5, 162, 210, 212, 241, 242, 264, 268, 273, 319 +Shepherd, Mills 17 +Sherwood, Robert 70 +Shipping Board 282 +Shoop’s patent medicines 298 +Sierra Club 225 +signed advertisements 108 +Singapore 40, 131, 193, 194 +Skinner, Cornelia Otis 239 +slice of life technique 153–4, 235, 262 +slogans 174–5 +Smith Barney 156 +soap 9, 12, 22, 27, 76, 102, 106, 119, 239 +social status 50–1 +soft drinks 10, 14, 29, 82, 85, 90, 134 +Sonnenberg, Ben 84 +sound effects 161. see also music +South Africa 273 +Spaght, Monty 319 +special offers 108 +Spero, Robert 316 +Spiegel, Der (Germany) 112 +split-run tests 110, 240 +spreads, two-page 113–14, 132, 139 +Squibb 290 +staff recruitment 49–50, 61–5, 173 + + +Stanton, Henry 286 +Stanton, Richard 240 +Starch, Daniel 243 +Starch Readership Service 100, 101, 114, 240 +statisticians 46 +steel industry 176–7, 183 +Steinway 290, 306 +Stephenson, Sir William 67 +Steuben Glass 98 +Stirling Getchel 18, 49–50 +Stone, Bob 219 +story form in advertisements 107, 127–9 +Stowell, Esty 11, 62, 64 +subliminal advertising 314 +subsidiaries 74 +Subway cards 114, 144 +Super Glue 155, 167 +supers (type/sound superimposition) 161, 234 +Sweden 263, 273 +Swift 298 +Switzerland 130 +Sykes, Harold 17 +  +talking heads commercials 156, 235, 262 +Taylor, Bill 262 +Taylor whiskey 10 +TBWA 270–1 +Teel liquid detergent 236 +telephone advertisers 18 +television 2, 99–100, 152–63, 179, 241–2, 254, 313–14, 326, 327 +business-to-business advertising 206–7 +costs 163 +direct response advertising 216–19 +direct selling 19, 218–19 +Procter & Gamble 234–5 +public opinion 176, 179 +tips 159–63 +types 153–9 +Templeton, Alex 159 +testimonials in advertisements 107–8, 131, 151, 154–5, 205, 210, 217, 235 +tests +direct response 100, 215–16 +marketing 233–4, 236, 237, 298 +Thailand 40, 264, 275 +Thom McCan shoes 104 +Tide 233, 234, 254 +Tiger beer 115 +Time magazine 107, 112 + + +Times, The (London) 243 +Tinker, Professor 115 +Toigo, Adolph 84 +Top Job cleaner 234 +Townsend, Robert 27 +Toynbee, Arnold 310 +toys 245–7 +trade advertising. see business-to-business advertising +trademarks 115 +Train matches 156 +training 40, 50 +travel advertising 135, 190–7 +Treasure, John 259 +Truman, Harry 282 +Tschichold 110 +type 115–17, 146 +black 217 +bold 117 +capitals 115, 145 +drop-initials 113, 116 +italic 113, 117 +lower-case 115 +reverse 3, 17, 113, 116, 149–50, 217 +serif and sanserif 112, 116 +size 113, 114, 117 +  +Unilever 257, 266 +United Negro College Fund 225, 301 +Updike, John 116 +US Government 188, 313, 319, 320 +US Savings Bonds 224 +US Steel 173 +US Trust 109 +USSR 266 +  +Vanderbilt, William H. 175 +Vaseline 266 +Vicary, James 314 +visual impact 160, 161 +Viyella 134 +voices in commercials 161 +Volkswagen 9, 28, 101, 121, 170, 301 +  +Wallachs Stores 185 +Ward, Sid 305 +Warshaw, Paul 251–2 +washing machines 155.167 +Washington, George 75 + + +Webb Young Trader 221 +Weed, Bill 254 +Weherhaeuser 177 +Weintraub 300 +Wells, Rich, Greene 87 +Whalen, Grover 300 +whiskey 10, 30, 109 +White, E.B. 241 +White, Hooper 163 +Whittier, Roy 293, 305 +Williams, David 75 +Wilson, Edwin Bird 114 +women in advertising 42, 49, 287 +World Fair, New York 300 +World War II 257, 292 +World Wildlife Fund 82, 109, 132, 225, 227, 311 +Wrangell, Baron 127 +Wrigley’s chewing gum 258 +  +Xerox 85 +  +Young & Rubicam 2, 17, 74, 75, 85, 88, 92, 243, 261, 280, 289–93, 303, 305–7 +Young, James Webb 107, 221, 286, 303 +Young, John Orr 290 +  +Zest 234 +Zippo lighters 107, 128 + + +Picture credits +Doubleday Inc. from White Collar Zoo by Clare Barnes Jr. 89; FCO London +144; Foote, Cone & Belding 304T; Alan Hutchison Library 274B, 279B; +Keystone 249T, 323B, 324B; Rex Features 325T; Rex Features/Spia-Press +323B; Frank Spooner/Gamma 28; J. Walter Thompson 304M; Vision +International, Photo Polo Koch 325B. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +WELBECK +PUBLISHINGGROUP +Lovebooks?Jointheclub. +Sign-up to our newsletter for exclusive offers, +extracts, author interviews and more about +your next favourite read. +From heart-racing thrillers to award-winning +historical fiction, through to must-read music +tomes, beautiful picture books and delightful +gift ideas, Welbeck is proud to publish titles +that suit every taste. +#WeLiveForBooks +bit.ly/welbeckpublishing +WFIRFCK + + +Published in 2023 by Welbeck +An imprint of Welbeck Non-Fiction Limited +Part of the Welbeck Publishing Group +Offices in: London – 20 Mortimer Street, London W1T 3JW & +Sydney – 205 Commonwealth Street, Surry Hills 2010 +www.welbeckpublishing.com +  +Design and layout © Welbeck Non-Fiction Ltd, 2023 +Text © David Ogilvy, 1983 +  +First published by Pan Books, 1983. +First published by Prion Books, 1995. +  +Reprinted by Prion Books 1997, 1998, 1999, 2000, 2001 and 2003. +  +All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or +transmitted in any form or by any means, electronically, mechanical, photocopying, recording or +otherwise, without the prior permission of the copyright owners and the publishers. +  +A CIP catalogue record for this book is available from the British Library. +  +ISBN +UK ePub – 978-1-80279-698-8 +US ePub – 978-1-80279-699-5 +  +Typeset by seagulls.net +  +10 9 8 7 6 5 4 3 2 1 +  +Disclaimer: Any names, characters, trademarks, service marks and trade names detailed in this book +are the property of their respective owners and are used solely for identification and reference purposes. +This book is a publication of Welbeck Non-Fiction, part of Welbeck Publishing Group and has not +been licensed, approved, sponsored or endorsed by any person or entity. +  +Every reasonable effort has been made to trace copyright holders of material produced in this book, but +if any have been inadvertently overlooked the publishers would be glad to hear from them. diff --git a/library/Ogilvy on Advertising/Chapter-01-Overture/Chapter-01-chapter-notes.md b/library/Ogilvy on Advertising/Chapter-01-Overture/Chapter-01-chapter-notes.md new file mode 100644 index 0000000..c46f445 --- /dev/null +++ b/library/Ogilvy on Advertising/Chapter-01-Overture/Chapter-01-chapter-notes.md @@ -0,0 +1,27 @@ +# Ogilvy on Advertising — Chapter 01: Overture +- **Date Created**: 2026-10-11 +- **Status**: Not Started +- **Reading Span**: PDF pages 6–10 + +--- + +## 1. Pre-Reading Briefing +- **Core Question**: +- **Key Points to Watch For**: +- **Context & Thread from Prior Chapters**: First chapter — nothing carried in. + +--- + +## 2. Reading Review & Reflections +- **Prompt Questions**: +- **User Key Takeaways**: +- **Scaffolding & Feedback**: + +--- + +## 3. Chapter Synthesis +- **Core Thesis**: +- **Key Concepts / Mental Models**: +- **Notable Arguments & Evidence**: +- **Updates to Prior Understanding**: +- **Weekly Action Item**: diff --git a/library/Ogilvy on Advertising/Chapter-01-Overture/Chapter-01-memory.md b/library/Ogilvy on Advertising/Chapter-01-Overture/Chapter-01-memory.md new file mode 100644 index 0000000..40a2419 --- /dev/null +++ b/library/Ogilvy on Advertising/Chapter-01-Overture/Chapter-01-memory.md @@ -0,0 +1,27 @@ +# Ogilvy on Advertising — Chapter 01 Memory: Overture +- **Stage**: Intake complete — awaiting preview +- **Next Step**: Run the Chapter 1 pre-reading briefing before the reader starts. +- **Reading Span**: PDF pages 6–10 +- **Source Text**: /library/Ogilvy on Advertising/Chapter-01-Overture/Chapter-01-source-text.md (the chapter's own words; read instead of the PDF) +- **Full Record**: /library/Ogilvy on Advertising/Chapter-01-Overture/Chapter-01-chapter-notes.md (read only if needed) +- **Last Updated**: 2026-10-11 + +## Carried-in Context (from earlier chapters) +- First chapter — nothing carried in. + +## This Chapter +- **Core Question**: Pending preview +- **Watch-For Themes**: Pending preview +- **Core Thesis**: Pending +- **Key Concepts**: Pending +- **Notable Arguments / Evidence Limits**: Pending +- **Action Item**: Pending + +## Reader State +- **Pending Questions**: None +- **Reader's Answers (paraphrase)**: None +- **Misconceptions / Feedback Given**: None +- **Personal Threads**: None yet + +## Open Threads +- None yet. diff --git a/library/Ogilvy on Advertising/Chapter-01-Overture/Chapter-01-source-text.md b/library/Ogilvy on Advertising/Chapter-01-Overture/Chapter-01-source-text.md new file mode 100644 index 0000000..610c748 --- /dev/null +++ b/library/Ogilvy on Advertising/Chapter-01-Overture/Chapter-01-source-text.md @@ -0,0 +1,103 @@ +# Ogilvy on Advertising — Chapter-01: Overture +- **Source**: /library/Ogilvy on Advertising/source-file.pdf +- **PDF pages**: 6–10 +- **Pages without text**: 9 +- **OCR note**: OCR is supplied below for image-only pages; multi-column reading order may be imperfect, so consult the PDF for layout and visuals. + +--- + + +1 +OVERTURE +‘Let us march against Philip’ +I do not regard advertising as entertainment or an art form, but as a medium of +information. When I write an advertisement, I don’t want you to tell me that you +find it ‘creative’. I want you to find it so interesting that you buy the product. When +Aeschines spoke, they said, ‘How well he speaks.’ But when Demosthenes spoke, +they said, ‘Let us march against Philip.’ +In my Confessions of an Advertising Man, published in 1963, I told the story of +how Ogilvy & Mather came into existence, and set forth the principles on which +our early success had been based. What was then little more than a creative +boutique in New York has since become one of the four biggest advertising +agencies in the world, with 140 offices in 40 countries. Our principles seem to +work. +But I am now so old that a French magazine lists me as the only survivor +among a group of men who, they aver, contributed to the Industrial Revolution – +alongside Adam Smith, Edison, Karl Marx, Rockefeller, Ford and Keynes. Does +old age disqualify me from writing about advertising in today’s world? Or could it +be that perspective helps a man to separate the eternal verities of advertising from +its passing fads? +When I set up shop on Madison Avenue in 1949, I assumed that advertising +would undergo several major changes before I retired. So far, there has been only +one change that can be called major: television has emerged as the most potent +medium for selling most products. +Yes, there have been other changes and I shall describe them, but their +significance has been exaggerated by pundits in search of trendy labels. For + + +example, the concept of brand images, which I popularized in 1953, was not really +new; Claude Hopkins had described it 20 years before. The so-called Creative +Revolution, usually ascribed to Bill Bernbach and myself in the fifties, could +equally well have been ascribed to N.W. Ayer and Young & Rubicam in the +thirties. +Meanwhile, most of the advertising techniques which worked when I wrote +Confessions of an Advertising Man still work today. Consumers still buy products +whose advertising promises them value for money, beauty, nutrition, relief from +suffering, social status and so on. All over the world. +In saying this, I run the risk of being denounced by the idiots who hold that +any advertising technique which has been in use for more than two years is ipso +facto obsolete. They excoriate slice-of-life commercials, demonstrations and +talking heads, turning a blind eye to the fact that these techniques still make the +cash register ring. If they have read Horace, they will say that I am ‘difficilis, +querulus, laudator temporis acti. Se puero, castigator, censorque minorum’.* So +what? There have always been noisy lunatics on the fringes of the advertising +business. Their stock-in-trade includes ethnic humor, eccentric art direction, +contempt for research, and their self-proclaimed genius. They are seldom found +out, because they gravitate to the kind of clients who, bamboozled by their +rhetoric, do not hold them responsible for sales results. Their campaigns find favor +at cocktail parties in New York, San Francisco and London but are taken less +seriously in Chicago. In the days when I specialized in posh campaigns for The +New Yorker, I was the hero of this coterie, but when I graduated to advertising in +mass media and wrote a book which extolled the value of research, I became its +devil. I comfort myself with the reflection that I have sold more merchandise than +all of them put together. +I am sometimes attacked for imposing ‘rules’. Nothing could be further from +the truth. I hate rules. All I do is report on how consumers react to different +stimuli. I may say to a copywriter, ‘Research shows that commercials with +celebrities are below average in persuading people to buy products. Are you sure +you want to use a celebrity?’ Call that a rule? Or I may say to an art director, +‘Research suggests that if you set the copy in black type on a white background, +more people will read it than if you set it in white type on a black background.’ A +hint, perhaps, but scarcely a rule. +In 18th-century England, a family of obstetricians built a huge practice by +delivering babies with a lower rate of infant and maternal mortality than their +competitors. They had a secret – and guarded it jealously, until an inquisitive +medical student climbed onto the roof of their delivering room, looked through + + +the skylight and saw the forceps they had invented. The secret was out, to the +benefit of all obstetricians and their patients. Today’s obstetricians do not keep +their discoveries secret, they publish them. I am grateful to my partners for +allowing me to publish mine. But I should add that the occasional opinions +expressed in this book do not necessarily reflect the collegial opinions of the +agency which employs me. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +New tolet bar +Ccrame yodirkin +while ype srosh + + +This is not a book for readers who think they already know all there is to be +known about advertising. It is for young hopefuls – and veterans who are still in +search of ways to improve their batting average at the cash register. +I write only about aspects of advertising I know from my own experience. +That is why this book contains nothing about media, cable television or advertising +in Japan. +If you think it is a lousy book, you should have seen it before my partner Joel +Raphaelson did his best to de-louse it. Bless you, Joel. +Notes +* ‘Testy, a grumbler, inclined to praise the way of the world when he was a boy, to play the critic and to be +a censor of the new generation’. diff --git a/library/Ogilvy on Advertising/Chapter-02-How-to-produce-advertising-that-sells/Chapter-02-source-text.md b/library/Ogilvy on Advertising/Chapter-02-How-to-produce-advertising-that-sells/Chapter-02-source-text.md new file mode 100644 index 0000000..3ab3ec7 --- /dev/null +++ b/library/Ogilvy on Advertising/Chapter-02-How-to-produce-advertising-that-sells/Chapter-02-source-text.md @@ -0,0 +1,1002 @@ +# Ogilvy on Advertising — Chapter-02: How to produce advertising that sells +- **Source**: /library/Ogilvy on Advertising/source-file.pdf +- **PDF pages**: 11–48 +- **Pages without text**: 25, 27, 29, 32, 38, 42 +- **OCR note**: OCR is supplied below for image-only pages; multi-column reading order may be imperfect, so consult the PDF for layout and visuals. + +--- + + +2 +HOW TO PRODUCE +ADVERTISING THAT SELLS +Pretend you started work this morning in my agency, and that you have dropped +by my office to ask for advice. I will start with some generalities about how to go +about your work. In later chapters I will give you more specific advice on +producing advertisements for magazines, newspapers, television and radio. I ask +you to forgive me for over-simplifying some complicated subjects, and for the +dogmatism of brevity. We are both in a hurry. +The first thing I have to say is that you may not realize the magnitude of +difference between one advertisement and another. Says John Caples, the doyen of +direct response copywriters: +‘I have seen one advertisement actually sell not twice as much, not three +times as much, but 19½ times as much as another. Both advertisements +occupied the same space. Both were run in the same publication. Both had +photographic illustrations. Both had carefully written copy. The difference +was that one used the right appeal and the other used the wrong appeal.’* +The wrong advertising can actually reduce the sales of a product. I am told that +George Hay Brown, at one time head of marketing research at Ford, inserted +advertisements in every other copy of the Reader’s Digest. At the end of the year, +the people who had not been exposed to the advertising had bought more Fords +than those who had. + + +In another survey it was found that consumption of a certain brand of beer was +lower among people who remembered its advertising than those who did not. The +brewer had spent millions of dollars on advertising which un-sold his beer. +I sometimes wonder if there is a tacit conspiracy among clients, media and +agencies to avoid putting advertising to such acid tests. Everyone involved has a +vested interest in prolonging the myth that all advertising increases sales to some +degree. It doesn’t. +DO YOUR HOMEWORK +You don’t stand a tinker’s chance of producing successful advertising unless you +start by doing your homework. I have always found this extremely tedious, but +there is no substitute for it. +First, study the product you are going to advertise. The more you know about +it, the more likely you are to come up with a big idea for selling it. When I got the +Rolls-Royce account, I spent three weeks reading about the car and came across a +statement that ‘at sixty miles an hour, the loudest noise comes from the electric +clock’. This became the headline, and it was followed by 607 words of factual +copy. +Later, when I got the Mercedes account, I sent a team to the Daimler-Benz +headquarters in Stuttgart. They spent three weeks taping interviews with the +engineers. From this came a campaign of long, factual advertisements which +increased Mercedes sales in the United States from 10,000 cars a year to 40,000. +When I was asked to do the advertising for Good Luck margarine, I was under +the impression that margarine was made from coal. But ten days’ reading enabled +me to write a factual advertisement which worked. +Same thing with Shell gasoline. A briefing from the client revealed something +which came as a surprise to me; that gasoline has several ingredients, including +Platformate, which increases mileage. The resulting campaign helped to reverse a +seven-year decline in Shell’s share-of-market. +If you are too lazy to do this kind of homework, you may occasionally luck +into a successful campaign, but you will run the risk of skidding about on what my +brother Francis called ‘the slippery surface of irrelevant brilliance’. +Your next chore is to find out what kind of advertising your competitors have +been doing for similar products, and with what success. This will give you your +bearings. + + +Now comes research among consumers. Find out how they think about your +kind of product, what language they use when they discuss the subject, what +attributes are important to them, and what promise would be most likely to make +them buy your brand. +If you cannot afford the services of professionals to do this research, do it +yourself. Informal conversations with half-a-dozen housewives can sometimes +help a copywriter more than formal surveys in which he does not participate. +POSITIONING +Now consider how you want to ‘position’ your product. This curious verb is in +great favor among marketing experts, but no two of them agree what it means. My +own definition is ‘what the product does, and who it is for’. I could have positioned +Dove as a detergent bar for men with dirty hands, but chose instead to position it +as a toilet bar for women with dry skin. This is still working 25 years later. +In Norway, the SAAB car had no measurable profile. We positioned it as a car +for winter. Three years later, it was voted the best car for Norwegian winters. +To advertise a car that looked like an orthopedic boot would have defeated +me. But Bill Bernbach and his merry men positioned Volkswagen as a protest +against the vulgarity of Detroit cars in those days, thereby making the Beetle a cult +among those Americans who eschew conspicuous consumption. +BRAND IMAGE +You now have to decide what ‘image’ you want for your brand. Image means +personality. Products, like people, have personalities, and they can make or break +them in the market place. The personality of a product is an amalgam of many +things – its name, its packaging, its price, the style of its advertising, and, above +all, the nature of the product itself. +Every advertisement should be thought of as a contribution to the brand +image. It follows that your advertising should consistently project the same image, +year after year. This is difficult to achieve, because there are always forces at work +to change the advertising – like a new agency, or a new Marketing Director who +wants to make his mark. +It pays to give most products an image of quality – a First Class ticket. This is +particularly true of products whose brand name is visible to your friends, like +beer, cigarettes and automobiles: products you ‘wear’. If your advertising looks + + +cheap or shoddy, it will rub off on your product. Who wants to be seen using +shoddy products? +Take whiskey. Why do some people choose Jack Daniel’s, while others choose +Grand Dad or Taylor? Have they tried all three and compared the taste? Don’t +make me laugh. The reality is that these three brands have different images which +appeal to different kinds of people. It isn’t the whiskey they choose, it’s the image. +The brand image is 90 per cent of what the distiller has to sell. +Researchers at the Department of Psychology at the University of California +gave distilled water to students. They told some of them that it was distilled water, +and asked them to describe its taste. Most said it had no taste of any kind. They +told the other students that the distilled water came out of the tap. Most of them +said it tasted horrible. The mere mention of tap conjured up an image of chlorine. +Give people a taste of Old Crow, and tell them it’s Old Crow. Then give them +another taste of Old Crow, but tell them it’s Jack Daniel’s. Ask them which they +prefer. They’ll think the two drinks are quite different. They are tasting images. +I have always been hypnotized by Jack Daniel’s. The label and the advertising +convey an image of homespun honesty, and the high price makes me assume that +Jack Daniel’s must be superior. +Writing advertising for any kind of liquor is an extremely subtle art. I once +tried using rational facts to argue the consumer into choosing a brand of whiskey. +It didn’t work. You don’t catch Coca Cola advertising that Coke contains 50 per +cent more cola berries. +Next time an apostle of ‘hard sell’ questions the importance of brand images, +ask him how Marlboro climbed from obscurity to become the biggest-selling +cigarette in the world. Leo Burnett’s cowboy campaign, started 25 years ago and +continued to this day, has given the brand an image which appeals to smokers all +over the world. +WHAT’S THE BIG IDEA? +You can do homework from now until doomsday, but you will never win fame and +fortune unless you also invent big ideas. It takes a big idea to attract the attention +of consumers and get them to buy your product. Unless your advertising contains a +big idea, it will pass like a ship in the night. +I doubt if more than one campaign in a hundred contains a big idea. I am +supposed to be one of the more fertile inventors of big ideas, but in my long +career as a copywriter I have not had more than 20, if that. Big ideas come from + + +the unconscious. This is true in art, in science and in advertising. But your +unconscious has to be well informed, or your idea will be irrelevant. Stuff your +conscious mind with information, then unhook your rational thought process. You +can help this process by going for a long walk, or taking a hot bath or drinking +half a pint of claret. Suddenly, if the telephone line from your unconscious is +open, a big idea wells up within you. +My partner Esty Stowell complained that the first commercial I wrote for +Pepperidge Farm bread was sound enough, but lacking in imagery. That night I +dreamed of two white horses pulling a baker’s delivery van along a country lane at +a smart trot. Today, 27 years later, that horse-drawn van is still driving up that +lane in Pepperidge commercials. +When asked what was the best asset a man could have, Albert Lasker – the +most astute of all advertising men – replied, ‘Humility in the presence of a good +idea.’ It is horribly difficult to recognize a good idea. I shudder to think how many I +have rejected. Research can’t help you much, because it cannot predict the +cumulative value of an idea, and no idea is big unless it will work for 30 years. +One of my partners came up with the idea of parading a herd of bulls through +Merrill Lynch commercials under the slogan – ‘Merrill Lynch is bullish on +America.’ I thought it was dopey, but fortunately it had been approved before I +saw it. Those bulls are still parading, long after the account moved to another +agency. +  +It will help you recognize a big idea if you ask yourself five questions: +  +1. Did it make me gasp when I first saw it? +2. Do I wish I had thought of it myself? +3. Is it unique? +4. Does it fit the strategy to perfection? +5. Could it be used for 30 years? +  +You can count on your fingers the number of advertising campaigns that run even +for five years. These are the superstars, the campaigns that go right on producing +results through boom and recession, against shifting competitive pressures, and +changes of personnel. The Hathaway eyepatch first appeared in 1951 and is still +going strong. Every Dove commercial since 1955 has promised that, ‘Dove doesn’t +dry your skin the way soap can.’ The American Express commercials, ‘Do you +know me?’ have been running since 1975. And Leo Burnett’s Marlboro campaign +has been running for 25 years. + + +MAKE THE PRODUCT THE HERO +Whenever you can, make the product itself the hero of your advertising. If you +think the product too dull, I have news for you: there are no dull products, only +dull writers. I never assign a product to a writer unless I know that he is personally +interested in it. Every time I have written a bad campaign, it has been because the +product did not interest me. +A problem which confronts agencies is that so many products are no different +from their competitors. Manufacturers have access to the same technology; +marketing people use the same research procedures to determine consumer +preferences for color, size, design, taste and so on. When faced with selling ‘parity’ +products, all you can hope to do is explain their virtues more persuasively than +your competitors, and to differentiate them by the style of your advertising. This is +the ‘added value’ which advertising contributes, and I am not sufficiently +puritanical to hate myself for it. +‘THE POSITIVELY GOOD’ +My partner Joel Raphaelson has articulated a feeling which has been growing in +my mind for some time: +‘In the past, just about every advertiser has assumed that in order to sell his +goods he has to convince consumers that his product is superior to his +competitor’s. +‘This may not be necessary. It may be sufficient to convince consumers +that your product is positively good. If the consumer feels certain that your +product is good and feels uncertain about your competitor’s, he will buy +yours. +‘If you and your competitors all make excellent products, don’t try to +imply that your product is better. Just say what’s good about your product – +and do a clearer, more honest, more informative job of saying it. +‘If this theory is right, sales will swing to the marketer who does the +best job of creating confidence that his product is positively good.’ +This approach to advertising parity products does not insult the intelligence of +consumers. Who can blame you for putting your best foot forward? + + +REPEAT YOUR WINNERS +If you are lucky enough to write a good advertisement, repeat it until it stops +selling. Scores of good advertisements have been discarded before they lost their +potency. +Research shows that the readership of an advertisement does not decline when +it is run several times in the same magazine. Readership remains at the same level +throughout at least four repetitions. +You aren’t advertising to a standing army; you are advertising to a moving +parade. The advertisement which sold a refrigerator to couples who got married +last year will probably be just as successful with couples who get married this +year. A good advertisement can be thought of as a radar sweep, constantly hunting +new prospects as they come into the market. Get a good radar, and keep it +sweeping. +Henry Ford once said to a copywriter on his account, ‘Bill, that campaign of +yours is dandy, but do we have to run it forever?’ To which the copywriter replied, +‘Mr Ford, the campaign has not yet appeared.’ Ford had seen it too often at too +many meetings. The best way to settle such arguments is to measure the selling +effectiveness of your campaign at regular intervals, and to go on running it until +the research shows that it has worn out. +WORD OF MOUTH +It sometimes happens that advertising campaigns enter the culture. Thus the +musical theme in a Maxwell House coffee commercial became Number 7 on the +hit parade. After Commander Whitehead started appearing in Schweppes +advertising, he became a popular participant in talk shows on television. This kind +of thing is manna from heaven, but nobody knows how to do it on purpose. At +least, I don’t. +Fifty years ago attempts were made in England to cultivate word-of-mouth +advertising by spreading anecdotes like this one: +‘An old farmer was walking down a road, bent double with rheumatism. +Someone in a Rolls-Royce stopped to speak to him. Told him to take +Beecham’s Pills. Do you know who it was? The King’s Doctor!’ +DOWN WITH COMMITTEES + + +Most campaigns are too complicated. They reflect a long list of objectives, and try +to reconcile the divergent views of too many executives. By attempting to cover +too many things, they achieve nothing. +Many commercials and many advertisements look like the minutes of a +committee. In my experience, committees can criticize, but they cannot create. +  +‘Search the parks in all your cities +You’ll find no statues of committees.’ +  +Agencies have a way of creating campaigns in committees. They call it ‘team- +work’. Who can argue with team-work? +The process of producing advertising campaigns moves at a snail’s pace. +Questions of strategy are argued by committees of the client’s brand managers and +the agency’s account executives, who have a vested interest in prolonging the +argument as much as possible; it is how they earn their living. The researchers +take months to answer elementary questions. When the copywriters finally get +down to work, they dawdle about in brain-storming sessions and other forms of +wheel-spinning. If a copywriter averages an hour a week writing, he is exceptional. +The average period of gestation is somewhere between that of hyenas (110 +days) and goats (151 days). For example, storyboards for commercials are argued +at level after level in the agency, and level after level in the client’s organization. If +they survive, they are then produced and tested. The average copywriter gets only +three commercials a year on air. +AMBITION +Few copywriters arc ambitious. It does not occur to them that if they tried hard +enough, they might double the client’s sales, and make themselves famous. ‘Raise +your sights!’ I exhort them. ‘Blaze new trails! Hit the ball out of the park!! +Compete with the immortals!!!’ +Leo Burnett said it better, ‘When you reach for the stars, you may not quite get +one, but you won’t come up with a handful of mud either.’ +PURSUIT OF KNOWLEDGE +I once asked Sir Hugh Rigby, Surgeon to King George V, ‘What makes a great +surgeon?’ Sir Hugh replied, ‘There isn’t much to choose between surgeons in + + +manual dexterity. What distinguishes the great surgeon is that he knows more than +other surgeons.’ It is the same with advertising agents. The good ones know more. +I asked an indifferent copywriter what books he had read about advertising. He +told me that he had not read any; he preferred to rely on his own intuition. +‘Suppose,’ I asked, ‘your gall-bladder has to be removed this evening. Will you +choose a surgeon who has read some books on anatomy and knows where to find +your gall-bladder, or a surgeon who relies on his intuition? Why should our clients +be expected to bet millions of dollars on your intuition?’ +This willful refusal to learn the rudiments of the craft is all too common. I +cannot think of any other profession which gets by on such a small corpus of +knowledge. Millions are spent on testing individual commercials and +advertisements, but next to nothing is done to analyse the results of those tests in +search of plus and minus factors. Advertising textbooks have nothing to say on the +subject. +When he had been head of J. Walter Thompson for 45 years, the great Stanley +Resor told me, ‘Every year we spend hundreds of millions of dollars of our clients’ +money. At the end of it, what do we know? Nothing. So two years ago I asked four +of our people to try and identify factors which usually work. They already have +twelve.’ I was too polite to tell him that I had 96. +Advertising agencies waste their client’s money repeating the same mistakes. I +recently counted 49 advertisements set in reverse (white type on black +background) in one issue of a magazine, long years after research demonstrated +that reverse is difficult to read. +What is the reason for this failure to codify experience? Is it that advertising +does not attract inquiring minds? Is it that any kind of scientific method is beyond +the grasp of ‘creative’ people? Are they afraid that knowledge would impose some +discipline on their work? +It has not always been so. When George Gallup was Research Director at +Young & Rubicam in the thirties, he not only measured the readership of +advertisements, he accumulated the scores and analysed them. Certain techniques, +he found, consistently out-performed others. A brilliant art director called Vaughn +Flannery latched on to Gallup’s discoveries and applied them. Within a few +months, Young & Rubicam advertisements were being read by more people than +any other agency’s, to the incalculable benefit of their clients. +Mills Shepherd conducted similar research on the editorial content in +McCall’s, and came up with similar results. He found, for example, that +photographs of finished dishes consistently attracted more readers than + + +photographs of the raw ingredients. Recipes, printed on recipe cards, were sure- +fire with housewives. +Using the same research technique, Harold Sykes measured the readership of +advertisements in newspapers. He reported that ‘editorial’ graphics were +consistently high performers. +In 1947, Harold Rudolph, who had been Research Director in Stirling +Getchel’s agency, published a book on the subject.* One of his observations was +that photographs with an element of ‘story appeal’ were far above average in +attracting attention. This led me to put an eye-patch on the model in my +advertisements for Hathaway shirts. +Later, the advertising community turned its back on such research. Agencies +which pioneered the search for knowledge now excel in violating the principles +their predecessors had discovered. +Clients sometimes change agencies because one agency can buy circulation at +a slightly lower cost than another. They don’t realize that a copywriter who knows +his factors – the triggers which make people read advertisements – can reach +many times more readers than a copywriter who doesn’t. +For 35 years I have continued on the course charted by Gallup, collecting +factors the way other men collect pictures and postage stamps. If you choose to +ignore these factors, good luck to you. A blind pig can sometimes find truffles, but +it helps to know that they are found in oak forests. +It is remarkable how little the plus and minus factors have changed over the +years. With very few exceptions, consumers continue to react to the same +techniques in the same ways. +THE LESSONS OF DIRECT RESPONSE +For all their research, most advertisers never know for sure whether their +advertisements sell. Too many other factors cloud the equation. But direct- +response advertisers, who solicit orders by mail or telephone, know to a dollar how +much each advertisement sells. So watch the kind of advertising they do. You will +notice important differences between their techniques and the techniques of +general advertisers. For example: +General advertisers use 30-second commercials. But the direct-response +fraternity have learned that it is more profitable to use two-minute +commercials. Who, do you suppose, is more likely to be right? + + +General advertisers broadcast their commercials in expensive prime time, +when the audience is at its peak. But direct-response advertisers have +learned that they make more sales late at night. Who, do you suppose, is +more likely to be right? +In their magazine advertisements, general advertisers use short copy, but +the direct-response people invariably use long copy. Who, do you suppose, +is more likely to be right? +I am convinced that if all advertisers were to follow the example of their direct- +response brethren, they would get more sales per dollar: Every copywriter should +start his career by spending two years in direct response. One glance at any +campaign tells me whether its author has ever had that experience. +Do I practice what I preach? Not always. I have created my share of fancy +campaigns, but if you ask which of my advertisements has been the most +successful, I will answer without hesitation that it was the first ad I wrote for +industrial development in Puerto Rico. It won no awards for ‘creativity’ but it +persuades scores of manufacturers to start factories in that poverty-stricken island. +Sad to say, an agency which produced nothing but this kind of down-to-earth +advertising would never win a reputation for ‘creativity’, and would wither on the +vine. +What is a good advertisement? An advertisement which pleases you because +of its style, or an advertisement which sells the most? They are seldom the same. +Go through a magazine and pick out the advertisements you like best. You will +probably pick those with beautiful illustrations, or clever copy. You forget to ask +yourself whether your favorite advertisements would make you want to buy the +product. Says Rosser Reeves, of the Ted Bates agency: +‘I’m not saying that charming, witty and warm copy won’t sell. I’m just +saying that I’ve seen thousands of charming, witty campaigns that didn’t. +Let’s say you are a manufacturer. Your advertising isn’t working and your +sales are going down. And everything depends on it. Your future depends +on it, your family’s future depends on it, other people’s families depend on +it. And you walk in this office and talk to me, and you sit in that chair. +Now, what do you want out of me? Fine writing? Do you want +masterpieces? Do you want glowing things that can be framed by + + +copywriters? Or do you want to see the goddamned sales curve stop moving +down and start moving up?’* +THE CULT OF ‘CREATIVITY’ +The Benton & Bowles agency holds that ‘if it doesn’t sell, it isn’t creative.’ Amen. +You won’t find ‘creativity’ in the 12-volume Oxford Dictionary. Do you think +it means originality? Says Reeves, ‘Originality is the most dangerous word in +advertising. Preoccupied with originality, copywriters pursue something as illusory +as swamp fire, for which the Latin phrase is ignis fatuus.’ +Mozart said, ‘I have never made the slightest effort to compose anything +original.’ +I occasionally use the hideous word creative myself; for lack of a better. If you +take the subject more seriously than I do, I suggest you read The Creative +Organization, published by the University of Chicago Press. Meanwhile, I have to +invent a Big Idea for a new advertising campaign, and I have to invent it before +Tuesday. ‘Creativity’ strikes me as a high-falutin word for the work I have to do +between now and Tuesday. +A few years ago, Harry McMahan drew attention to the kind of commercials +which were winning the famous Clio awards for creativity: +Agencies that won four of the Clios had lost the accounts. +Another Clio winner was out of business. +Another Clio winner had taken its budget out of TV. +Another Clio winner had given half his account to another agency. +Another refused to put his winning entry on the air. +Of 81 television classics picked by the Clio festival in previous years, 36 of +the agencies involved had either lost the account or gone out of business. +WHAT ABOUT SEX? +The first advertisement I ever produced showed a naked woman. It was a mistake, +not because it was sexy, but because it was irrelevant to the product – a cooking +stove. + + +The test is relevance. To show bosoms in a detergent advertisement would not +sell the detergent. Nor is there any excuse for the sexy girls you sometimes see +draped across the hoods in automobile advertisements. On the other hand, there is +a functional reason to show nudes in advertisements for beauty products. +Advertising reflects the mores of society, but does not influence them. Thus it +is that you find more explicit sex in magazines and novels than in advertisements. +The word ‘fuck’ is commonplace in contemporary literature, but has yet to appear +in advertisements. +There used to be an unwritten law against showing women in advertisements +for cigarettes. It was not until long after people got used to seeing them smoke in +public that this taboo was lifted. I was the first to show women in liquor +advertisements – 30 years after they started drinking in public. +Not long ago, all Paris was agog over a series of posters which appeared on the +hoardings. The first showed a nubile girl in a bikini, saying, ‘On September 2, I +will take off the top.’ On September 2 a new poster appeared – she had taken off +the top. This time she promised, ‘On September 4, I will take off the bottom.’ All +Paris was asking if she would also keep this promise. She did. +Few Parisians were shocked. But I would not advise you to put up these +posters in South Dakota. +In Pakistan, an Islamic authority recently complained that ‘our women are +being exploited and commercialized on television and in the newspapers. This +goes against God’s will and violates the tradition of purdah dictated in the Qur’an.’ +He proposed a ban on women appearing in advertisements. In Saudi Arabia it is +illegal to use photographs of women in advertising, but OK to use drawings, +provided you don’t show bare arms or cleavage. When a commercial for a soft +drink showed a little girl licking her lips because she liked the taste, it was banned +as obscene. +While we are on the subject of taste, I deplore the current fashion of using +clergymen, monks and angels as comic figures in advertising. It may amuse you, +but it shocks a lot of people. +But I don’t object to scatological humor in advertising. I had no qualms about +presenting the Grand Prize in a Clio ceremony to a Japanese soap commercial +which featured a small boy farting in a public bath. +The most risqué copy I have seen was for Paco Rabanne men’s cologne. Sales +went up 25 per cent, and the advertisement was voted the best to appear in +magazines in 1981. +The Health Education Council in England uses advertising to encourage girls +to get free contraceptives from Family Planning Clinics. + + +If you follow the advice I have given you, you will do your homework, avoid +committees, learn from research, watch what the direct-response advertisers do, +and stay away from irrelevant sex. +In later chapters I will uncork some of the things I have learned about +producing print advertisements which make the cash register ring. After that, +television. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +The Rolls-Royce Silver Cloud-S13,995 +“At 60 miles an hour the loudest noise in this +new Rolls-Royce comes from the electric clock +What makes Rolls-Royce the best car in the world? “There is really no magic about it- +it is merely patient attention to detail," says an eminent Rolls-Royce engineer. +1."At 60 miles an hour the loudest +ihree years.With a new network of +12.There are thrce separate system +noise comes from the electric clock," +dealers and parts-depots from Coast +of power brakes, two hydraulic an +reports the Technical Editor of THE +to Coast, service is no problem. +one mechanical.Damage to one wi +MOToR. Three muffers tune out sound +7. The Rolls-Royce radiator has never +not affect the others. The Rolls-Royc +frequencies-acoustically. +changed, except that when Sir Henry +is a very safe carand also a very livel +2. Every Rolls-Royce engine is run for +Royce died in 1933 the monogram RR +car. It cruises serenely at eighty-five +seven hours at full throttle before in- +was changed from red to black. +Top speed is in excess of 100 m.p.h. +stallation, and each car is test-driven +8. The coachwork is given five coats +13. The Bentley is made by Roll: +for hundreds of miles over varying +of primer paint, and hand rubbed be- +Royce. Except for the radiators, the +road surfaces. +tween each coat, before nine coats of +are identical motor cars, manufacture +3.The Rolls-Royce is designed as an +finishing paint go on. +by the same engineers in the sam +Owner-driven car.It is eighteen inches +9. By moving a switch on the steering +works.People who feel diffiden +shorter than the largest domestic cars. +column, you can adjust the shock- +about driving a Rolls-Royce can bu +4.The carhaspower steering,power +a Bentley. +absorbers to suit road conditions. +brakes and automatic gear-shift. It is +10. A picnic table, veneered in French +PRICE. The Rolls-Royce illustrated i +very easy to drive and to park. No +walnut, slides out from under the +this advertisement-f.o.b. principa +chauffeur required. +dash. Tivo more swing out behind the +ports of entry-costs $13,995. +5. The finished car spends a week in +front seats. +If you would like the rewarding +the final test-shop, being fine-tuned. +Il. You can get such optional extras +experience of driving a Rolls-Royce o +Here it is subjected to 98 separate or- +as an Espresso coffee-makingmachine, +Bentley, write or telephone to one o +deals. For example, the engineers use +a dictating machine, a bed, hot and +the dealers listed on opposite page. +a stethoscopeto listen for axle-whine. +cold water for washing, an electric +Rolls-Royce Inc., 10 Rockefeller Plaza +6. The Rolls-Royce is guaranteed for +razor or a tclephone, +New York 20, N. Y. Clrele 5-1144. + + +Before I wrote this – the most famous of all automobile ads – I did my homework. It +ran only in two newspapers and two magazines, at a cost of $25,000. The +following year, Ford based their multi-million-dollar campaign on the claim that +their car was even quieter than a Rolls. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +You give up things when +you buy the Mercedes-Benz 230S. Things like +rattles, rust, and shabby workmanship. +Apoxonthestatus symbol thar'sal +body won't sem as if it's piastered to3 +glitterandoguts.AtS4,754, +sheet of fypaper +Mercedes-Benz 230S is an efficien +Comfort without trivia +machine, built to endure. lts bod: +is welded 10,000 timesand paintes +Mercedes-Besz engineers waste oo time +with 7 enamel coats. A 24-poun +onfrivolous gadgets. No buit-inrecord +layer of undercoating stifles rust +piayers, to card tables. no coffee urns. +Yet sensibir smenities abound ltem: +Read on for thefullstory of why th +Smali notrles at either end of the isstru- +Mercedes-Benz 2305 is a shrews +ment panel. They shoor warm air to de- +investment indeed. +frost the front side windows +Purists: Note thar wood-grain instru- +AnINadniohe20 +mentpanei trinCoetrarytoapopular +Aa body vtyle finst.seen in 1959. +tread, it's reel wood, Coetrary to as- +Mercedex-Benz enginers refuve t +ooplarrnditfSoy +makc changec for the ake of changt +thingelseon the 2305.Oneofeveryt1 +Superficial styfing changes don1reake +ccd +tor to keep it that way +technical advances +And the 2305 body is advancedit +Safety is an obligation +are welded at 10,000 points. Afte +Mercedes-Bent considers safety a sober +50,000) mile- you may begin to wonde +obligationsot apublic relations prob- +if it will ever rattle. +lemSafety starts withbasic car deaign. +NorilikelyorustThntibod +not a few tacked-on aferthoughts +" plunged out of sight in a primer bati +The 230S bedy is a patented safety +before painting A lough caulking coa +feature Fromt and rear sectioms are de +vwih intoevery crevice, evry pore. N +signed to yieid on violcet impact, ab- +sonoer is the prisier haked on than 24. +sorbing shock before it can reach the +pound praying of plusticized undercoat seals +bummning atmost endlessly at near maumum +out sending shivers through the whole body +pasengerarea Front disc brakes anda dual +the car> unJerbody aguinst the inenace of +perdi with no hint of sdrais. +If this system weren't so coutly to build. +ruad salt anJ rust. +American cars migh have it. No fullsized +Sixty-minute engine test +Then comes paint49 pounds of it,spreau +domestic cat does +in new cars-is sulved with saper premism- +on in 7 careful layens The fial coart is hand +European lourirs You' see the 300SLR +grade tires on every 2305 Duor locks are de- +factory on a pecial lest >tand, To flush away +aprayed, in a paint shop cleaner than a hospi +at the Daimler-Benz Museum ia Stuttgan. +tal operating room. +Unterturkheim. You'lspot a few dozen other +any angle Inside, there are no sharp edpes +Note to mitpickers: You won't find lumpy +changed 52 fime> during thistrial run. +famous racing machines too; Mercedes-Benz +Safetypadding extendseventothesteering +"orangepeei'fasinthepaint.Andyouwon't +wheel hub-and the rear vition mirror is +u doniestic V8. Yet the 230S hitsapeak speed +fisd pits im the chtrome It's backed by tuo +uafed rsdojdu +spring maunted.tobreak away on heasy +platings of coppct and one of nickel over a +of 109 mph and in normai driving queezes +Forget brake fade +cver 20 miles from > yallon. +impact. +teelbuseRuutandrot arethwartedagain +A lesson from racing +The 2305 weighs 1in tons. Caliper-type, 9. +last theMeof the cat.tt soperfectly bal. +inch disc brakes at front (where 70G of the +Going to Europe? +Mercede-Beszengineensknou how lo build +anced (enpine tolerances are as fine us +car'sweightisshiftedinstopping)helpsupply +Asyoer Mercede-Benu deaie.w Cat +↓ 10,000tha of an isch) that you can keep it +braking ablityadequatefor wicrthisweigh +heryotse MercedeBenrYouu +cip aztrangt alt deiails for Eluropean dt +vedan there's no doubt ztout that in our +Disc brakes shrug off heat buildup in hard +muety.timanderryaad iure ppe +use You can virtually forget the threatof fad. +Mercedes-Benz motor cars: +Mrvionges yoe reiurs +MePeierGramlEuroeasDdlieyM +Farfuf informalionweerne +from 522,942 to 53,929 +wilf do wonders for ber driving morale) +Mayhe yoa can afford SMerirdes-Benz +America lac_PO Box 211 Chthide +-ihoutiscsingit Suggeun retal pice* +Science defeats fatigue +for a few popular modehs +Wied ree +chreln aettdependently +Long trips are no ordeal in the 230s Seats +c00 Gtand Merctles +572.942 +6144 +front andearare almostchairheight.They're +230SL Raudtrr +mubdacomnencs CAR LIFE magarine. +deply comtoured and frmiy paddedrjust like +4.754 +the doctot orderedorthopedic physicists +AsyrM-Bzdalegay +230.Sedan +worid champiomship sports-racing car, the +guided seat design)- +300 Diese/ Sedan +4.142 +arrange thorough demorstration drive is +3005LR.Thenthey adapled its suipentionto +Youcan tiltbothindividualfront-seatbacks +3.929 +this or anyother Mercedes-Benz +Mercedes-Benz sedans. +to 4reclining positioms.Oehot,humid day +model It is something of areve- +A11 4 xheehs on the 2305 aie separately +you'l feel the benefit of thove thouuands of +lation to drive a car built to.be +yruag They suk up ruts and bumps with- +miniscule air vents in the srat material Your +the testnot the beut seller + + +I resigned the Rolls-Royce account when they sent 500 defective cars to the +United States. Two years later, we took Mercedes, and sent a team to interview +their engineers in Stuttgart. From this sprang a campaign of long factual +advertisements which increased sales from 10,000 cars a year to 40,000. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +A challenge to women who woulc +never dream of serving margarin +Lever Brothers defy you to tell the difference between +GooD LUCK margarine and you-know-what +TEAvE us face it.We know dlozens +After dinner we let the cat out of +Pasteurized Milk +of womenwhowouldn'tput +the bag. Nobody could belicve that +We add thonsands of gallons of tl +margarine on their tables for all the +they had bcen cating marganne. +tea in China. +They had bcen taken in, completcly +finest skim milkto GooDLUCK.V +also put about 15.000units of Vi +We don't blame these persnickety +and absolutely, cvery man jack of +min.A in every golden pound-whi +pcople, not one bit. As a matter of +them. And they loved it! +We made cight convcrts to GooD +fact, our own wife used to be the +is more than you get in thirty glass +ol Grade A milk. More than you g +sane way. Her prcjudice against +LUcK that night. +in two doen fresh farm cggs. +margarine dated back to her child. +Top Secret Research +hood, when she was given old-fush. +These vitaminswill build upyo +The insicde story behind this new +ioned olco.It was made of beeffitt- +resistance to colds.And if you ha +GooDLucK isabsolutely fascinating. +children, our Vitamin A will mal +and tasted perfectly awful. +Lever Brothers set out to produce +Laist weck she tasted our newgold. +Them stronger. +It is hard to think of anything ye +en GooD LtcK.lotell you the truth +amargarinewhichcould holditsown +could give children which would e +shehad totasteit.because wework for +with you-know-what. A margarine +which the nost snobbish fecelers +Lever Brothers and our wife knows +them more good. Acording to tl +would be happy to gobble on their +dotors,Goon uck providesabo +which side her bread is margarined +on.Our consort was jlabbergusted. +crumpets.Amargarine which would +twice the energy of beefsteak. +"Here"she said,"is something to +be indistinguishable -even when +be proud of. I would never have +melted for lobster or artichokes.In +known that it uns margarine. This +short.a table margarine. +stuff is in a class by itscl. From now +Ittookfourteenyearsoftopsecret +on, anyone who pays cighty cents a +rescarch to do this trick. +ound is a dope." And so forth, for +The actual fiaor of GooD Luck +half an hour. +was achieved by adapting a remark. +able techniquc disovered at a ft +That night wegavea dinner party. +mousState CollegeofAgriculturein +the farm belt. As a matter of fct, +We filled our liule French crorks +97eof our ingredients come from +with GooDLr'cK,and printe them +American farus. There is mothing +withiantiquemoldslikeyouscchere. +"synthetic"about GooD Lt'cK. +Farmers'Wives Switch +We never espected to sce famers +Save50saPound +switch to margarinc, We thought +Take our word for it, GooD LucK +they would be the last to scc the +in a class by itself, really and trul +light. +One bite,and you will getoveryot +But the truly astonishing fact is +espensive prejudice against marg +this: in those rural arcas where we +rine. +havcalrendyintrorlucedGoopLcCK +(We knowa Greenwich child wh +in a guiet way.thousands of ftrmcrs +sat down and ate a quaricr of +wives are now serving this new gold- +pound of GooD LtCK-shraighr.) +cn glony at every mcal. Even heir +Goon Luck will save you as muc +husbands can't tell the difference! +asto centsapound-enoughtogi +Belicve it or not, Amcrican farm. +NEW YORKER subscriptions TO a +They looked very chic-more chic +crs are now cating almost as much +your best Iriends. +than anything clsc on our table, in. +margarineascityfolks.Shrewd souls, +Inthe words ofourwife,don'tl +cluding the family Lowestoft. +those farmers wives. +a dope-get GooD Ltck. + + +When I got a margarine account, I was under the impression that margarine was +made from coal. Ten days reading the literature taught me otherwise. +I positioned Dove as a toilet bar for women with dry skin, and used a promise +which won in test: ‘Dove creams your skin while you bathe.’ + + +Robert Townsend, the eccentric head of Avis, asked me to do his advertising. +When conflict with another client forced me to refuse, Doyle Dane Bernbach +created one of the most powerful campaigns in the history of advertising. ‘When +you’re only Number 2, you try harder. Or else.’ This diabolical positioning made +life miserable for Hertz, who was number 1. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +Think small +Our little car isn't so much of a novelty +flivver don't even think 32 miles to the gal. +some of our economies, you don't ever +lon is going any great guns. +any more, +think about them any more. +A couple of dozen collegekids don't +Orusing five pints of oil instead of five +Exceptwhen you squeeze into a smal +try to squeeze inside it. +quarts. +parking spot. Or renew your small insur. +The guy at the gas station doesn't ask +Or never needing anti-freeze. +ance.Orpaya smallrepairbill +where the gas goes. +Orrackingup40,000milesonasetof +Ortrade in your oldvWforc +Nobody even stares at our shape. +tires. +new one. +In fact, some people who drive our.lile +That's because once you get used to +Think it over. + + +Doyle Dane Bernbach positioned Volkswagen as a protest against Detroit, thereby +making the Beetle a cult among non-conformists. The copywriter was Julian +Koenig, the art director Helmut Krone. Sales of the car went up to 500,000 cars a +year. + + +An essay in the art form of image-building. For 18 years I used the face of my +client Commander Whitehead as the symbol of his own product. It worked to beat + + +the band on a peppercorn budget. + + +When you choose a brand of whiskey you are choosing an image. Jack Daniel’s + + +advertisements project an image of homespun honesty and thereby persuade you +that Jack Daniel’s is worth its premium price. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +万宝路 +美国销量第一世界销量第一 +larboro +Cometowheretheflavoris +CometoMarlboro Country. +The +filter doesn't +get between +you and +the fiavor! +Marlboro +Marlboro Malorn +THE NEW PILTER CIGARETTE FROM PHILIP MORR +the goods on fasur, Popalar flter price, This new Marlloru +bon +te change to a flter. Thin ars yoe'l like. + + +Leo Burnett’s campaign for Marlboro projects an image which has made it the +biggest-selling cigarette in the world. It has been running, almost without change, +for 25 years. + + +Sometimes, the best ideal of all is to show the product (Royal Copenhagen + + +Porcelain designed by Grethe Meyer) – with utter simplicity. This takes courage, +because you will be accused of not being ‘creative’. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +sor sTETson, Do Tlook fan +Seuffaf airt +Rrlar! +Ben! +Clam by self. +Doyrum +atsr raitno- Dry FuntHord te beliee. +Ter Tereon: Durto.Bican rum! +Cleaz. Light-bodied. +Many bruade available. +Jast the thinr fue +tall drinks. +IEHS: Whioh brond shere? +seE eTETo-Merite bere.Tep aotch +Herry p. +Yo +Beautifelly played Calls for foat. +SEsT PRIENO.Sher luck. +Noorl experiesce. +TEts oN+ Deservis rcvel toast. +New drink. Everybody aking for. +Do tol. +Drxn- +Comes fron Puerto Rice._ Lightur bodied. +Superh with sode ansd leeron twix. +Or favorite mixrr +Bat end sode. Serious? +Couldn't be more., With Buerte_Rican rum., People +BESYFRIEND.COM,MRZ. +Sperify trasd. +Maraca.here +Spectacular drink. +Jor sTeYson; Happy returns, Manv. + + +To my chagrin, this campaign, which I thought enchanting, created scarcely a +ripple. The dog was my briard Crème Brûlée. Judson Irish wrote the dialogue in +the style of Alfred Jingle in The Pickwick Papers. +Good ideas come from the unconscious. The author dreamed about an old baker +during his horse and wagon along a country lane on his way to deliver Pepperidge +Farm bread. Twenty-five years later, the horse and wagon are still in the +commercials. + + +Advertising agencies have a genius for wheel-spinning. The average time it takes +them to produce a campaign is 117 days – faster than goats but slower than +hyenas. + + +If more copywriters were ambitious, they too would find fame and fortune. This is +Touffou, the medieval castle where the author holes up when he is not visiting one +of the Ogilvy & Mather offices. + + +Rosser Reeves: ‘Do you want fine writing? Do you want masterpieces? Or do you +want to see the goddamned sales curve start moving up?’ + + +For a long time, the idea that women might drink liquor as well as men affronted +American puritanism sufficiently to keep women out of liquor ads. I was the first to +break this taboo. + + +The Health Education Council in England ran this advertisement to encourage +girls to get free contraceptives from Family Planning Clinics – ‘whether you are +married or not.’ +Notes +* Tested Advertising Methods by John Caples. Prentice-Hall, 1975. +* Attention and Interest Factors in Advertising, by Harold Rudolph. Funk & Wagnall, 1947. +* Reality in Advertising, by Rosser Reeves. Alfred A. Knopf, Inc., 1961. diff --git a/library/Ogilvy on Advertising/Chapter-03-Jobs-in-advertising-and-how-to-get-them/Chapter-03-source-text.md b/library/Ogilvy on Advertising/Chapter-03-Jobs-in-advertising-and-how-to-get-them/Chapter-03-source-text.md new file mode 100644 index 0000000..c3108bb --- /dev/null +++ b/library/Ogilvy on Advertising/Chapter-03-Jobs-in-advertising-and-how-to-get-them/Chapter-03-source-text.md @@ -0,0 +1,478 @@ +# Ogilvy on Advertising — Chapter-03: Jobs in advertising – and how to get them +- **Source**: /library/Ogilvy on Advertising/source-file.pdf +- **PDF pages**: 49–66 +- **Pages without text**: none + +--- + + +3 +JOBS IN ADVERTISING – AND +HOW TO GET THEM +Cosimo de Medici persuaded Benvenuto Cellini, the Florentine +sculptor, to enter his service by writing him a letter which +concluded, ‘Come, I will choke you with gold.’ +Advertising offers four different career paths: +  +1. You can join a television network, a radio station, a magazine or a newspaper +and sell time or space to advertisers and their agencies. +2. You can join a retailer like Sears Roebuck, and work as a copywriter, art +director or advertising manager. +3. You can join a manufacturing company like Procter & Gamble, and work as a +brand manager. +4. You can join an advertising agency. +  +These are not watertight compartments. Copywriters trained at Sears Roebuck +sometimes migrate to agencies. Brand managers escape from Procter & Gamble +to join agencies. Time-buyers at agencies move to broadcasting networks. +I am competent to write only about jobs in agencies. I don’t know any other +trade which offers such variety. The atmosphere is extraordinarily stimulating. +Agencies are psychological hothouses. You will never be bored. +All the big agencies are international and offer job opportunities in Europe, +Asia and Latin America. If you are fluent in a foreign language, it helps. + + +At the start of your career in advertising, what you learn is more important +than what you earn. Some agencies take great pains to train their people. As in +teaching hospitals, their top people devote an enormous amount of time to +teaching the interns. Agency employees in countries where advertising is relatively +mature do not always welcome attempts to teach them. However wet behind the +ears, they believe that they have nothing to learn. But in Asia and other developing +areas, they welcome lecturers with open arms and hang on their every word. I now +see campaigns in India, Thailand, Singapore, Hong Kong, Malaysia and Indonesia +which are better than many campaigns coming out of Europe and the United +States. (See Chapter 17.) +COPYWRITERS +Like all trades and professions, advertising has its establishment. You will find the +names in the roster of 84 men and four women who have been elected to the +Advertising Hall of Fame since its foundation 32 years ago. I regret to say that +only 13 of them are copywriters. +Copywriters may not be the most visible people in agencies, but they are the +most important. The hallmarks of a potentially successful copywriter include: +  +• +Obsessive curiosity about products, people and advertising. +• +A sense of humor. +• +A habit of hard work. +• +The ability to write interesting prose for printed media, and natural dialogue +for television. +• +The ability to think visually. Television commercials depend more on pictures +than words. +• +The ambition to write better campaigns than anyone has ever written before. +  +‘Most good copywriters’, says William Maynard of the Bates agency, ‘fall into two +categories. Poets. And killers. Poets see an ad as an end. Killers as a means to an +end.’ If you are both killer and poet, you get rich. +ART DIRECTORS +You cannot get a job as an art director unless you have had some training in film, +layout, photography and typography. It helps to be endowed with good taste. + + +Since print went out of fashion, many art directors have turned themselves into +television producers. Television, being a visual medium, is a natural outlet for their +talents. +Art directors used to be the handmaidens of copywriters, but they have now +gone up in the world. Indeed, some art directors have risen to become +distinguished Creative Directors – notably Bob Gage at Doyle Dane Bernbach, +Hal Riney at Ogilvy & Mather, and Keith Reinhard at Needham, Harper & Steers. +ACCOUNT EXECUTIVES +The chief role of account executives is to extract the best possible work from the +other departments of the agency. They are in daily touch with clients. +If I wanted to become an account executive, I would first spend a couple of +years at Procter & Gamble in brand management, followed by a year in a +consumer research company, learning what makes people tick – particularly +people who are less well educated than I am. +Some agencies now hire more women account executives than men. In the +New York office of Ogilvy & Mather, 69 per cent of the account executives are +women. +It used to be that account executives were better paid than the brand managers +who were their opposite numbers on the client side, and were often responsible not +only for the advertising, but for the total marketing plan. But those days are over. +The clients now recruit at the same business schools, and pay higher salaries than +agencies. As a result, the role of the account executive at many agencies has been +reduced to one of co-ordination. On an airplane not long ago, I overheard the +following conversation: +  +‘What business are you in?’ +‘Engineer. You?’ +‘I’m an account executive in an ad agency.’ +‘You write the ads?’ +‘No, copywriters do that.’ +‘That must be a fun job.’ +‘It’s not that easy. We do a lot of research.’ +‘You do the research?’ +‘No, we have research people for that.’ +‘Do you bring in the new clients?’ + + +‘That’s not my job.’ +‘Forgive me, but what is your job?’ +‘Marketing.’ +‘You do the marketing for the clients?’ +‘No, they do it themselves.’ +‘Are you in management?’ +‘No, but I soon will be.’ +  +If this dismal dialogue does not put you off, and you still want to start your career +as an account executive, I repeat the advice I offered in my Confessions. Set +yourself to becoming the best-informed person in the agency on the account to +which you are assigned. If, for example, it is a gasoline account, read books on oil +geology and the production of petroleum products. Read the trade journals in the +field. Spend Saturday mornings in service stations, talking to motorists. Visit your +client’s refineries and research laboratories. At the end of your first year, you will +know more about the oil business than your boss, and be ready to succeed him. +Most of the work you do will be routine maintenance. Your golden +opportunity will come when you rise to a great occasion. Some years ago, Lever +Brothers asked their seven agencies to submit policy papers on the television +medium, which was then quite new. The other agencies put in adequate papers of +five or six pages, but a young man on my staff took the trouble to assemble every +conceivable statistic and, after working day and night for three weeks, came up +with an analysis which covered 177 pages. The following year he was elected to +our board of directors. +Some young men and women are attracted by the travel and entertainment +which attach to the work of an account executive. They soon find that lunching in +expensive restaurants is no fun if you have to explain a declining share-of-market +while eating the soufflé. Riding the circuit of test markets can be a nightmare if +one of your children is in hospital. +Account executives can be divided into custodians and contributors. You can +probably get by if you never function as more than a channel of communication +between your client and your service departments, like a waiter who shuttles +between the chefs in the kitchen and the customers in the dining room. No doubt +you will perform this function with aplomb, but I hope you will contribute more +than that. Like inventing big ideas for selling the product. +However hard you work, and however knowledgeable you become, you will be +unable to represent your agency at the client’s policy levels until you are at least 30 + + +years old. One of my partners owes the rapidity of his ascent to the fact that he +had the good fortune to have his hair turn white at 27. +You will never become a successful account executive unless you learn to +make good presentations. Most of your clients will be corporations, and you must +be able to sell campaigns to their committees. Your presentations must be well +written, and well delivered. +Do not make the common mistake of regarding your clients as dopes. Make +friends with them. Buy shares in their companies. But try not to become entangled +in their politics. Emulate Talleyrand, who served France through seven regimes. +Always tell your client what you would do if you were in his shoes, but don’t +grudge him the prerogative of deciding what advertising to run. It is his product, +his money, and ultimately his responsibility. +In your day-to-day dealings with clients and colleagues, fight for the kings, +queens and bishops, but throw away the pawns. A habit of graceful surrender on +trivial issues will make you difficult to resist when you stand and fight on a major +issue. +Don’t discuss your clients’ business in public places. Keep their secrets under +lock and key. A reputation for leaking can ruin you. +Learn to write lucid memoranda. The senior people to whom they are +addressed have more homework than you do. The longer and more turgid your +memos, the less likely they are to be read by executives who have the power to act +on them. In 1941, Winston Churchill sent the following memo to the First Lord of +the Admiralty: +‘Pray state this day, on one side of a sheet of paper, how the Royal Navy is +being adapted to meet the conditions of modern warfare.’ +RESEARCHERS +To get a job in the Research Department of a good agency, you probably need a +degree in statistics or psychology. You also need an analytical mind, and the +ability to write readable reports. +You must also be able to work sympathetically with creative people, most of +whom are stubbornly allergic to research. Above all you must be intellectually +honest. A researcher who injects bias into his reports does awful damage. +Grateful as I am to the researchers who have helped me to produce effective +advertising, I have nine bones to pick with them: + + +1. They take three months when I only have three weeks. When +Eisenhower was President, the White House called Dr. Gallup one evening +at six o’clock. Eisenhower wanted to know the state of public opinion on +an important issue of foreign policy. The report had to be on the +President’s desk at eight o’clock the next morning. Gallup sent for six of +his henchmen and dictated three questions. Then each of the henchmen +telephoned six interviewers in different parts of the country, and they +interviewed ten people each. By midnight they had called in their results. +Gallup tabulated them, wrote his report and dictated it to a White House +stenographer. The report was on Eisenhower’s desk two hours before it +was due. +Nor is this merely an example of presidential clout. When Robert +Kennedy lost the Oregon primary in 1968, his campaign manager had a +research report on his desk 18 hours after the polls closed, analysing the +reasons for his defeat. +When I first went to run the Audience Research Institute for Dr. +Gallup, it took our statisticians two months to deliver their reports. I +bullied them into telescoping the work into two days, thereby making the +reports of much greater value to the Hollywood executives who were our +clients. +So why does it take agency researchers three months to answer a few +simple questions? They are natural slowpokes, and too frightened of +making mistakes. +2. They cannot agree among themselves on methodology. It recently +took the Research Directors of the 21 biggest agencies two years to reach +agreement on the principles which should govern copy-testing. Now they +have started to debate methodology. Five years? +3. It is in research departments that you find the eggheads of the agency +business. Too many of them are more interested in sociology and +economics than advertising. They concentrate their attention on subjects +which are only peripherally related to advertising. +4. They have little or no system for retrieving research which has already +been conducted. Reports are read, sometimes acted on, and filed. Two +years later, the researcher, the account executive, the copywriter and the + + +brand manager have moved to fresh pastures. Even if somebody +remembers that the research was done, nobody can find it. So we re-invent +the wheel, year after year. +5. Advertising research is full of fads. In the sixties we saw Eye +Cameras, Latin Squares, Facturals, Randomized Blocks, Greco-Latin +Squares. Some of them were useful, but all went out of fashion. +6. Researchers use graphs which are incomprehensible to laymen. And +their reports are too long. When he was an executive at Procter & Gamble, +Ralph Glendinning refused to read any research report which was more +than a quarter of an inch thick. +7. Researchers have a maddening way of refusing to undertake projects +which they consider imperfect by their perfectionist standards, even when +the project would produce actionable results. Said Winston Churchill, +‘PERFECTIONISM is spelled PARALYSIS.’ +8. Ninety-nine researchers out of a hundred content themselves with +conducting surveys for which they are asked, but seldom take initiative. +Stop asking them questions, and they grind to a halt. +9. Worst of all, researchers use pretentious jargon – such as attitudinal +paradigms, judgmentally, demassification, reconceptualize, sub-optimal, +symbiotic linkage, splinterization. Come off it, professor. +MEDIA +I have never worked in the media department of an agency, but observation of +those who have been successful in this field leads me to think they need an +analytical mind, the ability to communicate numerical data in non-numerical +formats, stability under pressure and a taste for negotiation with owners of media. +CHIEF EXECUTIVE OFFICER + + +The most difficult job in an agency is Chief Executive Officer. He (or she) must be +a good leader of frightened people. He must have financial acumen, administrative +skill, thrust, and the courage to fire non-performers. He must be a good salesman, +because he is responsible for bringing in new clients. He must be resilient in +adversity. Above all, he must have the physical stamina to work 12 hours a day, +dine out several times a week, and spend half his time in airplanes.* +A recent study reveals that the death rate from stress-related causes is 14 per +cent higher among senior advertising executives than their counterparts in other +white-collar occupations. +CREATIVE DIRECTOR +As a Creative Director myself, I dare to list the attributes needed for this back- +breaking job. You must be: +  +1. A good psychologist. +2. Willing and able to set high standards. +3. An efficient administrator. +4. Capable of strategic thinking – ‘positioning’ and all that. +5. Research-minded. +6. Equally good at television and print. +7. Equally good at package goods and other kinds of accounts. +8. Well versed in graphics and typography. +9. A hard worker – and fast. +10. Slow to quarrel. +11. Prepared to share credit for good work, and accept blame for bad work. +12. A good presenter. +13. A good teacher and a good recruiter. +14. Full of infectious joie de vivre. +  +Notice that I put ‘good psychologist’ at the top of the list. Albert Lasker, who +made the largest fortune in the history of the advertising business, once told a +group of copywriters, ‘You think managing copywriters is a snap? You have taken +some hairs out of me. I had a breakdown that kept me five and one-half months. I +couldn’t talk for five minutes without starting to weep.’ +WOMEN IN ADVERTISING + + +Like most boys of my generation, I started life believing that women belonged in +the home, until I noticed how much happier my mother was when she went out to +work. My first woman Vice-President was Reva Korda, a brilliant copywriter who +later became head of the Creative Department. For all her brains and ability, even +Reva encountered male copywriters and art directors who felt uncomfortable +working under any woman. But there are now 52 women Vice-Presidents in the +New York office of Ogilvy & Mather, and there appears to be no resentment of +them among the male staff. +The majority of people now being recruited by advertising agencies in the +United States for so-called ‘professional’ jobs are women. +FIRING AND HIRING +Agencies used to fire people at the drop of a hat. Stirling Getchel’s otherwise +admirable agency had a turnover in staff of 137 per cent in one year. Another +agency fired a copywriter because he dared to talk to the boss in the men’s room. +Today the boot is on the other foot. The people who work in agencies are +lamentably nomadic. I recently hired a 40-year-old copywriter who had already +changed jobs 11 times. +You might suppose that a business which depends entirely on the talent of its +people would take recruiting seriously, but that is not yet the case. In most +agencies, the recruiting is still sloppy and haphazard. Even today, it is rare for any +agency to ask an applicant’s former employers what they think of him. I know two +men who were hired and fired as Presidents of three agencies – without their +references being checked. +EDUCATION FOR ADVERTISING +Eighty-seven American universities offer undergraduate courses in advertising, +and some even give degrees in it. With a few conspicuous exceptions, the teachers +lack the practical experience to be relevant. All of them are handicapped by the +poor quality of the textbooks, and very few do research of their own. Most of their +graduates get jobs with small agencies, the big agencies preferring to recruit +people who have furnished their minds by studying history, languages, economics +and so forth. +The fashion for recruiting at schools of business administration seems to have +passed its peak. Give or take a few stars like the Baker Scholars at the Harvard + + +Business School, their alumni are more remarkable for stodginess and arrogance +than imagination. +SOCIAL STATUS +When I was a door-to-door salesman for Aga cooking stoves in Scotland, I paid a +cold call on an aristocrat. He threw me out. What right had I to invade his +privacy? ‘Sir,’ I said, ‘you are a Director of two companies which sell their +products door to door. How dare you insult me for doing something which your +own salesmen do every day?’ His disdain for salesmen is mirrored in the snobbish +attitude of the British establishment towards advertising. Not so in the United +States. +MOONLIGHTING +If you need more income than your agency is willing to pay you, make up the +difference by moonlighting. I have been moonlighting for 30 years. The Curtis +Publishing Company gave me two magnificent china lamps for writing an +advertisement for Holiday magazine. They had been bullying their editors and I +had reason to believe that they were about to fire Ted Patrick, the marvelous +editor of Holiday. So I persuaded the heads of the 12 biggest agencies to join me +in a testimonial to Ted, applauding him for his ‘indifference to the heckling of +publishers’. The Curtis people were too dumb to realize that this would make it +impossible for them to fire Ted, and ran my advertisement. +The Reader’s Digest gave $10,000 to the Scottish school which had educated +ne, in return for an advertisement I wrote for them. +Omega, the watch company, paid me $25,000 to spend four days at their +headquarters in Switzerland, advising them how to improve their advertising. To +my surprise, they got their money’s worth. Even today, I am retained by the +Campbell Soup Company as their consultant on marketing. +‘BE HAPPY WHILE YOU’RE LIVING’ +‘Chess’, wrote Raymond Chandler, ‘is about as elaborate a waste of human +intelligence as you could find anywhere outside an advertising agency.’ If +advertising is a waste of intelligence, it isn’t a very serious one. Not more than +100,000 men and women work in advertising agencies in the United States – less + + +than 0.1 per cent of the working population. About 15,000 work in British +agencies. +Most of the people I know in agencies strike me as well cast for their work and +reasonably happy in it. Whenever I think that someone is wasting his talents in +advertising, I tell him so. One of my partners is a superb naturalist, and secretly +resented every day he spent in the agency. On my advice he retired – and went on +to save endangered species of fauna from extinction. In the words of the Scottish +proverb, ‘Be happy while you’re living, for you’re a long time dead.’ +A few advertising people regard advertising as an unworthy occupation. Thus +the head of the agency in Paris that helped François Mitterrand become President +of France called his autobiography: Don’t tell my mother I work in an advertising +agency – she thinks I play the piano in a whorehouse. Poor chap. +Those of us who study public opinion surveys are aware that the lay public +thinks we admen are rascals. Dr. Gallup recently asked people to rate 24 +professions for honesty. Top marks went to clergymen, bottom marks to trade- +union leaders, car salesmen and advertising practitioners. The stereotype of the +‘huckster’ dies hard. But I don’t think our poor image keeps many of us awake at +night. I have never felt any inclination to give up my job and become a clergyman. +I enjoy my work, and sometimes feel proud of its results. +HOW TO APPLY FOR A JOB +Don’t telephone – write to three or four agencies, and enclose your curriculum +vitae. Be sure to type your letter, and take a lot of trouble with it. In their book +Writing that Works,* my partners Kenneth Roman and Joel Raphaelson offer this +golden advice: +  +1. Spell all names right +It’s astonishing how often job applicants misspell the names of the agencies they +want to work for. The message that gets through, right off the bat, is: ‘This +applicant can’t be seriously interested in working here; he didn’t even take the +trouble to find out how to spell our name.’ +  +2. Identify the sort of job you’re applying for +State it clearly and at once. Say what led you to apply – a want ad, a +recommendation from a friend, whatever. A letter applying for a job as a research +analyst started in this mysterious way: + + +Dear Ms. Smith: +It’s spring already – a time to think about planting seeds. +Some seeds are small, like apple seeds. Others are bigger. +Coconuts, for example. But big or little, a seed can grow and flourish if it’s +planted in proper soil. +  +The applicant would have done better to start like this: +  +Dear Ms. Smith: +I understand that you are looking for a research analyst. +  +Ms. Smith doesn’t have time to play guessing games with her mail. +  +3. Be specific and factual +Once you’ve made clear what job you want, then touch on your chief +qualifications. Avoid egotistical abstractions like: ‘Ambition mixed with a striving +for excellence is one of my strongest assets.’ +  +4. Be personal, direct and natural +You are a human being writing to another human being. Neither of you is an +institution. You should be businesslike and courteous, but never stiff and +impersonal. +The more your letter sounds like you, the more it will stand apart from the +letters of your competitors. But don’t try to dazzle your reader with your sparkling +personality. You wouldn’t show off in an interview, so why show off in a letter? If +you make each sentence sound the way you would say it across a desk, there will +be plenty of personality in your letter. +  +5. Propose a specific next stop +Close your letter with a clear and precise statement of how you wish to proceed +toward an interview. Avoid such mumblings as: +‘Hoping to hear from you soon.’ +‘Thank you for your time and consideration.’ + + +‘I’m looking forward to the opportunity of discussing a position with you.’ +All such conclusions place the burden of the next step on your busy prospective +employer. Why make him work in your interest? Do the job yourself, like this: +‘I’ll call your office on Wednesday afternoon to see if you’d like me to +come in for an interview.’ +‘I’m free for an interview every morning until 8:45, and Thursday after +2:30. I’ll call your office on Wednesday afternoon to find out if you would +like to get together at any of those times.’ +At this stage a phone call makes things easy for the person at the other end. If you +don’t call him, he has to go to the trouble of calling or writing to you. The idea is +to make it as simple as you possibly can for your prospective employer to set up an +appointment at a time that’s convenient to you. +I am always surprised by the illiteracy of men and women who look for jobs in +advertising. I am bombarded with applications like this recent lulu: +‘My goal is to seek more challenging experiences to further develop my +skills in marketing and advertising. I feel I have reached a plateau in my +education. My objective is to obtain a top-level management position +utilizing extensive experiences in marketing communications areas as a +viable contribution to corporate objectives. My creative background and +expertise involves a wide range of areas in the development of objectives, +strategies and marketing communications programs to meet these goals.’ +If you will take my advice, don’t get a job in advertising unless it interests you +more than anything in the world. +There are many different kinds of jobs, calling for very different skills, all the +way from art direction to statistics. +The pay is good, but don’t expect the gold that Cosimo de Medici promised +Cellini. There are easier ways to get rich. + + +Curtis Publishing paid me two antique china lamps for writing this advertisement +in my spare time. They did not guess my real motive: to make it impossible for +them to fire the editor of Holiday magazine. The signatories were the heads of the +12 biggest agencies – Holiday’s customers. + + +In gratitude for my writing this advertisement, Reader’s Digest gave $10,000 to + + +the Scottish school where I was educated. Because it was to appear over my +signature, I took great pains to write it well – well enough for Raymond Rubicam to +call it ‘a masterpiece’. If all clients insisted on their agencies signing their ads, they +would get better ads. + + +This is the first advertisement I wrote as the head of own agency – at the age of + + +39. +Notes +* Last year my partner Michael Ball flew 300,000 miles and spent 131 nights in hotels. +* Harper & Row, New York, 1981. diff --git a/library/Ogilvy on Advertising/Chapter-04-How-to-run-an-advertising-agency/Chapter-04-source-text.md b/library/Ogilvy on Advertising/Chapter-04-How-to-run-an-advertising-agency/Chapter-04-source-text.md new file mode 100644 index 0000000..f57f8bf --- /dev/null +++ b/library/Ogilvy on Advertising/Chapter-04-How-to-run-an-advertising-agency/Chapter-04-source-text.md @@ -0,0 +1,534 @@ +# Ogilvy on Advertising — Chapter-04: How to run an advertising agency +- **Source**: /library/Ogilvy on Advertising/source-file.pdf +- **PDF pages**: 67–86 +- **Pages without text**: 81, 82, 84 +- **OCR note**: OCR is supplied below for image-only pages; multi-column reading order may be imperfect, so consult the PDF for layout and visuals. + +--- + + +4 +HOW TO RUN AN +ADVERTISING AGENCY +Running an agency requires midnight oil, salesmanship of the highest order, a +deep keel, guts, thrust and a genius for sustaining the morale of men and women +who work in a continuous state of anxiety. +It is popularly believed that advertising attracts neurotics who are naturally +prone to anxiety. I don’t believe this. What happens in agencies is enough to +induce anxiety among the most phlegmatic people. +The copywriter lives with fear. Will he have a big idea before Tuesday +morning? Will the client buy it? Will it get a high test score? Will it sell the +product? I have never sat down to write an advertisement without thinking THIS +TIME I AM GOING TO FAIL. +The account executive also has reasons for anxiety. He represents the agency to +the client, and the client to the agency. When the agency goofs, the client holds +him responsible. When the client is bloody-minded, the agency blames him. +The head of the agency also has his worries. Is such-and-such a client going to +fire you? Is a valuable partner going to quit? Will you make a hash of the new +business presentation on Thursday? +Make it fun to work in your agency. When people aren’t having any fun, they +don’t produce good advertising. Kill grimness with laughter. Encourage +exuberance. Get rid of sad dogs who spread gloom. +What kind of paragons are the men and women who run successful agencies? +My observation has been that they are enthusiasts. They are intellectually honest. +They have the guts to face tough decisions. They are resilient in adversity. Most of +them are natural charmers. They are not bullies. They encourage communications + + +upwards, and are good listeners. Many of them drink too much, and read little +except office paper, in which they drown. +With few exceptions, they are decent people, and worth knowing. It wasn’t +always so. When I first arrived in New York, some of the agencies were headed by +bastards and phonies. +One of the most agreeable things about running an agency is that all your +accounts are in different industries. In the morning you discuss the problems and +opportunities of a client who makes soap. In the afternoon it is a bank, or an +airline, or a manufacturer of medicines. But you pay a price for this variety. Every +time you see a client, you have to be sufficiently briefed on his business to give +relevant advice. When I was the chief executive of my agency, I always took home +two briefcases, and spent four hours reading their contents. Not much fun for my +wife. Next to homework, my worst enemy was the telephone. I was usually 25 +return calls behind. +Agencies are breeding grounds for sibling rivalry. Will Cadwallader get a +corner office before Balfour? Why did you invite Pennypacker to lunch instead of +Morgan? Why was Sidebottom made a Vice-President before Winterbottom? The +agency I know best has two Chairmen, three Presidents, two Managing Directors, +eight Executive Vice-Presidents, 67 Senior Vice-Presidents and 249 Vice- +Presidents. You might suppose that nobody would take such nonsense seriously, +but they do. Giving out the titles reminds me of Louis XIV: ‘Every time I give +someone a title, I make a hundred people angry and one person ungrateful.’ +What can you do to keep sibling rivalry under control? You can be fair, and +you can avoid playing favorites. Said Dr. William Menninger: ‘The executive is +inevitably a father figure. To be a good father, whether it is to his children or to his +associates, requires that he be understanding, that he be considerate, and that he +be human enough to be affectionate.’ If Menninger had been into transactional +analysis, he would have added that the best fathers are ‘nurturing’ rather than +‘controlling’. +Laymen assume that if you work in an advertising agency, you produce +advertisements. The fact is that 90 per cent of the staff don’t. They do research, +they prepare media plans, they buy space and time, they do things loosely +described as ‘marketing’. And about 60 per cent of them do clerical work. +In most agencies there are twice as many account executives as copywriters. If +you were a dairy farmer, would you employ twice as many milkers as cows? +Friction between copywriters and account executives is endemic in all +agencies. Copywriters traditionally regard account executives as brainless bullies. I +know a few account executives who fit this stereotype, but most of them are + + +sensitive and well educated. Account executives are apt to regard copywriters as +irresponsible prima donnas. Some are. +HIRING +Success in running an agency depends on your ability to hire men and women of +exceptional talent, to train them thoroughly, and to make the most of their talents. +The most difficult people to find are those who have the capacity to become good +copywriters. I have found that they always have well-furnished minds. They give +evidence of exceptional curiosity about every subject under the sun. They have an +above-average sense of humor. And they have a fanatical interest in the craft of +advertising. I used to think that nobody could write good advertising before he was +30. Then one day, on a visit to Frankfurt, I asked to meet the author of an +exceptionally good campaign. She was 18. +I marvel at the ability of some copywriters to keep their creative juices flowing +year after year. George Cecil wrote the American Telephone advertising for 40 +years, and wrote it well. It is a tragedy of the advertising business that its best +practitioners are always promoted into management. I was infinitely more useful +to my clients when I wrote copy than when I was Chairman of the Board. +• • • +When someone is made the head of an office in the Ogilvy & Mather chain, I send +him a Matrioshka doll from Gorky. If he has the curiosity to open it, and keep +opening it until he comes to the inside of the smallest doll, he finds this message: +‘If each of us hires people who are smaller than we are, we shall become a +company of dwarfs. But if each of us hires people who are bigger than we are, we +shall become a company of giants.’ +Even when you find someone who is better than you are, you won’t always +succeed in recruiting him. Among those I have failed to recruit are Helmut Krone, +the great art director; Shirley Polykoff, of Clairol fame; and a young account +executive called Bart Cummings who went on to become head of the Compton +agency. +I have always tried to hire what J.P Morgan called ‘gentlemen with brains’. Did +he mean gentlemen in the snobbish sense? I think so. The debt owed by the +United States to Roosevelt, Dean Acheson, Averell Harriman, Robert Lovett, John +J. McCloy, the Rockefeller brothers and many other aristocrats has not be +sufficiently acknowledged. I have been particularly lucky with alumni of St Paul’s + + +and Harvard, notably my partners Esty Stowell and Jock Elliott. But I have also +been lucky with gentlemen in the wider sense of the world. +Brains? It doesn’t necessarily mean a high IQ. It means curiosity, common +sense, wisdom, imagination and literacy. Why literacy? Because most +communication between agencies and clients is in writing. I don’t suggest that you +have to be a poet, but you won’t climb the ladder very high unless you can write +lucid memoranda. I persuaded two of my partners to write a book on the subject. I +commend it to you.* +Look for young men and women who can one day lead your agency. Is there +any way of predicting the capacity to lead? The only way I know is to look at their +college records. If they were leaders between the ages of 18 and 22, the odds are +that they will emerge as leaders in middle life. +Make sure you have a Vice-President in charge of Revolution, to engender +ferment among your more conventional colleagues. +CROWN PRINCES +Spot the comers on your staff, and plan their careers. Royal Dutch Shell has found +that the most reliable criteria for selecting what they call Crown Princes are these: +  +1. The power of analysis. +2. Imagination. +3. A sense of reality. +4. The ‘helicopter quality’- the ability to look at facts and problems from an +overall viewpoint. +  +John Loudon, the distinguished former head of Shell, believes that when it comes +to picking people for senior jobs, character is more important than any of these +qualities. Dare I confess that I have come to believe in graphology as an +instrument for assessing character? It is regarded as fakery in the United States, +but is widely used in French business. Before accepting my offer of marriage, my +wife had my handwriting analysed by two graphologists. Their reports were +consistent – and accurate. +Promote from within or hire from outside? ‘Mr. Morgan buys his partners,’ +said Andrew Carnegie; ‘I grow mine.’ In the early days of Ogilvy & Mather, +shortage of cash obliged me to pay peanut salaries. ‘Pay peanuts,’ says Jimmy +Goldsmith, ‘and you get monkeys.’ I chose not to promote my monkeys, but to fill + + +senior openings from outside, with stars like Esty Stowell, Jock Elliott and +Andrew Kershaw. Even a mature agency with a pool of potential leaders does well +to refresh its blood by occasionally hiring partners from outside. +WHO NOT TO HIRE +Never hire your friends. I have made this mistake three times, and had to fire all +three. They are no longer my friends. +Never hire your client’s children. If you have to fire them, you may lose the +client. This is another mistake I have made. +Never hire your own children, or the children of your partners. However able +they may be, ambitious people won’t stay in outfits which practice nepotism. This +is one mistake I did not make; my son is in the real estate business, secure in the +knowledge that he owes nothing of his success to his father. +Think twice before hiring people who have been successful in other fields. I +have hired a magazine editor, a lawyer and an economist. None of them developed +an interest in advertising. +And never hire your clients. The qualities which make someone a good client +are not the qualities required for success in the agency business. I have made this +mistake twice. +OFFICE POLITICIANS +The hothouse atmosphere in agencies can cause outbreaks of psychological +warfare to rival university faculties.* The politics became so vicious at Milton +Biow’s agency that he was forced to close down. I know of seven ways to squelch +them: +  +1. Fire the worst of the politicians. You can identify them by how often they send +you blind copies of their poison-pen memos to their rivals. +2. When somebody comes to your office and denounces his rival as an +incompetent rascal, summon the rival and make the denouncer repeat what he +has just told you. +3. Crusade against paper warfare. Make your people settle their fights face to +face. +4. Start a luncheon club within the agency. It turns enemies into friends. +5. Discourage poaching. + + +6. Don’t play favorites. +7. Don’t play politics. If you practice the fiendish art of divide et impera, your +agency will go up in smoke. +DISCIPLINE WORKS +Insist that your people arrive on time, even if you have to pay them a bonus to do +so. Insist that telephones are answered promptly. Be eternally vigilant about the +security of your clients’ secrets; indiscretion in elevators and restaurants, the +premature use of outside typesetters, and the display of forthcoming +advertisements on notice boards can do grave damage to your clients. +Sustain unremitting pressure on the professional standards of your staff. It is +suicide to settle for second-rate performance. Above all, insist that due dates are +kept, even if it means working all night and over the weekend. ‘Hard work,’ says +the Scottish proverb, ‘never killed a man.’ People die of boredom and disease. +There is nothing like an occasional all-night push to enliven morale – provided you +are part of the push. Never leave the bridge in a storm. +St Augustine had this to say about pressure: +‘To be under pressure is inescapable. Pressure takes place through all the +world: war, siege, the worries of state. We all know men who grumble +under these pressures, and complain. They are cowards. They lack +splendor. But there is another sort of man who is under the same pressure, +but does not complain. For it is the friction which polishes him. It is +pressure which refines and makes him noble.’ +I have to admit that I have sometimes found the pressure unbearable; my own fault +for frittering away so much time on things which lead nowhere. It is a good idea to +start the year by writing down exactly what you want to accomplish, and end the +year by measuring how much you have accomplished. McKinsey imposes this +discipline on its partners and pays them according to how many of the things on +their lists they accomplish. +LEADERSHIP +I have had unique opportunities for observing men who manage great corporations +– my clients. Most of them are good problem-solvers and decision-makers, but few + + +are outstanding leaders. Some of them, far from inspiring their lieutenants, display +a genius for castrating them. +Great leadership can have an electrifying effect on the performance of any +corporation. I have had the good fortune to work for three inspiring leaders – +Monsieur Pitard, who was my boss in the kitchens of the Majestic Hotel in Paris; +George Gallup; and Sir William Stephenson of British Intelligence. +There has been a lot of research into leadership. It is the consensus among the +social scientists that success in leadership depends on the circumstances. For +example, a man who has been an outstanding leader in an industrial company can +be a flop when he goes to Washington as Secretary of Commerce. And the kind of +leadership which works well in a new company seldom works well in a mature +company. +There appears to be no correlation between leadership and academic +achievement. I was relieved to learn this, because I have no college degree. The +motivation which makes a man a good student is not the kind of motivation which +makes him a good leader. +There is a tendency for corporations to reject executives who do not fit their +conventions. How many corporations would promote a maverick like Charlie +Kettering of General Motors? How many advertising agencies would hire a 38- +year-old man whose curriculum vitae read: ‘Unemployed farmer, former cook and +university drop-out?’ (Me in the year I started Ogilvy & Mather.) +The best leaders are apt to be found among those executives who have a strong +component of unorthodoxy in their characters. Instead of resisting innovation, +they symbolize it – and companies cannot grow without innovation. +Great leaders almost always exude self-confidence. They are never petty. They +are never buck-passers. They pick themselves up after defeat – the way Howard +Clark of American Express picked himself up after the salad oil swindle. Under +Howard’s indomitable leadership, the price of American Express shares increased +14-fold. +Great leaders are always fanatically committed to their jobs. They do not +suffer from the crippling need to be universally loved. They have the guts to make +unpopular decisions – including the guts to fire non-performers. Gladstone once +said that a great Prime Minister must be a good butcher. +I saw the head chef at the Hotel Majestic fire a pastry cook because the poor +devil could not get his brioches to rise straight. This ruthlessness made all the +other chefs feel that they were working in the best kitchen in the world. +Some men are good at leading the multitude – whether it be the labor force in +their company, or the voting population in their country. But these same men are + + +often miserable leaders of a small group. +Good leaders are decisive. They grasp nettles. Some of them are very odd +characters. Lloyd George was sexually chaotic. General Grant, who won the Civil +War, drank like a fish. On November 26, 1863, the New York Herald quoted +Lincoln as saying: ‘I wish some of you would tell me the brand of whiskey that +Grant drinks. I would like to send a barrel of it to my other generals.’ +Winston Churchill was another hardened drinker. He was capricious and +petulant. He was grossly inconsiderate of his staff. He was a colossal egotist. Yet +his Chief of Staff wrote of him: +‘I shall always look back on the years I worked with him as some of the +most difficult and trying ones in my life. For all that I thank God that I was +given the opportunity of working alongside of such a man, and of having +my eyes opened to the fact that occasionally such supermen exist on this +earth.’ +I do not believe that fear is a tool used by good leaders. People do their best work +in a happy atmosphere. Ferment and innovation depend on joie de vivre. I am +indebted to Charlie Brower of BBDO for his amendment to the 13th chapter of St +Paul’s first Epistle to the Corinthians: ‘A man who spendeth his life gathering gold +for the United States Treasury and has no fun, is a sounding ass and a tinkling +idiot.’ +The great leaders I have known have been curiously complicated men. Howard +Johnson, the former President of MIT, has described it as ‘a visceral form of +spiritual energy which provides the element of mystery in leadership’. I have seen +this mysterious energy in Marvin Bower of McKinsey, Ted Moscoso of Puerto +Rico, and Henry Alexander of Morgan Guaranty. +The most effective leader is the one who satisfies the psychological needs of +his followers. For example, it is one thing to be a good leader of Americans, who +are raised in a tradition of democracy and have a high need for independence. But +the American brand of democratic leadership doesn’t work so well in Europe, +where executives have a psychological need for more autocratic leadership. That is +one of many reasons why it is wise for American agencies to appoint locals to lead +their foreign subsidiaries. +It does an agency no good when its leader never shares his leadership functions +with his lieutenants. The more centers of leadership you create, the stronger your +agency will become. There is an art in being a good follower. On the night before + + +a major battle, the first Duke of Marlborough was reconnoitering the terrain. He +and his staff were on horseback. Marlborough dropped his glove. Cadogan, his +chief of staff, dismounted, picked up the glove and handed it to Marlborough. The +other officers thought this remarkably civil of Cadogan. Later that evening, +Marlborough issued his final order: ‘Cadogan, put a battery of guns where I +dropped my glove.’ +‘I have already done so,’ replied Cadogan. He had read Marlborough’s mind, +and anticipated his order. Cadogan was the kind of follower who makes leadership +easy. I have known men whom nobody could lead. +Most of the great leaders I know have the ability to inspire people with their +speeches. If you cannot write inspiring speeches yourself, use ghost-writers – but +use good ones. Roosevelt used the poet Archibald MacLeish, the playwright +Robert Sherwood and Judge Rosenmann. That is why he was more inspiring than +any of the Presidents we have had since, with the exception of John F. Kennedy, +who also used outstanding ghost-writers. +Very few chief executives are good on their feet. Whoever writes the speeches, +the CEO delivers them atrociously. Competence, however, can be learned. All +major politicians hire experts to teach them the art of delivery.* +The man who said the wisest things about leadership was Field Marshal +Montgomery: +‘The leader must have infectious optimism, and the determination to +persevere in the face of difficulties. He must also radiate confidence, even +when he himself is not too certain of the outcome. +‘The final test of a leader is the feeling you have when you leave his +presence after a conference. Have you a feeling of uplift and confidence?’ +ALCOHOLICS +It is reliably reported that seven out of every hundred executives in American +business are alcoholics, and it is reasonable to assume that the proportion in your +agency is at least as high. By alcoholic, I mean somebody whose drinking seriously +interferes with his family life and his performance in the agency. He is on the way +to losing his job, wrecking his marriage and dying of cirrhosis. +Your alcoholics may include some of your brightest stars. The problem is to +identify them, protected as they always are by their secretaries and their +colleagues. Invite the alcoholic’s wife to join you in a surprise confrontation with + + +her husband. Start by telling him that all present are devoted to him. Then say how +worried you are about his drinking. His wife and his children are about to leave +him, and you are about to fire him – unless he does what you ask. A reservation +has been made for him to enter a treatment center that very day. +Most alcoholics agree to go. It takes a week for the center to dry them out, and +another four weeks to rehabilitate them. On returning home, they must go to daily +meetings of Alcoholics Anonymous for at least a year. +This procedure works in about 60 per cent of cases. I have seen it salvage +some valuable people of both sexes. If you would like further advice on the +subject, consult the nearest chapter of Alcoholics Anonymous. +WRITTEN PRINCIPLES +Marvin Bower, who made McKinsey what it is today, believes that every company +should have a written set of principles and purposes. So I drafted mine and sent +them to Marvin for comment. On the first page I had listed seven purposes, +starting with Earn an increased profit every year. Marvin gave me holy hell. He +said that any service business which gave higher priority to profits than to serving +its clients deserved to fail. So I relegated profit to seventh place on my list. +Do you think it childish to use a set of written principles to guide the +management of an advertising agency? I can only tell you that mine have proved +invaluable in keeping a complicated enterprise on course. +PROFIT AND ALL THAT +I do not fancy myself as a financial wizard, but I have learned a thing or two from +my partner Shelby Page, who has presided over the finances of Ogilvy & Mather +since the first day. The average profit in agencies is less than 1 per cent after taxes. +If you chisel on service, you can make more than that, but your clients will leave +you. If your service is too generous, your clients will love you, but you will go +broke. +Size and profit are not the same thing. In 1981, Ogilvy & Mather made more +profit than an agency which bills twice as much. +Agencies add new services the way universities add new courses. Nothing +wrong with that if you also discontinue services which have outlived their +relevance. To keep your boat moving through the water, keep scraping the +barnacles off its bottom. + + +Seven of the 12 biggest agencies are public companies. Their share prices have +increased 439 per cent during the last ten years, compared with 37 per cent for +Standard & Poor’s 500. +Many security analysts still believe that agencies are a poor investment. Not so +Warren Buffett, one of the most successful investors in the world. He has taken +substantial positions in three publicly held agencies, and is quoted as saying, ‘The +best business is a royalty on the growth of others, requiring very little capital itself +… such as the top international advertising agencies.’ +If you read the advertising columns in newspapers, you get the impression that +the agency business is dangerously unstable. The reason is that the newspapers +only report movements of accounts from one agency to another. Yet only 4 per +cent of total US advertising changes agencies during a year. +The 25 biggest agencies in 1972 are, with only one exception, the 25 biggest +today, 11 years later. Eight of the top ten are in their fifth or sixth generation of +management. Only Ogilvy & Mather has its founder still on board. +HOW TO GET PAID +You will have to choose between the traditional commission system and the newer +system of fees.* The fee system has four advantages: +  +1. The advertiser pays for the services he wants – no more, no less. +2. Every fee account pays its own way. Unprofitable accounts do not ride on the +coat-tails of profitable accounts, which is the case with the commission +system. +3. Temporary cuts in clients’ budgets do not oblige you to cut staff. +4. When you advise a client to increase his advertising, he does not suspect your +motive. +  +I pioneered the fee system, but I no longer care how I get paid, provided I make a +reasonable profit. In 1981, the average net profit of American agencies was 0.83 +per cent of billing. Does that strike you as unreasonable? +When a client frets about the price of his agency’s services, he ends up getting +a low price and poor advertising. +WHAT TO DO WITH YOUR PROFITS + + +First, you have to pay 52 per cent corporation tax. If you distribute what is left as +dividends, your shareholders have to pay a further 40 per cent as income tax. +When they spend their dividends, they have to pay sales tax. The Government has +taken 73 cents out of every dollar you made as profit. +Some agencies have invested their profits in ventures outside their competence +– an insurance company, a travel agency, a retail chain, a fish cannery, a motion +picture company, even a small oil company. Not surprisingly, they all burned their +fingers. (I resisted that temptation.) +The current fad is to invest part of your profit in buying other agencies. +Beware! Agencies are seldom for sale unless they are in some kind of trouble. +Perhaps you give their key people five-year contracts, because you think their +clients would vamoose if they retired. But their ways are not your ways and the +friction can be abominable. +Are there more sensible ways of investing your profits? I know of three: +  +1. You can open branch offices in other cities or other countries. This has the +advantage that you don’t inherit other people’s mistakes, and you preserve your +own ethos, pure and undefiled. The disadvantage is that your start-up costs +cannot be capitalized, so they reduce your earnings per share. +2. You can buy the building which houses your office. Young & Rubicam did this +in New York two years ago. +3. You can build a reserve against a rainy day. On Wall Street they regard this as +lunacy, but when times get hard, the lunatics may survive longer than their +more adventurous competitors. +  +A new gimmick is to acquire agencies and leave them to their own devices, even +allowing them to compete with you in new business contests. One of the giant +agencies has become little more than a holding company for a miscellaneous +collection of independently operated subsidiaries. +FORTUNES +The agency man who made the largest fortune was Albert Lasker of Lord & +Thomas (now Foote, Cone & Belding), followed by Ted Bates, Jim Mathes, Ray +Mithune and Cliff Fitzgerald. I estimate an average of about $20,000,000 each. +Some people have made fortunes out of selling their agencies to Interpublic, +including David Williams, Tom Adams, Al Seaman and Hagen Bayles; my guess + + +is that they averaged about $6,000,000 each. +The admirable Bill Marsteller probably made more than that when he sold his +agency to Young & Rubicam, as did the senior partners in Esty when they sold to +Bates, and the senior partners in Compton when they sold to Saatchi & Saatchi. +Ed Ney, the head of Young & Rubicam, is the only present-day head of an +agency who has built a large nest egg without selling out or going public. However +big the egg, Ney is worth every penny. +FIVE TIPS +1. Never allow two people to do a job which one could do. George Washington +observed, ‘Whenever one person is found adequate to the discharge of duty by +close application thereto, it is worse executed by two persons, and scarcely +done at all if three or more are employed therein.’ +2. Never summon people to your office; it frightens them. Instead, go to see them +in their offices, unannounced. A boss who never wanders about his agency +becomes an invisible hermit. +3. If you want to get action, communicate verbally. If you want the voting to go +your way at meetings, go to the meeting. Remember the French saying: ‘He +who is absent is always wrong.’ +4. It is bad manners to use products which compete with your clients’ products. +When I got the Sears Roebuck account, I started buying all my clothes at +Sears. This bugged my wife, but the following year a convention of clothing +manufacturers voted me the best-dressed man in America. I would not dream +of using any travelers checks except American Express, or drinking any coffee +but Maxwell House, or washing with any soap except Dove. As the number of +brands advertised by Ogilvy & Mather now exceeds 2,000, my personal +inventory is getting complicated. +5. Never allow yourself the luxury of writing letters of complaint. After my first +transatlantic voyage I wrote to my travel agency complaining that the service +on the Queen Mary was slovenly and the decoration vulgar. Three months +later, we were on the point of getting the Cunard account when they happened +to see my letter. It took them 20 years to forgive me and give us their account. + + +When you are appointed to head an office in the Ogilvy & Mather chain, I send you +one of these Russian dolls. Inside the smallest you find this message: If each of us +hires people who are smaller than we are, we shall become a company of dwarfs. +But if each of us hires people who are bigger than we are, we shall become a +company of giants. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +ARE +EACH +SHALL + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +Wanted by +Ogilvy&Mather International +Trumpeter +Swans +In my experience, there are five kinds +of Creative Director: +1. Sound on strategy, dull on execution. +2. Good managers who don't make +waves...and don't produce brilliant +campaignseither. +3. Duds. +4. The genius who is a lousy leader. +5.TRUMPETER SWANS +who combine personal genius with +inspiring leadership. +We have an opening for one of these +rare birds in one of our offices overseas. +Write in inviolable secrecy to me, +David Ogilvy, Touffou, 86300 Bonnes, +France. + + +When I advertise for Creative Directors, I make it clear what I want. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +[Image-only page; OCR found no readable text. Consult the PDF for visual content.] + + +A ‘visceral form of spiritual energy’ characterized these great leaders. Top to +bottom: Marion Bower of McKinsey, Ted Moscoso of Puerto Rico, Henry +Alexander of Morgan Guaranty. + + +When I got the Rolls-Royce account, I followed my rule of using the client’s +product. Other Rolls-Royce owners have included Rudyard Kipling, Henry Ford I, +Ernest Hemingway, Woodrow Wilson, Charlie Chaplin, Baden Powell and Lenin. +Mine lasted 22 years. +Notes +* Writing that Works, by Kenneth Roman and Joel Raphaelson, Harper and Row, 1981. +* When Senator Benton left the Benton & Bowles agency and joined the University of Chicago, he found +the politics much worse. +* Read Speech Can Change Your Life by Dorothy Sarnoff, Doubleday, 1970. +* A commission is paid to the agency by the medium – print, television, radio – in which the agency has +bought space on behalf of its client. Under this arrangement, the agency finances services to its clients out of +commissions, rather than charge fees direct to the client. diff --git a/library/Ogilvy on Advertising/Chapter-05-How-to-get-clients/Chapter-05-source-text.md b/library/Ogilvy on Advertising/Chapter-05-How-to-get-clients/Chapter-05-source-text.md new file mode 100644 index 0000000..84092b6 --- /dev/null +++ b/library/Ogilvy on Advertising/Chapter-05-How-to-get-clients/Chapter-05-source-text.md @@ -0,0 +1,285 @@ +# Ogilvy on Advertising — Chapter-05: How to get clients +- **Source**: /library/Ogilvy on Advertising/source-file.pdf +- **PDF pages**: 87–100 +- **Pages without text**: 99 +- **OCR note**: OCR is supplied below for image-only pages; multi-column reading order may be imperfect, so consult the PDF for layout and visuals. + +--- + + +5 +HOW TO GET CLIENTS +Here I go, boasting again. There are better copywriters than I am, and scores of +better administrators, but I doubt if many people have matched my record as a +new business collector. +In my Confessions, I told how I started by making a list of the clients I most +wanted – General Foods, Lever Brothers, Bristol Myers, Campbell Soup Company +and Shell. It took time, but in due course I got them all, plus American Express, +Sears Roebuck, IBM, Morgan Guaranty, Merrill Lynch and a few others, +including three governments. While some of these clients have since defected, +their total billings with Ogilvy & Mather add up to more than $3 billion – so far. +My policy has always been that of J.P. Morgan – ‘only first-class business, and +that in a first-class way’ – but at first I had to take anything I could get, to pay the +rent. A patent hairbrush, a tortoise, an English motorbike. +But I also had the good fortune to get four small accounts which gave me a +chance to produce the kind of sophisticated advertising which attracts attention to +an agency: Guinness, Hathaway shirts, Schweppes and Rolls-Royce. +The easiest way to get new clients is to do good advertising. During one period +of seven years, we never failed to win an account for which we competed, and all I +did was to show the campaigns we had created. Sometimes, I did not even have to +do that. One afternoon, a man walked into my office without an appointment and +gave me the IBM account; he knew our work. +This unparalleled run of success gave me a swelled head. When Dr. Anton +Rupert told me that he had it in mind to market Rothmans cigarettes in the United +States and asked me to do the advertising, I declined with such hubris that he said, +‘ Mr. Ogilvy, I hope to meet you again – when you are on your way down.’ We did + + +not meet again for 25 years, when we were both on the Executive Committee of +the World Wildlife Fund. He is a great man. +In recent years, manufacturers have complicated the process of selecting +agencies beyond reason. They start by sending long questionnaires to a dozen or +more agencies. Idiotic questions like: ‘How many persons are employed in your +print production department?’ To which I answered, ‘I haven’t the foggiest idea. I +haven’t been in the department for seven years. Why do you think it matters?’ +If you are more polite and give enough right answers, you get on the short list, +and a delegation comes to inspect you. They want to know what commission you +will charge. I answer, ‘If you are going to choose your agency on the basis of +price, you are looking through the wrong end of the telescope. What you should +worry about is not the price you pay for your agency’s services, but the selling +power of your advertising.’ +The selectors show scant interest in the campaigns you have produced for +other manufacturers. They want to know what you could do for them, so they +invite you to analyse their problems and make finished commercials. They then +have your commercials tested. If you get a higher score than your competitors, +you win the account. +Some agencies now spend as much as $500,000 on new business presentations. +They figure that if they win and keep the account for 20 years, they may come out +ahead. Agencies which don’t have the money to make such bets are at a +disadvantage. +This long and expensive process does not necessarily result in the selection of +the best agency. The agency which would create the best advertising over a period +of years may not have the luck to come up with the best campaign in the few +weeks allotted to the contest. In the next chapter I will suggest a better way to go +about choosing an agency. +THE MEETING +At the meeting when you make your presentation, don’t sit the client’s team on one +side of the table and your team opposite, like adversaries. Mix everybody up. +Rehearse before the meeting, but never speak from a prepared text; it locks +you into a position which may become irrelevant during the meeting. +Above all, listen. The more you get the prospective client to talk, the easier it +will be to decide whether you really want his account. A former head of + + +Magnavox treated me to a two-hour lecture on advertising, about which he knew +nothing. I gave him a cup of tea and showed him out. +Tell your prospective client what your weak points are, before he notices them. +This will make you more credible when you boast about your strong points. +Don’t get bogged down in case histories or research numbers. They put +prospects to sleep. No manufacturer ever hired an agency because it increased +marketshare for somebody else. The day after a new business presentation, send +the prospect a three-page letter summarizing the reasons why he should pick your +agency. This will help him make the right decision. +If you are too feeble to get accounts under your own steam, you can buy them +– by buying agencies. But this practice has a way of backfiring. Adolph Toigo +used it to quintuple the billings of Lennen & Newell, but he was unable to weld +his acquisitions into a cohesive body. The result was a quarrelsome confederation +which ended in bankruptcy. +CREDIT RISKS +Watch out for credit risks. Your profit margin is too slim to survive a prospective +client’s bankruptcy. When in doubt, I always ask the head of the incumbent +agency. +Never pay a commission to an outsider who offers to introduce new business. +No client who chooses his agency on the basis of such an introduction is worth +having; and there is usually dirty work at the crossroads. Six weeks after I started +my agency, I was so desperate for business that I offered a young man of my +acquaintance 10 per cent of our stock if he brought in a vacuum-cleaner account +which he had in his pocket. If he had accepted my offer, his stock in Ogilvy & +Mather would now be worth $19,000,000. A lucky escape. +Some years later, when I was older and wiser, Ben Sonnenberg, the public- +relations operator, asked me what percentage of our stock I would give him if he +steered the Greyhound Bus account to us. When I said zero, he thought I was mad. +Avoid clients whose ethos is incompatible with yours. I refused Charles +Revson of Revlon and Lew Rosenstiel of Schenley. +Beware of ventures which spend little or nothing today but might become +major advertisers, if all goes well. Servicing such non-accounts can be expensive, +and few of them make it. Yes, there are exceptions. I once made the mistake of +turning down a small company which made office machinery, because I had never +heard of it. The name was Xerox. + + +• • • +The differences between agencies are less than they like to believe. Most of them +can show that they have produced advertising that increased sales for some of their +clients. Most have competent media departments and research departments. +Thanks to inflation, almost all of them have grown in billings. So what’s the +difference between them? +Very often the decisive difference in new business contests is the personality +of the head of the agency. Many clients went to Foote, Cone & Belding because +they were impressed by Fax Cone’s style. Conversely, many failures to win +accounts are caused by the fact that the prospective client finds the head of the +agency obnoxious. My personality has lost some contests and won others. +• • • +Aside: I have resigned accounts five times as often as I have been fired, and always +for the same reason: the client’s behavior was eroding the morale of the people +working on his account. Erosion of morale does unacceptable damage to an +agency. +GETTING MULTINATIONAL ACCOUNTS +If you get an account which also advertises in overseas markets, you stand a good +chance of getting it around the world. I call this the domino system of new +business acquisition. J. Walter Thompson, McCann-Erickson and Young & +Rubicam built their overseas networks to meet the needs of such multinationals as +General Motors, Coca Cola, Esso and General Foods. When I got the Shell +account in the United States, Max Burns, the then President of Shell, asked me if I +would also like to have the account in Canada. ‘Yes,’ said I, ‘but I don’t have an +office in Canada.’ ‘Get one,’ said Max, and that is how I started the network which +was to spread to 40 countries. +In these cases your competition will be the local agencies in the countries +concerned. They have a habit of wrapping themselves in their national flag and +appealing to their government for protection against us foreign invaders. They +accuse us of imposing an alien culture, and in some cases their appeals have been +heard. The Canadian Government employs only Canadian agencies. In Nigeria, +the foreign agencies have been expelled. + + +The fact is that almost all the overseas offices of American agencies are +managed by nationals who would not know how to project American culture, even +if they were foolish enough to try. +• • • +The old way to start a new agency was to defect from the agency which employed +you and take some clients with you. Thus Ted Bates started his agency with +accounts he had handled at Benton & Bowles. But this gambit has since been +hampered by a legal decision. A man called Jones had a thriving agency, but he +was an alcoholic and was always falling asleep during presentations. His associates +begged him to retire. When the situation became intolerable, they crossed the +street and set up their own agency – with some of Jones’s clients. He sued them +for conspiracy and won; they had to pay such heavy damages that they were forced +to close their agency. +In 1981 an agency in New Zealand took successful action against its former +Managing Director and Creative Director who had walked out with 17 members +of the staff and nine accounts. Gentle reader, you have been warned. +With any luck, you will get accounts which grow. When I got American +Express in 1962, the advertising budget was $1,000,000. It is now $70,000,000. +When you are head of an agency, you know that your staff looks to you to +bring in new business, more than anything else. If you fail to do so over an +extended period, you sense that you are losing their confidence, and are tempted +to grab any account you can get. Don’t. Above all, don’t join the melancholy +procession of agencies which always accompanies a dying brand on its way to the +cemetery. When Pan American fell on hard times, they moved their account from +J. Walter Thompson, who had done an exceptionally good job for 29 years, to +Carl Ally. Seven years later, when they continued to decline, they moved to N.W. +Ayer. Three years later, they moved to Doyle Dane Bernbach. Six months later, +they moved to Wells, Rich, Greene. But this kind of instability is rare. The +American Telephone Company, General Motors and Exxon have employed the +same agencies for more than 70 years; DuPont, General Electric, Procter & +Gamble and Scott Paper have employed the same agencies for more than 50 years. +It is important to know how your agency is regarded in the marketing +community. Don’t trust your own ears; you will only hear favorable opinions. It is +safer, if you can afford it, to have a research organization conduct an impartial +survey. When they report weak spots in your reputation, you can probably correct +them, but it will take longer than you expect. Opinion always lags behind reality. + + +If you aspire to building a portfolio of accounts in a wide variety of industries, +you must be able to produce different kinds of advertising. An agency which can +only play the package-goods tune disqualifies itself from corporate accounts. An +agency which always produces emotional advertising is unlikely to be hired by a +manufacturer of power tools. The broader your range, the broader the spectrum of +accounts you will get. +It follows that you should recruit people with a wide range of talents. An +agency should be like an orchestra, able to play anything from Palestrina to Jean- +Michel Jarre with equal virtuosity. +BIG AGENCIES VS. SMALL +It is very difficult for small agencies to get big accounts. They cannot afford the +range of specialized departments which big accounts require – regional offices, +research, sales promotion, direct mail, public relations and so on. They cannot +deploy enough bodies to match the bodies at the client end. And the risk of losing +a big client scares them out of that independence of judgment which should be +one of any agency’s principal values to its clients. +The other side of the coin is that the bigger an agency grows, the more +bureaucratic it becomes. Personal leadership gives way to hierarchy. The head of +the agency no longer recognizes his staff in the elevators. I found working at +Ogilvy & Mather more agreeable when it was small, but as I aspired to handling +big accounts, I had no choice but to build a big agency. +However, there will always be more small accounts than big ones, so small +agencies are not an endangered species. Within the limits of their resources, they +can often out-perform the big ones. Creativity is not a function of size. Small can +be beautiful. +PHYSICIAN, HEAL THYSELF +It puzzles me why so few agencies advertise themselves. Perhaps it is because the +partners cannot agree on what to say. Some want to improve their agency’s +reputation for ‘creativity’. Some want to impress prospective clients with their +agency’s marketing skills. Some want new business leads in a hurry. Make up your +mind which you want – before you start writing house ads. +Direct mail is probably the most efficient medium for your house campaign. If +you can scrape up the money, use space advertising as well, but don’t start it unless + + +you mean to do it consistently. Young & Rubicam advertised in every issue of +Fortune for 40 years. +Left alone, copywriters write house ads to impress other copywriters, and art +directors make layouts to impress other art directors. But trendy layouts and fancy +copy don’t impress prospective clients who have come up through finance, +production or sales. Writing house ads is a job for copywriters who can think like +top-level businessmen. They should also be endowed with patience; it took me 22 +years to get my first house ads approved by my partners. +The purpose of my ads was to project the agency as knowing more about +advertising. You may argue that this strategy was ill-advised, knowledge being no +guarantee of ‘creativity’. But at least it was unique, because no other agency could +have run such advertisements – they lacked the required knowledge. My ads not +only promised useful information, they provided it. And they worked – in many +countries. +But watch out: your clients will read your house advertisements. If you boast +about your genius for brilliant ideas, you run the risk that they will ask you why +you don’t give them brilliant ideas. + + +A big account walks in. (From White Collar Zoo by Clare Barnes Jr.) + + +To get clients, do good advertising. + + +Multinational accounts have propelled agencies into the international market. Shell +was responsible for my building a worldwide network of agencies. This Shell ad is +from Ogilvy & Mather’s Frankfurt office. + + +Advertising agencies seldom take their own medicine, but Young & Rubicam + + +advertised in every issue of Fortune for 40 years. This was the fifth ad in the +series and the best ever run for an agency. Raymond Rubicam wrote it and +Vaughn Flannery was the art director. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +Howtocreate +How to launch +corporate advertising +thatgetsresults +new products +byOgihyeMuher +Ogihy +Math +How to +How much +advertise travel +should you spend +on advertising? +OghyeMathercandfienanwerthisquestion +throughtheuseofanewaralytical tool +Oihy +Mather +How to make +yoursalespromotions +How to create +food advertising that sells. +more profitable +byOgilbyarMather +byOgihyeMather + + +With these house ads, Ogilvy & Mather tell potential clients about the agency’s +wide-ranging expertise. diff --git a/library/Ogilvy on Advertising/Chapter-06-Open-letter-to-a-client-in-search-of-an-agency/Chapter-06-source-text.md b/library/Ogilvy on Advertising/Chapter-06-Open-letter-to-a-client-in-search-of-an-agency/Chapter-06-source-text.md new file mode 100644 index 0000000..69f2f6b --- /dev/null +++ b/library/Ogilvy on Advertising/Chapter-06-Open-letter-to-a-client-in-search-of-an-agency/Chapter-06-source-text.md @@ -0,0 +1,125 @@ +# Ogilvy on Advertising — Chapter-06: Open letter to a client in search of an agency +- **Source**: /library/Ogilvy on Advertising/source-file.pdf +- **PDF pages**: 101–106 +- **Pages without text**: none + +--- + + +6 +OPEN LETTER TO A +CLIENT IN SEARCH OF AN +AGENCY +Sir or Madam, +If you have decided to hire a new agency, permit me to suggest a simple +way to go about it. +Don’t delegate the selection to a committee of pettifoggers. They usually +get it wrong. Do it yourself. +Start by leafing through some magazines. Tear out the advertisements you +enjoy and find out which agencies did them. +Watch television for three evenings, make a list of the commercials you +envy and find out which agencies did them. +You now have a list of agencies. Find out which are working for +your competitors, and thus unavailable to you. +By this time you have a short list. Meet the head of each agency and his +Creative Director. Make sure the chemistry between you and them is good. +Happy marriages fructify, unhappy ones don’t. But don’t ask to meet the +working-level people who would be assigned to your account. You might find +them congenial, but have no way of judging their talent. Or you might find +them repulsive – some of the most talented people are. A prospective client +once passed up an opportunity to hire Ogilvy & Mather because the very able +copywriter to whom I introduced him had long hair. + + +Ask to see each agency’s six best print ads and six best television +commercials. Pick the agency whose campaigns interest you the most. +Ask what the agency charges. If it is 15 per cent, insist on paying 16 per +cent. The extra 1 per cent won’t kill you, but it will double the agency’s +normal profit, and you will get better service. Whatever you do, don’t haggle +over the agency’s compensation. I know a big corporation which insists that +its agency negotiate terms of business with its Purchasing Department, as +though they were selling office furniture. Would they do this with lawyers and +accountants? +Insist on a five-year contract. This will delight the agency – and protect +you from being resigned if one of your competitors ever tries to seduce them +with a bigger budget. +• • • +Now you have your agency, are you going to get the best out of them? Clients +get the advertising they deserve. I know some who are a malediction, and +others who are an inspiration. +Don’t keep a dog and bark yourself. Any fool can write a bad +advertisement, but it takes a genius to keep his hands off a good one. I had +just finished showing a new campaign to Charlie Kelstadt, the Chairman of +Sears Roebuck, when his Comptroller came into the room, started to read my +copy – and took a fountain-pen out of his pocket. ‘Put that pen back in your +pocket,’ snapped Kelstadt. +Once a year give your agency a formal report on its performance. This +will serve as an early warning of trouble which, if ignored, could end badly +for all concerned. +One of the biggest corporations in the world allows five levels to chew up +its advertising. Each level has the power to veto, but only the Chief Executive +Officer has the power of final approval. Don’t strain your agency’s output +through more than two levels. +Even the best copywriters are preternaturally thin-skinned. When you +have to reject their work, do it gently, and praise them to the skies when they +perform well. They are the geese who can lay golden eggs. Inspire them to +keep laying. The most inspiring client I have ever had was Ted Moscoso, the +economic head of the Government of Puerto Rico. The day he hired us, he + + +said to me, ‘Before we start advertising, we have to decide what we want +Puerto Rico to become. A bridge between Latin America and the United +States? An oasis of old Spanish culture? A modern industrial park?’ We +talked all night. On later occasions, whenever I made a suggestion which +appealed to his imagination – such as starting a music festival in San Juan – +Moscoso would make a note in his pocket diary; action always followed. +Governor Muñoz Marín, who was Ted’s chief, would have made a good +President of the United States. When their party was finally defeated, the new +Republican governor moved the advertising to an agency which had handled +his campaign in the election. I have never wept so bitterly. +CONFLICTS +There is a convention that agencies should not serve more than one client in +any category. When we do the advertising for Blogg’s Shoe Polish, we are not +supposed to take on Mogg’s Shoe Polish. Some clients are fiercely jealous +when their agencies violate this convention, to the point of firing them. +It sounds simple, but it is a minefield. Suppose the agency has a shoe +polish account, and another of its clients decides to go into the shoe polish +business. What do we do? +Suppose we have a shoe polish account in our Vienna office, and our +Kuala Lumpur office is offered another shoe polish. What do we do? Some +clients extend the definition of conflict to include any product which might +indirectly reduce their sales. Suppose we have a shoe polish account and are +offered a sandal account – wooden sandals, which don’t require polish. What +do we do? +Such conflicts as these bedevil agencies. Says Marvin Bower of +McKinsey: +‘If a company rests its policy of not letting its agencies serve +competitors on the need for security of information, it does not have a +very solid base. As a matter of realism, the interests of competing +clients would not be harmed by an almost complete exchange of +information among the people serving the two competing companies. +Of course, no responsible personal service firm would do that – and + + +indeed they go to great lengths to avoid even inadvertent exchanges. +Nevertheless, as one who has been a repository of confidential +information over many years, I am convinced that the history, +makeup, ways of doing business, attitudes of people, operating +philosophy and procedures of even directly competing companies are +ordinarily so different that information could be exchanged between +them with no harm to either.’ +If I were you, I would think twice about firing my agency when it committed +bigamy; another agency might not give you such good advertising. Amour +propre can be an expensive luxury. +P.S. If your account is too small to interest a good agency, find an +experienced copywriter who has retired and pay him to do your advertising. +He will enjoy getting back into harness, and welcome the money. + + +Don’t keep a dog and bark yourself. When Arthur Houghton asked me to do +the advertising for Steuben Glass he said, ‘We make the best glass. Your job +is to make the best advertising.’ An admirable division of labor. + + +On the average, long headlines sell more merchandise than short ones. This +one-word headline is the exception that proves the rule. diff --git a/library/Ogilvy on Advertising/Chapter-07-Wanted-a-renaissance-in-print-advertising/Chapter-07-source-text.md b/library/Ogilvy on Advertising/Chapter-07-Wanted-a-renaissance-in-print-advertising/Chapter-07-source-text.md new file mode 100644 index 0000000..08f1a61 --- /dev/null +++ b/library/Ogilvy on Advertising/Chapter-07-Wanted-a-renaissance-in-print-advertising/Chapter-07-source-text.md @@ -0,0 +1,1816 @@ +# Ogilvy on Advertising — Chapter-07: Wanted: a renaissance in print advertising +- **Source**: /library/Ogilvy on Advertising/source-file.pdf +- **PDF pages**: 107–175 +- **Pages without text**: 122, 124, 126, 128, 130, 134, 139, 141, 146, 148, 150, 152, 154, 156, 158, 160, 165, 167, 169, 171, 173 +- **OCR note**: OCR is supplied below for image-only pages; multi-column reading order may be imperfect, so consult the PDF for layout and visuals. + +--- + + +7 +WANTED: A RENAISSANCE IN +PRINT ADVERTISING +‘God is in the details’ +Agency people find making television commercials far more exciting than making +advertisements for newspapers and magazines. If their own talents are modest, the +film producers can make them look good. In winter, they enjoy going on location +at glamorous resorts, while their print colleagues are left behind in cold solitude. +The other day I read a cri de cœur from a senior executive in a food company: +‘TV is so devouring a medium that you need to comb the agencies to find +the old sweat who knows how to put together half-way decent print +advertisements for food. The others invent food advertising all over again, +without knowing which way is up. +‘The silly thing is that there are just about infallible formulae for +constructing advertisements which grab a woman’s attention and don’t let +go of it until the message has been fully planted. Once these formulae are +understood, even junior brand managers can assemble the makings of a +hard-working food advertisement, while the bright ones will have women +tearing out your ads and shoving them into kitchen drawers in a way you +wouldn’t believe. +‘Try telling this to agencies. They’ve never heard of the fundamentals +of food advertising. Mention formulae to them and their frail creative souls +shrivel.’ + + +The shortage of print know-how presents a serious problem to cigarette +manufacturers and others who are not allowed to use television. It also presents a +golden opportunity for copywriters and art directors who take the trouble to +acquire the know-how. +In this chapter I will uncork what I have learned about print advertising. But I +cannot do so without repeating some of the things – still valid – I have written +elsewhere. I never cease to be struck by the consistency of consumer reactions to +different kinds of headline, illustration, layout and copy – year after year, country +after country. +The principal sources of my information are the factor analyses which I +commission from Gallup and Robinson, the Starch Readership Service, the results +of direct response tests and my own observation. +HEADLINES +On the average, five times as many people read the headlines as read the body +copy. It follows that unless your headline sells your product, you have wasted 90 +per cent of your money. +The headlines which work best are those which promise the reader a benefit – +like a whiter wash, more miles per gallon, freedom from pimples, fewer cavities. +Riffle through a magazine and count the number of ads whose headlines promise a +benefit of any kind. +Headlines which contain news are sure-fire. The news can be the +announcement of a new product, an improvement in an old product or a new way +to use an old product – like serving Campbell’s Soup on the rocks. On the average, +ads with news are recalled by 22 per cent more people than ads without news. +If you are lucky enough to have some news to tell, don’t bury it in your body +copy, which nine out of ten people will not read. State it loud and clear in your +headline. And don’t scorn tried-and-true words like ‘amazing’, ‘introducing’, ‘now’, +‘suddenly’. +Headlines that offer the reader helpful information, like ‘HOW TO WIN +FRIENDS AND INFLUENCE PEOPLE’, attract above-average readership. +I advise you to include the brand name in your headline. If you don’t, 80 per +cent of readers (who don’t read your body copy) will never know what product +you are advertising. +If you are advertising a kind of product which is only bought by a small group +of people, put a word in your headline which will flag them down, like ‘asthma’, + + +‘bedwetters’, ‘women over 35’. +Starch reports that headlines with more than ten words get less readership than +short headlines. On the other hand, a study of retail advertisements found that +headlines of ten words sell more merchandise than short headlines. Conclusion: if +you need a long headline, go ahead and write one, and if you want a short +headline, that’s all right too. The famous headline ‘Lemon.’ contributed a lot to the +success of Volkswagen in the United States. +Specifics work better than generalities. When research reported that the +average shopper thought Sears Roebuck made a profit of 37 per cent, I headlined +an advertisement ‘Sears makes a profit of 5 per cent’. This specific was more +persuasive than saying that Sears’ profit was ‘less than you might suppose’ or +something equally vague. +When you put your headline in quotes, you increase recall by an average of 28 +per cent. +When you advertise in local newspapers, you get better results if you include +the name of each city in your headline. People are most interested in what is +happening where they live. +A psychologist flashed hundreds of words on a screen and used an electric +gadget to measure emotional reactions. High marks went to ‘darling’. So I used it +in a headline for Dove. +Some copywriters write tricky headlines – double meanings, puns and other +obscurities. This is counter-productive. In the average newspaper your headline +has to compete with 350 others. Readers travel fast through this jungle. Your +headline should telegraph what you want to say. +Some headlines are ‘blind’. They don’t say what the product is, or what it will +do for you. They are about 20 per cent below average in recall. +Since headlines, more than anything else, decide the success or failure of an +advertisement, the silliest thing of all is to run an ad without any headline at all – +‘a headless wonder’. +If you would like more guidance on writing headlines, I commend you to John +Caples’ book Tested Advertising Methods (Prentice-Hall). +MY FAVORITE HEADLINES +• +For lanolin as a cure for baldness: ‘Have you ever seen a bald-headed sheep?’ +• +For a pile remedy: ‘Send us your dollar and we’ll cure your piles, or keep your +dollar and keep your piles.’ + + +ILLUSTRATIONS +A picture, they say, can be worth a thousand words. The cowboy photographs for +Marlboro, and Elliott Erwitt’s photographs in the ads for Puerto Rico and France +are examples. +Here are 15 ways to make your illustrations work for their living: +  +1. The subject of your illustration is all important. If you don’t have a remarkable +idea for it, not even a great photographer can save you. +2. The kind of photographs which work hardest are those which arouse the +reader’s curiosity. He glances at the photograph and says to himself, ‘What +goes on here?’ Then he reads your copy to find out. Harold Rudolph called this +magic element ‘Story Appeal’, and demonstrated that the more of it you inject +into your photographs, the more people look at your advertisements. +3. When you don’t have a story to tell, it is often a good thing to make your +package the subject of your illustration. +4. It pays to illustrate the end result of using your product. Before-and-after +photographs seem to fascinate readers. In a study of 70 campaigns whose sales +results were known, Gallup did not find a single before-and-after campaign +that did not increase sales. +5. When I arrived on Madison Avenue, most advertisements were illustrated with +drawings. Then it was found that photographs attracted more readers, were +more believable, and better remembered. When I took over the ‘Come to +Britain’ advertising, I substituted photographs for the drawings which the +previous agency had used. Readership tripled, and so did tourism to Britain. +Direct-response advertisers find that photographs pull more coupons than +drawings, and department stores find that they sell more merchandise. +However, photographs reproduce so badly in some newspapers that you can +get a more lifelike picture by using a line drawing. I found that scratch-board +drawings sold more Thom McCan shoes than photographs. +6. The use of characters known to people who see your television commercials +boosts the recall of your print advertisements. +7. Keep your illustrations as simple as possible, with the focus of interest on one +person. Crowd scenes don’t pull. +8. Don’t show human faces enlarged bigger than life size. They seem to repel +readers. +9. Historical subjects bore the majority of readers. + + +10. Do not assume that subjects which interest you will necessarily interest +consumers. Being a former chef, I assumed that everyone found chefs +interesting – until I used them in an advertisement. I got miserable readership +among the housewives who were the target audience. A friend at Campbell’s +Soup told me that he too had observed that housewives were turned off by +chefs. +11. My brother Francis once asked a Cockney editor of the Daily Mirror (London) +what kind of photographs most interested his readers. He answered, ‘Babies +with an ’eart-throb, animals with an ’eart-throb, and what you might call sex.’ +This is still true today. +12. When I worked for Dr. Gallup, I noticed that moviegoers were more interested +in actors of their own sex than actors of the opposite sex. People want to see +movie stars with whom they can identify. The same force is at work in +advertisements. When you use a photograph of a woman, men ignore your +advertisement. +13. Advertisements in four colors cost 50 per cent more than black and white, but, +on the average, they are 100 per cent more memorable. A good bargain. +14. I cannot resist the temptation to quote a verse which gives valuable advice on +illustration: +  +When the client moans and sighs, +Make his logo twice the size. +If he still should prove refractory +Show a picture of his factory. +Only in the gravest cases +Should you show the clients’ faces. +  +When you advertise products for use in cooking, you attract more readers if you +show a photograph of the finished dish than the ingredients. +WARNING +My former partner Douglas Haines has recently demonstrated that the illustrations +in advertisements are often misunderstood. In a pilot study, he came across a +woman who thought that the photograph of a luxurious hotel foyer in a cigarette +advertisement was a hospital ward for cancer patients. + + +BODY COPY +‘Nobody reads body copy.’ True or false? It depends on two things. First, on how +many people are interested in the kind of product you are advertising: a lot of +women will read copy about food products, but few will read copy about cigars. +Second, on how many people have been enticed into your ad by your illustration +and headline. +The average readership of the body copy in magazine ads is about 5 per cent. +That does not sound like a lot until you remember that 5 per cent of readers of the +Reader’s Digest adds up to 1,500,000 men and women. +Do not, however, address your readers as though they were gathered together +in a stadium. When people read your copy, they are alone. Pretend you are writing +each of them a letter on behalf of your client. One human being to another, +second person singular. +Queen Victoria complained that Gladstone talked to her as if he were +addressing a public meeting. She preferred Disraeli, who talked to her like a +human being. When you write copy, follow Disraeli’s example. +It isn’t as easy as you may think. Aldous Huxley, who was once a copywriter, +said, ‘It is easier to write ten passably effective sonnets than one effective +advertisement.’ +You cannot bore people into buying your product. You can only interest them +in buying it. +It pays to write short sentences and short paragraphs, and to avoid difficult +words. I once wrote that Dove made soap ‘obsolete,’ only to discover that the +majority of housewives did not know what the word meant. I had to change it to +‘old-fashioned’. When I used the word ‘ineffable’ in copy for Hathaway, a reporter +telephoned to ask me what it meant. I hadn’t the faintest idea. Nowadays I keep a +dictionary beside my telephone. +When copywriters argue with me about some esoteric word they want to use, I +say to them, ‘Get on a bus. Go to Iowa. Stay on a farm for a week and talk to the +farmer. Come back to New York by train and talk to your fellow passengers in the +day-coach. If you still want to use the word, go ahead.’ +Copy should be written in the language people use in everyday conversation, +as in this anonymous verse: +  +Carnation Milk is the best in the land, +Here I sit with a can in my hand. +No tits to pull, no hay to pitch, + + +Just punch a hole in the son-of-a-bitch. +  +Don’t write essays. Tell your reader what your product will do for him or her, and +tell it with specifics. +Write your copy in the form of a story, as in the advertisement which carried +the headline, ‘The amazing story of a Zippo that worked after being taken from +the belly of a fish’. One of the most famous advertisements ever written was by +John Caples for International Correspondence School, under the headline ‘They +Laughed When I Sat Down at the Piano – But When I Started to Play! – ’. +I advise you to avoid analogies. Gallup has found that they are widely +misunderstood. If you are writing copy for a face cream and say, ‘Just as plants +require moisture, so too does your skin,’ readers don’t complete the equation. If +you show a Rembrandt and say, ‘Just as this Rembrandt portrait is a masterpiece, +so too is our product,’ readers think you are selling the Rembrandt. +Stay away from superlatives like ‘Our product is the best in the world.’ Gallup +calls this Brag and Boast. It convinces nobody. +If you include a testimonial in your copy, you make it more credible. Readers +find the endorsements of fellow consumers more persuasive than the puffery of +anonymous copywriters. Says James Webb Young, one of the best copywriters in +history, ‘Every type of advertiser has the same problem: to be believed. The mail- +order man knows nothing so potent for this purpose as the testimonial, yet the +general advertiser seldom uses it.’ +Sometimes you can cast your entire advertisement in the form of a testimonial. +My first ad for Austin cars took the form of a letter from an ‘anonymous diplomat’ +who was sending his son to Groton with money he had saved driving an Austin. A +combination of snobbery and economy. Unfortunately, a Time editor guessed that +I was the anonymous diplomat, and asked the headmaster of Groton to comment. +I had to send my son to another school. +Testimonials from celebrities get high recall scores, but I have stopped using +them because readers remember the celebrity and forget the product. What’s +more, they assume that the celebrity has been bought, which is usually the case. +On the other hand, testimonials from experts can be persuasive – like having an +ex-burglar testify that he had never been able to crack a Chubb safe. +Most copywriters believe that markdowns and special offers are boring, but +consumers don’t think so. They are above average in recall. +Always try to include the price of your products. You may see a necklace in a +jeweler’s window, but you don’t consider buying it because the price is not shown +and you are too shy to go in and ask. It is the same way with advertisements. + + +When the price of the product is left out, people have a way of turning the page. +When Ellerton Jetté retired as head of Hathaway and became a picture dealer, he +violated tradition in the art trade by showing the price of the pictures in his +advertisements. Unfortunately, it is seldom possible for manufacturers to do this in +their advertisements, because they cannot dictate prices to retailers. This reduces +the selling power of their ads. I don’t think it matters with package goods, but it +matters a lot with products which cost real money, like cars and refrigerators. +I believe that all copy should be signed by the agency. This is never done in the +United States, on the ground that manufacturers buy space to advertise their +products, not their agencies. Short-sighted. My experience suggests that when +agencies sign their ads, they produce better ones. When Reader’s Digest asked me +to write an advertisement for their magazine (see page 57), they specified that I +had to sign it. Golly, did I work hard on that ad. Everyone was going to know who +wrote it. +It is now the convention for agencies in Germany and France to sign their ads. +The FCB-Impact agency in Paris even gives its copywriters a by-line. Jolly good. +SHORT COPY OR LONG? +All my experience says that for a great many products, long copy sells more than +short. I have failed only twice with long copy, once for a popular-priced cigar and +once for a premium-priced whiskey. Here are nine examples which were +successful: +  +1. The late Louis Engel wrote an advertisement of 6,450 words for Merrill +Lynch. One insertion in the New York Times pulled 10,000 responses – +without a coupon. +2. Claude Hopkins wrote an advertisement for Schlitz beer with five pages of +solid text. In a few months, Schlitz moved from fifth in sales to first. +3. I wrote 700 words for Good Luck margarine. Sales responded. +4. My first ad for Puerto Rico contained 600 words (signed by Beardsley Ruml +but written by me). Fourteen thousand readers sent in the coupon, and scores +of them built factories in Puerto Rico. +5. A series of newspaper ads for Shell carried 800 words. 26 per cent of men +read more than half of them, and Shell’s share of the market reversed a seven- +year decline. + + +6. My partner Francis X. Houghton wrote an advertisement for US Trust which +contained 4,750 words. It was a success. +7. In advertisements for Ogilvy & Mather, I used 2,500 words. They brought in a +lot of new business. +8. In an advertisement for the World Wildlife Fund, I used 3,232 words. +9. In a series for Morgan Guaranty, I used 800 words. They did the bank a lot of +good. +  +I could give you countless other examples of long copy which has made the cash +register ring, notably for Mercedes cars. Not only in the United States, but all over +the world. +I believe, without any research to support me, that advertisements with long +copy convey the impression that you have something important to say, whether +people read the copy or not. +After studying the results of advertising for retailers, Dr. Charles Edwards +concluded that ‘the more facts you tell, the more you sell’. An advertisement’s +chance for success invariably increases as the number of pertinent merchandise +facts included in the advertisement increases. +Direct-response advertisers know that short copy doesn’t sell. In split-run tests, +long copy invariably outsells short copy. +But I must warn you that if you want your long copy to be read, you had better +write it well. In particular, your first paragraph should be a grabber. You won’t +hold many readers if you begin with a mushy statement of the obvious like this +one in an ad for a vacation resort: ‘Going on vacation is a pleasure to which +everyone looks forward.’ +A Harvard professor used to begin his series of lectures with a sentence that +took his students by the throat: ‘Cesare Borgia murdered his brother-in-law for the +love of his sister, who was the mistress of their father – the Pope.’ +HOW TO BECOME A GOOD COPYWRITER +It is no bad thing to learn the craft of advertising by copying your elders and +betters. Helmut Krone, one of the most innovative of art directors, has said: +‘I asked one of our writers recently what was more important, doing your +own thing or making the ad as good as it can be. The answer was, “Doing +my own thing”. I disagree violently with that. I’d like to propose a new + + +idea for our age: until you’ve got a better answer, you copy. I copied Bob +Gage for five years, I even copied the leading between his lines of type. +And Bob originally copied Paul Rand, and Rand first copied a German +typographer named Tschichold.’ +I, too, started by copying. Working in a London agency, I used to copy the +best American ads. Later, I began to do my own thing. +LAYOUTS +Advertising suffers from sporadic epidemics of Artdirectoritis. Those afflicted +with this disease speak in hushed voices of ‘cool grey bands of type’, as if the copy +in advertisements was a mere design element. They extol the importance of +‘movement’, ‘balance’ and other mysterious principles of design. I tell them ‘KISS’ +– an acronym for ‘Keep It Simple, Stupid’. +In the early days of Ogilvy & Mather I used the same, simple layout for all our +advertisements in magazines. (See page 134.) Later, when a competitor accused +me of foisting a house style on all our clients, I invented a second layout which +allowed space for more copy. I challenge you to invent a better layout than these. +Readers look first at the illustration, then at the headline, then at the copy. So +put these elements in that order – illustration at the top, headline under the +illustration, copy under the headline. This follows the normal order of scanning, +which is from top to bottom. If you put the headline above the illustration, you are +asking people to scan in an order which does not fit their habit. +On the average, headlines below the illustration are read by 10 per cent more +people than headlines above the illustration. You may not think the difference +worth writing about, but consider the fact that 10 per cent of, say, 20,000,000 +readers is two million. Not to be sneezed at. Yet in 59 per cent of magazine +advertisements the headlines are above. +Some dopes even put their headline at the bottom, under the copy! +More people read the captions under illustrations than read the body copy, so +never use an illustration without putting a caption under it. Your caption should +include the brand name and the promise. +Advertising people have an unconscious belief that advertisements have to +look like advertisements. They have inherited graphic conventions which telegraph +to the reader, ‘This is only an advertisement. Skip it.’ + + +There is no law which says that advertisements have to look like +advertisements. If you make them look like editorial pages, you will attract more +readers. Roughly six times as many people read the average article as the average +advertisement. Very few advertisements are read by more than one reader in 20. I +conclude that editors communicate better than admen. +Look at the news magazines which have been successful in attracting readers: +Time and Newsweek in the United States, L’Express and Le Point in France, Der +Spiegel in Germany, L’Espresso in Italy, Cambio16 in Spain. They all use the same +graphics: +  +• +Copy has priority over illustration. +• +The copy is set in serif type. +• +Three columns of type, 35 to 45 characters wide. +• +Every photograph has a caption. +• +The copy starts with drop-initials. +• +The type is set black on white. +  +Now look at the advertisements in the same magazines. You will see that: +  +• +Illustrations are given priority over copy. +• +The copy is often set in sanserif, which is hard to read; we are accustomed to +serifs in books, magazines and newspapers. +• +The copy is often set in one column of 120 characters or more – too wide to +be readable. +• +Few of the photographs have captions, because the art directors are not aware +that four times as many people read captions as read body copy. +• +There are very few drop-initials, because the art directors are not aware that +they increase readership. +• +The copy is frequently set in reverse – white on black. I have even seen +coupons in reverse; you cannot fill them out unless you have white ink in the +house. +  +If you pretend you are an editor, you will get better results. When the magazine +insists that you slug your ads with the word ‘advertisement’, set it in italic caps, in +reverse. Then nobody can read it. +The FCB-Impact agency in Paris consistently produces better magazine +advertisements than any other agency, and none of them look like advertisements. +Hats off to Pierre Lemonnier, the copywriter who is Impact, and Philippe + + +Saalburg who was his art director for many years. They pinched my techniques +and improved them. +If you abandon the conventional graphics of advertisements and adopt +editorial graphics, your campaigns will become islands of good taste in an ocean +of vulgarity. +• • • +Layouts are often pinned up on bulletin boards at meetings and approved at a +distance of 15 feet, as if they were posters. This leads to setting headlines in 72 +point, which is impossible to read at the normal distance of 20 inches. +Are two-page spreads worth the cost? They cost twice as much as single +pages, but seldom get twice the readership, or pull twice as many coupons. +Occasionally there is a functional reason for using a double-spread, as when +your product is a long one and has to be shown horizontally. But nine times out of +ten, double-spreads are no more than self-indulgence by an art director who wants +his advertisements to look big and juicy. If you swear off double-spreads, you will +be able to run twice as many advertisements for the same money, thereby doubling +your reach or your frequency.* +POSTERS +For better or worse, posters are still with us, so I had better tell you what little is +known about designing them to maximum effect. There has been little or no +research on the subject. +It pays to make your poster what Savignac called a ‘visual scandal’. But don’t +overdo the scandal or you will stop the traffic and cause fatal accidents. +Your poster should deliver your selling promise not only in words, but also +pictorially. Use the largest possible type. Make your brand name visible at a long +distance. Use strong, pure colors. Never use more than three elements in your +design. +If you know more than that, please tell me. +SUBWAY CARS + + +If it falls to you to produce advertisements for the subway, it may help to know +that the average rider in the New York subway will be exposed to your +advertisement for 21 minutes, which is long enough to read quite a long message. +Only 15 per cent of passengers carry anything to read. The other 85 per cent have +nothing to do but read your copy. +TRADEMARKS ARE AN ANACHRONISM +In olden days, before people could read, manufacturers used trademarks to +identify their brands. If you saw a tiger on a bottle of beer, you knew it was Tiger +beer. +Many companies, unaware that consumers are no longer illiterate, still use +graphic symbols to identify their brands, and insist on them being displayed in +their advertisements. They add to the gadgetry which clutters up layouts, and +proclaim, ‘This is only an advertisement.’ Readership of the advertisement is +reduced. +One of my clients was persuaded that his company’s symbol was too old- +fashioned and paid a fancy firm $75,000 to design a new one. At the unveiling I +whispered to one of the Vice-Presidents, ‘A tyro in our art department could have +designed a better symbol for $75.’ ‘No doubt,’ he replied, ‘but we would have +argued it to death.’ +TYPOGRAPHY – ‘THE EYE IS A CREATURE OF HABIT’ +Good typography helps people read your copy, while bad typography prevents +them doing so. +Advertising agencies usually set their headlines in capital letters. This is a +mistake. Professor Tinker of Stanford has established that capitals retard reading. +They have no ascenders or descenders to help you recognize words, and tend to be +read letter by letter. +The eye is a creature of habit. People are accustomed to reading books, +magazines and newspapers in lowercase. Look how difficult it is to read the all- +caps headline in the ABN advertisement on page 145. +Another way to make headlines hard to read is to superimpose them on your +illustration. +Another mistake is to put a period at the end of headlines. Periods are also +called full stops, because they stop the reader dead in his tracks. You will find no + + +full stops at the end of headlines in newspapers. +Yet another common mistake is to set copy in a measure which is too wide or +too narrow to be legible. People are accustomed to reading newspapers which are +set about 40 characters wide. +Which typefaces are easiest to read? Those which people are accustomed to +reading, like the Century family, Caslon, Baskerville and Jenson. The more +outlandish the typeface, the harder it is to read. The drama belongs in what you +say, not in the typeface. +Sanserif faces like this are particularly difficult to read. Says John Updike, +‘Serifs exist for a purpose. They help the eye pick up the shape of the letter. +Piquant in little amounts, sanserif in page-size sheets repels readership as wax +paper repels water; it has a sleazy, cloudy look.’ +Some art directors use copy as the raw material for designing queer shapes, +thus making it illegible. +In a recent issue of a magazine I found 47 advertisements with the copy set in +reverse – white type on a black background. It is almost impossible to read. +If you have to set very long copy, there are some typographical devices which +increase its readership: +  +1. A subhead of two lines, between your headline and your body copy, heightens +the reader’s appetite for the feast to come. +2. If you start your body copy with a drop-initial, you increase readership by an +average of 13 per cent. +3. Limit your opening paragraph to a maximum of 11 words. +4. After two or three inches of copy, insert a cross-head, and thereafter +throughout. Cross-heads keep the reader marching forward. Make some of +them interrogative, to excite curiosity in the next run of copy. +5. When I was a boy, it was common practice to square up paragraphs. It is now +known that widows – short lines – increase readership. +6. Set key paragraphs in bold face or italic. +7. Help the reader into your paragraphs with arrowheads, bullets, asterisks and +marginal marks. +8. If you have a lot of unrelated facts to recite, don’t use cumbersome +connectives. Simply number them – as I am doing here. +9. What size type should you use? +This is 5-point. and too small to read +This is 14-point, and too big. + + +This is 11-point, and about right. +10. If you use leading (line-spacing) between paragraphs, you increase readership +by an average of 12 per cent. +  +You may think that I exaggerate the importance of good typography. You may ask +if I have ever heard a housewife say that she bought a new detergent because the +advertisement was set in Caslon. No. But do you think an advertisement can sell if +nobody can read it? You can’t save souls in an empty church. +As Mies van der Rohe said of architecture, ‘God is in the details.’ + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +BeefBrnth +CONDENSED +Soup on the rocks. +CooloffwithCampbell'sBeef Broth.Take itstraightfromthecan +andontotheice.TryitwithadashofWorcestershireorlemon +afterahotdayonlandorsea.Asamatteroffact,don'tevenwait +forarealhotday;startpouringnow.Cheers! +M'm!M'm!Good! + + +Ads with news are recalled by 22 per cent more people than ads without news. It +does not have to be the announcement of a new product. It can be a new way of +using an old product, as in this advertisement. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +Darling, I'm having the most +extraordinary experience... +I'mhead over heels in DOVE! +No, darlingDOVE. Dlike in delicious. +Remember "The Great Ziegfeld," denr? How +makes me feel all velvet and silk, all soft and +I told you, sweet. I'm in the tub. Taking a +Anna Held bathed in milk? And Cleopatraone +smooth. Just the most pampered, most spoiled, +bath. A pove bath-my very first. +hundred mares or something milked every day +girliest girl in the world. +for her bath? +Darling, I'm purring. +Well, darling, I'm all over cream, Just imag- +And did I tell you Dove is sort of me-shaped? +Dove +ine, cream tip to toe. Arms. Legs. All of me! +That it's eurved to fit my hand, so it doesn't +And clean/ Simply smothered in suds. Oodles +keep slithering away in the tub? Soap is soap, +of suds! Oceans of. I don't know what I ever +but a bath with DOVE is hearen! +did to deserre DOVE! +And just think, darlingtomorrou night, I ean +And you know how soap leaves your skin so +do it again. +dry? That nasty stretched feeling? Well, DOVE +And what a positively gorgeous time I'm +having! It's just as if I'd never really bathed +NOTE TO EAVESDROPPERS +before! +You can buy the remarkable new bath and +No,dear,it isn'tasoap.Soap wasneverlik +Dove +toilet bar called DOVE today, DOVg is a co +this! So wickedly ereamy.That man on TV said +ove +pletely new formula. DOvE makes rich lather +that DOvE is one-quarter cleansing creamthat +in hardest water., DOvg leaves so bathtub ring. +it ereams my skin while I batheand now I +Lever Brothers guarantee that DOVE is better +for your jace,your hands,all of you, than regu +really beliere him. +lar toilet soap. If you don't agree, we'l return +Why,DOvE even smells creamy.Such a lovely, +BATKANDTOILEER +every penny you paid. +lush, erpeneire smell! +DOVE creams your skin while you bathe + + +I used the word ‘darling’ in the headline for this ad because a psychologist had +tested hundreds of words for their emotional impact and ‘darling’ had come out +top. I was not aware that it is dangerous to use a telephone when you are taking a +bath. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +FOR MINNEAPOLIS: +2 BELOW ZERO! +Weather bureau predicts sharp temperature drop tonight. +Help your car start promptly in the morning by filling up +tonight with Super Shel's winter blend. Its nine-ingredient +formula is primed with an extra dose of quick-firing Butane +to help your car give top performance in coldest weather. +en fry-elfnirs b2 md eposr ie +esu p paing *g Tlit pex re +Thol wha d mmal Aie ndolias c +al aaCar du yi wniaat +bo + jelat 5t. +htaaeh, hal le plim t Paian +tkir wr lAr dedlimr te n ie fer +Gieeiine thest taie tp -ajee heline af tan +In d- Le tde. +ehe 1 gr-d= et- i visr hs It d(ale n +eiBatllgnl.gratunifut +mpeeemr ih at is lel Far? +M hiryt the +de The tu cm ha leel te sy +Curpering e vundvar ran at aid ++*rufha+s Hali+ tuld. +rt +ddrptht e mstnta loull nady +Rnt whe+ se +Hew Super Sholl's nine ingredients can give you +tep perermense 3es days s yaar +m belp hp -aihu +F**atog c +SHELL + + +When you advertise in local newspapers, you get better results if you include the +name of each city in your headline. People are mostly interested in what is +happening where they live. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +Lemon. +This Volkswogen missed the boat. +than cors.j +brake stand, and scy"no"to one VW ou! +The chrome strip cn theglove compartment +Everyshockabsorber istested Isporcheck +fifty. +is blemished and must be repiaced. Chances +ing won't dol, every windshield is sconned. +This preoccupotion with detail means : +ore you wouldn'thove noticed it; Inspector +VWs hove been rejected for surface scratches +V losts longer and requires less main! +Kurt Kroner did. +barely visible to the eye. +nonce, by ond lorge, than other cars. tit al +There are 3,389men ol our Woffsburg fac. +Final inspection is really something! VW +means o used vW deprecia! +torywithoniyonejob toinspecrVolkswogens +inspectors run each cor off the line onto the +less thon any other cor,] +ateachstageofproduction,t3000Volkswogens +Funktionsprufstand fcarteststandl,tote up189 +Wepluck the lemons: youg +ore produced daily; there aremore inspectors +check points, gun ahead to the automotic +the plums. + + +On the average, long headlines sell more merchandise than short ones. This one- +word headline is the exception that proves the rule. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +Shop at +Sears +and save +(their profit is less than 5%) +Sears, Roebuck always charges lower prices than others +charge for equal quality. Read how this enlightened +policy is made possible by unique know-how in buying, +combined with a modest margin of profit. +Fint, Sears ts content to take a modest profir. Its net +yesterday.-Across the country +%5 uri ssa[ st.n ea st] 3goud +Thcy bought rvery imaginable kind of merchan- +Second,the Sears people kbubeutehy. +dise. Rabons. Tires Refrigeratons Bicyclo, Skims +Thcy buy from thousands of small, efficient facto- +Clocks. +tits These factories are located close to Sears stores +Thcse menand women are Sears(cwpurisowsboppers. +and mail-order housesto cut shipping costs. +Theirpurchases, withpriceattached,aresent to Sea +The Sears buyers work inrimratoiy with theitr sup. +main officc every day. +pliers They will help a manufacturer work out the +There, they are checked fo: quality and price +uot ccunumical production system, They will ad- +against Sears merchandise, Sears analyxes the lowest +vise him on every aspect of his business +The minufacturer's cost of production is reduced. +categary- +Seans' cust of distribution is reduced. And the prices +I Sears amme ofem agualproduicr for lms monay +yu pay are reduceddrastically. +orassprior produit Jur the same amoum, Srarj does mor +The results of this policy have been very good for +ofor you this product at al. +Sears And for Sean'sapplicnAnd for yu.Slop +This remarkable policy is posible for two reasons. +Sear) end Jate? + + +Specifics are more credible and more memorable than generalities. That is why I +specified that Sears’ profit is less than 5 per cent. + + +On average, helpful information is read by 75 per cent more people than copy +which deals only with the product. This ad told how Rinso gets out stains. It was + + +read and remembered by more people than any detergent ad that had ever been +researched, but it should never have run because it was ‘off strategy’ – it did not +deliver the agreed selling promise that ‘Rinso Washes Whiter’. The photograph +shows different kinds of stains. The blood was my own; I am the only copywriter +who has literally bled for his client. +A picture can say a thousand words. An example of this is Elliott Erwitt’s +photograph in this ad for the Festival Casals in Puerto Rico. It shows the final +performance of the previous year’s festival. Cellist Pablo Casals was ill so could +not attend; instead they played a recorded piece, during which the crowd and +orchestra gave a standing ovation. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +WHENIT'SGOTTOBEREALLYWHITE-USERINSOWITHSOLIUM + + +As ex-chef (top), I assumed that housewives would find the Rinso photograph as +interesting as I did. They didn’t. +When you don’t have a story to tell in your photograph, make your product the +subject of your illustration. This photograph was taken by Irving Penn, for Philippe +Saalburg of FCB-Impact in Paris. + + +Before-and-after photographs fascinate readers, as in this advertisement from the +Milan office of Ogilvy & Mather. The plant on the left has not been treated with +Baysol (slug and snail killer), while the plant on the right has. + + +The eyepatch injects the magic element of ‘story appeal’. The model was Baron + + +Wrangell, who had a habit of swaying in front of the camera, so that we had to +strap him to an iron pipe. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +ZIPPO...THE LIGHTER THAT WORKS +THIE FISH THAT SNAPPED LP THE ZIPPO LIGHTER WAS A CREAT NORTHERN PIKE,ONE OFAMERICA'S SCRAPPIEST CAME FIS +Theamazing storyofaZippothatworked +afterbeingtakenfromthebellyofafish +Mr.Harry Best, recently retired fish and game +ThePike must have picked it off thebottom or +The Zippo mana is nol surprised that the +could havegrabbed it before itgot to thebot- +protector for the New York State Conservation +worked. He makcs every one of his lig +tom.The lighter was in fine shape which showed +Departmen,told thisremarkable but truestory +work. Not just for wcks,montha orye +to the Zippoman: +forever! +jit was that the Zippo lit the first time." +"A party., just west of Cleveland on Oneida +Whether youbuy your Zippo lighter in +Lake, was fishing for Great Northern Pike +Even for a fisherman, it's quite a yam. But +or find it in a fish, the Zippo man offers +thentherearethousandsofother Zippolightens +in Three Mile Bay,They caught Pike that +same incredible guarantce: No matter! +whichhave lived through adventures that would +weighed about 18 pounds. When they dressed +it isor what its condition,ifa Zippoe +have made brare Ulysses'hair stand on end. +the Pike,in thestomach was one ofyourlighters. +to work,he'lu fixie free! +If you doa't me +Gold-lled Zippa.10 +NewZippoStinLightet +Louproel Zippo +Nev ZippeSlim-Lighter. +Regular Zippo. Made +Eagine-terned Zippo. +the botiom of th +Ribbon desiga lram +Lighter.In fve pepo +kt.gold fusd tocase. +Smart srv dexign is +it's pot s gtnuih +Zippe famouL Brutb- +polishedchromaS.7S +fai chromne$3.50 +Bot plated. 120.00m +polished chrome. $5.75 +35.00 +'ports design +ing chrome finish. $6.00. + + +Note the editorial layout, and the story form – both plus factors. This +advertisement promised, ‘If it ever fails to work, we’ll fix it free.’ Every morning +hundreds of old and battered Zippos arrived in the mail. They were returned the +same day in perfect working order – and no charge. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +"Cen rralz pll"rillolupred. +Anloradaind +rne gloyid a not in lis life." +They Laughed When I Sat Dow +At the Piano +But When IStarted to Play!- +RTHURhad just +the, +.contisvd +"The +musicianhimsell,rere spenkiss tomepeakins +played +theysotcaoicr +throth the medium ol munic-not in rordi bur is +The room rangwith ap- +Rossry." +Belorel hee it Toad plarinsal +Not in seatences bot is exquisite mclodies! +chorde. +PiecesI liked beit Nothinr atoppedme.Icoule +plause. I decided that this would be +ballgdi or clauical upbeto orinn, all ith +And +A Complete Trlumph! +dramatic moment for me to make my +I serer did hayeasy opecial +To the amazement of all +debut. +my +for music!" +the last Botes of the Moonlirht Sonita +As +friends, I strode confdently over to +the +died +ay.the room roundedithjuddco +roar. ol ppplause. +Ilovndyelrsurrouaded by +Play Any Instrument +piano and sat down. +Hoy friends carried on! +tacited faces. +You too,cas. +"Jack isup.to hisold tricks"somebody +aoutreclzosrrely tobean +shoomyhandlidizconuratulated +me- +They +their cotsunisn! +laughed. +me onthebacin +ounded +Fo wronrgith +time.. +Youcan't +Everybody un csclnimins ith delight-phriok mt +thio simpl +Thich +were all certain chat +couldn't +haa +already +method +play +Cith'tapidquestiont +theifivorite ioseru +shown +People +single note. +Foreet thatold-fiohlosed idea thit you need +""Can he really play?" +"Houlont have you +stodied!" +lears +1heard +girl +"taleat." +ancl,decide +hich one you +whisper to Arthur. +L have sever evea.ma my yacherI replied. +U.S.'School il dothe reet. +matter which imstrumeat rou chooe, the +Andbearinm +"Heavens,, +no!" +Arthur +exclaimed. +"And just short -hile ago I coulds't play a Bote,' +"He neverplayednotein allhinlife. +"Ouit yoor Lidins."lvhed Arthur, hinwell +Such caveill h thewmejust le ceats +No Matter chether you are aere begin +But just you watch him. +accomplishedpitsist. +ilreadyopoodperformet,og +This is going to +for +ilt be. +int +Icantell." +years +in learaing sbout this sew and +be rood." +ronderful +"lbavebrentudyine osly,thort +whil.. +I decided to,make the most,of the +i decided to heep.itoecret wo thes +inoisted. +Send for Our Free Boolklet an +could ourpriu all you folki. +situation.,Wich mock dignity, I drew +Demonstzation Laseon +Thes I told them the phole atory. +outLilk bandkerechicf and lightly dusted +Thouund of ruccenfel tedeati peverd +"Hare Tou ever beard of the U. S. School +they poosed mwsicoldbaiszusti it : +MedierTked. +the revolving piino atool quurter of +to Chem by remarkabie Musical Ability +"That's +A few ol py friknde nodded. +corre- +Chich e uad eatirely without cout vith +turo,justuf,had seen.animitator +of +epondence ichooi, ion'titp" they ezclaimrd. +terestiag free boollet +Paderewaki do in vaudeville oketch. +la earseot +"EuctlzLreplied,"They hare.ny? +simpli- +cboet wastins +avorite +s"What do you thinkof his executionp" +fed method thot can teach you.to play +snyiastru- +tain +happinee osd iocrean.your. +or the free boollet ind +ment by mail in jun a lew moetke. +called voice from the rear. +Demon +mo obligatioi +Nocout- +Lreon. +"We're in favor of itl" +Right +back +came +How I Learned to Play Without +Special ofer for limited ou +theanswet, and the crowd +se studento. +rocked +with +a Tescher +Sirn aad wnd che coaveaias +laughter. +supplied +offet. +Tastrumests +thio +thenE erplained hou +Asd +for +years +had +when +Cach or credit.. +to play ibe piano. +Then I Started to Play +loaped +US.School et Muel +"A +montha.,"yo." +cogtisurd. +York Clty. +Instantly +fell +silence +tense +on +U. s. Scbool ol Mwolc, +Iaughter +to plar hich oalycost fe ceata +died od their lipsoif by pie. +iosi Bruoowkck Bid'Nen Yerk Cty +played throuah thelrat Te +Phea wnd me.Tour, fre book, "Musike +Pick Your +had miotered the pisno +inber +YourOwHome"ieh ntroduction +aad witlont +ipare time,at lome +Frany Crane,Damoestratice Lesseos and Pe +the +Instrument +Baot +all, +of +My friendesat +ronderful aeerthod abe used, +ol your Specidi Ofer. Tm intereetad in t +-spellbousdl +brsathlese- +iag course: +1played +and +reeyired,mo laboriourKales +played1forpos +the +People +no heartless ezercises.Bo tire. +vome PractisisE: +Prosnd me. i forpot thehout,the +Itsounded +Po.coavincing that,j blled out +Plece,the breathless +listesers. +the coupon.regyesting the Frme +DemosetratiosLroson. +worid1 +lived +Hare you abowo isrrsmentl......... +wemedtofadewemed +diral +Oaly +the +pke Pa real +lyond I otartedo thot rery +might to otudy the Demosstratios +Tiaioas +broughe +Piease write plaialy) +me. +Vialonss +besutiful +Boeez itTa to play thisnev +Lroon.. +and +chasdagc +blow +the. +Thes Ioeat for the courso. +drifting +cloude +aad +"Whe_che cour, arriyud.] +Addred. +that +loas +iaopired +poster +.com.pober. +found i was jevt ethe dyiaid +AACI +Aad. +the +Stata... +Bester + + +John Caples’ famous direct-mail advertisements for the US School of Music +deployed story appeal at its most effective. +Beautiful but dumb. This ad from Switzerland would have interested more +housewives if it had shown a finished dish instead of the raw ingredients. It would +have been better read if it had been given a headline. And it would have been +more persuasive if the copy had contained some specifics instead of vague +generalities. + + +You can cast an entire advertisement in the form of a testimonial, as in this one for +Austin cars. When the headmaster of Groton discovered that the ‘anonymous +diplomat’ was the author of this book, I found it expedient to send my son to +another school. + + +Testimonials from experts can be extremely effective. This advertisement by +Ogilvy & Mather appeared in Singapore. + + +This two-page advertisement for the World Wildlife Fund appeared in the New +York Times. It contains 3,232 words. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +What everybody ought to know ... +Le or uchn.Fou va3 +About This Stock And Bond Business +a largly. +Someplaintalk about a simple business +pey hgreamed (ca +thal ofien sounds complicaled. +WHY WE ARE PUBLISHING THIS +INFORMATION +Ho +Or loot at h firoete wodid +say hebot and iupoerlle citisn. For +Pobahy +A Trodadi +How to Buy and Sell Securities +Siocka? +THIST +THAT!" +MERRILLLYNCE,PIERCE,FENNER&BEA +Brdwo le Saridn d Cannodiln +10 Pont Office Square +alAreCon +BOSTON9 +rad Siorka? + + +This advertisement contains 6,540 words – the most anybody has ever used in a +single page. When it appeared in the New York Times, it pulled 10,000 responses +to an offer of a booklet buried near the end. It was written by the late Louis Engel +of Merrill Lynch. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +SeeThe Conquering Hero Comes--in a Viyella,Robe! +Sound the trumpets, leat the drum, see +custoemtr whabeughta Viy-llshintelesen +turtan, tattenall, checo, stripes and +yanagotluththemhadawpled +plain colurs Tay weigh enly zi ersces +sheaines in Viyella fele,nid armed +and ein br pociked in yourhriel ciie nest +wich Sunday hrealfast fer this desening +cslans are jut as bright and ditinct as +timeyou trazl,Sa8.go at finetorcs +hride.The superb thing shout a Viyrlls +tverywhere.Furthemimeofyvornearest +bathrobe in that yow can ath iL Ef it +ace.Lamby-eftVigll +two buttuna" Viyella robes (like theooe +(chymes srith hi-fela) wtansfor yoeri.A +er hers is vearing) oute in outhentic +Yoek 17.NewSartMU4-73y0. +Schwep +Schwek + + +For some years I used this layout in all my magazine advertisements. It gives a +large photograph, headline up to nine words, and 240 words of copy. +Recommend when your illustration is to carry the main load of selling. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +GASCOGNE +CADET DE +Sueet keng in Paro You con Py thertom ALMende Sreher cntaatnoctreu fare +What you should know about KLM and the +careful, reliable Dutch before your next flight to Paris. +Rome, Amsterdam or 34 other cities in Europe +KLM Royal DutahAirlines harehadmoreycarsof eajrtienethan +lumci and 150 brands ot liquor ata +any other aitline, Founded in 1919, Kt.M is litetally the worll's hrst +Itaton of the US prke Eoen tat. +airline. Read 15 other reasons hy o many eaerienerd uaveleis be- +freeTurosanfui-alwvingsup +liesethal the dejendable.punctual Dutch hase made KLM the mou +entite lrap +reliablc of all ainlines +13. Not all aarline offer you 1thance +ofetandpropeierRightsALMdn +1, KI M flhes an average of 1)000 +Dutsh, Englnh. French anJ German +Someatwatlyspesk 7ors languages +Thead-antage round-trap csonomy +miles rvery day.The rquivalent of five +clawfarocoSJ6leuon[XC.7. +Lumes afounJ the world. Or alut half- +S.AKLMucuardewwalis&mulrton +w ay lo the moon +Paris-$53down +atnpto EutopeAdelaghieJenper +fromNcYork tecentlywfotetoKIM +.2.KLMshotalroutepetaprk n16k000 +14.You can nv to Pann for only S5y +-The ftsndlycourtroun andsdicitous +mules Kt M san ty you to37 citurt in +Joan (roun-trip pet cconomy class +attentron ofyour hnlesueswas allthst +Earo akme. +tarel. ond take tao yrars to Pay the +anyone soulu haoye for" +bulance with kl M's puy-latct plan +3. KLM was the first Luropran artfnc +9.Atypcal firstcawmenuonaKi.M +to he authorued by the U's Foderal +15,Akyourtiavelatnttoct,anthe +Ktteads ethaCaviur Fra sur +AvatanAgetsylooserhaul plangnfor +fullpnuhlticofsopovctvcntour +Sxke.Coxatad de HmardPampe- +U S atlnes wthoutfurthetinsprstan +neut kiM trip Fiample Your ticlet +moune au Sherry. Crsme Je Violalle. +to Patn -ill alo take yuu to Brussghs, +s,EvetyKtMRoyal s Jet has noless +Tournebn Maitre JHotel Cotckettes +Amuerdam,lonon. +Manhestetand +thanranagataonalsyucms +J'Agneau, Bscut Glace.Fromages +Glai-al no citra Jare +Three pllots +Dver,rutsJe Saron +S.All KEM jsts flyng acrony the +10.The caben of a KI.M Royal s +Atlanta catrythreepkts,one fighten +et petsfresh supply of ar +cvery thrce minules +pncerand radar hich lete the capain +Itnaif +FIsra 9.J00 +Ke the wrather 150 minoheaJ +conditioned on the ground as +o. Lome groups uhs hsve chartered +etl as in the air. +Il, KLM loer babies Every +KMplancsintecentyears are the +Ncw York City Ballet Vennu Stale +KLMplaneCarfiesa"ubyhut" +Opeta.Boston Symphony Orcheura. +wsthountments,ouh.powdetand +Cay +buby wp +NcwYork Phaiharmons Orchotra.and +the entire cad of"My lar Lady +12.AtAmuerdamAurpurtyou +7.Every KLS Mewareu muu eak +Can buy Sametas,"atchespet- + + +This is my second perfect layout. It gives a wide, shallow photograph, a headline +of up to 20 words, a subhead up to 28 words, four or five cross-heads and 600 +words of body copy. Recommended when your copy is more important than your +illustration. +One in a series of posters that appeared in England during the thirties. They made +Guinness part of the warp and woof of English life, and have never been excelled +– anywhere. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +Un foie gras qui a valu a Predault le Prix de la gastronomie au Salon international de I'alimentation, Paris 1976. +Le foie gras frais entier au naturel +dePaul Predault +EFOIE GRAS estun dieu dont, +apres bien d'autres merveilles, a voulu +perfection n'ajouterienalaperfection +biensouvent,onneconnaitque +nous offrir le Vrai gout du vrai foie +Cela dit,goutez le foie gras de Pau +gras, Cette ronde saveur aux reso. +lessaints.Car,memesilesblocs,les +Predault, cuisine entier au naturel.E +lingots ou les terrines de foie gras +nances de magnificat joue sur les +goutez-le sur du simple pain tran. +urgues de Notre-Dame. +peuvent preter a confusion, seul le +che pas trop epais, cuit pas trof +foie gras au naturel est seulement du +C'est simplement cuit au four, en- +grille et encore un peu chaud... vou: +foie gras. +tier dans sa terrine. C'est servi sou- +decouvrirez, s'il vous en manquait +Mais quand on n'a jamais mange +ple et ferme. Et rose et blond, marbre +des raisons d'étre heureux dans la vie +de foie gras frais, on est tout aussi +de nuances indefinissables.Avec cette +bien reste dans I'antichambre du +subtile et discrete amerture qui est +Paul Predault s.a.-Le Clos Chau +Paradis. +le propre des foies d'oies. +vard-RueChauvard,95500Gonesse +Et c'est pourquoi Paul Predault, +Etsanstruffe,biensur.Car meme la +tel. 985.96.96. + + +Pierre Lemonnier and Philippe Saalburg at the FCB-Impact agency in Paris +pinched my ‘editorial’ layouts and improved them. Their ads don’t look like ads. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +Comedy's King Leer +PC +ELECTIONS +Marchais +CGT-PC: +La planete Lenine +sous surveillance +mdmecombat +CHEVRILER + + +All news magazines use the same format. Copy has priority over illustration. Three +columns of type, set in serif faces. Captions under photographs. But the +advertisements in these magazines do not follow any of these conventions, so +very few people read them. Next time you construct an ad, pretend you are an +editor; you will get more readership. +Only use two-page spreads when you have a long product and need to show it +horizontally, as with this hammer. If you swear off the self-indulgence of spreads, +you will be able to buy twice as many ads, thereby doubling your reach or your +frequency. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +AMERICAN-BREWED GUINNESS STOU +NOW ONSALE ATHALFIMPORTEDPRIC +ORIGINAL YEAST FLOWN FROM DUBLI +A HEARTY DRINK +GUINNESS.BREWMASTERSNOWINU +FINDTHEMAN +GOTGUINNESS +FOR 190 YEARS +GUARANTEE HEARTY OLD IRISHFLA +FavorefSlde +MADEINULSSAME +"Say When" +StatesmenWnite +GREATAS GUENN +SLOW-ACEDWAYASIN +and just plain MEN +Ifyonisdosbiabo +IRELANDSINCE 1759 +LOWPRICES CH +EHSWEE +REYEALS +Lookforthe Smiling Glass +Symbolofa MAN'SDrink +PEDIGREED YE +Harp on Label Played +THERE'S +FLOWNFROM +LADIES +LIKE GUINNESS. +When Guinness Was Born +IRELAND TO +ed on the OrNell Blarp Nove in Trinity Colleg +ON HOT DAYS! +Probabiy Oldest Harp in Eristencr +HoteMany +NIRISHMAN +RICH FLAVOR +DRINK GUINNESS +OF GUINNESS +GRowSONYoU"MyGoodness,MyGuinness + + +Editorial graphics also work well in newspapers. I made this launch ad for +Guinness look like the front page of a newspaper. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +Menaces sur la production ovine francais +Un peu debon sens +150000BERGERSENCOLERE +ne veulent pas devenir desassistes>europeen +L'agneau francais mise +sur la tradition +gastronomique +Progres techniques et elevages competitifs +pourla +a nouvelle vague des moutons francais +00 + + +This looks like an editorial page in the French newspaper Le Monde. Actually it is +an advertisement on behalf of French sheep farmers who opposed the importation +of duty-free mutton from England. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +ADVERTISENENT +ADVERTIEE +REVOLUTIONARYNEWKINDO +DRAINOPENER INVENTED: +UNCLOGSDRAINSIN1SECONI +NO LYE OR ACD +COSTS NOMORE +METHODCALLEDMIRACULO +TO USETHAN +LEADING +Woryof Handing +UnclogsWith +LOUID LYE +Pressure Instead +Lye orAcid +New Product Is +Aptly CalledDrainPow +M.Th Gs +SafetoPipes +WomenWith +Problem Draina +INVENTIONWORKSATSPEEDOFSOUND: +MAYMAKEOTHERDRAINOPENERSOBSOLETE +Laadi +SPECIAL +SAVE 3O'ONAMAZING +NOTICE: +NEWDRAINPOWER +Massive Clog OfHuman Hai, Grease, +SoapAnd Coffee Grounds Dislodged +In One Second AsDrain Power BeatsLiquid +AndCryitalDrainCleanerInTV"Rac +30 +30g +30-OFF +when you try new +Drain Power +30° + + +This front-page format is particularly appropriate for the announcement of a new +product. +A superb example of FCB-Impact’s editorial style, this time for Mumm +champagne. + + +It pays to make your poster a ‘visual scandal’, as in this British example for FCO +Univas. +Don’t make the mistake of designing subway cards to look like billboards – all +display and only for five or six words. In New York subways, the average rider is + + +exposed to your card for 21 minutes and 85 per cent carry nothing else to read. +That is why I wrote 76 words for this card. + + +Capital letters are extremely difficult to read. I tried to read this advertisement but +gave up. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +LCONEXPO75 +Showtimeagainfor +constructron +equipment +IHEMOVE +RELIABI +SERVICE +omato +ME +QUGHISFO +SUMMERC +OSTAUFFER +ocibohan +CHLORINE +pppns.htogpens,appon +FYOUDEPEND +HOIDAS +STAUFFER +The search for +asweetercantaloupe +How 10 years of crossbreeding +at Burpee produced Ambrosia, the sweetest, +juiciest cantaloupe this side of heaven +A foid for thr eodk +Burpee's 1975 Catalog +Availabie only in +d in +aally berirg ikveloped +Our 1 yeas ags Tel Torny le +1y7s, Berpet Gardon Catalig, Thut +P pr 4(u99r(3 0 >) +Se cder Burpct serdr nw fee + + +Three examples of typography which make it impossible to read the copy, and +one which makes it easy to read. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +Porsche928 +Nomatterhowmuch-theworld +becomesthesame, +the individual will still prevail + + +The headlines and copy in these advertisements would be easier to read if they +had been set under the illustration instead of on it. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +ANZEIGE +Vivre comme +Dieu en France. +Oder +Leben wie Gott +in Frankreich, Ein +deutscher Ausspruch,in +dem immer wieder die +SehnsuchtnachderLebensart un- +seres franzosischen Nachbam schwingt Zeit +und MuBe. +ein herrliches Essen,ein gutes Glus Wein zu genieBen Zeit +und MuBe. +auch mal Gber die unwichtigen Dinge des Tiges zu reden +Kommen Sie. Essen und trinken Sie ein paar Tage oder Wochen wie Gott in Frankreich. +ImHerbstwennimnordlichstenWeingebiet.derChampagne.sichdiesanflenHigclrotgelb +firben. +UnddieWeinbaucrn diereifen Rebenfuirden KonigedierGetrainkeemten,Champagnet. +Odet kommen Sie hin,wo die Weinbauern fruchtig.trockene Weine mch franzosischer Art machen und lie- +benWodiesehrrlichenWeinenachderRbsotebenanntwerdenunddie WeinhauptstadtColmarheiot:insElsa +Dic trockenen,kraftigen Weine haben alle einen reinen,klaren Geschmack. Zum Beispiel der Riesling.der +Sylvaner und der Gewirztraminer.Aber nun verraten wir cigentlich schon fast zuviel.Denn diese.nenncn +wirsieruhigWerbeanzeigefurWeineausFrankreich.istdieerstevon vielen.Indennochkommenden Anzeigen, +dieSieimLaufedesJahresindieserZeitschritsehenkonnen,schreiben wiruberdieunterschiedlichsten +Weingebiete,Uber das Land,das Essen,aber vorallcm uberdie Weine,Wie siebeschaffen sind +Z.B.dieausdemLoire-TilObtrockenodersiBer.Rot,weiboderrose.Obleichtoderschwr. +ObelgantodrrustikalWannmansietrinkt,wiemansetrinktundvorallem +zu welchem Essen man sie trinkt Obrigens, bei uns in Deutschland,in den Wein +geschaften und den Weinabteilungen der Kaufhiuser finden Sie sehr viele fran- +zosische Weine. Vondenpreiswerten Landweinen(Vinsde Pays)biszudenedei. +sten Tropfen, Und damit Sic sich bald noch besser auskennen,werden wir Ihnen auch +einigesbrdieQualitatsstundrWinezBdrWeinausBnundagenUnd +ehwas iberdie ausdrucksvolleundvielseitige SprachederWeinetiketten,Uberdie +Menschen,dieLandschafen,warumzB.WeincdesGebietesMicon zuden wir. +zig undjungen Rot-und WeiBweinen zihlen,die Sieprobieren solltcn.Und warumes +nichtigseinkanneinenjungenRotwein,einenBeanjolais,malkuhlerzutrinken.Das +schoneBordelaiser Hinterlandum Bergeras.anderDordogne.soliten Sieunbedingt +kennenlemen.Esgibt hierverschiedene ausgezeichnete Tischweine,Am besten +wennSicBordeauybesuchen,daswohl groBteWeinbaugebietFrankreichs.Hierwurde +Vollkommen anders wicder sind die Weine fus dem Rhine-Tal, Sandige,kiesel. +steinhaltige Boden unddassonnigeKlimagebenden WeinenihrespezielleKraft.Denfeu. +rigen,wirzigen Chateauneuf-du-Pape sollte sichkein Weinkenner entgehen lassen, Ubri- +gens,verwahrenSiediesesBlatt,Siewissendannspater,woinFrankreichobimNorden,Suden +WesnodrOnundieinzlnenWeingbietelien.Einkleinabrnichunwichtig +GebietzBliegthier:Gallac EinereizvolleLandschaftmitschonen.kleinenStidten +Die unerbittiche Sonne sibtden Weinen des Languedoc-Rousillenund der Provence +ihren Duft,ihreKraftundihrbesonderesFeuer.Kommen +Sie in das Licb- +Sonneund +lingsland der Rebe. Lassen Sie sich verwohnen, Von +Hier. +Natur. Von der guten Koche und den Weinen, +auf der +von denen Sie sicherjetztschon trilumen. +Sonnen-Insel +Weine lus Frankreich.Ers kennen +Korsika gibt +dannlleben.Avotre +es herrliche, +volle,run- +de Rose- +und Rot- +Weine. +Nord LB'74 +In einem +In a year +Jahr.dasdurch +which was marked by +auBergewohnlichegesamt- +exceptionaldevelopments +und kreditwirtschaftliche Ent- +increditmanagementand inthe +wicklungenbelastetwar,nahmdie +economyas awhole,thebalance +BilanzsummederNordLBum16.7% +sheet totalofNordLBincreasedby16.7 +auf28,8MrdDMzu.DasVolumen +percent toDM28,835million. +aller Aktivitaiten der Bank or- +Thevolumeofbusinesshandled +reichte mehr als 36 Mrd DM. +bythebankrosetomorethan +Pa ane ne a L + + +Some art directors use copy as the raw material for designing shapes. Don’t you +think that the copy would have been easier to read if set in columns? + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +The Winstons aren't trying to save the world. +Justa littlepieceof it. +There are Apaches on the reser- +vation in Clear Fork, Arizona,who +can remember the last, hopeless +Apiche uprising in 1900.But for +Della Alakay, a seven-year-old +Apache, the.enemy is not the U.S. +Cavalry. +She and het people are fghting +another kind of war, This time the +enemies are poverty,disease and +despair. And for the first time in gen- +erations, there's a chance that the +Apaches might win: thanks to the +courageous efforts of her own people +and other Amerieans like the +Winstons +Anne and Stan Winston and +their two daughters live in a New +York suburb 2,000 miles from the +reservation. But it's another worid. +The Winstons live in a big old house +and complain about a big,new mort- +gage Their girls have a closetful of +Clothes and"nothing to wear"They +habiskas.gamsbooks +ords and'nothing to do." +Della and het seven brothers +and sisters have none of these prob. +lems,Her father spetids as much +time looking for +and water system. +work as he does +tosave the world.If there are enough +Alrendy there is a now feeling +working-Sanitary +people who care. How about you? +facilities are al. +ef hope among the villagers and +most non-existent. +confidence in their ability to help +themselves Even litte Deila han +Save The Children Federation +Electricity has +founded in1932,isregisfered with the +yet to reach them. +volumteeted to give sotne time each +U.S, State.Department Advisory Cam- +Water is hauled +week to keep her schocl playground +mtferon Volunfory Forergn Aid.and is +byhand.Even the +clean. +amemberaf the InternafionalUnicnof +That feally is what Save The +barestnecessitsesarehard twcotme by +Chil Welfare,Financial statements +Through Save The Children Fed +Chitdren is all sbout, Although con. +and annual reportt avalab/e on request. +tributionsaredeductible as acharity. +eration,the Winstons are helping +Natrona/Sponsors(partial list) +the aim is not merely to buy one +Della.The cost is S15.00 a month +Cliaude Arpels.Fairh Bafdwin +It'snotalotomoney.buteertainly +child a few hot menls or i watm coat +Hon.JamesAFarley.AndyCriffith, +Instead. your contribution is used to +the Winstons could have thought of +Gene Kelly.MrEn Lifly. +give peopie a litsle boost to start +a lot of other things to do with it. +PautNewman,Mrs.J.C,Penney. +NormanRociovell, Frank Sinata +Fortunately they thought of Della +helping themselves: +first. +Sponsors are despetately +Save The Children Federation +To her, these funds make a te +needed for other Ametican +Indian children as well as chit- +NCRARLR.CONMECT.CVTCEBS2 +markable difference, She no longer +LWTENTOCCATRISUTESNOAONUALITTOUELFACWELD +dren in Appalachia..Korea. +needfeel embarrassed about not hav. +VietnamLatin America. +ing shons, a decent school dress. +BD,OAPPA(ACHIA C KDMEA C GREECE +school supplies,or pocket money +Africa and Greece. +CNELOSEDITUVPRSTPAYUENT +As a sponsor you will re +Someofthepessuretoo,sf +SOS0SEMIANNUAI1T +SHESOOCUASTEREY +ceive a photo and history od +her parents, who can now begin +SAN-PONSCRACHLOENGLOSIDIS.ACONTR/BUTDN +the child. progress reports and +thinking about making their homea +a chance to correspond. +littlemorelivable.Also,andperhaps +The Winstons know they +most important, part of the money +can't savethe world for $15.00 +is put into a fund from which the +a month Only a small corner +STATE +village can borrow to start self-help +of it. But maybethat is the way +projects, including beter housing +The Winstons aren't trying to save the world. +Justalittlepieceofit +There are Apaches on the reser. +vation in ClearFork, Arizona,who +can remember the last,hopeless +Apacheuprising in 1900.Butfor +Cavalry. +She and her people ate fighting +another kind of war. This time the +enemies are poverty, disease and +despait. And for the first tine in gen. +Apaches might win: thanks to the +courugeous efforts of her own people +and other Americans like the +Winstons. +Anne and Stan Winston and + + +This charity raised money for starving children by running advertisements set in +reverse – white type on a black background. When I suggested that they test +black type on a white background, they raised twice as much money. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +This iswhathappens +when a fly lands on your food +Flies can't eat solid food. +soto soften it upthey vomit on it +Then they stamp the vomit in +until it'sa liquid,usuallystampingin +a few germs for good measure. +Then when it's good and runny +they suck it all back again,probably +dropping some excrement at the +same time. +Andthen,whentheyvefinished +eating, it's your turn. +This iswhat happens +whena fly lands on your food. +Flies can't eatsolidfood. +so to soften it up they vomit on it. +Then theystampthe vomit in +until it's a liquid,usually stamping in +a few germs for good measure. +Then when it's good andrunny +they suck it all back again,probably +dropping some excrement at the + + +The prodigious Charles Saatchi wrote this advertisement and had it set in reverse +– white type on black background (top). It would have been easier to read in black +type on a white background (bottom). Anyway, bon appétit. +Testimonials by celebrities are below average in their ability to change brand +preference, but American Express has been running commercials like this one + + +since 1975 – with outstanding success. They have a special element of mystery: +‘Do you know me?’ +Notes +* This is one of my over-simplifications. Starch finds that on the average, two-page spreads achieve only 28 +per cent higher rating than single pages, but Edwin Bird Wilson has drawn attention to the fact that two-page +spreads for financial advertisers achieve an average of 150 per cent more readership than single pages. The +readership of ads for low-interest products benefits more from big spaces than ads for high-interest products. diff --git a/library/Ogilvy on Advertising/Chapter-08-How-to-make-TV-commercials-that-sell/Chapter-08-source-text.md b/library/Ogilvy on Advertising/Chapter-08-How-to-make-TV-commercials-that-sell/Chapter-08-source-text.md new file mode 100644 index 0000000..851d8ae --- /dev/null +++ b/library/Ogilvy on Advertising/Chapter-08-How-to-make-TV-commercials-that-sell/Chapter-08-source-text.md @@ -0,0 +1,455 @@ +# Ogilvy on Advertising — Chapter-08: How to make TV commercials that sell +- **Source**: /library/Ogilvy on Advertising/source-file.pdf +- **PDF pages**: 176–194 +- **Pages without text**: 190, 193 +- **OCR note**: OCR is supplied below for image-only pages; multi-column reading order may be imperfect, so consult the PDF for layout and visuals. + +--- + + +8 +HOW TO MAKE TV +COMMERCIALS THAT SELL +Everyone who writes about television commercials faces the same insoluble +problem: it is impossible to show them on the pages of a book. All I can do is +reproduce some storyboards which illustrate my points and pray that you can +decipher them. +In my chapter on print advertising, I have relied not only on research, but also +on long experience. My experience in television has been more limited. True, I +once won an award at the Cannes Festival, but it wasn’t a good commercial. So +most of this chapter will have to rely on research, and the judgments I have +formed while looking at thousands of other people’s commercials. +My most valuable source of information is the factor analyses I commission at +regular intervals from Mapes & Ross. They measure changes in brand preference. +People who register a change in brand preference after seeing a commercial +subsequently buy the product three times more than people who don’t. +Research organizations also measure the recall of commercials, and this +method finds favor with many advertisers. But some kinds of television +commercials which get high recall scores get low scores on changing brand +preference, and there appears to be no correlation between recall and purchasing. I +prefer to rely on changes in brand preference. +I will start by telling you about ten kinds of commercial which are found to be +above average in their ability to change people’s brand preference, and three kinds +which are below average. + + +ABOVE AVERAGE +1. Humor. Conventional wisdom has always held that people buy products +because they believe them to be nutritious, or labor-saving, or good value for +money – not because the manufacturer tells jokes on television. Claude +Hopkins, the father of modern advertising, thundered, ‘People don’t buy from +clowns.’ +I think this was true in Hopkins’ day, and I have reason to believe that it +remained true until recently, but the latest wave of factor analysis reveals that +humor can now sell. This came as a great relief to me; I had always hated +myself for rejecting the funny commercials submitted for my approval. +But I must warn you that very, very few writers can write funny +commercials which are funny. Unless you are one of the few, don’t try. +2. Slice of life. In these commercials one actor argues with another about the +merits of a product, in a setting which roughly approximates real life. In the +end, the doubter is converted – your toothpaste really does give children +healthier teeth. +These playlets have been successful in case after case. Copywriters detest +them because most of them are so corny – and because they have been in such +wide use for such a long time. But some agencies have succeeded in producing +slices which are not only effective at the cash register, but realistic and +charming. +3. Testimonials. The most effective testimonial commercials are those which +show loyal users of your product testifying to its virtues – when they don’t +know they are being filmed. The interviewer pretends to find fault with the +product and the loyal user rises to its defense with far more conviction than if +you simply asked him what he thought of it. Here is an example: +The scene is the forecourt of a Shell station. We see an actor disguised as the +man on the pump. +Announcer: ‘This man is an imposter. He’s not really a Shell dealer. He’s going +to see if he can talk our customers out of buying Super Shell. Let’s watch +through this hidden camera.’ +Shell dealer: ‘I’ll bet you get bad mileage with Super Shell.’ +Mrs. Longo, a customer: ‘It’s good. I’ll tell you where a penny saved is a penny +earned.’ + + +Shell dealer: ‘Aw, come on. What do you know about gasoline?’ +Mrs. Longo: ‘You see this little dog I have back here? I bought this little dog +because it saves money on food. Now I can save on Super Shell.’ +Shell dealer: ‘Bunk! B-U-N-K.’ +Mrs. Longo: ‘You are absolutely wrong. That is the best gasoline. Why, if I +were them, I would fire you.’ +Announcer: ‘We’ll give him another chance because he got you to say nice +things about Super Shell.’ +When you pick loyal users to testify, avoid those who would give such polished +performances that viewers would think they were professional actors. The +more amateurish the performance, the more credible. +A French agency picked an 80-year-old laundress as the heroine in a +campaign for washing machines. This keg-shaped, wrinkled old woman came +to be recognized by three out of four people in France, and sales of the +washing machine went from fourth place to second. +The use of unusual characters increases the power of commercials to +change brand preference by a remarkably high percentage. +  +4. Demonstrations which show how well your product performs are above average +in their ability to persuade. +Demonstrations don’t have to be dull. To demonstrate how strong paper- +board can be, International Paper spanned a canyon with a bridge made of +paper-board – and then drove a heavy truck over it. +The Paris office of Ogilvy & Mather demonstrated the strength of a +client’s glue by applying it to the soles of the announcer’s shoes and hanging +him upside down from the ceiling – from which position he delivered his sales +pitch. +If you use a demonstration to compare your product with your +competitor’s, think twice before identifying the competitor by name. It is +illegal in Germany, but the US Government encourages it as providing +information which will help the consumer make an informed choice. Studies +conducted by Ogilvy & Mather found that commercials which name +competing brands are less believable and more confusing than commercials + + +which don’t. There is a tendency for viewers to come away with the impression +that the brand which you disparage is the hero of your commercial. +  +5. Problem solution. This technique is an old as television. You show the viewer a +problem with which he or she is familiar, and then show how your product can +solve it. +One of the best problem-solution commercials I have seen was made in +Madras for Train matches. It starts by showing a man unable to strike +‘ordinary’ matches in the muggy climate of southern India. He goes mad with +impatience. Then his cool, beautiful wife comes to the rescue with a box of +Train matches which strike immediately. +  +6. Talking heads. This is the derisive name given to commercials which consist of +a pitchman extolling the virtues of a product. Agency people find them non- +creative, and are sick of them, but several advertisers still use them because +they are above average in changing brand preference. +Talking heads are particularly appropriate for announcing new products. +More than a hundred new brands of cigarette have been introduced in +Germany in recent years, and the only one which succeeded was launched by a +talking head. Perhaps the most persuasive talking head of all time is John +Houseman saying, ‘Smith Barney make money the old-fashioned way. They +earn it.’ +As a former door-to-door salesman, I shall go to my grave believing that, +given two minutes on television, I could sell any product on the face of the +earth. Any offers? +  +7. Characters. In some commercials, a ‘character’ is used to sell your product +over a period of years. The character becomes the living symbol of the +product – like Titus Moody, the Crusty old New England baker who has been +extolling the quality of Pepperidge Farm bread for 26 years, or Cora, who sold +Maxwell House coffee for seven years. +Provided they are relevant to your product, characters are above average in +their ability to change brand preference. +  +8. Reason why. Commercials which give the viewer a rational reason why they +should buy your product are slightly above average. When Maxim Instant +Coffee was launched, the commercials said Maxim was superior because it was +freeze-dried. Nine out of ten advertising people will tell you that consumers + + +don’t give a hoot about how products are made. They may be right, but the +process of freeze-drying was sufficiently new and interesting. to persuade +many viewers to try the coffee. +  +9. News. Commercials which contain news are above average. But even when +they have news to tell, which is all too rare, some copywriters underplay it, or +leave it out altogether. They should be boiled in oil. Products, like human +beings, attract most attention when they are first born. +For an old product, you can create news by advertising a new way to use it, +like using baking soda to keep refrigerators smelling sweet. +  +10. Emotion. Researchers have not yet found a way to quantify the effectiveness of +emotion, but I have come to believe that commercials with a large content of +nostalgia, charm and even sentimentality can be enormously effective. The +commercials for Hovis bread in Great Britain and Blitz-Weinhard beer in +Oregon strike me as among the most persuasive I have seen. (See pages 166 +and 171.) +Emotion can be just as effective as any rational appeal, particularly when +there is nothing unique to say about your product. ‘But,’ says my partner Hal +Riney, ‘here is where things get sticky. Most clients – and I’m afraid most +agency people – think the rational appeals for their products are much more +important than the consumer thinks they are. If your advertising is going to be +successful, if it is going to stand out from the clutter, you must be objective +about the benefits of your product. What exactly are the “benefits” of candy +bars, cigarettes, soda pop and beer?’ +I hasten to add that consumers also need a rational excuse to justify their +emotional decisions. So always include one. Above all, don’t attempt emotion +unless you can deliver it. +BELOW AVERAGE +1. Testimonials by celebrities. These are below average in their ability to change +brand preference. Viewers guess that the celebrity has been bought, and they +are right. To get Farrah Fawcett for three years, Fabergé is reported to have +paid $2,000,000. Bob Hope, Gregory Peck, Candice Bergen and Dean Martin +charge about $1,000,000 each. The spokesman everyone wants is Walter +Cronkite, but he isn’t available at any price. However, for a beggarly $10,000 + + +you can get Ronald Biggs who escaped from jail after being convicted for his +part in England’s Great Train Robbery. He lives in Brazil. +Viewers have a way of remembering the celebrity while forgetting the +product. I did not know this when I paid Eleanor Roosevelt $35,000 to make a +commercial for margarine. She reported that her mail was equally divided. +‘One half was sad because I had damaged my reputation. The other half was +happy because I had damaged my reputation.’ Not one of my proudest +memories. +  +2. Cartoons can sell things to children, but they are below average in selling to +grown-ups. They don’t hold the viewer as well as live action, and they are less +persuasive. +Two commercials were made for a fabric softener. One used live action, +the other used cartoons. The cartoon commercial had no effect on the +downward trend in sales. The live-action commercial reversed it. +  +3. Musical vignettes, with a parade of fleeting impressions, were once fashionable, +but are on their way out. Entertaining, perhaps, but impotent if you want to +sell. +SIXTEEN TIPS +1. Brand identification. Research has demonstrated that a shocking percentage of +viewers remember your commercial, but forget the name of your product. All +too often they attribute your commercial to a competing brand. +Many copywriters think it crass to belabor the name of the product. +However, for the benefit of those who are more interested in selling than +entertaining, here are two ways to register your brand name: +  +• +Use the name within the first ten seconds. I have seen a brilliant +commercial which repeated the brand name 20 times in 340 seconds, +without irritating anyone. +• +Play games with the name. Spell it. Veterans will remember Alex +Templeton, the blind pianist, spelling out the name C.R.E.S.T.A. +B.L.A.N.C.A. to the accompaniment of pizzicato strings. +When you advertise a new product, you have to teach people its name on +television. + + +2. Show the package. Commercials which end by showing the package are more +effective in changing brand preference than commercials which don’t. +  +3. Food in motion. In commercials for food, the more appetizing you make it +look, the more you sell. It has been found that food in motion looks +particularly appetizing. Show chocolate sauce in the act of being poured over +your ice cream, or syrup over your pancakes. +  +4. Close-ups. It is a good thing to use close-ups when your product is the hero of +your commercial. The closer you get on the candy bar, the more you make +people’s mouths water. +  +5. Open with the fire. You have only 30 seconds. If you grab attention in the first +frame with a visual surprise, you stand a better chance of holding the viewer. +People screen out a lot of commercials because they open with something +dull. You know that great things are about to happen, but the viewer doesn’t. She +will never know; she has gone to the bathroom. +When you advertise fire extinguishers, open with the fire. +  +6. When you have nothing to say, sing it. There have been some successful +commercials which sang the sales pitch, but jingles are below average in +changing brand preference. +Never use a jingle without trying it on people who have not read your +script. If they cannot decipher the words, don’t put your jingle on the air. +If you went into a store and asked a salesman to show you a refrigerator, +how would you react if he started singing at you? Yet some clients feel short- +changed if you don’t give them a jingle. +Many people use music as background – emotional shorthand. Research +shows that this is neither a positive nor a negative factor. It does no harm and +it does no measurable good. Do great preachers allow organists to play +background music under their sermons? Do advertising agencies play +background music under their pitch to prospective clients? +  +7. Sound effects. While music does not add to the selling power of commercials, +sound effects – such as sausages sizzling in a frying pan – can make a positive +difference. + + +A commercial for Maxwell House was constructed around the sound of +coffee percolating. It worked well enough to run for five years. +  +8. Voice-over or on-camera? Research shows that it is more difficult to hold your +audience if you use voice-over. It is better to have the actors talk on camera. +A manufacturer made two commercials, identical in every respect except +that one used voice-over and the other used on-camera voice. When he tested +them, the voice-on-camera version sold more of his product. +  +9. Supers. It pays to reinforce your promise by setting it in type and +superimposing it over the video, while your soundtrack speaks the words. +But make sure that the words in your supers are exactly the same as your +spoken words. Any divergence confuses the viewer. +Many people in agencies resist the use of supers. If you tell them that they +increase sales, as they do, the stupid buggers turn a deaf ear. +  +10. Avoid visual banality. If you want the viewer to pay attention to your +commercial, show her something she has never seen before. You won’t have +much success if you show her sunsets and happy families at the dinner table. +The average American family has the television turned on for six hours a +day, and is exposed to 30,000 commercials a year. Most of them slide off the +memory like water off a duck’s back. For this reason you should give your +commercials a touch of singularity, a visual burr that will stick in the viewer’s +mind. One such burr was the herd of bulls thundering towards the camera, +with the superimposed title: ‘Merrill Lynch is bullish on America.’ +  +11. Changes of scene. Hal Riney uses a great many scenes without confusing +people, but I can’t, and I bet you can’t either. On the averrage, commercials +with a plethora of short scenes are below average in changing brand +preference. +  +12. Mnemonics. This unpronounceable word is used to describe a visual device +repeated over a long period. It can increase brand identification, and remind +people of your promise. Example: the car driving through the paper barrier in +Shell commercials. +  +13. Show the product in use. It pays to show the product being used, and, if +possible, the end result of using it. Show how your diapers (nappies) keep the + + +baby dry. In a commercial for motor oil, show how the pistons look after +50,000 miles. +  +14. Everything is possible on TV. The technicians can produce anything you want. +The only limit is your imagination. +  +15. Miscomprehension. In 1979 Professor Jacoby of Purdue University studied the +‘miscomprehension’ of 25 typical television commercials. He found that all of +them were miscomprehended, some by as many as 40 per cent of viewers, +none by fewer than 19 per cent. +If you want to avoid your television commercials being misunderstood, +you had better make them crystal clear. I cannot understand more than half +the commercials I see. +  +16. The great scandal. Television programs cost about $4 a second to produce, but +commercials cost $2,000 a second. Which is $60,000 for a 30-second +commercial. +This obscene extravagance is largely the fault of the agencies. Says Hooper +White, ‘Production dollars are typed into the commercial by the copywriter +and drawn into the commercial by the art director.’ Miner Raymond of Procter +& Gamble tells the story of an art director who objected to a table on the set. +The client pointed out that it was covered by a cloth and thus invisible. ‘But I +would know what’s under the cloth,’ said the art director, ‘and it just wouldn’t +be right.’ So another table was found and the delay cost the client $5,000.* +The easiest way to reduce the cost of a commercial is to cut actors out of +the storyboard. Every actor you cut will save you between $350 and $10,000, +depending on how long you run the commercial. +Copywriters specify that a commercial should be shot in Bali when it +could equally well be shot in a studio for half the price. They insert expensive +animation into live-action commercials. They insist that original music be +composed for background purposes, as if there were nothing suitable in the +whole repertoire of existing music. Worst of all, they use expensive celebrities +when an unknown actor would sell more of the product. +I have no research to prove it, but I suspect that there is a negative +correlation between the money spent on producing commercials and their +power to sell products. My partner Al Eicoff was asked by a client to remake a +$15,000 commercial for $100,000. Sales went down. + + +RADIO – THE CINDERELLA MEDIUM +Once upon a time, I spent six months studying radio at the feet of John Royal, the +pioneering head of programming at NBC. In those days every family in America +tuned in to Jack Benny, Edgar Bergen and Charlie McCarthy, Fred Allen, Amos +and Andy, Burns and Allen. Some of us also listened to Roy Larsen’s marvellous +March of Time, and Toscanini conducting the NBC Symphony Orchestra. +All this was swept away by television. +For most people radio has become no more than a security blanket, a +reassuring noise in the background. +Radio has become the Cinderella of advertising media, representing only 6 per +cent of total advertising in the United States. There is no research to measure the +efficacy of the commercials, so nobody knows what works. A pilot study I +commissioned suggests four positive factors: +  +1. Identify your brand early in the commercial. +2. Identify it often. +3. Promise the listener a benefit early in the commercial. +4. Repeat it often. +  +Ninety commercials out of a hundred do none of these things. In my opinion – +and it is nothing more than that – the first thing your radio commercial has to do is +to get people to listen. Surprise them. Arouse their curiosity. Wake them up. Once +they are awake, talk to them as one human being to another. Involve them. Charm +them. Make them laugh. Here is the script of a radio commercial in a series which +increased the sale of Red, White and Blue Beer by 60 per cent: +ANNOUNCER: And now, another inflation-fighting message from Mr. +Harmon R. Whittle. +WHITTLE: One of the biggest strains on our budget is the foreign aid +program. Each year, we send billions of dollars worth of planes, +computers, tractors and things to foreign countries … Then we pay +technical advisers to train them how to use it all. This is expensive. +A more responsive form of foreign aid would be to send them beer. +American-made Red, White and Blue beer. + + +Red, White and Blue is less expensive than planes or computers. So we’d +save a bundle, right off. It costs less than other premium-quality beer, so +we’d save on that. +And Red, White and Blue is easier to teach people to use than a computer. +So we’d save on technical advisers, too. +And if there’s any doubt whether our international popularity would +increase, ask yourself this: if you lived in one of those hot, dusty countries, +what would you rather have? A computer, or an ice-cold, Red, White and +Blue? It’s an honest beer. At an honest price. +ANNOUNCER: Mr. Whittle’s comments do not necessarily reflect the +views of this station. They do however, reflect the views of the RWB +Brewing Company, Milwaukee. +Because radio is a high-frequency medium, people quickly get tired of hearing the +same commercial. So make several. Compared with television, radio commercials +cost almost nothing to produce. +In some developing countries radio still reaches more people than television. +Yet even there nobody really knows what kind of commercials make the cash +register ring. Isn’t it time somebody tried to find out? + + +My favorite from the brilliant series of nostalgic commercials for Hovis bread by + + +the British agency Collett Dickenson Pearce. +This wrinkled old lady was cast as the heroine in French commercials for washing +machines. She came to be recognized by three out of four people in France, and +sales of the product jumped from fourth place to second. + + +I paid Mrs. Roosevelt $35,000 to make a commercial for margarine. Here she is +telling the viewers, ‘The new Good Luck margarine really tastes delicious.’ In +those days I did not know that it is a mistake to use celebrities. They are +remembered but the product is forgotten. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +Voiceover:Look!We are going toshow you the incredible... +...bondingefficiency.ofSuperGlue3 +Sound:Stopwatchticking +VO:This sequencewas filmedwithoutediting. +COLLEEN1OSECONDES +SUPER +Read the instructions. Super Glue 3 also sticks rubber. . · plastic .. .china. ..in just a few seconds. + + +This French commercial demonstrates how well Super Glue-3 works by applying +it to the announcer’s shows and hanging him upside down from the ceiling. Super +Glue-3 became the brand leader and the commercial won First Prize at the +Cannes Festival. +A successful example of using a character to reinforce the authenticity of your +product. + + +The funniest commercial I have ever seen, by Doyle Dane Bernbach for +Volkswagen. I used to reject funny commercials on the grounds that people don’t +buy from clowns. Now research shows that humor sells as effciently as other +techniques. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +1Ottley:MygrandfathercametoHamcyCounty,oh +2 ANN'CR:Howard Ottley is arancher in South-cast +around1882., +Oregon. +Ottley:HameyCounty is still ranching country-pr +muchthewayitwas. +... Mv dad was born hereon theranch and my famil's ++ANN'CR:His wayofdoing things is still the natural +beenheresince.. +5Webelievethat's thebest wayfor living and brewing beer. +6 That's why Blitz-Weinhard is brewedonly withnatur +inmredientein thetraditinnal uwau + + +This beer commercial, written by my partner Hal Riney, is the best example I +know of the use of emotion in advertising. +Notes +* For more information about what goes on during the filming of commercials, read Michael J. Arlen’s +book, Thirty Seconds, Farrar, Straus & Giroux, 1980. diff --git a/library/Ogilvy on Advertising/Chapter-09-Advertising-corporations/Chapter-09-source-text.md b/library/Ogilvy on Advertising/Chapter-09-Advertising-corporations/Chapter-09-source-text.md new file mode 100644 index 0000000..5f69084 --- /dev/null +++ b/library/Ogilvy on Advertising/Chapter-09-Advertising-corporations/Chapter-09-source-text.md @@ -0,0 +1,448 @@ +# Ogilvy on Advertising — Chapter-09: Advertising corporations +- **Source**: /library/Ogilvy on Advertising/source-file.pdf +- **PDF pages**: 195–215 +- **Pages without text**: 201, 203, 207, 212, 214 +- **OCR note**: OCR is supplied below for image-only pages; multi-column reading order may be imperfect, so consult the PDF for layout and visuals. + +--- + + +9 +ADVERTISING +CORPORATIONS +‘With public opinion on its side, nothing can fail.’ +Abraham Lincoln +Once upon a time, the head of a big corporation went into Cartier’s and ordered a +diamond bracelet for his wife. ‘Send the bill to my office,’ said he. Nothing doing – +Carter had never heard of is corporation. The next morning he instructed his +agency to prepare a corporate advertising campaign. +Eighty-one out of the hundred biggest American corporations advertise their +corporations as distinct from their products, and spend about $500,000,000 a year +in the process. Most of them make a hash of it. However, if well planned and +executed, corporate advertising can be a profitable investment. Opinion Research +Corporation has found that people who know a company well are five times more +likely to have a favorable opinion of it. +Corporate advertising can improve the morale of your employees; who wants +to work for an outfit that nobody has ever heard of?. It can also make it easier to +recruit better people, at all levels. And, I believe, it can make your corporation a +more seductive suitor in takeover bids. Discretion stops me naming a rich +corporation which has recently failed in several takeover bids because its image is +unattractive. +Can corporate advertising make a good impression on the investment +community? Yes it can, and this is the unspoken purpose of most such campaigns. +A study conducted at Northwestern University examined the stock performance of +731 corporations, and found that corporate advertising had an average positive + + +influence of 2 per cent on the price of their stock. If you think this trivial, reflect +that if a corporation has a market value of $40 billion – and some do – that extra 2 +per cent adds up to $800,000,000. Not to be sneezed at. +DuPont has run corporate advertising for 47 years, General Electric for 62 +years, American Telephone for 75 years, US Steel for 46 years, and Container +Corporation for 50 years. But the majority of corporate advertising campaigns are +aborted too soon to achieve any measurable objective. +You cannot rely on short-term advertising to turn the tide of hostile public +opinion in your favor, to boost the price of your stock or to put a halo around your +reputation. In 1941, when Texaco was accused of selling oil to the Nazis, they +assumed sponsorship of the Metropolitan Opera on radio, but it took a long time +for this lovely antidote to exorcize their bad publicity. +Most corporate campaigns are short-lived because they don’t start with any +clear objective, and because research is not used to track their progress. A glowing +exception is DuPont, who for many years measured progress after each television +program. +Corporate campaigns seldom have more than one supporter – the Chief +Executive Officer. He alone has the vision to recognize its long-term value. His +marketing executives regard any diversion of advertising dollars from their +products as a frivolous waste of money, and his financial officers cast greedy eyes +on the appropriation whenever there is a shortfall in earnings. +The copy in most corporate advertisements is distinguished by a self-serving, +flatulent pomposity which defies reading, and agencies waste endless hours +concocting slogans of incredible fatuity. Consider these beauties: +  +Diamond Shamrock: The resourceful company. +Honeywell: The automation company. +Boise Cascade: A company worth looking at. +Georgia Pacific: The growth company. +Dravo: A company of uncommon enterprise. +Textron: THE company. (sic) +General Motors: People building transportation to serve PEOPLE. +Toyota: Serving PEOPLE’S needs in a hundred basic ways. +Firestone: As long as Firestone keeps thinking about PEOPLE, PEOPLE will +keep thinking about Firestone. +Siemens: Siemens turns ideas into PEOPLE. +ITT: The best ideas are the ideas that help PEOPLE. +General Electric: 100 years of progress for PEOPLE. + + +Western Electric: We make things that bring PEOPLE closer. +US Steel: We’re involved. +Crown Zellerbach: We help make it happen. +Sperry Rand: We understand how important it is to listen. +Rockwell International: Where science gets down to business. +J.C. Penney We know what you’re looking for. +Chemetron: We’re basic to success. +  +Notice that all these bromides are interchangeable – any company could use any +of them. They generally appear at the bottom of advertisements, where nobody +reads them, and, by cluttering up the layout, they reduce readership of the copy. +Many corporate campaigns fail because they are under-funded. Companies +which spend millions on advertising their brand names are curiously stingy when it +comes to their corporate campaigns. The most sensible way to set the budget is to +‘analyse the task’. How much will it cost to achieve a specific goal among a specific +audience? +Another common mistake is to confine the campaign to magazines and +newspapers. When you add television, tracking studies record a dramatic increase +in penetration. +A word of warning to Chief Executive Officers: if you appear in your own +commercials, you will be recognized wherever you go and thus become an easier +target for kidnappers. More serious, you may not say your lines as well as a +professional announcer. +ALPHABET SOUP +Whatever you do, for goodness’ sake, don’t change the name of your corporation +to initials. Everybody knows what IBM, ITT, CBS and NBC are, but how many of +the following can you identify: AC, ADP, AFIA, AIG, AM, AMP, BBC (Brown +Boveri and British Broadcasting), CBI, CF, CNA, CPT, CEX, DHL, FMC, GA, +GE, GM, GMAC, GMC, GTE, HCA, IM, INA, IU, JVC, MCI, NIB, NCP, NCR, +NDS, NEC, NLT, NT, OPIC (not to be confused with OPEC), TIE, TRW, UBS. +Yet this is how 37 corporations sign their advertisements. It will take them many +years and many millions of dollars to teach their initials to their publics. What a +waste of money. +CAN ADVERTISING INFLUENCE LEGISLATION? + + +William H. Vanderbilt, the railroad tycoon, used to say, ‘The public be damned.’ +Abraham Lincoln thought otherwise: ‘With public opinion on its side, nothing can +fail. With public opinion against it, nothing can succeed.’ +Where do people get their information on public issues? Largely from +television, and less from the newscasts than from folk heroes like Robert Blake +and Jane Fonda. Ms. Fonda says things like this on television: +‘You’d better get the guts to stand up to the black shadow of oil before it +spills across your desk, oozes into your campaign coffers, seals your ears +and blackens your hearts. Because if you do not hear our cries now, you +will harvest the grapes of wrath.’ +Just try writing advertisements which can deal with this kind of rhetoric. +In recent years corporations have been using advertising in attempts to +influence public opinion on such issues as energy, nationalization and foreign +imports. The trouble is that very few readers believe what corporations say. In +1979–80, the Media Institute studied the image of businessmen as they are +portrayed in television programs. Two out of three are portrayed as foolish, greedy +or criminal. They are seldom shown doing anything socially useful. (I know many +businessmen who devote so much time to ‘socially useful’ things, it’s a wonder +their stockholders put up with it.) +Most senior executives are curiously unaware of what goes on in the liberal +community. As a recent article in the Harvard Business Review said, ‘While +businessmen were minding their own business, intellectuals were busy developing +a powerful case against capitalism.’ Political and social naïveté can be a handicap +when companies run into political difficulty. +Some advertising campaigns seem to have been successful in influencing +legislation. Bethlehem Steel, for example, used advertising to win public support +for their position on imported steel. I am told that it helped the passage of a bill +protecting the steel industry. +When the forest industry was under attack by environmentalists for being +irresponsible in its use of national resources, Weyerhaeuser used television +advertising to demonstrate that they are highly responsible. Research indicated that +the advertising worked. The attacks abated. +A few years ago, the British Labour Party announced their intention to +nationalize the banks. Six months of well-argued advertising produced good +research numbers, and the banks have not been nationalized. + + +For three years Eli Lilly used television advertising to argue the case against +legislation that would have required doctors to prescribe generic medicines. It is +thought that the campaign may have helped to head off this threat to their bread +and butter. +Advertising whose purpose is to influence public opinion is more likely to be +successful if it follows these principles: +If the issue is complicated, and it almost always is, simplify it as much as you +reasonably can. For example, the consumer is bombarded with confusing +information about what food is nutritious, or even safe. In 1981 General Foods ran +a series of advertisements which gave people simple advice on the subject. +A classic example of simplifying a complicated issue was the headline on a +Chesapeake and Ohio advertisement: ‘A Hog Can Cross the Country Without +Changing Trains – But YOU Can’t!’ +But watch out. Simplistic distortion can insult people’s intelligence and do you +more harm than good. +Present your case in terms of the reader’s self-interest. For some years Mobil has +been trying to influence public opinion by running exceptionally trenchant +advertisements. The head of Mobil says that they have produced positive results, +but I have reason to think that they work better with the well-educated minority +than with the public at large. The advertisements make little or no appeal to the +ordinary citizen’s self interest. +Disarm with candor. ARMCO had a reputation as the worst polluter in Houston. +They tackled the problem with advertising that told how they had changed their +ways. It produced a measurable improvement in their reputation. +Give both sides of the issue. In confronting the anti-highway and anti-strip-mining +pressure groups, Caterpillar Tractor gave both sides of the issue. +Know who your target is. You can reach Congressmen and others in the Federal +Government with a campaign that need not cost more than $800,000 a year, but it +won’t do you much good. Unless legislators know that you are talking to their +constituents, they turn a deaf ear. As Ralph Nader is reported to have said, ‘If you +are weak on the streets, you are weak.’ +When Congress was considering a windfall profits tax on oil companies, +several of them ran argumentative advertisements directed to Congressmen. But +social and political pressures were so great, and demagoguery so rampant, that the + + +bill was enacted. The campaign might have worked if it had started earlier, if it +had been addressed to the general public and if it had been written with more +balance. +Many corporations have told me that they need only reach ‘thought leaders’ – the +people who influence other people. This sounds sensible, and not too expensive. +The problem is that nobody really knows who the thought leaders are. Bishops? +Bartenders? Political busybodies? Garrulous taxi drivers? Thought leaders are +spread throughout the population. +In most cases your only hope of making a dent on public opinion is to +advertise to the public at large – and to use television. Television is the +battleground on which public opinion is formed. +BAD NEWS +If your purpose is to affect legislation, the Internal Revenue Service does not allow +the cost of your advertising to be treated as a business expense. Worse still, the +television networks will not accept ‘advocacy’ advertising. So you have to use local +spots, market by market. You will probably end up with a combination of local +television, the Washington Post, the New York Times, and some upper-crust +magazines. +• • • +Most advocacy campaigns are too little and too late. They are addressed to the +wrong audience, lack a defined purpose, don’t go on long enough, are weak in +craftsmanship, and advocate a hopeless cause. So they fail. +Advocacy advertising is not a job for beginners. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +"I don't know who you are. +I don'tknowyour company. +I don't know your company's product. +I don'tknowwhatyourcompany stands for. +Idon'tknowyourcompany's customers. +I don't know your company's record. +Idon'tknowyourcompany'sreputation. +Now-whatwas ityou wantedtosell me?" +MoORAL:Sales start beforeyour salesman calls-with business publication advertisin +MCGRAW-HILLMAGAZINE + + +This advertisement summarizes the case for corporate advertising. +Sears devotes most of its gigantic advertising budget to price-off merchandise, +but in 1961 I persuaded them to add a campaign which would burnish their +corporate image by promulgating their policies. Some of their executives thought it +was a pansy waste of money because it did not directly sell merchandise, but +Chairman Kelstadt took a longer view. When Joe Cushman succeeded Kelstadt, +he told me, ‘My father was ashamed when I went to work for Sears. Today, +nobody is ashamed to work for Sears. Thank you.’ + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +minit cape aheut coitr +$575 +How to buy mink at +Sears +for Christmas +sTHERE any woman in the worid who +percent. Any fur expert will tell you this represents +know they are sure to get harge and regular orders +wouldn't like this mink for Christmas? +fanitastic value. He'll wonder how Sears does it. +as long as they meet these standards This helps +Look again at the picture. This is a matural mink +The answer is knowing bour to buy mink and +them cut costs. They pass the savings on to Sears +Ie te mid. team. +sidhaaai ta han ferum +and Sears basses them on to vonu. + + +More image-building for Sears. Who would expect Sears to sell mink? +This campaign emphasized IBM’s involvement in people’s daily lives – in this +case, how IBM helped speed up traffic in New York’s rush hour. + + +Ads like this helped pass a bill protecting this industry against the dumping of +foreign steel. + + +This corporate campaign was created to please the governments of countries in +which Esso did business. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +did you say +button? +Every year or so we ask our store man- +agers to keep count, over a four week per- +iod, of the special services we perform, +The most recent check (Mar 4-Mar 30) +has just been tabulated and shows a total +of 1153assists.Among other thingswe +sewed on334buttons,supplied295collar +stays and buttons,donated 166 pairs of +shoelaces,cleaned up2uy spotsand +punched new holes in 56 belts. And we +made 86 special office deliveries. +These, you understand, were all emer. +gency repairs and services, provided on a +while-you-wait basis,made without charge +and not limited to Wallachs regular cus- +tomers or to clothes originally bought at +Wallachs. +The next time you need sartorial first aid +of any kind, go straight to any Wallachs +store and don't be bashful aboutasking for +help. We welcome every opportunity to be +of service. We'd like to beat that figure of +1158as soon aspossible. +what +size +does he wear? +"He's about your height, perhaps a little +heavier, has brown hair and graduated two +years ago.What size shirt do you think I +oughtto getforhim?" +Questions.like that are routine to any +salesman in any men's wear store.For +although women are expectedtoknowwhat +size clothes are worn by their husbands, sons, +fathers, brothers or beaus, the feat is +ahuianalu imnaeeihlaFuoru man wogre +an + + +In the author’s judgement, this is the best corporate campaign by any retailer. The +copy was written by Leslie Pearl, and appeared in the New York Times three +times a week for 26 years. Woven into the copy was the idea that Wallachs not +only sold superior clothes, but also gave unusually attentive, personal and friendly +service. Before the campaign started, a survey was conducted to see how men +and women rated the men’s clothing stores in New York. Wallachs came in last. +Ten years later Wallachs headed the list. + + +This may well be the best advertisement about a public issue that has ever +appeared. + + +A corporate advertisement in a series by Ogilvy & Mather for General Foods. A +complicated subject expounded with simplicity. + + +ARMCO used corporate advertising to tell the people in Houston what they were +doing about pollution in the ship channel. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +Windfall profits or windfall tax? +Last Thursday. President Carter unveiled his +American oil down far below its replacemer +latest energyprogram.It included a decision +[cost] or its true value"But wilt his prograr +to graduallydecontrol crudeoil prices.a step +meet this test? Oil companies certainly aren +we haveurgedforseveral years.The program +getting replacement costtoday,ans the pre +also includedproposalsforseveral newtaxes. +posed new taxes would make it more difficu +In urging these new taxes,the President +to getreplacement costforcostlier oil tomo +made several observationsaboutpresent and +row +future oil company profits.He said,for exam- +The President has said that even with hi +ple, that "unless we tax the oil companies. +proposed taxes. oil companies would in +they will reap huge and undeserved windtall +crease their income by S6 billion over th +profits."He characterized current oil industry +next three years.That sounds like a lot. But +earnings as"already enormous, and pro. +isn't, considering the job that has to be don +posed a tax to curb those who would "cheat +Mobil alone (with only about 5.5 percer +the public and...damage ourcountry" +of the U.S. gasoline market) expects 1 +Let's examine the facts, and see if these +spend over a third ofthat amountoverthe ne) +observationsarejustified +three years for increasing domestic energ +1. Who gets what trom higher prices? +supplies.ABankers TrustCompany studypi +Here's what would happen to a dollar of in- +the issue into perspective:the oil industryw +creased prices under the President's pro. +need at least s25 billion annually just to mei +gram: +projected dnilling requirements through 198: +50cents totheTreasury as a newtax +Oil companies wll have to drill in deep +Approximately 30 cents to federal and +water, in harsher environments, where cos +state governments in theformof increased in- +are huge.And even the enhanced recovery! +come taxes, state severance taxes,and roy +already discovered reserves through ar +altypayments +vanced technologywill be an expensive tasl +This would leave oil companies with ap- +The President's tax plan would impose on th +proximately 20 cents on the dollar,with the +American consumer the burden of highi +balancegoinglogovernment. +prices withoutthe prospect of increased suy +2.Byanyfairtest,oilcompanyprolitability +odxajoipapaukauowKemebupxenkaKid +is below average.As Time magazine said on +tionandproduction. +April 16.1979:"...byanyyardstick.oil com- +4.Can theoil companiesbetrustedtop +pany profits are not out of line with those in +additional revenues into the search tor ne +other U.S.industries..."None of our critics +energy supplies? History_says yes Overth +mentionsprofitability.which isthebasisforin- +lastfive years,Mobil's capital and exploratid +vestment decisions and for attracting ade- +outlays of S8.2billionexceededourtotal ni +quatesuppliesofcapital. +incomeby$3.3billion,or67percentFort +Mobil's rate of return on equity in 1978 +latest five available years, the Chase Manha +was 13.1percent,while thepetroleum industry +tan Bank studyshowsthat forsome30 leadin +oilcompaniescapitalandexpiorationoutia +manutacturing industries was 15.9 percent. +of S126 billion exceeded net income by S5 +We earned 2.1 cents pergallon ol petroleum +billion,or88percent. +sold. +It's clear that the President's tax progra +3.What willit take to stimulate significant +would indeed create a windtall-a windtall t +new production of oil and gas?President +biggovernmentgettingevenbiggeronmont +Carter himsell set the standard when he said +government must stop“"holding the price ot +oil. + + +Mobil seeks to influence public opinion in advertisement which are remarkably for +their no-holds-barred copy. They appeal to the educated minority. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +HardBeechr +ondEqunfity +Yhe real dertwocratieSimetieit ialca i im +shat eten uuas slull fe on a letel xi ety +Crut Hrasaf Weben SlaariDur ifeSarin +Container Corporaltion of America + + +Container Corporation started advertising in 1937. The campaign was a succès +d’estime among highbrow laymen, but I denounced it as an exercise in pretension. +Forty-five years later the campaign is still running, and I have come to think it is +one of the best corporate campaign that has ever appeared. Even when I don’t +read the copy, I recognize the sponsor – like recognizing a man who dresses +unlike other men. He looks different, so he must be different. There lies the secret; +the campaign has differentiated Container Corporation. diff --git a/library/Ogilvy on Advertising/Chapter-10-How-to-advertise-foreign-travel/Chapter-10-source-text.md b/library/Ogilvy on Advertising/Chapter-10-How-to-advertise-foreign-travel/Chapter-10-source-text.md new file mode 100644 index 0000000..ee13391 --- /dev/null +++ b/library/Ogilvy on Advertising/Chapter-10-How-to-advertise-foreign-travel/Chapter-10-source-text.md @@ -0,0 +1,529 @@ +# Ogilvy on Advertising — Chapter-10: How to advertise foreign travel +- **Source**: /library/Ogilvy on Advertising/source-file.pdf +- **PDF pages**: 216–235 +- **Pages without text**: 221, 223, 225, 229, 232, 234 +- **OCR note**: OCR is supplied below for image-only pages; multi-column reading order may be imperfect, so consult the PDF for layout and visuals. + +--- + + +10 +HOW TO ADVERTISE +FOREIGN TRAVEL +I am supposed to be the Grand Panjandrum of travel advertising, because of my +campaigns for ‘Come to Britain’, ‘Come to France’, ‘Come to the United States’, +and ‘Come to Puerto Rico’. I have also done advertising for various carriers, +including Cunard, P&O and KLM. And for American Express, who provide the +financial oil that keeps international travel going. +When you undertake to advertise a foreign country, you have to be prepared +for a lot of political flak. Research told me that what American tourists most +wanted to see in Britain was history and tradition – Westminster Abbey, the +Tower of London, Changing the Guard at Buckingham Palace, Oxford, that kind +of thing. So that is what I featured in the advertisements, only to be slaughtered in +the British press for projecting an image of a country living in the past. Why did I +not project a progressive industrial society? Why did I not feature the nuclear +power stations which the British had just invented? Because our research had +shown that American tourists had no desire to see such things, that’s why. +When our campaign started, Britain was the fifth most visited European +country among American tourists. Today it is first. +Not long ago, a Labour Government decreed that the ‘Come to Britain’ +advertisements should feature only those areas of Britain which were economically +depressed, the idea being that foreign tourists would cure unemployment. I had to +point out that Birmingham, Liverpool and Wigan could not compete with Venice, +Paris and Amsterdam. +When we started advertising the United States in Europe, we used research to +find out what the Europeans would most like to see. The answer was Manhattan, + + +Grand Canyon, San Francisco, Niagara Falls and cowboys. So these were the +attractions we featured in the advertisements – until the US Travel Service +instructed us to feature scenes of South Dakota. One of the Senators from that +State was on the Senate Committee which voted the advertising budget. +When we took over the French Government’s tourism advertising in the +United States, the French politician who was our client was not on speaking terms +with the brilliant cabinet minister who was his boss, and we got caught in the +middle. +For 24 countries, foreign tourists represent one of the three biggest sources of +foreign exchange, but the majority of foreign governments fail to give their +departments of tourism enough money to advertise. This is true of Germany, Italy, +Holland, Spain, Belgium, Scandinavia and scores of others. The exceptions are +Canada, Britain, Greece, Ireland and some of the Caribbean islands. For a few +years Congress voted an ungenerous appropriation for the US Travel Service, but +before long even that dried up. +Sometimes you will find it advisable to change the image of the country you +advertise. My beloved Puerto Rico had the most unfortunate image of all. +Research revealed that Americans who had never been there believed it to be +dirty, ugly and squalid. When our advertisements showed it as it really is, beautiful +and romantic, the tourists arrived in droves. +While most advertising for countries should be designed to plant a long-term +image in the reader’s mind, there are occasions when it can be used ad hoc, to +solve temporary problems. In 1974 American newspapers were full of reports of +shortages of electricity in Britain, enough to discourage Americans who did not +relish spending their vacation in the dark. The end of the shortage was not +reported in the press, but it was announced in our advertisements, and research +showed a satisfactory decrease in anxiety among prospective visitors. At another +period it was learned from research that Americans were concerned about high +prices in Britain. This was met by advertising the actual prices of hotels and +restaurants. +Perhaps the most important factor in the success of tourism advertising is the +subjects you choose to illustrate. My advice is to choose things that are unique to +the country concerned. People don’t go half the way round the world to see things +they can equally well see at home. If you want to persuade the Swiss to visit the +United States, don’t advertise ski resorts. If you want Frenchmen, don’t advertise +American food. +Some countries are afraid that foreign tourists will mess up their cultural +environment. Some years ago a prayer was read from the pulpit in every church in + + +Greece, asking the Almighty to spare the Greeks from the ‘scourge’ of foreign +tourism. When I was in Crete not long ago, it was obvious that this prayer had not +been answered. Bermuda, which might easily have been turned into another +Miami Beach, has had the wisdom to aim its advertising at the kind of Americans +they would like to have. +Most people who travel abroad have had at least a smattering of college +education and are unashamed culture-vultures – especially the wives. When they +go to Europe, they collect museums, cathedrals, chateaux and so on. An exception +was the Texan who told me: ‘The tour operator had us spend two days in Venice. +What is there to see in Venice? When you’ve seen the glass factory, there isn’t +anything else.’ A friend of mine was reluctantly persuaded by his family to visit +cathedrals all over Europe. A few days after his return to Minneapolis, he felt it +his duty to show me his own cathedral. ‘Yes.’ he said, ‘we have the damn things +here too.’ +People dream about visiting foreign countries. The job of your advertising is +to convert their dreams into action. This can best be done by combining mouth- +watering photographs with specific how-to-do-it information. You show a +photograph of an ancient Oxford college, and tell the reader how much it costs to +go and see it. When you are advertising little-known countries, it is particularly +important to give people a lot of information. In a two-page newspaper +advertisement for Singapore we told readers about what to wear, the weather they +could expect, the language, the food, costs, every mortal thing. +For most Americans, cost is the biggest obstacle, followed, I believe, by fear. +Fear that they won’t be able to communicate. Fear that they will lose their money. +Fear of the foreigners; research has found that Americans believe the British to be +polite, honest and aloof; and the French to be rude, immoral and dirty. Fear of the +food.* Do your best to allay these fears. +Patterns of travel are peculiarly subject to fashion. The Virgin Islands may be +all the rage one year, Hawaii the next. Try to put your country on the map, with +headlines like ‘Suddenly everyone is going to Ruritania’. +Tourism advertising works well in magazines, but it can work even better on +television. Doyle Dane Bernbach’s commercials for France were enchanting. I +particularly remember one which sought to persuade American tourists to visit the +French provinces. When you’ve seen France, you will never go back to Paris.’ +I believe that charm works well in tourism advertising. And differentiation. If +you write your headlines in French, everybody will know you are advertising +France. + + +When you advertise countries which are little known, it pays to give the reader a +lot of specific information – as in this newspaper ad for Singapore. + + +One of a series for the Peruvian airline, Faucett. They pulled 20,000 requests for +a brochure offered at the end of the copy. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +Britain is ablaze +with lights again! +ATURALLY +AGER +Hallelujah! The good times are back! +Even more exciting news awaits people going to Britain. +AnhufPacailyCicu +Confotable,moderatelypricedLondonoeel. +caken lut Sundayuening.Britain is agkow +S2gaeudde +Special8-dayyacation pricesextended +breakfast for two +throughAprilsaOaly$360! +Pubs ar nuring, theattes arr μmmed and +Transportation,hoecls: Business asusual. +You can chousc from 98different8-and 14day +stores are borsting +British Ainwayw:Two daily74Tnonstopflighrs +acation puckagrs Forerample,a seek in London +Itiaperfesttime to visirBotain +foronlySsGincludingroundpjtairfare,hoel. +from New Ybrk to London plus dailyVC-io service +1.Nogasolincraioning,Gaiavailableand +beeakfsts,ughseeingandevnheatteticke +it's cheaper than anywhert on the Continent Yiu +to Presrwick and Manchestee +British Caledonian Ainways: The airlint Amerie +Can rrat a car and drive anywhere you like +England,ScorlandandWa +ans lovr.Daily to London's convenient Garwick +Factsaboutchcscvacationsartinourfrer 52. +2.BakomalThehdyork +Aitport.Asktravelagentaboutwidetangeoftouns +Ppigt color brochure,"Britain 74" +ins over,Hotcl,festaurants andplacesof interest +AvisReat-A-Can80statiom,5.000cninBritain +ForafrecopgseeyourtravelagentOrmail +and entertainment never were affected. +allavalabiewith fullgastanksCallncarst Avis +this coupon to the Bnitish Tourist Authority Bei- +JayogetroundBusessubwayst +reicrvation cfhce fot information +taini Ntional Tourist Ofhce +ansd ttains atr opetating normally +BricishRaa,wiadrangrofdollarptikedBritRal +4.Wamandeoryrooms.Hotef rooms nevrt +puaasfoe fat,consrnicntandcomfortabictra +uere affetedbyheating andlighting (uts +uround BritainTravel agentshve details +5. lour dollarwoeth more. The dollar is +London Traaupot"Go As Yiu Pkcaxticket +worth11S'morethunitwasLatsummer.Youcan +(dysS7.5a,7ds,510.00)offercumprci +tr el including sightesing ia Luondon +BTA米 +buymore,srmote,domore--forlds +British Tnanspon Hotel Sunings up to S0 pr. +BrisshTouritAuth +6.Low-costvacations extended.Special 8. +dryycatonpclapestoBitainhubenestended +throughout Englund and Scorlanl +through April S0 OnlySe +NewHork,NE10017 +Surprisingly moderate prices. +Grand Metropolitan Hotelu 22 haeels in Londa +plus cight in EnglandandScotland.Calls00-621. +1OtS(toll-free)forresenvations +Eayesially for Amcricank sinsethe dollarhusin +Rank Hotels 12 horels in Britain, including the +(tcordsomuch in value inthe Lat yeu +Royal Ganden ouerlooking Hyde Park, and the +Foreumpl.snug couatryinn with break +Royal Lancaster,ose to Marble Arch +fast indtoded, S10 a night. +Pork-pie lunch in an culk beamed pub boside +Trun Houses Forte Hoteb:Oer 200hetels inthe +crackling fre, S1.30. +Botih Ible, from London Grosvenar House to +country inns and motor ladgs. + + +In 1974 American tourists were discouraged from visiting Britain by newspaper +reports of an acute shortage of electricity. This ad announced the end of the +shortage. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +525 Castles &Palaces.$15. +Bed & Breakfast,$13. +Changing the Guard,free. +Ploughman's lunch,$195. +2 Magna Cartas, free. +That's what makes Britain great. +If you'retraelling through the coun. +The low cost of getingaround +tryside,youll findmany charming inns +Travel Londonby tube (subway).Benbody +YbullalsofindB&B.That'sBed&Breakfast. +doeslt'squiet,conenient,comforabe +Ybull seeiton signs outsidehomesand +andeconomical.Soarethefamous double +farmhouses all over Britain. It means that +deckerbusesAS3 ticketbought +insideyou cangeta comfortablebedand +fromoneofLondonTransport's +agoodbreakfastforabout$13aperson +officeswill takceyouall over +InScotlandorWalesyoucainrenta +townFor$350 +3-bedroomfumishedcoitageforonly$173 +youcan +a week for yourwholefamil:That's less +takc a 20 +than$25anight +mile sight +Eating inapensivcly +seeing tour. +Aatypical Londonpub,aploughman's +British +If youvebeensvingupforatrip +lunchofbrcad,Cheddarcheeseandpick +Rail has +led onionswillrunyouabout s195,includ- +to Britain,here'sgood news You canstop +somegreat +ing a half-pint of beerThe hot dish of the +savingandstan packingBecauseyoucan +deals on +day might cost you atrifle more For dinner, +vaication in Britainfor a lot lessthan you +wheels with +haveaheapingplateoffishandchipsfor +might think Infac,manyof the major +BritRauil Pass +aboutsi +artractions in Britain arenox just inexpen +esOneplan +Inthecountnyside +sive,butfree +allowsyouscvendaysofunlimitedecon +InadditiontoitsmanyvaluesBritain +the prices are +omy classtravel in England, Scotlandand +givesyou somethingthat moncycantbuy +cenkower +walesforjust$8sSeniorcitizenscantravel +Back in +2000 yearsofhistory +firclass forthesameprice +London you +Imagine spending the night in a +Andif yourethinkingoftravelling +S00-year-old inn (The New Inn,Pembridge, +might want +around, byall means buyanOpen-to +Hereordshire,forexample).Orvisiting +to scea play +Vew ticketfrom yourtravelagent It +Seats can be +afortresscdatingbackto1097(theTouer +opensthedoorsto morethan525cas- +had for around +ofLondon).Orstandingwherewilliam +tiesstatelyhomesand historicsites all +the Conqueror stood Orwhere Shake- +$5Compare that to +OverBritainForjus$15 +Broaway +spearewrote OrwhereThomas a Beckct +Toleammore,sendforourfree +Free sights that are +worshipped +brochuresThey're packedwithvalues +Lowcost lodging +priceless +Changing the Guard +Benin +Britain adcls up to a trip that's memorable +thisdryand +the Houses of Parlia- +and affordable +ment,RoruobelloRoad and Feticoat Lane,the +agesou +Great Brtaln +BritishMuseum (whichhas twDofthefour +Great Vahue +find decent +existingMagna Cartasamong otherwon. +accommo +ders),WiestminsterAbbeythe National and +dations in +Bite Galleries HydePark.All free. +London for +Ofcourse,someattractionsdocost +as little as +money Admission tothe Royal Botanical +$35 (double) +GardensatKewis124 +if you dont +Shopping for values +mind sharing +Shetland pulloves are currently around +abathroom +$15AMarksandSpencerraincoatis$54 +And that +AndatLondon'sfamous outdoormar- +price includes +kets and flea markets all you need is a lintle +Continental +moncyandabitofsnvy Ybucanstrikea +breakfast Send the coupon at the rightfor +terrifiebargain with apeddleron amything +from antiquesto zithersThebrochures we're +a listof 32 hotels offering thesebudget +BRITAIN米 +accommodations +offeringhave lots ofshoppinghints + + +When American tourists got worried about high prices in Britain, this newspaper +ad published some actual prices. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +London's heart beats faster as the Life Guards clatter by +This is a daily scene from London's +CUDDENLY, sharp against the hum- +genius for showmanship in the gran +drumroaroftraffic,comesthe clean +passing show. It's part of the ageless +manner and great tradition. +clip of hoofbeats. Your eye is caught by +pageantry of Britain. +Itcosts so little, nowadays, to visit th +In spring, summer, fall and winter, +the bobbing scarlet of the Life Guards, +friendly country, You can fly round tr +special red-and-gold days of pomp and +or by sunlight blinking on the Horse +from New York to London for on +Guards'silver breastplates, +circumstanceawaityou.Whetheryou're +$453.60(toScotland for $27less); +All heads turn as the cavalry troop +here for Trooping the Colour in June- +go both ways by ship for $400-with a +sweepsby witha brave jingle,London's +or in November for the Lord Mayor's +extra sivingof s5obetween Septemb +heart beats faster. Yours will, too. +Show-you will be struck by the British +and April. Call your travel agent toda + + +When you advertise a foreign country, illustrate things that are unique to that +country, this marvelous copy was written by Bob Marshall. + + +Research revealed that American visitors to Britain wanted to see Westminster +Abbey and other historical buildings more than anything else. This powerful + + +advertisement was written by my former partner, Clifford Field. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +"We sailed to a lovely little Bermuda cove +where we were the only couple' +ScottandKaren AustinCarlson talk about their second visit to Bermuda. +"It's a different world,quaint andi +"I can't think of +Weloveit +anything you might +wanttodothat +isn't here." +Couldn'tyouusealittle +Bermudarightnow? +SoeyourTravelAgentorwriteBermuda,Dept.O431.630FifthAve.NewYork. +Chicago.lil.60610orSuite2008.235PeachtreeSt.N.E.Atianta,Ga.30303 +oolSt.Bo + + +Bermuda advertises scenes designed to appeal to the kind of visitors it wants. +The biggest obstacle to tourism in Puerto Rico was its image. Research showed +that people believed it to be the dirtiest, poorest, most squalid island in the +Caribbean. Nothing could have been further from the truth, and this I +demonstrated in advertisements. Tourism increased by leaps and bounds. + + +The best photograph in the history of travel advertising evokes rural France in +masterly fashion. Taken by Elliott Erwitt under the inspiration of Bill Bernbach. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +JAMAICA +JAMAICI + + +To attract tourists to Jamaica, Doyle Dane Bernbach created a campaign which is +a classic of travel advertising. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +Tie Garde B/ysAlea +aled dFeuice om BeimileDay +Le14 juillet +On jualy Hea +commemorez laprise dela Bastille aveclesParisiens- +ceebmteBastileDnjreithwiePanras +defilesfeuxdartificeetbalsdanslesrues. +parades.fineterrkddancig inleatrets +and jun.About $5.50 each, incjuding +EETmESstartat9o'clockisthe +gesuine wamath and kindheurtednes" +lunchcot +Imorning,when the President of +Paris is miore expersive thas the rest +Fifth,tako her to the Louvre and +France is escorted dowm the Chumps. +of France. But the French Govermment +Elyses hy the liepablican Guard. +show her the Mora Lisa and the Verns +has gien yuea hruak by louering dhe +de Milo, Lass xhausting, and absnlutely +They end at dawn the nedt moning. +dollar-franc rate of exchange by 121 +glorious, is the litle Musee du Jen de +when the spontaneous dancing ems im +perecnt Itslkegttingoneduy freefoi +the Place de la Hepubtiqun and the +Paume, where thie world's finest collee. +every week you pend in Fnance +tion ot Imptssiomists Is hung +Currefour Montpamasse. +Ite figuie that three days in Paris +Sathstaggrataleinasidowak +Plan tospendatleasta wockin Paris, +need not cost you mute than soo cch +cafeand watch the world go by. +You have your choice of S62 art galiwrries +tinless you go og-wld. +25 museums, umteen sightclubs uad +When the sun gocs down ard the +Free booklets +,700 restaurats, It his heen sid, with +stars vome qut, dine-magnificentiy. +Then wanderaronnd the strertsandgare +Mail the coopon, and you wil receive +only slight etaggiriton, that yuu curit +goggleard at the foodit architrecture +some very helpful information, After +buy a bad meal in any of them. +Df the Place Vendome,Notre-Dame, +squ've trad it, tuik to sour travel agent +"Paris is a woman's town" +Place de la Conoorde, the Louvre, the +about plane or ship recrvations,hotels. +Are de Triorphe. Paris has been tas/ied. +Here arc somne thimngs your bride witl +and tours to F'ranor. +partieularly enjoy, +Ceturirt of grime have bosn renoved, +und the tity which you remember as +To: The French Goverument +sombet gray has been testored to its +Tottist Ofipe, Dept. +bedroom Croisants-and the best jata +G10FitthAse.New York.N.Y10020 +you ever had. +otigirial colorgolden honey +Sccond,takehetr shoppitg_pofun +Plesse sesal in Eifnvalaton abont va +Do the French welcome +gloves,lingerie, untiques. Bargains +icitaomk in Frasioc, +American tourists? +galure. +Third, take lher to a fashion show at +ArocentCaliopFoll reports that French. +one of the gresat haste outure houses +men now regard the United Statesss +their "best frtiend -far above anv othet +Nobody rxcept your wife will ask yon to +buyanything +country. +SanTempleFiclding in hista-hold +Fourth,takehernasightseeingtotr +in a bateau mouache on the Seine River +harred Trave Cuide to Earope The +The tour takes two hourt--edicational +French ategoinigoutof theirwaytoshow + + +By writing this headline in French – with a translation underneath – I got high +readership, and differentiated France from other tourist destinations. +Note +* Two Frenchmen were driving through the Cotswolds in England. One said to the other, ‘You must admit +this is a very beautiful country.’ ‘Yes,’ replied his friend, ‘it is beautiful. Thank God they can’t cook it.’ diff --git a/library/Ogilvy on Advertising/Chapter-11-The-secrets-of-success-in-business-to-business-advertising/Chapter-11-source-text.md b/library/Ogilvy on Advertising/Chapter-11-The-secrets-of-success-in-business-to-business-advertising/Chapter-11-source-text.md new file mode 100644 index 0000000..fd8b487 --- /dev/null +++ b/library/Ogilvy on Advertising/Chapter-11-The-secrets-of-success-in-business-to-business-advertising/Chapter-11-source-text.md @@ -0,0 +1,183 @@ +# Ogilvy on Advertising — Chapter-11: The secrets of success in business-to-business advertising +- **Source**: /library/Ogilvy on Advertising/source-file.pdf +- **PDF pages**: 236–244 +- **Pages without text**: none + +--- + + +11 +THE SECRETS OF SUCCESS +IN BUSINESS-TO-BUSINESS +ADVERTISING +It used to be called trade advertising, or industrial advertising, but its practitioners +have taken to calling it ‘business-to-business’, which sounds classier. It means +products that people buy for their companies, not for themselves. I will tell you +what I have learned about it, drawing heavily and gratefully on research conducted +by McGraw-Hill. +PRINT +McGraw-Hill tells us that the average salesman’s call costs $178, a letter $6.63 +and a phone call $6.35, while you can reach a prospect through advertising for +only 17 cents. +Admittedly an advertisement, however efficient, can seldom close a sale itself. +Its function is to pave the way for salesmen, by pre-selling your product and +attracting leads. +In industrial companies there are an average of four ‘buying influences’. Your +sales force is unlikely to know all four. Sixty per cent of ‘specifiers’ – people who +set down the specifications that must be met – read advertisements to learn what’s +on the market. +By and large, the advertising techniques that work in this kind of advertising +are the same as the techniques that work in consumer advertising – like promising + + +the reader a benefit, news, testimonials and helpful information. +Make sure that what you promise is important to your customer. A supplier of +computer software was proud of the size of his company and wanted to make it +the feature of his advertising, but research found that his customers were not +interested in size. They were looking for responsiveness, support, service – and a +good product. +Make your promise specific. Instead of generalities, use percentages, time +elapsed, dollars saved. You are talking to engineers. +Testimonials work well, as long as they come from experts in reputable +companies. A testimonial from Bud Dacus impresses tugboat engineers because +Bud has worked the Mississippi for 25 years – longer than Mark Twain. +Demonstrations are most effective when they compare your product’s +performance with your competitors’. Try to devise a simple demonstration that +your reader can perform himself, like inviting him to scrape the liner of your air +duct with a coin to see how tough it is. +News works well. It appears that readers scan the advertisements in technical +journals looking for new products. To my surprise, a McGraw-Hill study found +that advertising is twice as effective as an article in the same journal. Be sure to +proclaim your news, loud and clear. +Information that is useful to the reader in his job can also be effective, +provided the information involves your product. For example, you can show the +reader how to calculate the amount of money he could save by using your product. +Some copywriters, assuming that the reader will find the product as boring as +they do, try to inveigle him into their ads with pictures of babies, beagles and +bosoms. This is a mistake. A buyer of flexible pipe for offshore oil rigs is more +interested in pipe than anything else in the world. So play it straight. +Layouts should be simple, avoiding the arty devices dear to second-rate art +directors – like type which is too big to be readable, eccentric designs and +headlines at the bottom of the page. If you make your ads look like editorial +pages, you will get more readers. Far more. +Headlines get five times the readership of the body copy. If your headline +doesn’t sell, you have wasted your money. Your headline should promise a benefit, +or deliver news, or offer a service, or tell a significant story, or recognize a +problem, or quote a satisfied customer. +Body copy is seldom read by more than 10 per cent of the readers of a +publication. But that 10 per cent consists of prospects – people interested enough +in what you are selling to take the trouble to read about it. What you say to them +determines the success of your advertisement. + + +When you advertise bubblegum or underwear, there isn’t much to say, but a +computer or a generator calls for long copy. Don’t be afraid to write it. Long copy +– more than 350 words – actually attracts more readers than short copy. +In business publications four-color ads cost only a third more than black and +white, but they attract twice as many readers. Four-color is a good buy. +Captions should appear under all your photographs. Twice as many people +read them as read body copy. And use your captions to sell. The best captions are +mini-advertisements in themselves. +TELEVISION +Business-to-business advertisers are turning increasingly to television. The +audiences for many sports and news programs include a high percentage of +business people and are therefore efficient buys. The principles that apply to +consumer advertising on television are equally valid for business-to-business +commercials. +News and demonstrations work particularly well. Even humor has its place, as +in the hilarious Ally and Gargano commercials for Federal Express. But it is worth +noting that the humor in these commercials always supports the powerful end +promise: ‘Federal Express – when it absolutely has to be there overnight.’ +Some products used by business cannot be sold in 30 seconds. In such cases, I +advise you to sacrifice frequency to delivering a thorough sales message. For IBM +computers we used three minutes. +Many small business-to-business advertisers shy away from television because +commercials cost so much to produce, but inexpensive commercials can be highly +effective – if they come directly to the point and offer something of genuine +interest. I have seen a television commercial for an industrial product produce so +many inquiries that it had to be taken off the air; the salesmen couldn’t handle any +more. One commercial for another industrial product produced more inquiries in +two months than print advertising had produced in a year. (However, the print +advertising produced a higher rate of conversion to sales.) +DIFFERENTIATING COMMODITY PRODUCTS +Many industrial products are thought to be little more than commodities, with no +apparent differences between them. How do you differentiate your bolts, washers + + +or machine tools from those of your competitors? But, says Professor Levitt, +‘There is no such thing as a commodity. All goods and services are differentiable.’ +In a Harvard Business Review article, Professor William K. Hall reported on a +study of eight industries, from steel to beer. The most successful companies were +those that best differentiated their product or service. +According to Professor Hall, the most successful commodity products +differentiated themselves in one of two ways: either by low cost or by having the +best reputation for quality or service. Advertising can help you spread the news +about any price advantage you may have, and it can work wonders in creating a +reputation for quality or service. +Before 1972, Owens-Corning sold its insulation to builders for use in new +homes. In those days insulation was all the same – a commodity. And so the +Owens-Corning advertising looked pretty much like its competitors. Later, when +fuel prices went up and construction of new homes went down, Owens-Corning +differentiated its insulation as the brand of choice for owners of old homes who +want to reduce their fuel costs. This was done by latching onto an apparently +unimportant feature: the unique color of the Owens-Corning product. +Today Owens-Corning Fiberglas has escaped from the ‘commodity tra’. It has +by far the best reputation for quality among all insulation material, being preferred +three to one over the second brand. +HOW TO STIMULATE INQUIRIES +McGraw-Hill reports that nearly all inquiries come from people who have a +specific need or application in mind; and a substantial percentage of them buy +within six months of their inquiry. +Always put a toll-free number in your advertisements, to make the inquiry as +fast and as easy as possible. In the United States, seven out of ten readers of trade +journals now use such numbers. Include a business reply card and a coupon +requesting more information. This combination guarantee you the greatest number +of productive inquiries. +In addition, close your body copy with your offer, your address and phone +number. The average business publication is read by three readers besides the +subscriber. If the first reader cuts out the coupon, the others cannot respond to the +offer without the second address. +ANALYSE YOUR INQUIRIES + + +Analyse your inquiries and the action they produce. This will enable you to answer +your boss’s inevitable question: ‘What tangible results am I getting from my +advertising?’ Here are three ways to analyse inquires: +  +1. Survey a sample of inquirers. Do they intend to buy your product? To bide +their time until a salesman calls? Or simply to keep your product in mind for +the future? +2. Question the sales people who follow up the inquiries. Did the inquiry lead to +a sale? Was this account a new prospect? How did the salesman rate this +prospect – a one-time sale, a growth account, a dead end? The discovery of a +single major sale resulting from an inquiry can do more than anything else to +demonstrate the value of your advertising. +3. Relate inquiries to the media that produced them. This can help you fine-tune +your media selection. By doing this, one manufacturer was able to reduce his +advertising budget by 25 per cent. +ADVERTISING TO TOP MANAGEMENT +Many business purchases require approval from top management as well as the +purchasing agent. Top managers may not respond to, or even understand, the +details that are important to the specifiers. They are only interested in the broad +benefits – particularly cost savings. +It sometimes pays to run separate campaigns – one addressed to top +management, the other to the specialists who read trade publications. + + +Testimonials work well when they come from recognized experts in well-known +companies. + + +Some copywriters, assuming that the reader will find the product as boring as they +do, try to inveigle him into their ads with pictures of babies, beagles and bosoms. +A mistake. + + +It pays to devise a demonstration that your readers can perform for themselves, +like this one. + + +An effective strategy in business advertising is to show the reader how he can +calculate the money your product would save him. This advertisement got the +highest readership everywhere it ran, and brought hundreds of requests for +reprints. diff --git a/library/Ogilvy on Advertising/Chapter-12-Direct-mail-my-first-love-and-secret-weapon/Chapter-12-source-text.md b/library/Ogilvy on Advertising/Chapter-12-Direct-mail-my-first-love-and-secret-weapon/Chapter-12-source-text.md new file mode 100644 index 0000000..40c12bb --- /dev/null +++ b/library/Ogilvy on Advertising/Chapter-12-Direct-mail-my-first-love-and-secret-weapon/Chapter-12-source-text.md @@ -0,0 +1,483 @@ +# Ogilvy on Advertising — Chapter-12: Direct mail, my first love and secret weapon +- **Source**: /library/Ogilvy on Advertising/source-file.pdf +- **PDF pages**: 245–255 +- **Pages without text**: 254 +- **OCR note**: OCR is supplied below for image-only pages; multi-column reading order may be imperfect, so consult the PDF for layout and visuals. + +--- + + +12 +DIRECT MAIL, MY FIRST +LOVE AND SECRET WEAPON +With tips on direct advertising in magazines and television +One day a man walked into a London agency and asked to see the boss. He had +bought a country house and was about to open it as a hotel. Could the agency help +him to get customers? He had $500 to spend. Not surprisingly, the head of the +agency turned him over to the office boy, who happened to be the author of this +book. I invested his money in penny postcards and mailed them to well-heeled +people living in the neighborhood. Six weeks later the hotel opened to a full house. +I had tasted blood. +From that day on, I have been a voice crying in the wilderness, trying to +persuade the advertising establishment to take direct mail more seriously and to +stop treating its practitioners as non-commissioned officers. It was my secret +weapon in the avalanche of new business acquisitions which made Ogilvy & +Mather an instant success. +Today, direct mail has exploded – an explosion caused more than anything by +computers. They make it possible to select names from mailing lists by every +imaginable demographic classification, by frequency of purchase and by amount +of purchase. With a computer you can remove duplication between mailing lists +and within a list – a process called ‘merge and purge’. You can even avoid mailing +to people who don’t like receiving mailings. +Computers make it possible for every letter in a mailing of millions to include +the name of each addressee, not only in the salutation, but several times in the +body of the letter. + + +Most direct-response buying is now done with a credit card, and the +companies that issue the cards know who has bought what. If you have charged a +trip to Disney World in Florida, I can send you a mailing for Disneyland in +California. +The biggest users of direct mail are magazine publishers in search of +subscriptions, catalog houses, food stores, department stores, record clubs and +book clubs. It has been estimated that total sales by direct mail in the United +States are now more than a $100 billion a year. +Unfortunately, there are a lot of fly-by-night frauds in the direct-mail business, +including, say the New York Times, 10,000 phoney ‘pastors’. In 1980, 1,500,000 +consumers complained to the Better Business Bureau about firms which had failed +to deliver the merchandise they had ordered, or had delivered it too late or in +damaged condition. In the whole spectrum of marketing, direct mail is where you +find the swindlers. That said, the vast bulk of advertising by direct mail is on the +level. +Advertisers who distribute their products in the normal way, through +wholesalers and retailers, have great difficulty in isolating the results of their +advertising from the other factors in their marketing mix, but direct-mail +advertisers can measure the results of their mailings to the dollar. This makes it +possible for them to test everything they do. In direct mail, testing is the name of +the game. +You can test every variable in your mailings and determine exactly its effect on +your sales. But because you can only test one variable at a time, you cannot afford +to test them all. So you have to choose which to test. Experienced practitioners +always test some variables, but seldom those which experience has taught them +make little difference in results. Next to the positioning of your product, the most +important variables to be tested are pricing, terms of payment, premiums and the +format of your mailing. +The price you ask and the terms of payment you offer arc critical, and they can +be tested by sample mailings. A highbrow magazine tested three terms of payment +for subscriptions. In one, the subscriber was asked to pay $65 for 56 issues. In +another, $42.50 for 39 issues. In the third, $29.95 for 29 issues. Guess which +won? Although it cut the price 40 per cent, the third generated 35 per cent more +net revenue. +When collections of Moscow Olympic Games silver, gold and platinum coins +were sold by direct mail, a mailing which offered only the silver coins led to more +sales of the complete collection than a mailing which offered the complete +collection itself. + + +When your profit margin allows, it pays to offer a free premium. Always test +different premiums. One of the most effective is cash prizes in sweepstakes. +Sweepstakes, premiums, free offers and low prices will build up your initial +response, but the customer who is attracted by these devices is not always the +customer who turns into a long-term buyer. +Asking for the full price and cash with the order will reduce the number of +people who respond. But it may turn up more customers who are likely to stay +with you over the years. Only testing will tell. The more you test, the more +profitable your direct mail will become. +Once you have evolved a mailing which produces profitable results, treat it as +the ‘control’ and start testing ways to beat it. Try adding a premium, or putting in +an expiration date, or adding enclosures – like a personalized letter from your +President. They cost money, but if they increase your profit, why worry? +Sometimes an expensive control can be made less expensive without reducing +your orders. You can test a smaller mailing piece, or eliminate the personalization, +or print your brochure in two colors instead of four, or eliminate the brochure +altogether. You may be in for a pleasant surprise. Less can be more. +Innovations, provided you test them, can work wonders. Prospects for a new +Cessna Citation business jet were surprised when we sent them live carrier +pigeons, with an invitation to take a free ride in a Citation. The recipient was +asked to release our carrier pigeon with his address tied to its leg. Some of the +recipients ate the pigeons, but several returned alive, and at least one Citation was +sold – for $600,000. +My brother Francis wrote a letter in Greek to the headmasters of private +schools, selling cooking stoves. When some wrote back that they could not read +Greek, he sent them another letter – in Latin. This produced orders. +Successful mailings do not always depend on premiums, brochures and other +such paraphernalia. I have seen letters produce satisfactory results all by +themselves. But they have to be long letters. When Mercedes-Benz were saddled +with 1,170 obsolete diesels, we mailed a five-page letter and unloaded the surplus. +For Cunard we used an eight-page letter with marked success. +DIRECT-RESPONSE ADVERTISING IN MAGAZINES AND TELEVISION +So far this chapter has been about direct mail. Now I am going to tell you what I +have learned about a parallel science – advertisements in magazines and on + + +television which invite people to send their orders direct to you, without going to a +store. +In print advertisements, your headline is the most important element. The +other day I saw one headline produce five times as many orders as another. If your +headline promises your strongest and most distinct benefit, you are on your way to +success. +Good photographs of your product cost more than bad ones, but they also sell +more. When you want to show something that cannot be photographed, like +cutaways of the inside of your product, use a drawing. +Long copy sells more than short copy, particularly when you are asking the +reader to spend a lot of money. Only amateurs use short copy. +Cross-heads give breathing space to your copy, and make it more readable. +They should be written in such a way that skimmers get the main points of your +sales story. +Testimonials increase credibility – and sales. If one testimonial tests well, try +two. But don’t use testimonials by celebrities, unless they are recognized +authorities, like Arnold Palmer on golf clubs. +Winston Churchill said, ‘Short words are best, and the old words when short +are best of all.’ This applies in spades to mail order copy. +Set your copy in black type on white paper. You will already know how much +I loathe ‘reverse type’ – white on black – for the very good reason that it reduces +readership. There are only two exceptions. People read theater programs in the +dark, holding them up against the light coming from the stage, so they are easier +to read when set in reverse. So are slides projected onto a screen. +Readers often skip from the headline to the coupon, to find out what your offer +is. So make your coupons mini-ads, complete with brand name, promise and a +miniature photograph of your product. +Many readers tell themselves they will mail the coupon ‘later’, but never get +around to it. One survey showed that twice as much response is lost in this way as +is received by the advertiser. Here are four ways to keep your prospects on the +hook: +  +• +‘Limited edition’ +• +‘Limited supply’ +• +‘Last time at this price’ +• +‘Special price for promptness’ + + +It used to be thought that the more cluttered your layout, the more you would sell. +My observation has been the opposite. Tidy, well-organized layouts actually +increase coupon returns. +WHERE TO ADVERTISE +You know exactly how many inquiries, and ultimately how many orders you get +from each insertion in each publication. One magazine may perform twice as well +as another. Such variations can be enough to make the difference between profit +and loss. +Watch the media your competitors use, in particular the media they continue +to use. Watch for editorial changes in magazines. They may attract your kind of +reader, or may drive them away. +Go easy on two-page spreads. They cost twice as much as single pages, but +seldom produce twice as many orders. Test different units of space, like a page +and a business reply card versus a page alone. Although the card may double the +cost, it can sometimes generate four times as many orders as the page alone. +When you advertise repeatedly in the same magazine, response rates almost +always drop. In some magazines, your ad may make a profit six times a year, while +you may be able to use other magazines 12 times before they become unprofitable. +TELEVISION +It may surprise you to know that the right kind of television commercial can +persuade people to order products by mail or telephone – mostly telephone. The +‘right kind’ are those which set up a problem and demonstrate how your product +can solve it; give a money-back guarantee; include the price; and ask for the order, +explicitly and urgently. +The demonstrations should promise not one benefit, but several. (This runs +counter to the Procter & Gamble formula.) +My partner Al Eicoff has had more experience than anyone in selling direct on +television. He has almost never seen a commercial shorter than two minutes +produce profitable sales. These marathon commercials don’t seem to irritate +people as much as a cluster of short ones – ‘like five salesmen knocking on the +door, one after another’. +You must allow 20 seconds to give information on how to order. This is long +enough to give your toll-free telephone number and post office box number, + + +complete with supers; and to repeat the charge-free telephone number at least +twice. +Most advertisers measure their purchases on television time by cost per 1,000 +viewers reached, but Eicoff measures them by the number of orders he receives +each time a station broadcasts one of his commercials. He then eliminates the time +periods and the stations that don’t pay off. The most productive times are early +morning, late evening and weekends. January, February and March are the most +profitable months. +The better the program on which your commercials appear, the fewer sales +you make. When viewers are bored by an old movie, they are more likely to pick +up the telephone and order your product than when they are riveted by an episode +of Dallas. +Remember, there is no correlation between the size of your audience and the +number of orders you receive. +• • • +Every chapter in this book is of necessity an over-simplification of a more-or-less +complicated subject, and no more so than this one. If you want to know more +about direct response, start by reading Successful Direct Marketing Methods by Bob +Stone, published by Crain Books in Chicago. +This direct-mail shot for Moscow Olympic Games silver coins worked well. + + +This advertisement, written by Vic Schwab, sold a million books in three years – +by mail order. The promise in the headline and the content of the copy were +irresistible. + + +James Webb Young was the creative head of J. Walter Thompson for 40 years. In + + +his spare time he ran a mail-order business in Santa Fe under the name Webb +Young, Trader. This is one of his advertisements, and an object lesson in mail- +order advertising. One insertion in Life sold 26,000 ties. +What parent could resist this British direct-mail advertisement? The copywriter +was David Abbott. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +Ogilvy Mather Direct Response +The advertising agency with +the secret weapon +"For forty yeans, I have been a +voicecrying in the wildernc +tryingto get my fellow advertis- +met fy teumeprodat.Achinerin +ing practitionens to take direct +the headine wan the only variatle.The +response seriously, Direct res- +mndia ratesoot thesmefor both aer +tisemeres +ponve was my first love. And +Direct tpgone rogies morege +later, my secret weapon." +fodfdhertineTherereveryf +Caliseddlktn,perhap,any +peoplewhoarsdeptheatofdirnt +feponse sdetingYou should mot +gvetheybtoautcu +Anybody can den t +they, hve. +drat meperue capabiliyBur only +Cplhy&Masher Dirct Repone can +ponwe fiee inmourwtemaountriesdf +pwotht,udtpon +Fomytwoyeano,DaidOy +aur dedlicition, yu un che rik f +adrertinire in Sinepore hat yiclded +the foundetr of Ogilvy& Mather +annoying aisting ctpetentialcustomes +averagr responacs of five. to seven +withpatedmulingMovera +recognied diredt roponea positly +per cent. +dplicatedmailnginmoncywated +the mout sophisticated and precie +Talk to our dlients. +Theeletionderighopetlat +marketing tool available to businey +They are our best +mem.Direct rupone b flective, +iathemont critkalpoint inthe drat +ugporters. +cot effcient and accountable +mal progamme The bet creative ides +Dirnt Rapone cffkas around dhe +theright lst isnot aalotle. +voristhhllinptoolingmorethan +The Sirepore ofiar h +US5100million +the arly Ophy & Muther +In Sngapone,Ophy&Macher +Dret Reponue agmcy in +Direct Reponewasotallahed in +theworld to oun les own +Janury9byurMugingDec +Caormputeried mailing le +Peter Seming +Wehavediretacestothe +Wfirdolfllympu +namc.adrese and infoma +terieddiretraponecopenyinSn +Con dovr mllie papik, +pomhEA +canpunie nd ongniutiont +We ofier our dients compiee in +inSingporeSoveonreach +your Largt sudence wath +boue ptodction ficlities for every cle +bull'seye.Evemytimet +meitdf theirdrect raponecampigns +fiom creacive planning to media re +Or computer bank lo +Geting new businets from +provitla Llst storagr and proxes +Commendatikrsto computerisedmalirg +Introducing nrw. products I +oldcustomenlkcancot +ingone canwreetimes Tnd +Horg Kore Bungok Kuala +less tosell to your.presert +proryed Mchad Bal, Ragonal Head +way eo introdcenepeodut +Cuatoenersthan to kouirr +Lumperand Jikataa purtdfour +fOshy&Matherand.Directorof +propecthkcanalokeusedto +rgonalcoordination +new ons. Very oen, satisfied +Cly&Mathrlenational,oma +theconumeappalpro +cutomem df one dvtsion d +the Sirgipore offce the rngonal Co +only fraction df nomeal marke +Specialists in our own right +compuny aredealpropecs +Ordinutine Dret Feponve centre foe +fxethe produstsnd seryicn +Dretreponse alventisirg ismore +Soxuth Ea Asia +We hoped Apatra Guan +thanjaddingcupononad +ofiered by another divtsion. +apypungy uqens ayouee +Dirct mail-. +vertisement ce vriringlecter to +Turte 900 bymdinecur +Customer_communkations More +ourmostpowerful tool +potential consutmer. +Measurable performance +ingpaciagrthatiminligymoge +and more cormpanin are redivovering +Diret mul i themoat pouefudnoda +Ananycanodaemagnlceit +Coefortrdrne Our dent +heten-ie vale d outener +Oply&MatherDereaRepose ofers +the dipoal df Ophy & Macher Dirnt +three montha’ stoxK within the +malinsPacage.Lavah,pendved +prodall Diratmal a themm +yoe profosionah in evetyapectoes +Reponise, No ather.medus an le so +beautihlyonoutndBitwincebring +month? +tive,medapmodxtionnd count +pemorual_and efetive wey to let vout +theopectedeuifthecaltforactioni +managment. Becaue the work we per +How to findout more +Uhilieprintahetiningartrienvinion +Csetomers know you cr. +Dotcorreclyemiphaised +foen fr or dieons n meauratke,ur +Comiadtaotic +Dctroeeciedomd +The trur valuedf drat rnpone? +For Kins & Shason lmetment +perfomanceis alodirectlymeauratie +by space cr cime,There see no limin. +ahertirs Thee iano kah thing a +taingidiA +Olvy &Mather Direat Reponve lneta. +carcept the cliems'boder and the arei +pore, we have an ideal dirnt reg +hard ell ot soft sell. +pnd nnus ofthe later invetmett deve +paticnal han beome oee ofthe worids +tive peple'imagnation. +kopmenn to their dierts every monch +market. +largest direct reponve agencies becaase +Dretmalindpendentonetie, +Dapite the vmy mrone Srnge +The rerulk:Asubetantil increaein +fourpedesioralopetie +Wehavesea ore dintropone +conatantlyuplend and dnlipicard +ill +buinca. +maliglieEaivedicatonn +ahvertisenent +indcalyeucured inoxocoeo +more than mdaon ddlan'wonh of +Our dent, Ameran, Epeca, h +only be schinved on a computer. With +much of a product as another advertise- +culnal, bngag,mlgour and +dret rooneahetising +snd wil canatinue to bald +Peciemeahaddhig the +goapaDret iogone provith +- in mail and meda - +buinest through +Sorckerasbigandymal +dret rmst. +What is direct response? +tional budprs are availatle +Dret rngonse ahmilig rdens to any +kind of shetising dat iecbadrect +includa woway uclovinlon. Thia +about how diret reiponse ahen +dltronicmedisalready +reponeanorder at sn inquiryfom +moltionininethedit +can increae your ales and pe +the consumer. +pleaxe call Peter Stening or +Drecttepoecanbeincudedina +marketing felds in +Stanley223 8722.Or +forma d ahetinepresmaacine, +coupon forcopyofourbnxc +PON +tdevison,taa,cirma,Agat +Europe and che +Offer +thatcontainfulldetaisofour +tising medum +and is +weapondirectrmponse. +Ih the proces,r hone keam +thatdmmepoexeadhetiing Can help +d 5100.00canwed51 Jrd +Cut out and mail today! +haly ram, We have alo dacnered +many othe puotealke wan to ce this +Ogily&MatherDirect Reponse +7th Foor Tuan Sing Towen +around +mosaocoutatikfomdfshotir +TOP SECRET +the corner +pan df our demo'marketing pans +J0Robinion Road Singpore O104 +for Singapore +Some of thems may be uretal to vou. +n eeyiratance, the sdeisemen. +D Peer wsfne morrindemom +Buildingulnea,Dreatro +maling piece artrlephonecal includes +Dirat repotaxe can +Icall lixr ationi, A mges for e dret +he proved tohe an orrendy fethe +drct tegon. +be drect m hormation +roporut. +and ecooomkcal way to produce highly +Dtrollirtoknoho +Poted o pepke abotchon cmsin +galified indaridsuleea +Dretreponeadertiting giveswou +Wereadpecidmingpak +facton are kmown, ee, income brackt, +the ahliry unige in adertising -to +forSa,ae Shm +occupution, interests et. +measure tesuls and retumas on invest +facturerinngmacho +meno paiooAn irreietibie sdhan +Direct reponse, coem. +Name +wdedourdimtwith850walakak +tage in today) eonomy. +munication can be by +teiephone., Tegphote +ln sdlition, rou on gpingoint your +Buildina itore traffc, A reronal +Compun + + +This advertisement announces the opening of a Direct Response office. Note the +long copy, stuffed with specific information. diff --git a/library/Ogilvy on Advertising/Chapter-13-Advertising-for-good-causes/Chapter-13-source-text.md b/library/Ogilvy on Advertising/Chapter-13-Advertising-for-good-causes/Chapter-13-source-text.md new file mode 100644 index 0000000..0dbe684 --- /dev/null +++ b/library/Ogilvy on Advertising/Chapter-13-Advertising-for-good-causes/Chapter-13-source-text.md @@ -0,0 +1,710 @@ +# Ogilvy on Advertising — Chapter-13: Advertising for good causes +- **Source**: /library/Ogilvy on Advertising/source-file.pdf +- **PDF pages**: 256–268 +- **Pages without text**: 261, 263, 265, 267 +- **OCR note**: OCR is supplied below for image-only pages; multi-column reading order may be imperfect, so consult the PDF for layout and visuals. + +--- + + +13 +ADVERTISING FOR GOOD +CAUSES +And raising money for charity +Forty years ago, the advertising establishment in the United States set up the +Advertising Council to provide free campaigns for the US Savings Bonds, the Red +Cross and other good causes. In 1979 the media gave $600,000,000 worth of free +time and space to the Council’s campaigns, and the agencies charged nothing for +their services. In 1980 the Council’s campaign to encourage co-operation with the +Census received $38,000,000 worth of free time and space. +This admirable system has one drawback: the success of each campaign +depends on the generosity of the media, which cannot be predicted. The system in +Britain is more controllable: the government provides the money. +• • • +Here are six examples of advertising for good causes. +World Wildlife Fund +During a period of five years, Ogilvy & Mather begged $6,500,000 worth of free +advertising from media for the World Wildlife Fund – in 16 countries. +New York Philharmonic +In 1957 the New York Philharmonic was low in the water. The musicians were +demoralized, playing to half-empty houses. My simple solution was to buy a page +in the New York Times and publish the complete schedule for the coming season, + + +in advance. Years later, someone who was in a position to know told me that this +had done as much as Leonard Bernstein to put the Philharmonic back on its feet. +United Negro College Fund +A letter was distributed in commuter trains leaving Grand Central Station for the +affluent suburbs. It began: ‘When this train emerges from the tunnel at 108th +Street this evening, look out of the window’. What the commuters saw was the +black slums of Harlem. In a single evening this letter produced contributions of +$26,000 for the United Negro College Fund. +Sierra Club +Howard Gossage, the most articulate rebel in the advertising business, held that +advertising was too valuable an instrument to waste on commercial products. He +believed that it justified its existence only when it was used for social purposes. +One of his advertisements for the Sierra Club, opposing a hydroelectric project in +Grand Canyon, pulled 3,000 applications for membership at $14 each. +Teenage alcoholism in Norway +In 1974 the Norwegian Government started an advertising campaign to reduce +alcoholism among teenagers. The first advertisements were aimed at boys and girls +between the ages of 14 and 16, with headlines such as ‘I vomit almost every time I +drink’. Readership was the highest ever recorded in Norway. Later, the campaign +was modified to address parents, explaining why children drink and the risks they +run, with headlines like ‘The average Norwegian 16/17-year-old drank 155 bottles +of alcohol last year. Parents should know what damage their children are risking.’ +More than 70 per cent of Norwegian parents read these advertisements, and the +campaign triggered a massive discussion in the media. Drinking among teenagers +decreased for the first time in many years. +Cancer in India +In 1978 a survey in Bombay revealed that knowledge of the causes, symptoms and +treatment of cancer was abysmally low. Then the Indian Cancer Society asked my +Indian partners to mount an advertising campaign. The purpose of the campaign +was to change attitudes from ignorance and fatalism to understanding and +optimism. Only then could people be persuaded to have regular check-ups at the +free clinics of the Society. The theme was one of hope: ‘Life after cancer … it’s +worth living’. The advertisements showed real people who had been cured. Within +two months, the number of check-ups given by the clinics tripled. (See page 276.) + + +RAISING MONEY +Before you rush off to your favorite charity and volunteer to raise money by +running advertisements, I must warn you that it is rare for any advertisement, +however powerful, to bring in enough direct contributions to pay for the cost of +the space. +What advertising can do, is to ‘sensitize’ the market, thus making it easier to +raise money by more personal methods of solicitation. It is difficult to persuade +people to give money to a charity unless they know something about it. + + +During a period of five years, Ogilvy & Mather begged $6,500,000 worth of free + + +space for the World Wildlife Fund in 16 countries. The ads produced only modest +contributions of cash in the mail, their function being to sensitize the public for +more personal methods of fund-raising. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +The New York Philharmonic-Symphony +ANNOUNCESITS PROGRAMS FOR THENEXT14WEEKS! +X/HEN the New York Philharmonic-Syraphony +addressed stamped envelope, to Camegie Hall +Yreleased its programsforthefiesthalfofits +BoxOffice54 West57th Street,New YorkCity. +Speclal Ponslon Fund Concerts +current season lastOctober,the response was +Ticles:$3.00, 54.00,56.00,$7.00.58.0 +Tickel prices for the concerts are: +iremendous. Many concerts wcrc sold out well in +ToeidayFebuary26at: +Thunday cenings and Fritay afemoes: Balcony S1.75. +BRUNO WALTER·MYRA HESS +advance, +$2.25,$2,75:Dress Circle $3.25, $3.75; Box or Parque +BEETHOVEN PROGKAM +Now this world-famous orchestra is releasing +53.75, $5.00. +the programs for the secoad half of this season. +Satantay enesings: Bateoey $1.50, $1.75, $2.00; Dres +Symphony No. ) (Eroica") +Still tocomearc manymagnificentmusicalcvcnts; +Circk$2.25.$2.75:BoxorParquct$2.75.$3.50. +Wedodayllat +nine illustrious conductors and tweaty famous +Sundayafterno0es:Balcoey 51.50,52.00.52-25:Drcs +MITROPOULOS:RENATATEBALDI +Circele S2.50,$2.75:Box orParguet $2.75,$3.25 +soloists are scheduled toappearwith the orchestra. +Young Peoplo'ConcertsFcb,16,Mach9 +YoucangodirectlyoCarnegieHalltobuyyour +For additional inforamation call Clrcle 7-7460 +May IalII A.M.Ticleis: oe to S1.00. +or COlumbus5-4480.And keep the list of pro- +WILFRIDPELLETIER,condocla +grams beloe Jor farure reference. +and mail with check or money order, and self- +JOHN LANCSTAFT, comeseneler +PR0GRAMS-January24,1957toMay12,1957 +WALTER,cenducting +MITROPOULOS,cendueting +GRIEG +BERNSTEIN,cendueting +Piano Concens +ThendayMarch7eiB +MITROPOULOS,conducting +Thenday.Jaa4etBos +Thunday.Feh.Hnto4s +LOUISKENENER.CIRNY +MOUSSORGSKY +FraT.Jm.25Z:30 +Fridpy.Frk.15m 2:30 +Frday.Merehsa Z:30 +Picturcs al an +Senday, Aprit 28 at 2:30 +Exhidition +ROSENTHAL +Ode (Preniert) +MariaStsdet,sapran +EUCENE ISTOMIXPieRBT +BACH-RESIGHPaacaglia,Cmisor +COPLAND ShonSymphony +Onerure (renicrt) +PARAY,conductinE +SCIULLER +BEETIOVENEe-COo +BRAMS +SympbonyNa.) +HARRIS +Tunday.Ape4at8:45 +BEETHOVEN +"Promethen"Oerture +BRAIIMS +FianoConctne Na +Synphaay Ne, 4 +Symphoria Domestica +TRAUSS +MAHLER +ThreSongyfor Sopraso +"AcademicFestical"Orertutt +MAHLER +Symphony Ne. 2 +Senday. Mareh 10 st 2:30 +horicn (N.Y.Premiene) +HEIDEN +Thurday, May 2 a. B,45 +Pano Concena Na? +NOHD +Sooday.Feh.17st7:30 +Friday.MayJatI:3C +BERNSTEIN +Candide"Orertue +tNa) +ROUSSEL +Spider'sFeast +Marin Stade,aaprene +BERLIOZ +BLITZSTEIN +Orerure +WAGNER +Prtlude aLebestod +Short Syephony +CoruiOveture +WALTON +BEETHOVEN +-Emperer"Concrno +WAGNER +Srmphony Na) +HARRIS +CelloConcerta +Wntmister Choll +BEETHOVEN +"Leonors" +SEETIROVES +riano Conctrto No.2 +MENDELSSOHN +MAIILER Sympleey Ne.2 +Satuday,Apull 6at B:1s +STRAVINSKY +"Fiacbird" Suisc +TCHAIKOVSKY +MITROPOULOS,cenducting +Sendny.Apel17 st 1:3C +MITROPOULOS,cenducung +AUTORI,conductinz +SOL, eendueting +Capriccio fialien +Thunsday,Peh.21ntB:45 +7.Jam.31 at Bp45 +Taunday,March 14 stis4s +ZINOFEANCESCATILVawal +LALO +"LeRidYOvenure +Friday, Frk. 22 at 2:30 +Frsay.MarchB5 at 230 +Friday.Feh +at 2130 +Yiolin Conct/to +Sutwday.Mar atss +BRAHMS +ZINOFRANCLSCATTLVoTa +NATHANMILSTEINvoinl +CURZON.plewir +CLIPTORD +ROUSSEL +SpidersFeunt +RAYDUDLEYion +BACHSu +CINASTERA +Oreriure:Creole"Faun" +DinncaeNa.2K +MOZART +BARTOK +Dance Sue +WAGNER +reludeALicheted +DELLOJO1O +Ne) +Sympbonie Eupagnole +LALO +Cooko.Amjo,K. +MEYEROWITZ +MOZART +Midraid Eaber +Ride of the Vallyries +Coscrt Music +WAGNER +BERLIOZ. +Symphenie Partnitiqur +rmicre, +BRAHMS +Symphony Na.i +RACHMANINOFF PiassConceneNaJ +forOrches +COLDMARK +Viclin Concena +IYNOONYZ +Saturtay,Fek. 23 a: Sss +Dsna dd Torchio, +MITROPOULOS,conducting +JEAN CASADESUS PONUN +GiliettaeKeneo" +DRAIMS +Uika.Syacun,Buk,Tro +Sunday.May5st2:30 +SCHURERT Symptony No.S +Rocbesitr,Cenio. +DARTOK +Dance Suite +Solurtay.Frh,2 st B:45 +GRECORKFIATIGORSKYcrn +Other worlu ieheewennd +MITROPOULOS,conductiag +STRAUSSSgnphoniaDomestica +WALTON +BEETIIOVEN +Piano Cosceno Na.) +Diveninvate No.2,K.131 +MOZART +BERLIOZ +CalioConerta +DERLIOZ +Beatrice & Besedicr" +Variation,Dr.Jeky! +GOULD +"Cerui-Overture +Overturt +Fay.Api20at 2:30 +Me.Hyde +Cremker) +LOUIS KENINER.PEN +Frler-Mereh 22 st 230 +Stu3Feb. 24 t2:30 +Thrnday.Mag n S:tS +NNVNNIDS +CelleCoosrto +ERICA MORINIJANNIN +SCHULLER DramalieOvefure +ZANDONAI Damadei Terchie, +JEANCASADESUS.PIRIT +BEETHOVEN +Symmony No.? +Giulietac Remro" +ViolisCocert, +BEETIOVEN SymMonyNa! +MOZART +Giortio Tori, huns +David Llogd,ierer +SCHUBERT +Symphony Na.S +Sday.Fek.Jat2:30 +BRAHMS +Piaso'Cocefto Na.2 +BEETIIOVEN +STRAUSS TiEelempiepl +NATAN MISEIN,icio +AUTORI,conducting +ScholsCantorun +KODALY +BERLIOZ +"Beairice & Besedit" +DimeneNo.2K +Fos.Pualms forChoru +MOCAR +Palma Hungaricus +Overlure +GOULD +Variatioos,"Dr. Jeky +SayM +CAMILLAWICKS.Mo +a Mr.Hyde +SunayMaeh230 +SANMARTINISymphN!NO) +DENTZON Vararion BreE +Thursday.Fra23 at Bo45 +AOrchetra (Premkcre) +Vialin Coecirto +GOLDMAKK +KUDOLFSERKIN.PININ +EGCE.. +FrMay.March1 at 2.30 +Danta ddi Terchie, +MOZART_Symphony Na.X +BRAHMS +WALTON +(U.S.reamicne) +Gulietlae Ronro" +SClUBERT SynphonyNoS +Bebhuuar's Feast +BRAHMS +WALTER,conducting +SrmphonyNe(remken) +KUBIX +Fiano Cosceto Na1 +STRAUSS +Tunday.Fe.7 n B4s +DALLAPICCOLA +Tartiniana +PiansConcerta Na.4 +BEETHOVEN +VILLA.LOBOS;cendueting +DrfitishueCOciture +WEDER +Thunday.March 28ste:15 +RUDOLF,conductinE +CARNECIE HIALL BOX OFFICE +-Unfoihes-Spphony +HIUSERT +Friday,Mard 29at2:30 +Salurtay.March 2.ar 3:45 +154 Wevt S7ih Sureet, New Yorl19,New Yor +BRUCKNER +Symphoey No,9 +masd Chorun +ERICA MORENLSiRN +KOSTKLANETZ,condueting +frnitihSchaMin +Pleare send me ticlets for the following Philharmonie concertst +HAYDN +mghonyNa85 +VILLA-LOaOSTromontmeasfrom +Dates e coecert +Location +Varation,Chacon +DELLO101O +Prike er tkirt +and Finile +Bechinns Srasiciras Na.! +3.0032.1550,3.00 +SCHMITT +Vidlin Concerio +SlanboeN.Y.Prenkcre) +YILLA-LOBOS +WOLF-.FEKRARI +"Secret l Sutanne" +DEBUSSY +Fetes +GUARNIERIAbertura Comcerante +Choros Na.t +1 encloxe my check D +mescy order +amao_sruging luyft +Ovtiture +WAGNER +for 5. +AcL.-L Bobcme"(ram) +VILLA.LOBOSMandeCam. +IN,Y, Prenier) +Les Prelodes +Enchanied Lals +CautePrsseN.YPrmi +LIADOFF +NAME +WALTON +"Facad" +HAYDN SuyhonyNa S +ERICA MORINLkiniM +AUTORi,conducting +Pola & -Vienns Woodk- +STRAUSS +ADDRESS +DELLOJOTO +WALTER,Conductiag +Variations, Chaconnr +andFinale +GLAZOUNOFF +Vioia Cocrcrte +CLIFTORD CURZON,esier +Senda:Fea 10 at 2:30 +_ZONE,--_STATE +WACNER SiegficdIay +WAGNER "Tlying Dutchnan" +BRAHMS +Themt by Hayds +Varialionion +BRUCKNER +Overtare +Thisaderhiementhas bees donated ty penons iaerested in the Ne YortPhitharmoeie-Symphony. + + +In 1957 the New York Philharmonic was playing to half-empty houses. My simple +solution was to buy space in the New York Times and publish the complete +program for the upcoming season in advance. This worked. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +SHOULD WE ALSO FLOODTHE +SISTINE CHAPEL SO TOURISTS CAN +GET NEARER THE CEILING? +ARTH began four billion years ago and Man two +5) In San Francisco, real estate interests have for years +million.The Age ofTechnology,on the other hand, +TECHLOGY +illing a bay that made the cityfamous,putting +is hardly a hundred years old, and on our time chart +houses over the fll; and now there's a new idea- +we have been generous to give it even the litle line we have. +more fll, enough for an air cargo terminal as +It seems to us hasty,therefore,during this blip of time,for +Manhattan. +Man to think of directing his fascinating new tools toward +There exists today a mentality which can conceive +altering irrevocably the forces which made him. Nonetheless, +destruction,giving commerce as ample reason.For74 +in these few brief years among four billion, wilderness has +the Sierra Club(now with48,ooomembers) has opposei +all but disappeared. And now these : +mentality.But now,when even Grand Canyon is endang +)ThereareproposalsstillbeforeCongressto"improve"Grand +we are at a critical moment in time. +Canyon.If they succeed, two dams could back up artificial +This generation will decide if something untrammelle +lakes into93milesofanyongorge.Thiswouldbenefittour- +free remains,as testimony wehad loveforthose whof +ists inpowerboatsitis argued,who wouldenjoyviwing +Wehavebeen taking ads.therefore,asking peop +the canyon wall more closely.(See headline.) Submerged +write their Congressmen and Senators; Secretary ofth +IRSTDINSAURS +underneath the tourists would be part of the most reveal- +terior Stewart Udall; The President; and to send us fur +ing single page of earth's history.The lakes would be as +continue the batle. Thousands bave written, but meany +deep as 6oo feer (deeper for example, than all but a hand- +Grand Canyon legislation still stands a chance of pa! +ful of New York buildings are high)but in a century. +More letters are needed and much more money, to help +silting would have replaced the water with that much +the notion that Man no longer needs nature. +mud, wall to wall. +There is no part of the wild Colorado River, the Grand +David Brower, Executive Director +Canyon's sculpror, that would nor be maimed. +Sierra Club +Tourist recreation,as a reason for the dams, is infact +Mills Tower, San Francisco +an afterthought. The Bureau of Reclamation, which has +Please send me more details on how Imay help. +Here is a donation of S- +backed them, calls the dams "cash registers." It expects +to continue your eff +they'll make money by sale of commercial power. +to keep the public informed. +Send me"Time and the River Flowing,"famous four col +They will not provide anyone witb water. +book which tells the complete story of Grand Canye +2)InNorthern California,during onlythe last115years,near- +and why T. Roosevelt said,"leave it as it is." ($25.00) +Send me"The Last Redwoods" which tells the complk +ly ali the privatevirginredwood forests have beencut down. +story of the opportunity as well as the destruction in t +Where nature's tallest living things have stood silently +redwoods. ($17.50) +since theage of the dinosaurs,there is, incredibly,argu- +Iwould like to beamemberof the Siera Club.Enclosed +ment againsta proposed park ar RedwoodCreck which +S14.0o for entrance and first year's dues. +would save a mere 2% of the virgin growth that was once +Name. +there.Forhavingutsomuchandtakentherestforgranted, +the lumber companies are eager ro get on with business. +Address. +They sce litele reason why they should not. +State. +City- +Zip +The companies have said rourists want only enough +roadsidetrees for the snappingof photos.They offered to +*The Sierra Club,founded in 8g2 by, John Muir,is nonprofit, sup +by people who, like Thoreau, belierein wildness is the peservat +spare trees for this purpose, and not much more. The +the world."Theclub'sprogram isnationwide,includes wildeness +resule would remind you of the places on your face you +books and films—as well as such efforts as this to protect the remr +missed while you were shaving. +in New York (Biltmore Hotel), Washington (Dupont Cirele Building +3) And up the Hudson, there are plans for a power complex +JCORAL +Angeles (Auditorium Building). Albuquerque, Seattle, and main of +San Francisco. +a plant,transmission lines,and a reseroir near andon +(Our previous ads, urging that readers exercisea constitutional ri +Storm KingMountaineffectively destroying one of the +petition to save Grand Canyon from twodams which would have floo +produced an unprecedented reactionby the Internal Revenue Service! +last wild and high and beautiful spots near New York City. +ening our tax deductible status.IRS called the adsa"substantial"e +4)AproposaltofloodaregioninAlaskaas largeas Lake Erie +"influence legislation"Undefined,theseterms leave onganizations lik +at the mercy of administrative whim.[The guestion has not been +would eliminate at once the breeding grounds of more +with organizations that favor Grand Canyon dams.] So we canno +wildlife than conservationists have preserved in history. +of what may be a long legal battle.) + + +In 1966, a group of Arizona Senators proposed a Bill which would have approved +the flooding to part of the Grand Canyon for an unnecessary hydroelectric project. +Howard Gossage’s agency in San Francisco ran a campaign for the +conservationist Sierra Club who opposed it. His first ad pulled 3,000 applications +for club membership – and the hydroelectric project was scrapped. Gossage +believed that advertising justified its existence only when used for social purposes. +The most articulate rebel in the advertising business, he said things like: ‘I love the +advertising business. I truly do, although it’s no business of a grown man. I love it +because it’s such a lovely Augean stable to clean up.’ + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +Unni,14 ar: +《Jeg spyr nesten +hver gang jeg drikker.> +Hvorfor drikker du likevel? +Oglikevel drikkerdufordide +Ikke fordi det er godt iallfall. +andre venter det? +Taler ikkemye heller,for den +Jo,men detgjordeandre ogsa +saks skyld. Nesten hver gang +Er ikke dette temmelig tapelig? +ender det med at jeg ma spy. +Jo, det er kanskje litt dumt. +Men du sier ikke nei til alkohol? +Tror du mange har det som deg? +Tor ikke. Vil ikke at de andre +Sikkert. +skal leipe og erte. +Du foler med andre ord et press? +Hva omderepratet om det i +gjengen som du vanker i? +Du kan vel si det. Av og til +Det vil sikkert vaere lurt,men +skulle jeg onske at jeg kunne si +jeg tor ikke vaereden som +nei, sa slapp jeg a bli sjuk. +begynner. +Hvorfor drikker du deg sa full? +Alkoholen virker pa vart +Det er jo derfor vi drikker. For +likevekts-senter og oyen- +abli fulle.Noen ganger later jeg +bevegelser.Var balanse og +forresten som jeg erfullereenn +avstandsbedommelseblir +jeg er, sa de andre skal synes +darligere ved sma doser, ved +det er O.K at jeg ikke drikker +sterre doser blir vi kvalme og +mer. +kaster opp. +Vet foreldrene dine noe om dette? +Nei, er du spre! +Det krever +Har du tenkt over at dine +alkoholvanerkunne skade deg +bare lit mota si nei. +for livet? +Nei. Sann tenker vi aldri. +Prater aldri om alkohol Vi +Send denne kupongen til: +forteller bare hverandre hvor +mye vi drakk og hvorfullevi +"HOLDNINGTILRUSMIDLER +bleog sann. +ALLESANSVAR- +Du synes altsa brennevin er +Postboks8152-OsloDep.-Oslo1. +sd sender vi deg opplysningsmateriell +forungdomfor voksne +Ja, godt er det ikke. +Navn: +Adr.: +Postnr. +Poststed: + + +Two in a series of advertisements created by the Oslo office of Ogilvy & Mather on +the subject of teenage alcoholism. +The headline quotes a 14-year old girl: ‘I vomit almost every time I drink.’ +Readership was the highest ever recorded in Norway. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +DEN NORSKE 16/17-ARING +DRAKK155 FLASKERIFJOR +FORELDREBORVITE +HVILKE ALKOHOLSKADER HAN +RISIKERER: +giennomsnittligeforbruki1973. +De155flaskencsomstortsett +Overlegenforalkoholomsorgeni +lo-17srgumlepikerdrakk00 +drikkespa lordagfordelerseg shik: +NorgeThorbjornKjolstad,sierat +flaskerol,Sflaskervinog4 flasker +alkoholismekan bli varalvorigste +13ohalvflasker ol,8halvflasker vin +brennevin. Det er liten grunn til 3 +folkesykdomnir disse ungekommer +og 11 halvflaskerbrennevin.Tallene +trost forbruketcrmindreidag. +oppimoden alderog harmisbrukt +gjelder l6-17ir gamle gutters +alkohol en del ir. +SENTRALNERVESYSTEMETCT +SYNSEVNENeralltidnedsattmens +mestutsatt:En lett.rus(0.0-1,2e) +man erpaivirketavalkohol.Ivissetilfeller +nedsetterselvkritikk og hemninger. +kan det forekomme varige skader. +tiorsamarbcidetmellommuskler +usikkert.Avstandsbedommelsen +svckkesogsynsteltetinnskrenkes +LEVERSKADERoppstkrhoskroniske +HJERTETSrytmeforstyrresofte +alkoholmisbrukere.Jotidligereen +ayalkoholMisbrukkan ogsd +begynnermisbrukealkohol.jostorre +forctil odeleggelse avhierte- +sjanse crdetfor leverskader. +muskelen. +LAMMELSERiarmer og ben +MACEKATARROGMAGESARer +opptrer hos alkoholmisbrukrne +hyppighos alkoholmisbrukere,og +som spiser for lite B-vitamin +skyldes dels alkoholens irriterende +Lammelsenekan ialvorlige tilfeller +virkningp3mageslimhinnen,delsnervese +blivarige. +komplikasjoner. +TENARINGENEVILSNAKKEOMDETTEMEN + + +The headline reads: ‘The average Norwegian 16/17-year-old drank 155 bottles of +alcohol last year. Parents should know what damage their children are risking.’ +More than 70 per cent of Norwegian parents read these advertisements, and +drinking among teenagers decreased for the first time in many years. diff --git a/library/Ogilvy on Advertising/Chapter-14-Competing-with-Procter-Gamble/Chapter-14-source-text.md b/library/Ogilvy on Advertising/Chapter-14-Competing-with-Procter-Gamble/Chapter-14-source-text.md new file mode 100644 index 0000000..794a907 --- /dev/null +++ b/library/Ogilvy on Advertising/Chapter-14-Competing-with-Procter-Gamble/Chapter-14-source-text.md @@ -0,0 +1,131 @@ +# Ogilvy on Advertising — Chapter-14: Competing with Procter & Gamble +- **Source**: /library/Ogilvy on Advertising/source-file.pdf +- **PDF pages**: 269–272 +- **Pages without text**: none + +--- + + +14 +COMPETING WITH +PROCTER & GAMBLE +Who’s afraid of the big bad wolf? +If you are going to advertise disposable diapers, fabric softeners, cleansers, +toothpaste, soap or dishwashing liquid, you are going to find yourself up +against Procter & Gamble. They have market shares of at least 40 per cent in +all these categories, plus powerful positions in shampoo, cake mix, coffee, +anti-perspirants and home permanents. They spend $700,000,000 a year on +advertising, more than any other company, and their sales are $12 billion a +year. +Your chances of competing successfully against this juggernaut will be +improved if you understand the reasons for its overwhelming success, so I am +going to tell you what my partner Kenneth Roman has learned about them. +First, P&G is disciplined. Their guiding philosophy is to plan thoroughly, +minimize risk and stick to their proven principles. +To get a broad trial quickly, they distribute home-delivered samples on a +massive scale. In 1977 their Chairman said, ‘The largest part of our initial +investment is usually in the form of introductory sampling. … Only when +satisfied customers have had firsthand experience with the product will the +elements of the marketing mix, such as advertising and selling, be fully +productive.’ + + +They never enter small categories unless they expect them to grow, and +they set out to dominate every category they enter. By building huge volume, +they achieve lower manufacturing costs than their competitors, and this gives +them higher profit margins, or permits them to sell at a lower price. +They often enter more than one brand in a category, and allow each brand +to compete with its sibling – with no holds barred. +They use market research to identify consumer needs. Says Ed Harness, +their former Chairman, ‘We are forever trying to see what lies around the +corner. … We study the consumer and try to identify new trends in tastes, +needs, environment and living habits.’ +Most important of all, they have a way of creating products which are +superior to their competitors’. And, by blind in-home tests, they make sure +that the superiority is apparent to the consumer. Says Harness, ‘The key to +successful marketing is superior product performance. … If the consumer +does not perceive any real benefits in the brand, then no amount of ingenious +advertising and selling can save it.’ +When they launch new brands, they advertise them heavily, and they +support their successful brands with large budgets – $29,000,000 for Crest, +$24,000,000 for High Point, $19,000,000 for Pampers, $17,000,000 for +Tide, and so on. +Their test-marketing is unbelievably thorough – and patient. They tested +Folger’s regional expansion program for six years before moving into the +East. ‘Patience,’ says their President, ‘is one of the virtues of this company.’ +They would rather be right than first. Only three products in the history of +P&G have gone national without being test-marketed for at least six months. +Two of them failed. +My admiration for their advertising principles is boundless, not least +because they are the same as my own. They use research to determine the +most effective strategy, and never change a successful strategy. Their +strategies for Tide, Crest, Zest and Ivory Bar have not changed for 30 years. +They always promise the consumer one important benefit. When they +perceive that there is an opportunity to increase sales by promising more than +one, they sometimes run two campaigns at the same time – often in the same +medium. +They believe that the first duty of advertising is to communicate +effectively, not be original or entertaining, and they measure communication + + +in three stages: before the copy is written, after the commercials are +produced, and in test markets. But, unlike me, they do not believe that testing +can measure persuasion. +All their commercials include a ‘moment of confirmation’. They show a +woman squeezing the Charmin and attesting to its softness. They show a +housewife observing that Era gets out grease spots. +In 60 per cent of their commercials they use demonstrations, showing +how Bounty absorbs more liquid, how Top Job cleans better than straight +ammonia, how Zest leaves no film. +Their commercials talk directly to the consumer, using language and +situations that are familiar to her. If the product is for use in the bathroom, +they show it in a bathroom, not in a laboratory. +They go to great pains to communicate the brand name, verbally and +visually. Most of their names are short and simple. They appear within the +first ten seconds of the commercial, and an average of three times thereafter. +Their commercials deliver the promise verbally, and reinforce it with +supers. And they usually end with a repetition of the promise. They tend to +use a lot of words, sometimes more than 100 in a 30-second commercial. +When Procter & Gamble uses a continuing character to sell a brand, he or +she is always an unknown actor or actress, never a celebrity. +Less than half their commercials include a ‘reason why’. They have come +to think it sufficient to show consumers what the product will do for them, +without explaining why it does it. +Very often they also show the users of their products deriving some +emotional benefit. Like ‘You’ll be more appreciated if you use Dash.’ +They use television techniques which have been proved to sell – however +much their agencies may regard them as old hat. Notably, slices of life, user +testimonials and talking heads. +Until 1976 Procter & Gamble eschewed music, but they are now using it, +albeit in only 10 per cent of their commercials. And they now use a touch of +humor in some of their commercials. +While their commercials are often extremely competitive, they do not +spend their money naming competing brands. They refer to ‘the other leading +detergent’. +Once they have evolved a campaign that works, they keep it running for a +long time, in many cases for ten years or more. But they continually test new + + +executions of the ongoing strategy. +Once they establish an advertising budget, they continually test higher +levels of expenditure. +Only 30 per cent of their budgets go into prime evening time. The rest is +divided between daytime and fringe. Instead of using 30-second spots +exclusively, they have been using an increasing number of 45s, finding that +the extra 15 seconds allows for better ‘situation development’ and ‘viewer +involvement’. +Almost all P&G brands are advertised throughout the year. They have +found that this works better than ‘flighting’ – running them six weeks on, six +weeks off. It also provides considerable cost savings. +After competing with P&G in several categories for 30 years, my respect +for their acumen knows no bounds. However, they are not infallible. They can +be beaten, for all their research and all their testing. Some of their products +have failed, including Teel liquid detergent, Drene shampoo, Big Top peanut +butter and Certain bathroom tissues. +Their Achilles’ heel is their consistency. They are always predictable. It +helps to win battles when you can anticipate the enemy’s strategy. +The best of all ways to beat P&G is, of course, to market a better product. +Bell Brand potato chips defeated P&G’s Pringles because they tasted better. +And Rave overtook Lilt in less than a year because, not containing ammonia, +it is a better product. I cannot refrain from adding that both these giant-killers +are advertised by guess who? diff --git a/library/Ogilvy on Advertising/Chapter-15-18-miracles-of-research/Chapter-15-source-text.md b/library/Ogilvy on Advertising/Chapter-15-18-miracles-of-research/Chapter-15-source-text.md new file mode 100644 index 0000000..6b730a8 --- /dev/null +++ b/library/Ogilvy on Advertising/Chapter-15-18-miracles-of-research/Chapter-15-source-text.md @@ -0,0 +1,378 @@ +# Ogilvy on Advertising — Chapter-15: 18 miracles of research +- **Source**: /library/Ogilvy on Advertising/source-file.pdf +- **PDF pages**: 273–284 +- **Pages without text**: 282 +- **OCR note**: OCR is supplied below for image-only pages; multi-column reading order may be imperfect, so consult the PDF for layout and visuals. + +--- + + +15 +18 MIRACLES OF RESEARCH +Advertising people who ignore research are dangerous as generals who ignore +decodes of enemy signals. Before I became a copywriter, I was a researcher. I +delivered the first paper on copy-testing in the history of British advertising. Later +I ran Dr. Gallup’s Audience Research Institute in Princeton, predicting how many +people would see movies before they were produced, measuring the ability of the +stars to sell tickets at the box office, and so on. +The best fun I ever had was in the early days of Ogilvy & Mather, when I was +both Research Director and Creative Director. On Friday afternoons I wrote +research reports to the Creative Director. On Monday mornings I changed hats, +read my reports and decided what to do about them – if anything. In due course I +was able to afford the services of Stanley Canter, a far better researcher. It took +Stanley only ten days to get me out of his department. Like I always say, hire +people who are better than you are. +Here are 18 of the miracles research can perform for you: +  +1. It can measure the reputation of your company among consumers, security +analysts, government officials, newspaper editors, the academic community. +  +2. Using mathematical models, research can estimate the sales of new products, +and the advertising expenditures required to achieve maximum profits. The +Hendry, Assessor, Sprinter, ESP and News models are sufficiently reliable to +tell you whether your product warrants the expense of test marketing. (About +60 per cent of new products fail in test markets.) + + +3. Research can get consumer reactions to a new product when it is still in the +conceptual state. After one of our clients had invested $600,000 in developing +a line of food products for senior citizens whose digestions were deteriorating, +our research found a notable lack of enthusiasm among the old parties +concerned. When I reported this disappointing news to the client, I was afraid +that, like most executives faced with inconvenient research, he would argue +with our methodology. I underestimated him. ‘Dry hole’, said he, and left the +meeting. +  +4. Once a product is ready for market, research can tell you how consumers rate +it compared with the products they are now buying. If they find your product +inferior, send it back to your Research and Development people. +  +5. Research can tell you what formulation, flavor, fragrance and color will appeal +to most consumers. +  +6. Research can find out which of several package designs will sell best. While +you’re about it, find out if people can open your package. I shall never forget +Cornelia Otis Skinner demonstrating to a big food company that she could not +open their product without a pair of pliers. +  +7. Research can help you decide the optimum positioning for your product. +  +8. Research can define your target audience. Men or women. Young or old. Rich +or poor. Education. Life style. Media habits. +  +9. It can find out what factors are most important in the purchase decision, and +what vocabulary consumers use when talking about your kind of product. +  +10. Research can determine what ‘line extension’ is likely to sell best. After Dove +carved out a profitable niche in the soap market, Lever Brothers fell to +wondering what other products could be marketed under the same name. +Research revealed that a liquid for washing dishes stood the best chance, and it +was successfully introduced. +  +11. Research can warn you when consumers show signs of finding an established +product less desirable than it once was. Maybe they have noticed that you have +been using cheaper ingredients; they usually do. + + +12. Research can save you time and money by ‘reading’ your competitor’s test +markets – even his cost of goods and profit margin. All the information is +there to get, if you know where to find it. +  +13. Research can determine the most persuasive promise. ‘Promise, the large +promise is the soul of an advertisement,’ said Samuel Johnson. When he +auctioned off the contents of the Anchor Brewery he made the following +promise: ‘We are not here to sell boilers and vats, but the potentiality of +growing rich and the dream of avarice.’ +Dr. Johnson was right 200 years ago, and there is abundant evidence that he is +still right today. Advertising which promises no benefit to the consumer does +not sell, yet the majority of campaigns contain no promise whatever. (That is +the most important sentence in this book. Read it again.) +Only last year Starch reported that advertisements with headlines that +promise a benefit are read by an average of four times more people than +advertisements that don’t. +In my experience, the selection of the promise is the most valuable +contribution that research can make to the advertising process. One method is +to show the consumer a number of promises, telling him or her that each +promise is for a new product. The consumer is asked to rate the promises for +importance and uniqueness. +Another technique, which I prefer, is not favored by researchers, perhaps +because it is so simple and does not require their services. You write two +advertisements for your product, each with a different promise in the headline. +At the end of your copy, you offer a free sample of the product. You then run +the advertisement in a newspaper or magazine, in such a way that half the +circulation gets one headline, and the other half gets the other headline. The +headline which draws the more applications for a sample wins the test. This +technique, which is called split-run, was invented by Richard Stanton. Its merit +is that it tests promises in the context of an advertisements, instead of the +unreal context of an interview. But you can only test two headlines at a time. +Try to find a promise which is not only persuasive, but also unique. For +example, ‘makes a perfect cup of coffee every time’ may get the highest score +on persuasion, but it is not unique. You may find that ‘gets you clean’ is the +winning promise for a soap, but I doubt if it is sufficiently unique to make the +cash register ring. + + +Sometimes you will find that the promise which wins your test is already +being used by one of your competitors. Poor you. +  +14. Research can tell you which of several premiums will work best. When 35 +different premiums were tested by Shell, steak knives won. Different designs of +steak knives were then tested. When I suggested that packets of shells from +Sanibel Island should be offered to motorists who used Shell credit cards, I +was coldly informed that shells had been tested and had received a very low +score. In France, they were used as the premium without being tested, and +flopped. +  +15. Research can tell you whether your advertising communicates what you want it +to communicate. Keep in mind E. B. White’s warning, ‘When you say +something, make sure you have said it. The chances of your having said it are +only fair.’ +  +16. Research can tell you which of several television commercials will sell the +most. +What is the best technique for pre-testing television commercials? This is the +most controversial issue in the advertising business, but there is common +agreement among researchers that testing for recall is for the birds. Yet, for +reasons which escape me, most advertisers still insist on using it. It has four +shortcomings: +  +• +Nobody has been able to demonstrate a relationship between recall and +sales. +• +Some commercials which score about average on recall, score below +average on their ability to change the viewer’s brand preference. Celebrity +commercials, for example, usually score above average on recall and below +average on changing brand preference. +• +It is too easy for the copywriter to cheat. ‘When I want a high recall score,’ +says my partner David Scott, ‘all I have to do is to show a gorilla in a jock +strap.’ +• +It is open to question whether recall tests even measure recall. I believe +they measure the viewer’s ability to articulate what he or she recalls, which +is a very different thing. + + +For all these reasons, I prefer testing methods which measure your +commercial’s ability to change brand preferences. +Research can measure the wear-out of your advertising. For five years, the +theme of Shell’s commercials was mileage, and tracking studies recorded +increasingly favorable attitudes to the product. When attitudes finally stopped +improving, the advertising was changed from demonstrations of mileage to +consumer testimonials, and the upward trend was resumed. +  +17. Research can tell you how many people read your advertisements, and how +many remember them. +What do grown-ups read in newspapers? The comic strips? The editorials? +The weather? The stock market? The sports pages? The main news items? +The columnists? Until Gallup came along, editors hadn’t the faintest idea who +read what. +Gallup invented a method of measuring readership. He interviewed +representative samples of readers, took them through the newspaper and had +them point to the things they had read. It came as a surprise to editors when he +reported that more people read the comics than their editorials, and that +captions under photographs were read by more people than the articles. When +he repeated the same research in Britain, he got the same results. During +World War II my brother Francis, then a Wing Commander in the Royal Air +Force, slept in the underground bunker which was the center of the high +command. He told me that when the Generals, Admirals and Air Marshals +came into breakfast, they looked at the comic strips in the Daily Mirror before +they read the headlines in The Times. +When Raymond Rubicam got wind of Gallup’s research, he persuaded him +to join Young & Rubicam and apply the same method to measuring the +readership of advertisements. At about the same time, Daniel Starch started +syndicating readership reports to agencies and advertisers, and his successors +still do so. The day I spent watching a Starch interviewer at work in the field +convinced me that the procedure is reasonably valid. +  +18. Research can settle arguments. When Lord Geddes became Chairman of +British Travel, he argued that we should feature trout fishing in advertisements +– until I pulled out of a chart showing that fishing interested American tourists +less than all the 49 other subjects we had tested. +Armed with this kind of information, it is difficult not to defeat +competitors who fly blind. But there are two vital questions that research + + +cannot answer: +  +• +Which campaign will make the biggest contribution to your brand over a +period of years? Here you still have to rely on judgment. +• +What price should you charge for your product? This is one of the most +important questions which confront marketers, but, as far as I know, +research cannot answer it. +  +Given sufficient training, any intelligent person can learn to conduct surveys, +but getting people to use the results requires salesmanship of high order. When +I did research for the motion picture industry, I had my reports set in type and +printed. I found that the Hollywood producers were less likely to argue with +printed documents than typewritten memos. +SIZE OF SAMPLE +Surveys can produce reliable results with amazingly small samples. If you want to +know whether the word ‘obsolete’ is understood by housewives, you don’t need an +answer which will be statistically reliable within two percentage points. Twenty +housewives will suffice. When, however, you are looking for trends over time, you +had better use larger samples to be sure that any changes are statistically +significant. You must also hold the composition of your sample and the wording of +your questions rigidly constant. +PITFALLS OF RESEARCH +Some interviewers find it more comfortable to answer questionnaires themselves +than to accost strangers. An enterprising London pub used to cater to them by +setting aside a private room where they could drink beer while filling out +questionnaires. +Respondents do not always tell the truth to interviewers. I used to start my +questionnaires by asking, ‘Which would you rather hear on the radio tonight – +Jack Benny or a Shakespeare play?’ If the respondent said Shakespeare, I knew he +was a liar and broke off the interview. +When Gone With the Wind was a runaway best seller, we asked a cross-section +of the adult population whether they had read it. The number of yes replies was +obviously inflated; people did not want to admit that they hadn’t read it. The + + +following week we put the question differently: ‘Do you plan to read Gone With +the Wind?’ It was easy for those who hadn’t read it to answer yes, they planned to +read it, while those who had already read it said so. This produced a credible +result. +Waiting for a train in Pennsylvania station one evening, I was accosted by an +interviewer and asked questions which I had written two days before. They were +impossible to answer. I went back to my office and canceled the survey. +A food manufacturer had to decide whether to sell his product in cans or glass +jars. He guessed that some housewives would vote for glass because they thought +glass sounded more prestigious, so he gave out samples of his product in glass and +other samples in cans. Two weeks later he called back and asked the housewives +which samples tasted better. A large majority declared that the product in the jars +tasted better than the same product in the cans. Without knowing it, they were +voting for glass. +In a study of the causes of inflation, the French Government cut thousands of +cheeses in half and put them on sale. One half were marked 37 centimes, the +other 56 centimes. The higher-priced cheese sold faster. Consumers judge the +quality of product by its price. +RESEARCH AMONG CHILDREN +If you think that advertising to children is satanic, skip the next two pages. If, on +the other hand, you earn your living making toys or breakfast cereals, you may be +interested to learn how research can make your advertising produce more sales. +Children understand only the simplest questions, and cannot easily articulate +their replies. They also tend to say what they think you want them to say. Here are +three procedures which work reasonably well: +Group dynamics. You show your commercial to a group of children and +then get them to play games, like talking to a friend on a play telephone +about your commercial. Or you get them to imitate the characters in the +commercial. This procedure reveals misunderstandings and negative +reactions. +Communication discrepancy. This procedure is for somewhat older +children. You show them your commercial and ask them what it told them +about the product, and what they liked about it. Then you show them the + + +product itself and ask what they like about it. By comparing what they said +about the commercial and what they say about the product itself, you find +out whether your commercial does your product justice. If it doesn’t, you +can usually fix it. +Suppose you show a doll commercial. Only 20 per cent of the children +say they like the fact that the doll can walk. But when they see the doll +itself, 60 per cent say they like this. Obviously, the commercial has not +done justice to the doll. +If, on the other hand, you find that your commercial raises hopes +which are disappointed when the children see the doll, I have little doubt +that, being an honest person, you will modify the commercial. +Prize pad test. You give children a pad on which four toys are illustrated, +including the one you are advertising, and ask them to circle the toy they +would like you to give them. Then, after showing them your commercial, +you say that some of the children forgot to put their names on the pad, +which is probably true. You hand out new pads and again ask them to +circle the toy they want. By comparing the votes, you get a measurement +of your commercial’s persuasion. After doing this with several toys and +several commercials, you can relate your score to the norm. +Gentle reader and fellow parent, if you think it unseemly for researchers to enroll +children as guinea-pigs, it will comfort you to know that they are now protected +from us admen by ferocious regulations. For example, we are no longer allowed to +tell children to importune their mothers to buy our products. Other regulations in +force in the United States include these: +  +• +‘Appeals shall not be used which directly or by implication contend that if +children have a product they are better than their peers, or lacking it, will not +be accepted by their peers.’ +• +‘Material shall not be used which can reasonably be expected to frighten +children or provoke anxiety, nor shall material be used which contains a +portrayal of or appeal to violent, dangerous or otherwise anti-social behavior.’ +• +‘Advertisements shall not include any dramatizations of any product in a +realistic war atmosphere.’ +• +‘Advertisements shall include audio and video disclosure when items such as +batteries needed to operate a product as demonstrated in the advertising are + + +not included.’ +• +‘When a toy is presented in the context of a play environment, the setting and +situation shall be that which a child is reasonably capable of reproducing.’ +• +‘Advertising shall not employ costumes and props which are not available with +the toy as sold, or are not reasonably accessible to the child without additional +cost.’ +• +‘Each commercial for breakfast-type products shall include at least one audio +reference to and one video depiction of the role of the product within the +framework of a balanced regimen.’ +  +Just try writing a commercial which obeys 34 regulations like these. +WHERE I COME OUT +Few copywriters share my appetite for research. The late and great Bill Bernbach, +among many others, thought that it inhibited creativity. My experience has been +the opposite. Research has often led me to good ideas, such as the eyepatch in the +Hathaway campaign. +I have seen ideas so wild that nobody in his senses would dare to use them – +until research found that they worked. When I had the idea of writing headlines +for French tourism in French, my partners told me I was nuts – until research +revealed that French headlines were more effective than English headlines. +Research has also saved me from making some horrendous mistakes. +I admit that research is often misused by agencies and their clients. They have +a way of using it to prove they are right. They use research as a drunkard uses a +lamppost – not for illumination but for support. On the whole, however, research +can be of incalculable help in producing more effective advertising. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +RBAGAN,Ronald +October1941-January1942 +This chart shows the percentage of ticket-buyers in each group who +say that the nameof this player on the front of theaterwould make +other factors which influence the value of this player. +MALES +10 +FEMALES +TOTAL +10 +Boys +12-17 +17 +Men +18-30 +Men +Girls +12-17 +20 +Women +18-30 +Women +31 up +Prosperous +Over860perweek +Upper Middle +$35to$60perweek + + +This chart from the author’s Continuing Audit of Marquee Values analysed +Ronald Reagan’s popularity at the height of his career as a movie star. +The author (left) and George Gallup (right). + + +Outside George Gallup’s office in Princeton, long ago, the author asks a +moviegoer if she would pay money to see Abe Lincoln in Illinois. She said she +would, but she was kidding herself. diff --git a/library/Ogilvy on Advertising/Chapter-16-What-little-I-know-about-marketing/Chapter-16-source-text.md b/library/Ogilvy on Advertising/Chapter-16-What-little-I-know-about-marketing/Chapter-16-source-text.md new file mode 100644 index 0000000..1381324 --- /dev/null +++ b/library/Ogilvy on Advertising/Chapter-16-What-little-I-know-about-marketing/Chapter-16-source-text.md @@ -0,0 +1,281 @@ +# Ogilvy on Advertising — Chapter-16: What little I know about marketing +- **Source**: /library/Ogilvy on Advertising/source-file.pdf +- **PDF pages**: 285–294 +- **Pages without text**: 293 +- **OCR note**: OCR is supplied below for image-only pages; multi-column reading order may be imperfect, so consult the PDF for layout and visuals. + +--- + + +16 +WHAT LITTLE I KNOW +ABOUT MARKETING +When they told me I had won the Parlin Award for Marketing, I thought they were +kidding. I cannot even understand what the experts write on the subject. Stuff like +this from Professor Paul Warshaw of McGill: +Though use of sample cross-validated correlations is acceptable, the +infrequently used squared population cross-validated correlation coefficient +(Pˆ2) is a more precise (although slightly biased) measure (Cattin 1978a, b; +Schmitt, Coyle, and Rauschenberger 1977). It utilizes all available data +simultaneous ly rather than bisecting the sample into arbitrary estimation +and holdout components. Because of these comparative advantages, Pˆ2 is +used in the present analysis. Though several versions are available, +Srinivasan’s (1977) formulation of Pˆ2 is acceptable for models containing +fixed predictor variables.* +If you can understand this kind of thing, you may find it useful to look up other +models of consumer behavior, such as Lavidge and Steiner, Andreason, Nicosia, +Engel-Kollat-Blackwell, Howard and Sheth, and Vaughan. All double Dutch to +me. However, 30-odd years of rubbing shoulders with marketing practitioners has +taught me some things which have helped in my work. +NEW PRODUCTS + + +About 35 per cent of supermarket sales come from products which did not exist +ten years ago. +You can judge the vitality of a company by the number of new products it +brings to market. I have known Chief Executive Officers who made enough profit +from the products they inherited from their predecessors to obscure their failure to +introduce new ones of their own. It is not uncommon for such men to grudge a +measly $1,000,000 for developing a new product, but to shell out $100,000,000 to +acquire somebody else’s product, without turning a hair. Their borrowing power is +greater than their brainpower. +The opposite is seen in the pharmaceutical industry. Merck, for example, +spends $200,000,000 a year on new-product research. Years may go by without +their discovering anything, then bingo … up comes a miracle drug. The effect on +the share price is lovely to behold. +Why do eight out of ten new consumer products fail? Sometimes because they +are too new. The first cold cereals were rejected by consumers. More often new +products fail because they are not new enough. They do not offer any perceptible +point of difference – like better quality, better flavor, better value, more +convenience or better solutions to problems. +It helps if the point of difference goes hand-in-hand with a chord of familiarity +that links the new product to the consumer’s past experience – a disposable diaper, +a light beer, a diet cola, a paper towel. +NAMING YOUR PRODUCT +Finding any name which has not already been registered by another company is +infernally difficult. There are three kinds of names: +Names of men and women – like FORD, CAMPBELL and VEUVE +CLICQUOT. They are memorable, they are difficult to copy and they +suggest that your product is the invention of a human being. +Meaningless names like KODAK, KOTEX and CAMEL. It takes many +years and millions of dollars to endow them with any sales appeal. +Descriptive names like 3-IN-ONE OIL, BAND-AID and JANITOR IN A +DRUM. Such names start with sales appeal. But they are too specific to be +used for subsequent line extensions. + + +You can use consumer research to find out whether a name says what you think it +says, whether it is easily pronounceable, whether it is confused with existing +names and whether it is memorable. +Once I told a computer that I wanted a name for a new brand of coffee, +specifying that it had to begin with the letter M and contain no more than seven +characters. The computer spewed out hundreds of permutations, and I was back +where I started. +If it is important that the name appear as big as possible on a package, choose +a short one like TIDE, and not a long one like SCREAMING YELLOW +ZONKERS. +If you want to use the same name in foreign markets, make sure that it does +not have an obscene meaning in Turkish or any other language. There have been +some nasty accidents. +I have suggested names for dozens of new products, but have not yet had one +accepted. Good luck to you. +SLEEPING BEAUTIES +Some products which sell well without being advertised may sell better, and make +more profit, with advertising. For 40 years the Lambert Pharmaceutical Company +sold modest quantities of a mouthwash called Listerine, without advertising it. +When young Jerry Lambert started advertising it – as a remedy for halitosis – +sales went through the roof. +Milton S. Hershey built the biggest confectionery business in the world without +advertising. Some years after his death, his successors asked my partner Bill Weed +to find out whether advertising could increase their profits, most of which went to +the Hershey orphanage. Bill had commercials made for three of their products and +tested them in local markets. One of the products did not respond to advertising, +but sales of Hershey Bars went up, and Reese’s Peanut Butter Cups went up 66 per +cent. By 1980, Hershey was spending $42,000,000 on advertising. +THE END OF THE BLOCK-BUSTER BRAND +It has become prohibitively expensive to launch brands aimed at a dominant share- +of-market. Even the manufacturers with the biggest war chests are finding it more +profitable to aim their new brands at narrowly defined segments of the market. +The recent launch of a new cigarette cost $100,000,000. The advent of cable + + +television, with 50 or more channels, will make it easier to aim your advertising at +special groups of consumers. There may never be another universal giant like Tide +or Maxwell House. +DON’T WASTE TIME ON PROBLEM BABIES +Most marketers spend too much time worrying about how to revive products +which are in trouble, and too little time worrying about how to make successful +products even more successful. It is the mark of a brave man to admit defeat, cut +his loss and move on. +Concentrate your time, your brains and your advertising money on your +successes. Back your winners, and abandon your losers. +DON’T DAWDLE +Most young men in big corporations behave as if profit were not a function of +time. When Jerry Lambert scored his breakthrough with Listerine, he speeded up +the whole process of marketing by dividing time into months. He reviewed +progress every 30 days, with the result that he made a fortune in record time. +PROMOTIONS +In 1981 US manufacturers spent 60 per cent more on promotions than on +advertising, and distributed l,024,000,000,000 coupons. Bloody fools. +In the long run, the manufacturer who dedicates his advertising to building the +most sharply defined image for his product gets the largest share of the market. +The manufacturer who finds himself up the creek is the short-sighted opportunist +who siphons off his advertising dollars for short-term promotions. Year after year I +find myself warning clients about what will happen to their brands if they spend so +much on promotion that there is no money left for advertising. +Price-off deals and other such hypodermics find favor with sales managers, but +their effect is ephemeral, and they can be habit-forming. Said Bev Murphy, who +invented Nielsen’s technique for measuring consumer purchases and later became +President of Campbell Soup Company: ‘Sales are a function of product-value and +advertising. Promotions can’t produce more than a temporary kink in the sales +curve.’ + + +Says Dr. Ehrenberg: ‘A cut-price offer can induce people to try a brand, but +they return to their habitual brands as if nothing had happened.’ +Don’t get me wrong. I am not opposed to all promotions. I would not, for +example, think of launching a detergent without sampling to consumers. +PRICING IS GUESSWORK +It is usually assumed that marketers use scientific methods to determine the price +of their products. Nothing could be further from the truth. In almost every case, +the process of decision is one of guesswork. +The higher you price your product, the more desirable it becomes in the eyes +of the consumer. Yet when Professor Reisz of the University of Iowa tried to +relate the prices of 679 brands of food products to their quality, he found that the +correlation between quality and price was almost zero. +Most of the marketers I know are afraid of pricing their products above +competition. At a dinner in Europe three years ago, the head of Research and +Development in a famous company told me, ‘I have never seen my company go to +market with the best product I could make. Time after time our marketers force +me to give them an inferior product at a lower price.’ I was able to tell him that +there are now unmistakable signs of a trend in favor of superior products at +premium prices. The consumer is not a moron, she is your wife. +MARKETING IN RECESSION +What should you do in times of recession, when you need every penny to sustain +your earnings? Stop advertising? +If you stop advertising a brand which is still in its introductory phase, you will +probably kill it – forever. Studies of the last six recessions have demonstrated that +companies which do not cut back their advertising budgets achieve greater +increases in profit than companies which do cut back. +In a Morril survey of 40,000 men and women involved in the purchase of 23 +industrial products over five years, it was found that share-of-market went up in +bad times – when advertising was continued. +I have come to regard advertising as part of the product, to be treated as a +production cost, not a selling cost. It follows that it should not be cut back when +times are hard, any more than you would stint any other essential ingredient in +your product. + + +During World War II, the British Government prohibited the marketing of +margarine under brand names, but Unilever continued to advertise one of their +brands during all the years it was not on the retailers’ shelves. When the war ended +and brands returned, the Unilever brand emerged at the top of the heap. +Keynes might have advised manufacturers not to advertise during boom times, +but instead to set aside the money in a reserve for advertising during recessions. +HEAVY USERS +Thirty-two per cent of beer-drinkers drink 80 per cent of all beer. Twenty-three +per cent of laxative users consume 80 per cent of all laxatives. Fourteen per cent +of the people who drink gin consume 80 per cent of all the gin. +In everything you do, keep your eye glued to the heavy users. They are unlike +occasional users in their motivations. +WHY ADVERTISE AT ALL? +Many manufacturers secretly question whether advertising really sells their +product, but are vaguely afraid that their competitors might steal a march on them +if they stopped. Others – particularly in Great Britain – advertise ‘to keep their +name before the public’. Others because it helps them to get distribution. Only a +minority of marketers advertise because they have found that it increases their +profits. +On a train journey to California, a friend asked Mr. Wrigley why, with the +lion’s share of the market, he continued to advertise his chewing gum. ‘How fast +do you think this train is going?’ asked Wrigley. ‘I would say about 90 miles an +hour.’ ‘Well,’ said Wrigley, ‘do you suggest we unhitch the engine?’ +Advertising is still the cheapest form of selling. It would cost you $25,000 to +have salesmen call on 1,000 homes. A television commercial can do it for $4.69. +If you spend $10,000,000 a year on advertising, you can now (1983) reach 66 per +cent of the population twice a month. +REPERTORY OF BRANDS +A.S.C. Ehrenberg of the London Business School has established that consumers +do not buy one brand of soap, or coffee, or detergent. They have a repertory of + + +four or five brands, and move from one to another. They almost never buy a brand +which has not been admitted to their repertory during its first year on the market. +Dr. Ehrenberg goes on to argue that the only thing you can expect from post- +launch advertising is that it will persuade present users to buy your brand more +often than the others in their repertory. +If this is true, your launch advertising is a matter of life and death. Spend +every penny you can lay your hands on. Now or never. Dr. Ehrenberg writes: +‘People have a repertory of brands, each of which they buy fairly regularly +… buying behavior remains broadly characterized as being steady and +habitual rather than dynamic. +‘Real conversion from virgin ignorance to full-blooded, long-term +commitment does not happen often … sales levels of most brands tend to +be fairly steady. +‘Consumers mostly ignore advertising for brands they are not already +using.’ +Dr. John Treasure agrees: ‘The task of advertising is not primarily one of +conversion but rather of reinforcement and assurance … sales of a given brand +may be increased without converting to the brand any new consumers, but merely +by inducing its existing users, those who already use it at least occasionally, to use +it more frequently.’ +SALES MEETINGS IN THE WC +Always hold your sales meetings in rooms too small for the audience, even if it +means holding them in the WC. ‘Standing room only’ creates an atmosphere of +success, as in theaters and restaurants, while a half-empty auditorium smells of +failure. +Use the absolute minimum of electrical equipment. I have seen the sound +systems fail in some of the most elaborately equipped convention centers in the +world, including Berlin, where they have 24 operators. +WHAT IS MARKETING? + + +I once heard Marvin Bower define marketing as objectivity. I cannot beat that. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +Sales +Source:AmericanBusinessPress +340 +300 +260 +220 +180 +140 +100 +60 +1972 +1974 +1975 +1976 +1973 +1977 +RecessionYears +NetIncome +220 +180 +140 +100 +60 +1974 +1975 +1973 +1976 +1972 +1977 +RecessionYears +Didnotcutin1974or1975 +Didcutinbothyears + + +This chart compares sales from companies which cut back their advertising +expenditures during the 1974–75 recession with sales for companies that did not +cut back. The companies that did not cut their advertising budgets did better in +every year. By 1977 their sales had more than doubled, while sales had barely +gone up 50 per cent for companies that cut their advertising. 1975 sales were +down for the companies that cut their advertising, but up for those that didn’t. By +1977 the net income of companies that did not cut advertising had more than +trebled, while for companies that did cut back during the recession, it had barely +doubled. +Note +* Journal of Marketing Research, May 1980, page 169. diff --git a/library/Ogilvy on Advertising/Chapter-17-Is-America-still-top-nation/Chapter-17-source-text.md b/library/Ogilvy on Advertising/Chapter-17-Is-America-still-top-nation/Chapter-17-source-text.md new file mode 100644 index 0000000..31fecdc --- /dev/null +++ b/library/Ogilvy on Advertising/Chapter-17-Is-America-still-top-nation/Chapter-17-source-text.md @@ -0,0 +1,575 @@ +# Ogilvy on Advertising — Chapter-17: Is America still top nation? +- **Source**: /library/Ogilvy on Advertising/source-file.pdf +- **PDF pages**: 295–319 +- **Pages without text**: 302, 310, 312, 314, 316 +- **OCR note**: OCR is supplied below for image-only pages; multi-column reading order may be imperfect, so consult the PDF for layout and visuals. + +--- + + +17 +IS AMERICA STILL TOP +NATION? +The hare and the tortoises +Roughly half of all the advertising in the world is in the United States, and +American agencies are paramount in the rest of the world. In west Germany, nine +of the top agencies are American. In the United Kingdom and holland, seven of +the top ten. In Canada and Italy, six of the top ten. +But things are changing. Alexander Kroll, the president of Young & Rubicam, +recently said that ‘the best of foreign advertising seems brasher, fresher and more +outrageous than ours’. +Remember Aesop’s fable of the Hare and the Tortoise? +BRITAIN +The differences between British and American advertising reflect differences in +national characteristics. If you question whether those differences are big enough +to signify, consider the fact that, on an average Sunday, 42 per cent of Americans +go to church, while only 3 per cent go in England. +British commercials tend to be less direct, less competitive, more subtle, more +nostalgic, funnier and more entertaining. Techniques which work well in the +United States – like talking heads and slice life – are seldom used in Britain. The +London agencies produce relatively far-out, trendy commercials. After spending +four years in London, my partner Bill Taylor wrote, ‘There seems to be a +realization in England that maybe, just maybe, the product being sold is not the + + +most important thing in the consumer’s mind. The decision as to which +dishwashing liquid to buy, which beer to drink or which toaster to purchase is not +a life-and-death decision. Realizing this, the British are able to present their +product to the consumer in perspective. They joke about it, sing about it, and +often underplay it. In short, they have a sense of proportion,’ He concludes that, in +general, British advertising is the best in the world. +No wonder British copywriters are now in such demand in the United States. +The procession which started with Leslie Pearl, Clifford Field and the author is +gathering steam. Barry Day, the Creative Head at McCann-Erickson’s +headquarters in New York, is an Englishman, as is Norman Berry, the Creative +Head of Ogilvy & Mather in New York. +EUROPE +French advertising is distinguished for its wit, charm and beautiful art direction, +qualities which are seen to best advantage in magazine ads and posters. Many +French television commercials are equally enchanting, although I often wonder if +they appeal to Claudette, my cook. French copywriters and art directors are not +subjected to the kind of research which restrains their American and British +colleagues from shooting above the heads of the mass audience. They are free to +entertain the upper crust. +I find the atmosphere in the better German agencies very like New York, but +dare I confess that I find some of their advertising rather ugly? German advertisers +are bedevilled by an acute shortage of professional staff, and an even more acute +shortage of time on television. This obliges them to use magazines more than they +would wish. +In Belgium and Sweden, advertising is not allowed on television. You might +suppose that this would result in exceptionally high standards of advertising in +magazines and newspapers, but it doesn’t. +In the smaller European countries, advertisers cannot afford the kind of +research that guides the creative output in North America and the United +Kingdom, so they are forced to rely on guesswork, which isn’t always accurate. +The multinational advertisers have the advantage that they can extrapolate from +the results of their research in bigger markets. +THE N.I.H. SYNDROME + + +Multinational corporations often wish to use the same advertising campaigns +throughout the world, but the managers of their local subsidiaries press their +prerogative to commission their own campaigns. The local agencies, even when +they belong to the multinational agency which has the parent account, are equally +resistant to dictation; they argue that their market is different, and point to the +danger of being perceived by the local client as the tool of his multinational +headquarters. +There is often some weight in these arguments, but the underlying factor is +almost always what Professor Levitt of Harvard calls the N.I.H. Syndrome – Not +Invented Here. Any campaign not invented in your country is a threat to your self- +respect. The best way to settle these arguments is to test the international +campaign in each country. Only when the results are positive should it be used +locally, and even then it should be modified to fit the local culture. More often +than not, campaigns which perform well in the United States perform equally well +in other countries. The Esso tiger was a success in 34 countries. +Reader’s Digest has found that the articles which most interest Americans are +the same articles which most interest Frenchmen, Germans, Italians, Dutchmen +and Ruritanians. Television commercials which demonstrated the good mileage +you get with Shell were equally successful in the United States, Canada, Britain, +Germany and Austria. +Advertising in Latin America has made big strides in recent years – +particularly in Brazil, where José Fontoura is producing some outstanding +campaigns. +But the most dramatic improvement of all has been in South East Asia. Three +years ago, I offered a prize of $10,000 to the Ogilvy & Mather office which +created the most brilliant advertising in our worldwide network. Which office won +the prize, do you suppose? New York? Chicago? London? Paris? The prize went +to Bangkok. Barry Owen, the young Australian Creative Director, was the first to +use Thai cultural symbols in Thai advertising, thereby giving the lie to the old +charge that multinational agencies impose an alien culture wherever they go. Says +Barry, ‘What is the significance of a Western jingle to a person who dances +beautifully to the sound of a bamboo flute?’ +Australian advertising has also improved since I was there four years ago; +some of it is now very good indeed. Australian advertising people are the most +eclectic in the world, the dominant influence being American rather than British. +The most spectacular campaigns are being produced by a new agency called Mojo, +with Campaign Palace not far behind. But the fastest growing agency is none other +than Ogilvy & Mather, which has a broader range. + + +New Zealand. Considering that the population is only three million, it is +remarkable that New Zealand plays the best Rugby football in the world, produces +the best sheep, and one of the two greatest sopranos. The advertising would be +better if the best creative people did not, like the Scottish, emigrate to richer +pastures. +• • • +There is very little advertising in India – 37 cents per head per annum, compared +with $224 in the United States and $77 in Japan. Indian agency people have an +impressive theoretical knowledge of advertising, but it seldom shows in their +output. The 19-year-old daughter of my Indian partner Mani Ayer calls it +‘organized graffiti’. Nevertheless, I have seen a few Indian campaigns, such as that +for the Indian Cancer Society, which compare favorably with anything in the +West. +Indian advertisers have problems unknown in the West. Their campaigns have +to be translated into 12 languages, and the majority of the population cannot read +any language. The average Indian has an income of $5 a week. Is it fair, do you +think, to advertise products which the majority of people will never be able to +buy? +The population of India has doubled since Independence in 1947. If it doubles +again in the next 25 years – to l,400,000,000 – the consequence will be massive +starvation. I came away from India recently with an unshakeable resolve to find +out if the skills I have spent my life acquiring can help to solve the problem of the +birthrate. Says Mani Ayer, ‘The elimination of human suffering is too serious to +leave to government alone.’ The Government of India has been spending less than +10 cents per child-bearing couple per year on family planning. +In Kenya people are lucky to earn $10 a week, and about 70 per cent are +illiterate. The principal medium of advertising is radio, and the commercials have +to be written in nine languages. When you advertise cooking fat, you have to make +your recipes fit tribal eating habits; don’t give the Kikuyu recipes for fried fish – +they regard fish as snakes. +There are only 30,000 television sets in a population of 14 million, but mobile +cinemas take entertainment to the rural population. In this environment, contests +work well. Unilever offers scholarships as prizes. When asked to increase the sales +of Vaseline, the Nairobi office of Ogilvy & Mather mounted a contest with a cow +as first prize. + + +COMMUNIST ADVERTISING – PRIMITIVE BUT NOT FORBIDDEN +Considering the venom with which left-wingers in capitalist countries denounce +advertising, you might suppose that Communist countries would eschew this +capitalist tool. Not so. The Soviet party line was laid down long ago by Anastas +Mikoyan, the old Bolshevik who was in charge of foreign and domestic trade +under Stalin and Krushchev: +‘The task of our Soviet advertising is to give people exact information +about the goods that are on sale, to help to create new demands, to +cultivate new tastes and requirements, to promote the sales of new kinds of +goods and to explain their uses to the consumer.’ +I could not have said it better myself. However, apart from campaigns for good +causes like reducing alcoholism, there is little or no advertising in the USSR, +although foreign companies are allowed to advertise their industrial products, and +there is a state-owned agency, whose officials are courteous, helpful and efficient. +In Hungary the advertising scene is little different from that in Western +Europe. There are several agencies and they advertise in newspapers, magazines +and television. There is even a magazine about advertising. +In Czechoslovakia there are two agencies, and they advertise in newspapers +and magazines as well as on television and radio. There is also an agency in +Poland, but it has filtered out its creative talent, replacing them with bureaucrats. +There is one agency in Romania, and considerable advertising for consumer +products. I know nothing about advertising in East Germany or Bulgaria. +CHINA +Until 1977 advertising in China was considered evil, so there wasn’t any. But in +1978 the government endorsed its use. The advertisements look like specification +sheets. There are commercials on Chinese television, most of them for industrial +products like electric motors; the waste circulation must be astronomic. There is +no need to advertise consumer products, because most of them are in short supply. +The most important advertising medium in China is radio, the communal +speaker system reaching 75 per cent of the population. The commercials are +broadcast twice a day, one after another. There are 40 local newspapers, but they +consist of only two sheets and their advertising content is less than 25 per cent. + + +There are 160 magazines, mostly devoted to trade and technical subjects, and +there are billboards in the big cities. +There are no less than 67 advertising agencies, of which 17 are responsible for +advertising Chinese products in foreign countries, and foreign products in China. +Dentsu, the Japanese agency, has small offices in Peking and Shanghai, and +McCann-Erickson has an office in Peking. +If I knew anything about advertising in Japan, I would tell you. But I don’t – +yet. +• • • +In short, while the volume of advertising is still growing in the United States, it is +growing faster in the rest of the world, and America is no longer top nation +professionally. The tortoises are overtaking the hare. +This British ad for Shell is perhaps the most disarming corporate advertisement +ever created. + + +A superb use of emotion (nostalgia) in an English commercial for Hovis. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +"LASTSATURDAY +WEWEREROBBED. +WHERETHEHELL +WERETHEPOLICE?" +EANDGIVEUSAHAND +WHAT WOULD YOU DO IN THES! +SITUATIONS? +etthrn +COPE +VOMIT +PANIC +RUN +ICHTnowyoumaybehesi- +Duringthefintfewweeksstpolice +ingtheconstablesonsreetdutytodotheir +Ater five yesn wenice de +You hclp pvent people injuring one +tanttoclaimthatyouknow +case) you beco +Mnea Sergcanl. +experieacedpoliceoicer. +howto copewith situations like +rercome allkints of +toInspectot +Aftet anotherfour years you: +Then you learn what it's +these. +help thetn +dfficulties that they can'l,won't or don't +But afteronly six months with +ydoeptionallyi +really all about. +And youe +Veryquickly yodllmalle the differ +National Police College, Bram +Youcantdoitfromanoffice. +yearcourse +problems with confidence. +ontheproundinLoendon +Nobody does it just +AnInatnator pretending teNeedte +How can we be so sure? +almoiteertainlybe +oneactually +forthemoney. +birthday) +tot. (And this is possible before +We're careful who +outaidethelocalbank +The pey ian't ser +e other haad the crimninals you +On the +wetake on. +tioral.But ita a lot +betterthasitlo +earfora12hou +YouhavetobeBritishatleastSstall +Aoetheayoumyded +Just like inany othet oc +gentndtbeforesrconideryo +ipation,you +Youalohawtohauodcharscta +Eet toknow when to apply the rules +CIDor theTrafficDivition,th +whichmaanswwcanakeachanceenyou +hen to use yo +ifyouve been inserioustrouble withthe +sht fancythe Rt +mied +And wepuuranteethatbythcn +getafreehoune +wont pante +Pun.orvomitwhatever +Wewill bring out the +oudn jo a +encountet (Well, you won't womit where +worstin you. +matterwhety +Ertle + + +British newspaper advertising at its best. Straightforward, direct, never pompous, +always interesting. Collett Dickenson Pearce. +One in a superb series of British advertisements for CIGA Hotels. The agency is +TBWA. + + +A beautiful advertisement from the Frankfurt office of TBWA. + + +Many Germans believed that Club Med resorts were snobbish, that they were for +summer only, and that only French was spoken. Ads like this proclaimed +otherwise. + + +An advertisement by the Frankfurt office of Ogilvy & Mather. Simple and + + +straightforward. +Shell offers motorists helpful information in booklets about emergency repair, fire +safety and so on. This campaign has worked well in the United States, Sweden, +Holland, Germany, France, Canada, Brazil, Australia, Austria and South Africa. + + +Some brilliant advertising is now being created in Brazil. The headline on this one +says, ‘Long before school starts, Mercedes-Benz is already repeating its daily +lesson.’ + + +A straight-from-the-shoulder benefit is promised in this African poster. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +"Creating in the Asian Image- +the Cultural Connection +99 +BBamOun,CreiteDittor,OgilyMathrThailand +Bom,educated and +Thcy may be cteatively inypin +trained in Australia, +BarryOenmovedto +richncse and diversitry, but they +Thailand in the mid. +otershelmod. +Whereastheloalcreativpeoph +seventies.Hiswork +at Ogily & Mather +justaseasilyinpired,endogtm +byinfueneskwtothm.Inlucncc +haswonIntemational +acclaim-including +West. +tuo Clio Awards for Singha Ber. +Here he gives a behind the sceneslook +"Expatriates are inA +ar how this auard and sales winning +to train." +campaign came to be. +Mooantypariasa +train. To train by examylc,and in f +anyCreativeDiretorsinAsia +discuesionsofpracticalproblems.Th +haeperceitedAmerican +creating an atmophereofclear thin +achertising asThe lniemetiond +vokinginguisitivnes,ncourapn +fonn.The form tha Asian adherting should +and standing fas for billiance. +derive from. +And whatofthcagency itscl? +I isn't. +Oghy&Mather isthc grcate +The bey Amcrican adhertising b pure +agency in the world.Thisfact alonc +Amcricana.ls vitaliry is gined by i cultural +cxisncenhispafAsah +connection with sxxifk groups +wayfmaltrainngkissi +Inthelocal Thai awardk,theonlyplacein +something akin to sching Ruhik's Cube in +TheAmericanexperienceisapxpourriof +Oghy&Matherbelievesinand +the world wheretheircontent could betruly +the dark. +mostly Europxan and African culkures with +manyresearchprogammes-ep +judgtd, they have ben among the winners +Souereturntothecentralproblem.ldenti- +twocenturies of pionexring sirit. +consumer artitudes--anduses tht +esery wear since the compaign began. +fying and underseanding the consumers and +This inno wayrcemblesthefify'centuries +as an invaluable tool in the makin +Creating messigs that arc both relevant and +ofculruraldepth intheAsian consumet. +campaigns. +...approach skipped blithely +brlliant enoughtojolt themoutofthcirapathy +WhstfanWcnin +Ogilvy&Matherbelieves ina +toward adventising clurter. +toapeonwhodancsbeautiullytothsound +across classbarriers... +thatsek.Tosellitmustwork.To +Why should Oglhy&Mather-an inter. +of a bamboo flute? +be brlliant. To be brilliant it mus be +national agency with a numbcr of expatriace +This ethnikapmachskippedblithelyaross +culturally. +"Visualizing and verbalizing +Creative Directors around the region-bethe +k must connet.3) +the class harriers that cause so many Thai +the Asiam experience." +marketing men to shudderwith concem. +right agency in Aen? +It appealked across the hoard. Sales have +Let's tackle the exyatriate question firs. +trebled. +Theywereognall,broughtherebecaue +Ik is an Asian Creativr Director'sreponsbdity +There are three valuable lesons in this +oftheireducation,skils andwealthofxpi +to conccptualiz, visualize, and serhalise the +ence in the craft ofcommunication. +experience: +The Ogilvy&Mather S +Asianexperience. +InThailandarathernotabileexperiment in +1. Campaigns can he devekopxd that sgeak +...originatorsofAsianstyle." +succesfullywithanauthenticAiantongue: +making the cultural connextion has been +2.Noaninchofprofesinalismorsylend +Suelart Au Theathchirtoandote +exeuted ovr thelas seven years for alxal +be surrendered in doing so; +Theystayedtobxometheoriginatorsof +beer called Singha. +3.This fom prouides more originaltry and +the Asian syle of adhutising,although they +Itisafilmcampaign inwhichwrdorwoor +vitaliry than acopyofany Western sryle. +certainly uont haur the final word on it. +thrernew productions eachyear. +Ishouldbeobuous,houeser,that the +In a umt contexation on the aduedl +Therefreshment benefit of the produxt is +raambeoeAumeThepragnaticHong +stipmgrierOphsPMeharofar. +visualicedandverbalizedinwaythatcanonly +connationtopicanduhyitxunstooriginatc +Kong Chinese is as diferent from the semi- +uthcyutiatoandneelaak-aThaiam +SnnhTidukn C! +be descrited as ethnikally Thai.Symbolically +Moi Av +mystical Thai as the reerved Engishman ts +Hnc Kone +with thecomingafthemonscon.Craphically +tisengmenag7 commnaital nuthoJaxtioelh +from the emotional Latin. +inhheatofbronecasingyard.Emoion +"Thencnthetempe,thcfiothfumGad. +Ashe Ki +ally with the soundof Thai strerr sendos +the verge of hexoming indusrialiad states +What he meant was that eapotriates arent +Themusic tracksuseonly Thai ingruments. +Tal +TonHrsmine +Otherswillrmainfor a time,ruralhaed +netesarilyoueruhelmeduhen theyenter into +VoiceovrtsarccrcatedinaThai poeticsyle +Thelanguagtsare asdiverseasthecountries +which is litcrally untranslatable. Rich with +themschesevenChineechangesdialetfrom +the Asian expericnce. +detail, the commrciabareusuallysow pacd +and run sixty sconds +country to country. +They are exccuted with love and profes +. .something akin to solving +sionalepertise. +Ogilvy Mathe +Theyhavebeenhonoureduith aclutchof +Rubik's Cube in the dark." +intenationalowardetwoCliogokisforcinema +photography,agold,silverand bronzeat the +It is all verycomplox. W'thout therigcht profes. + + +In this advertisement, Australian Creative Director Barry Owen asks, ‘What is the +significance of a Western jingle to a person who dances beautifully to the sound of +a bamboo flute?’ + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +"Sure, I still win at golf sometimes, But the fight I'm most proud of, +is thefightI won against cancer! +nn hullae Midas +Lifeaftercancer...it'sworthliving +a singk weckenfs golf. +right theough the tzeatment +ned,it was tiny and pa +p their fight +doctor's diagn +iaves the h i eatly tresiament +Prahievas urested at che Tate +In teeert yeins,Cehaedryeloped +Memoral Hoipeal in Bloosbay +maeysfectivedrugste cootrel can +if treatrdcarly.Thathwhy +He was ludky Hi cincerhad +yearly cance chedk-up is o necrisary +been detected rarly and be tecovered +Fery tant. +We av heveral free dheci-up +is tac"says Prabld, oentt +mlsed singie daywotk ot +which is the ece closest to yo +Phone 2y1417 fos a fres cancer chedk-up. +kIndian Cancer Sociery + + +In 1978 the Indian Cancer Society used advertising to persuade people to have +regular check-ups at its free clinics. The advertisements, by the Bombay office of +Ogilvy & Mather, showed real people who had been cured. Within two months, the +number of check-ups tripled. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +labulol +MINDEN +BORRE +nchkvaiiosa +Ixinesketresxes olasx +franciafilmalkotais +RendexteFedelicoellini +FosxefenloMateellRastheianni + + +Hungary produces the best advertising in the Communist world. There are several +agencies and they use not only newspapers and magazines, but also television. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +minikalkulacka +RM +TESLAOKU205 +Udaje orade +mikrofilmovych prisi +PENTAKTA +mediirofinoe technlyPENTAXTAidelite tiolew +slkiho formiti, Je idealni jalolto ratit +i v maloobchodnim +PENTAXTA A 200 +nevin do formiti A O (Be1mm118 +PENTAKTA A 110 +wjch pledob do rermin +prodeji +PENTAKTAE 120- +za Kcs 700,- +PENTAKTARTIO +Etesi lrpitnd evitianil +PENTAKTA L0O-Qtani +Aaa PENTAKTA - +vjrobayeNDR +KANCELARSKE +STROJE×.0.0. +Kombinat VEBPENTACONDRESDEN +PYO +EPACHBK,AEEOPATHBRNCAECHNEAKTCRUX,BAH +GXPOFliCrE:SPEISESAMEN UND FELDSAATEN +HWARENWALDFRUCHTE-FROSCHESCHNEK +MSOA AOTHEYNOPIDI RSARIER +PYA +PTCE + + +Why does the majority of Communist advertising have to be so amateurish? +A confident re-working of the Johnny Walker theme from Hungary. + + +In Communist China, advertising has been permitted since 1978. + + +Young & Rubicam fly their flag on this giant billboard in Shanghai. diff --git a/library/Ogilvy on Advertising/Chapter-18-Lasker-Resor-Rubicam-Burnett-Hopkins-and-Bernbach/Chapter-18-source-text.md b/library/Ogilvy on Advertising/Chapter-18-Lasker-Resor-Rubicam-Burnett-Hopkins-and-Bernbach/Chapter-18-source-text.md new file mode 100644 index 0000000..61f9117 --- /dev/null +++ b/library/Ogilvy on Advertising/Chapter-18-Lasker-Resor-Rubicam-Burnett-Hopkins-and-Bernbach/Chapter-18-source-text.md @@ -0,0 +1,701 @@ +# Ogilvy on Advertising — Chapter-18: Lasker, Resor, Rubicam, Burnett, Hopkins and Bernbach +- **Source**: /library/Ogilvy on Advertising/source-file.pdf +- **PDF pages**: 320–348 +- **Pages without text**: 342, 346 +- **OCR note**: OCR is supplied below for image-only pages; multi-column reading order may be imperfect, so consult the PDF for layout and visuals. + +--- + + +18 +LASKER, RESOR, RUBICAM, +BURNETT, HOPKINS AND +BERNBACH +Six giants who invented modern advertising +By confining my selection of giants to those who are dead, I avoid the +embarrassment of choosing among my partners – and my contemporaries in other +agencies. +What, if anything, did these six giants have in common? All six of them were +American. All six had other jobs before they went into advertising. At least five +were gluttons for work, and uncompromising perfectionists. Four made their +reputations as copywriters. Only three had university degrees. +ALBERT LASKER 1880–1952 +Albert Lasker made more money than anyone in the history of the advertising +business. And spent more. And got his money’s worth. +The son of a prosperous German immigrant, he started his career as a reporter +on the Galveston Morning News, covering sports, crime, religious services, theater, +business and politics. When he was 18 his father got him a job at the Lord & +Thomas agency in Chicago. At first he had to clean out the spittoons, but quickly +became a champion canvasser for new business, criss-crossing the Midwest by +train, buggy and sleigh. When he was 20 he bought Lord & Thomas, and remained +its head until he retired 44 years later. + + +Lasker was more than an advertising man. In 1918 he came under the +influence of Theodore Roosevelt, and this led to his taking four years off as the +head of propaganda for the Republican Party and later the chairman of the +Shipping Board. In those days he was a militant isolationist, but he lived to +become one of Wendell Wilkie’s strongest supporters in the One World +movement, and did everything he could to advance the foreign policy of Franklin +Roosevelt and Harry Truman. +At the age of 65 he started collecting pictures, and died owning nine Matisses, +17 Picassos and a hundred other pictures of the first rank. He once bought half a +dozen Marie Laurencins to give away as Christmas presents. +He was a brilliant philanthropist, and gave a large part of his fortune to +medical research. +But it was as an advertising man that Lasker excelled. When he first joined +Lord & Thomas, then the third biggest agency in the country, they employed only +one half-time copywriter and paid him $15 a week. Then John E. Kennedy, a +Canadian policeman turned copywriter, came into his life and persuaded him that +advertising was ‘salesmanship in print’, a definition that has never been improved. +Lasker said later, ‘The history of advertising could never be written without first +place being given to John E. Kennedy, for every copywriter throughout the length +and breadth of this land is today being guided by the principles he laid down.’ +Lasker held that if an agency could write copy which sold the product, nothing +else was needed. For years he refused to employ an art director, and when he +finally gave in it was only because he had observed that illustrated advertisements +were easier to sell to clients. His attitude to research was equally contemptuous. +He used to say that he was perfectly able to give his clients advice ‘without having +to lose six months going out to do research, only to come back and tell us that a +jackass has two ears’. He never had what is called today a ‘marketing’ department. +His intuitive genius for marketing can be illustrated in a story he told about the +early days of women’s sanitary napkins. +‘When the Kotex people came to us, the business wasn’t growing as fast as +they thought it should. We didn’t have to make investigations among +millions of women. Just a few of us talked to our wives and asked them if +they used Kotex, and we found they didn’t, and in almost every case it was +because they didn’t like to ask the druggist for it. So we developed the +simple idea of putting plain wrapped packages on the dealer’s counter so +that you could walk into your dealer and walk away with a wrapped + + +package without embarrassment. The business boomed by leaps and +bounds.’ +By dispensing with marketers, art directors and researchers, Lasker saved so much +money that he was able to make a profit of 7 per cent – probably the world’s +record. If an agency makes more than 1 per cent today, it is exceptional. +He ran Lord & Thomas as a dictatorship. ‘As you all know,’ he told his staff, ‘I +am the owner of this business and therefore I decide the policies. Lord & Thomas +is the trade name for Albert D. Lasker practicing advertising.’ He owned 95 per +cent of the shares. After he retired he said that he had never attended a directors’ +meeting and did not think that one had ever been held. +He hired able men, paid them well and trained them well. He used to say, ‘I +can get more out of people than they have in them.’ But the turnover was +ferocious. At one point the heads of nine major agencies were Lasker alumni. He +used to say, ‘I make my men so good that I can’t keep ‘em.’ Before writing his +biography of Lasker,* John Gunther asked some of his people what they thought +had been his greatest qualities. The consensus was that he combined a sense of +detail with a gift for grasping the big picture, and that he had a genius for +predicting the reactions of consumers. In addition, his vitality and magnetism were +irresistible, and he worked 15 hours a day. No wonder he made Lord & Thomas +the biggest agency in the world – for a time. +He loathed talking on the telephone, and abominated committees. He never +belonged to an advertising club, and avoided his competitors. He resigned several +huge accounts out of pique, including General Electric, Quaker Oats and RCA, +and after his retirement encouraged his successors to resign Lucky Strike. +He had himself driven about in a yellow Rolls-Royce. And, like me, he hated +reverse type – ‘If it was natural to read that way, the New York Times would be +printed that way.’ +He was not shy about conspicuous consumption. His weekend estate outside +Chicago had a staff of 50. The gardens covered 97 acres, with six miles of clipped +hedges – compared with only one mile in my garden today. And there was an 18- +hole golf course. +He once defined an administrator as ‘somebody without brains’, but as an +administrator himself, he could be ruthless. In the Depression he cut all salaries by +25 per cent when he was taking $3,000,000 a year for himself, and then, at one +fell swoop, fired 50 men and women, many of whom had been with him for years. + + +For all his financial acumen, he made at least one major blunder. When his +father died, Lasker inherited a lot of Texas real estate. He promptly sold what was +to become some of the richest oil land in the world, and a quarter of downtown +Houston. That, plus his philanthropies and his extravagance, is why he left only +$11,500,000 instead of a billion. He once said, ‘I didn’t want to make a great +fortune. I wanted to show what I could do with my brains.’ +His emotional make-up was uncomfortable. Gunther, who knew him well, says +that he was sensitive and perceptive, and that he had a bubbling sense of humor. +But he could be overbearing, intolerant and arrogant, once being heard to say, +‘There is no advertising man in the world but me.’ I don’t think he was joking. His +first wife said that he gave her everything except himself. He could be bad- +tempered, demanding and inconsiderate. And he had three prolonged nervous +breakdowns. +The best advertisement for Albert Lasker is his widow Mary. She has +administered his medical foundation with superb ability, and is one of New York’s +most constructive citizens. On the one occasion I met her, she told me the story of +her husband’s abdication. One afternoon, late in 1942, he suddenly said to her, +‘Mary, I have decided to get out of the advertising business.’ Two days later he +gave Lord & Thomas to three of his bright young men (Foote, Cone and Belding), +for a token payment of $100,000 – on condition that the name Lord & Thomas +should be taken off the masthead. He lived another ten years. +STANLEY RESOR 1879–1962 +Stanley Resor was the Brahmin of the advertising business. Austere, dignified, +cultured, beautifully mannered and rather donnish. +When he became head of J. Walter Thompson, the agency was billing +$3,000,000 a year. When he retired 45 years later, it was the biggest in the world, +with billings of $500,000,000. +The secret of his success was his ability to attract exceptionally able men, and +to treat them with so much respect that they never left. They included Sam Meek, +James Webb Young, Henry Stanton, Ken Hinks and Gilbert Kinney. No other +agency has ever had a team of such caliber, or kept it together so long. +Resor was never overbearing like Lasker. He managed by consensus, +distrusting what he called ‘Individual Opinion’, and thought that brilliance was +dangerous. + + +His agency was structured in the loosest possible way. He detested hierarchies. +There were no department heads, and no job descriptions. The agency operated as +a partnership, like a big law firm. When he offered me a job, he gave me no +inkling what work he had in mind for me. Office boy? Copywriter? His successor? +He did not say, and I did not ask him. +Resor worked his way through Yale tutoring other students and selling books, +but he also had time to win the James Gordon Bennett prize for economics. He +retained a life-long admiration for professors and hired at least three to work at J. +Walter Thompson – a psychologist, an economist and a historian. He used to say +that his agency was the ‘university’ of advertising. +Unlike Lasker, he was a fervent believer in research. The economist Arno +Johnson was one of his researchers, and another was Virgil Reed, a former +Director of the Census. He set up a panel of 5,000 consumers and had them report +once a month on everything they purchased. He had a test kitchen in the agency, +to invent new recipes for his clients, and he started experiments on television long +before it was available for advertising. He also shared my interest in factor analysis +and had a team studying techniques which work and techniques which don’t work. +A man of rigid principles, he threw away an opportunity to get the huge Camel +account because he would not show speculative advertisements. He never took +liquor accounts or patent medicines. +Perhaps his most valuable innovation was to be the first to employ women as +copywriters, starting with his wife. They were housed in a separate department +and had to wear hats in the office. +Like all the giants, Resor worked long hours. I used to see him on the train +that left Grand Central Station shortly before midnight. He was usually reading the +Wall Street prices in the evening paper, 20 years before I had any reason to do so. +A few years after I hung out my shingle, I lost my biggest account to J. Walter +Thompson, and telephoned Resor to congratulate him. ‘David,’ he said, ‘you are a +gentleman and a scholar but you are trying to break into the ranks of the big +agencies, and that is no longer possible. The investment is too big. I suggest you +give up and join J. Walter Thompson.’ +I replied, ‘Mr. Resor, I would love to join you, but I couldn’t fire a hundred +men and women: ‘Oh,’ he said, ‘times are good. They wouldn’t have any difficulty +finding other jobs.’ +Two years later he repeated the invitation, this time offering to buy my whole +agency, like buying a library to get one book. That was the day I met his wife. He +had hired her to write copy at the Cincinnati agency where he worked before + + +joining Thompson, and she had become one of the best copywriters in the +country. Their partnership, both in business and as a couple, was formidable. +It was Helen Resor who insisted that the agency’s offices should be decorated +with antique furniture, each executive being allowed to choose the period he liked +the best. She was said to believe that if their offices were more attractive than their +homes, they would work longer hours.* +In some ways, Helen Resor was more than Stanley. She was one of the +founders of the Planned Parenthood movement, and she made use of her +experience as a Trustee of the Museum of Modern Art to form an admirable +collection of pictures. +Despite the fact that he was married to a copywriter, Resor had a tendency to +regard copywriters as idiots. His agency was dominated by its account executives, +or ‘representatives’ as he called them. +Unlike the author, he believed strongly in the selling power of celebrity +testimonials. For Lux Toilet Soap he used Hollywood movie stars, and for Ponds +he used titled English women; my friend Erskine Childers, who was later to +become President of Ireland, had the job of signing them up. +Resor was the first agency chief to start a network of offices outside the United +States. This he did in the twenties, at the behest of General Motors. +He looked like Woodrow Wilson, but he was a Republican. He lived in an +unostentatious house in Connecticut, where he worked in the garden, and had a +ranch in Wyoming. None of Lasker’s extravagance. +But Resor made one mistake. He stayed too long. By the time he was 80, his +ideas for advertising campaigns had become anachronistic. And partners who +would have made good successors retired before he did. +RAYMOND RUBICAM 1892–1978 +The day after I arrived in the United States, I called Raymond Rubicam for an +appointment, armed with an introduction from Caroline Ruutz-Rees, the famous +headmistress of Rosemary Hall. +‘State your business,’ he barked. ‘I want to pick your brains,’ I replied. +The following year, he and George Gallup, who was then his Research Director, +hired me to run the Audience Research Institute at Princeton. Rubicam took great +interest in our work and treated me with uncommon kindness. + + +After the war I decided to try my luck in advertising, but I stood in such awe +of Young & Rubicam that I did not dare apply to them for a job. As I thought they +were the only agency where I would like to work, I had no choice but to start my +own. In one of his last letters before he died, Rubicam wrote, ‘We knew you +before you started your agency. How come we missed you?’ +By that time we had become great friends. ‘Friends’ is not the right word. He +was my patron, inspiration, counselor, critic and conscience. I was his hero- +worshipping disciple. At one stage, long after he retired from Young & Rubicam, +he offered to become chairman of Ogilvy & Mather. +If all institutions are ‘the lengthened shadow of one man’, it can be said that +the two best agencies in the world today are the lengthened shadows of Raymond +Rubicam. +Next to my grandfather, whom he resembled physically and in many other +ways, Rubicam was the most outspoken man I have ever known. He blurted out +whatever was on his mind, without considering what effect it might have. One day +he would praise one of my campaigns in language which made me blush, and a +few weeks later criticize another campaign with a candor which made me wince. +The youngest of eight children in a poor family, he left school when he was 15 +and spent the next nine years bumming around the country as a shipping clerk, +bellhop, chaperone of cattle, movie projectionist, door-to-door salesman, +automobile salesman, and newspaper reporter (at $12 a week). When he was 24 +he applied for a job as a copywriter at the now defunct F. Wallis Armstrong +agency in Philadelphia. ‘I sat in that lobby – on a bench so hard that I can still feel +it,’ he later recalled. ‘At the end of the ninth day, I exploded … I wrote the boss a +letter calculated to produce an immediate interview or a couple of black eyes.’ The +boss stormed into the lobby, waving the letter, and said, ‘Those ads you wrote +didn’t amount to much, but this letter has some stuff in it.’ +He stayed with Armstrong for three years, but did not enjoy it. ‘Armstrong said +that a copywriter was a necessary evil, but an art director was just a goddamned +luxury. He lived to outfox everybody.’ In 1919 Rubicam moved to N.W. Ayer, +then the largest agency in the country. There he wrote campaigns which have been +included in every anthology of great advertisements, including ‘The Instrument of +the Immortals’ for Steinway and ‘The Priceless Ingredient’ for Squibb. Then, after +four years with Ayer, he teamed up with an account executive called John Orr +Young to start Young & Rubicam, on a shoe-string. Their capital was $5,000 and +their first account was a shoe-string. Today their agency is either the biggest or +second biggest in the world, with billings of about $3 billion a year.* + + +He was the first to make research part of the creative process, by bringing in +Dr. Gallup from Northwestern University and paying him to measure the +readership of advertisements. From this research emerged guidelines which +enabled Young & Rubicam to produce advertisements which were read by more +people than any other agency’s. Rubicam used to say, ‘The way we sell is to get +read first.’ +Observing that the effect of his campaigns was often negated by the marketing +incompetence of his clients, he hired first-class sales managers to teach them their +business. +During the first year of Young & Rubicam, their advertisements were notable +for the excellence of their copy, but their graphics – illustrations, layouts and +typography – were as hideous as any other agency’s. When this dawned on +Rubicam, he hired Vaughn Flannery, the best art director in America. From that +day forward, Young & Rubicam’s advertisements set a standard of taste which was +new in American advertising. +But the achievement of which Rubicam was most proud was a larger one. In +old age he told me, ‘Advertising has a responsibility to behave properly. I proved +that you can sell products without bamboozling the American public.’ While he +had no monopoly on this virtue, he had more right than anyone to boast about it. +His definition of a good advertisement was that ‘its public is not only strongly +sold by it, but both the public and the advertiser remember it for a long time as an +admirable piece of work’. +In the eternal battle for power which goes on in agencies between the creative +people and the account executives, Rubicam – himself a copywriter – came down +heavily on the side of the creative people. He called account executives by the old- +fashioned and now pejorative word ‘contact men’ and insisted that their only +function was to get clients to approve the ads. +He taught me to resign accounts when they were spoiling the morale of my +staff. He resigned the huge American Tobacco account because he disliked being +bullied by the notorious George Washington Hill. His letter is before me: +‘Young & Rubicam and American Tobacco were both successful +companies for some time before our association began. I trust both will +continue to be successful companies after our association ceases, which it +is doing as of now.’ + + +The early success of Young & Rubicam was due more than anything else to the +fact that General Foods was their biggest client. One day Rubicam told the head of +General Foods that his account had grown too big for any one agency; he should +hire a second and later a third. This is how Benton & Bowles gut their first major +account, and it is why General Foods came to trust every recommendation +Rubicam made to them. +At the end of World War II, when I was a Second Secretary at the British +Embassy in Washington, I suggested to the Foreign Office in London that they +nominate Rubicam to head the public relations function at the fledgling United +Nations, only to be told that he should fill out an application form! +Off duty, he was less conservative then Stanley Resor. In 1946 he contributed +an article to McCall’s deploring the dropping of atomic bombs on Japan. He +believed that a demonstration of the bomb would have convinced the Japanese to +surrender, and made the United States the moral leader of the world. +In the early days of radio he proposed that the programs should be paid for by +the government and carry no advertising. When he was made a member of the +Advertising Hall of Fame in 1974, he said in his acceptance speech, ‘The national +obsession with television is decreasing the literacy of the nation’s children and +making the job of the schools much tougher. It is also obsessing the country with +crime. Industry and advertising could perform a huge public service if they could +induce the television networks to cut down the advertising and cut down the +crime.’ +During World War II he was a special assistant to the chairman of the War +Manpower Commission in Washington, but the environment did not fit him. +Like all the other giants, Rubicam was a perfectionist and had a habit of +vetoing advertisements when the account executive was on his way to present +them to the client. He used to say, ‘The client remembers an outstanding job years +after he has forgotten that it was two months late.’ He worked non-stop – until he +found happiness in his second marriage. He then retired, aged 52, and went to live +in Arizona, where he speculated in real estate and served as consultant to +Campbell Soup Company, a role in which I was to succeed him. +He had been at his agency for only 21 years, compared with Stanley Resor’s 45 +years at J. Walter Thompson and Albert Lasker’s 40 years at Lord & Thomas. +The present President of Young & Rubicam has said that ‘Rubicam played a +marvelous dirty trick on the rest of us – he didn’t leave behind a list of rules.’ +He did, however, leave behind an aphorism which appeals to the present +generation at Young & Rubicam: ‘resist the usual’. Or, as his copy chief Roy +Whittier put it, ‘In advertising, the beginning of greatness is to be different, and + + +the beginning of failure is to be the same.’ A point of view which was shared by +Bill Bernbach. +I knew Rubicam for 40 years, longer than any of my other giants, and loved +him more. +LEO BURNETT 1891–1971 +The first thing that struck you about Leo Burnett was his extraordinary +appearance. Carl Hixon describes it perfectly: ‘He was short and slope-shouldered, +with a paunch. His lapels were sprinkled with cigarette ash. A large double chin +gave him a faintly froggy aspect.When he spoke, his voice was a gruff rumble. But +his most memorable feature was his prominent lower lip.’ +After working his way through college writing show cards for a department +store, Leo landed a job as a reporter on the Peoria Journal. Later, he joined the +advertising department of Cadillac, from which he went to an agency in +Indianapolis. After ten years there, he joined Erwin Wasey as copy chief, and in +1935 set up his own agency in Chicago. But it wasn’t until he was 60 that Leo hit +his stride. It was as if he suddenly turned on his after-burners. By the time he +died, 20 years later, his agency had become the biggest in the world outside New +York. +He was the leader of the ‘Chicago school’ of advertising – which was his +invention. Here is how he told the story: +‘In the Michigan town where I was raised, you could hear the corn growing +on hot nights. I snuck up on Chicago slowly, by way of outlying cities. +When I finally got here I was 40 years old and confirmed in my colloquial +ways. +‘People in my home town thought of Chicago as a kind of Rome to +which all roads led – beckoning, majestic, maybe a touch or two wicked. +‘Unlike New York, however, which was a mythical place, Chicago was +real. Everyone had an Uncle Charlie or Aunt Mabel living here, in Glen +Ellyn or somewhere. Whether people approved of Chicago or not, it was +“family”, rather like a son who had gone off and made good in an +impressive but controversial way. So my little town had a proprietary +feeling about Chicago, and when we rubes came flocking in from all +quarters of the cornbelt, we recognized each other and knew we were +home. + + +‘I guess what I’m getting at is that Chicago is the Midwest – the heart, +soul, brains and bowels of it. Its ad-making ranks are filled with folks +whose heads are stocked with prairie-town views and values. +‘Now I don’t intend to argue that Chicago is in any way a worthier city +than, say, New York. But I am suggesting that our sod-busting delivery, +our loose-limbed stand and our wide-eyed perspective make it easier for us +to create ads that talk turkey to the majority of Americans – that’s all. +‘I like to think that we Chicago ad-makers are all working stiffs. I like +to imagine that Chicago copywriters spit on their hands before picking up +the big, black pencils. I like to think that the language of our ads has been +ventilated in the fresh Chicago breezes and rinsed in the clear waters of +Lake Michigan. +‘It seems to me that Chicago Advertising draws up a lot of nourishment +from the richness of American folklore, restores it, and perpetuates it in a +keen and lively sense. +‘I like to think that hereabouts a man can write ain’t into his copy when +ain’t is precisely what he means. Remember Will Rogers counseled: “A lot +of people who don’t say ain’t … ain’t eatin’ !”’ +The greatest compliment Leo ever paid me was to tell the Chicago Tribune that +there was one agency in New York which belonged to the Chicago school – +Ogilvy & Mather. He suggested we merge. +His attitude to the creative process can be summed up in three things he said: +  +1. ‘There is an inherent drama in every product. Our No. 1 job is to dig for it and +capitalize on it.’ +2. ‘When you reach for the stars, you may not quite get one, but you won’t come +up with a handful of mud either.’ +3. ‘Steep yourself in your subject, work like hell, and love, honor and obey your +hunches.’ +  +He set high standards for his copywriters and art directors, and applied them +through his Creative Review Committee. He once likened the ordeal of appearing +before it to being ‘nibbled to death by ducks’. At the end of his life he wrote: +‘Looking back over our greatest achievements, I recall that few of them were +generated in an atmosphere of sweetness, light and enthusiasm, but rather one of +dynamic tension, complicated by off-stage muttering.’ + + +He did not admire originality for its own sake, and used to quote an old boss +of his: ‘If you insist on being different just for the sake of being different, you can +always come down in the morning with a sock in your mouth.’ +Instead of assigning a project to one creative group, he had a habit of putting +several groups in competition. It was enough, he once said, ‘to send strong men +staggering to buy a goat farm’. +Without any doubt, Leo’s greatest monument is his campaign for Marlboro. It +made an obscure brand the biggest-selling cigarette in the world. And it is still +running, 25 years after he created it. +Print was always the medium which interested him most. Never having +worked in direct response, he did not put much stock in long copy. Most of his ads +looked like miniature posters. +He liked earthy, vernacular phrases, and kept a folder on his desk labeled +‘Corny Language’. ‘I do not mean maxims, gags or slang in its ordinary sense, but +words, phrases and analogies which convey a feeling of sod-buster honesty and +drive home a point. I sometimes run across these phrases in a newspaper story or +in a chance conversation. I chuck them into the folder and one of them might +show up in an ad years later.’ +When he saw somebody on his staff using the product of a competitor, he +issued this memo: +‘As you well know, your income and mine are derived 100 per cent from +the sale of the products of our clients. +‘During the 36 years I have been in the agency business I have always +been naïvely guided by the principle that if we do not believe in the +products we advertise strongly enough to use them ourselves, we are not +completely honest with ourselves in advertising them to others. +‘I recognize the unconscious spirit of rebellious independence that +exists in all of us, and the compulsion you or I may have to demonstrate +that we wear no man’s yoke. I have always felt, however, that there are +better and more rewarding ways of doing this than in conspicuously +avoiding or flouting the products of the people who pay our way. +‘I guess my feeling is pretty well summed up in the remarks of the vice +president of a competitive agency. When asked why he was smoking a not- +too-popular brand of cigarette which his company advertised, he replied: +“In my book there is no taste or aroma quite like that of bread and butter.”’ + + +Leo deplored the tendency of mega-agencies to put their own aggrandizement +ahead of service to their clients. Not long before he died, he told his staff: +‘Somewhere along the line, after I’m finally off the premises, you may want +to take my name off the premises, too. +‘But let me tell you when I might demand that you take my name off +the door. That will be the day when you spend more time trying to make +money and less time making advertising. +‘When your main interest becomes a matter of size just to be big, +rather than good, hard, wonderful work.’ +I wish I had written that. +He had two sons, a geologist and an architect, and one daughter, a poet. He +lived on a farm outside Chicago, but worked 364 days a year, except for +occasional visits to the Arlington race-track, where he had a box. He had a passion +for wild flowers, trees – and charades. +CLAUDE C. HOPKINS 1867–1932 +By exorcizing the pseudo-literary pretentions endemic in British copywriters of +my vintage, and concentrating my thoughts on the obligation of advertising to sell, +Claude Hopkins’ book, Scientific Advertising, changed the course of my life. +At 17 Hopkins was a lay preacher, but he rebeled against his family’s hardshell +Baptist brand of religion, and got a job as a bookkeeper. Not long afterwards, he +joined the Bissell Carpet Sweeper Company, and invented selling strategies which +gave Bissell a virtual monopoly. Then to Swift as Advertising Manager, followed +by Dr. Shoop’s patent medicine company, where he persuaded his agency to let +him write the copy not only for Dr. Shoop’s but for Montgomery Ward and Schlitz +Beer as well. +When he was 41, he was hired by Albert Lasker to write copy for Lord & +Thomas. Lasker paid him $185,000 a year – equivalent to $2,000,000 in today’s +money. He stayed at Lord & Thomas for 18 years. +Hopkins was a prodigiously hard worker, seldom leaving his office before the +early hours of the morning. Sunday was his favorite day, because he could work +without interruption. +From his typewriter came campaigns which made many products famous, +including Pepsodent, Palmolive and six different cars. He invented new ways to + + +force distribution for new products. He invented test marketing. He invented +sampling by coupon. He invented copy research. +He held that nobody with a college education should be allowed to write copy +for the mass market. I know what he meant. +He was an uncompromising practitioner of the experimental method, forever +testing new ideas in search of better results – even if, as Politz has pointed out, he +did not always indicate ‘the boundaries between direct findings from +experimentation and conclusions arrived at by general observation and reasoning’. +A few of his conclusions have been disproved by later research. We now +know, for example, that he was wrong when he said, ‘In every ad consider only +new customers. People using your product are not going to read your ads.’ The fact +is that users of a product read its advertisements more than non-users. +He was a shy, mousy little man and spoke with a strong lisp. His nickname +was Thee-Thee, that being the way he pronounced his initials C.C. But he was a +good raconteur and after-dinner speaker. He always wore a fuchsia in his +buttonhole, chewed licorice root, and spat profusely on the person he was talking +to. +Rich as he became, Hopkins was notoriously stingy, and never paid more than +$6 for a pair of shoes. But his second wife persuaded him to buy an ocean-going +yacht, to employ an army of gardeners on their estate and to buy Louis XVI +furniture. She filled their house with an endless procession of guests, and played +Scarlatti to Hopkins for hours at a time. +He thought illustrations were a waste of space. Perhaps they were less +important 60 years ago, when magazines and newspapers were thinner, and +competition for the reader’s attention less severe. But few experienced +practitioners of advertising would now argue with these dicta: +‘Almost any question can be answered, cheaply, quickly and finally, by a +test campaign. And that’s the way to answer them – not by arguments +around the table.’ +‘Ad writers forget they are salesmen and try to be performers. Instead of +sales, they seek applause.’ +‘Whenever possible we introduce a personality into our ads. By making a +man famous we make his product famous.’ +‘It is not uncommon for a change in headlines to multiply returns from five +to ten times over.’ + + +‘Brief ads are never keyed. Every traced ad tells a complete story.’ +  +Nowadays Hopkins is remembered, if at all, as an uncompromising advocate of +‘hard sell’. Yet he perceived the importance of brand images – a generation before +that term came into use. ‘Try to give each advertiser a becoming style. To create +the right individuality is a supreme accomplishment.’ +Raymond Rubicam abhorred Hopkins, believing that he had devoted his life to +cheating the public. He once told me, ‘You are Claude Hopkins with a college +education.’ A backhanded compliment if ever I heard one. +Five years before he died Hopkins wrote, ‘My chief work in advertising has +been meeting emergencies. Nobody ever called me in when the skies were bright +and the seas were calm. Nearly every client quit me when he got into smooth +waters.’ Sick of rescuing clients from the jaws of bankruptcy and making them +richer than himself, he resigned from Lord & Thomas and went into business for +himself. Too late. +Hopkins was interested in nothing but advertising. There is macabre pathos in +the last sentence of his autobiography: ‘The happiest are those who live closest to +nature, an essential to advertising success.’ +BILL BERNBACH 1911–1982 +Bill Bernbach and I started our agencies in the same year, and we both made our +reputations as copywriters. +He was born 19 years after the youngest of my five other giants. After +graduating from New York University with a degree in English Literature, he got +a job in the mailroom of Schenley and became the protégé of Grover Whalen, +who was the chairman. When Whalen left to run the New York’s World Fair, he +took Bill with him as his speech writer. After the Fair ended, Bill joined the +Weintraub agency, where he worked with Paul Rand, a distinguished art director +who was a fugitive from the Bauhaus. +During World War II, he spent two years in the Army, and then went to the +Grey agency, where he quickly became creative head. Four years later, with Ned +Doyle and Max Dane, he started his own agency, with an investment of $1,200. +While his name appeared last on the letterhead, there was never any doubt whose +agency it was. Today, Doyle Dane Bernbach is the tenth biggest in the world, with +billings of more than a billion dollars. + + +Bill always created an atmosphere in which talented people blossomed. A +woman who wrote deadly dull copy for me wrote brilliant copy for Bill. He was an +irresistible salesman of his agency’s work, and terrifyingly obstinate. When I was +chairman of the United Negro College Fund, he volunteered to make a television +commercial for purposes of fund-raising. I dared to warn him that his storyboard, +while a work of art, was not calculated to produce cash contributions. Bill replied, +‘David, you don’t have to worry. There are plenty of other agencies that would be +happy to do the job for you.’ Bill’s commercial ran as presented. +I am told that he used to carry a card which bore the self-admonition ‘Maybe +he’s right’. I once actually heard him admit that a client was right. This precedent- +shattering event happened at lunch in the White House, when one of President +Johnson’s assistants criticized an anti-Goldwater commercial that Bill had put on +the air the previous night. +He had a genius for integrating copy with illustration, and never made my +mistake of subordinating copywriters to art directors. +He held, as I do, that the quality of the idea and the excellence of its execution +was the alpha and omega of successful advertising. +He worshipped at the altar of originality, and was never tired of denouncing +research as the enemy of creativity. This may have irritated some of his clients, +but it made him the hero of the creative fraternity. +Of all his wonderful campaigns, those I most admire are Volkswagen and +Avis. He was less successful with package-goods clients who tried to impose +orthodox disciplines. I have often wondered if his output would have been less +elegant if, like me, he had started as a door-to-door salesman. +He spoke in a quiet voice and looked modest. But he wasn’t. The last time I +saw him, he and Rosser Reeves were my guests at lunch. Bill lectured Rosser and +me as if we were trainees in his agency. When some of his stodgier competitors +started raiding his agency in search of swingers, Bill told me, ‘They don’t realize +that these people will be helpless without my guiding hand.’ And guide them he +did, always insisting that their advertising, however clever and original, should +make the product the hero. +He was a philosopher. He lived without ostentation, and organized his time +with a self-discipline that is rare among heads of agencies. He once told me that +he never stayed in the office after five, never took work home, and never worked at +weekends. ‘You see, David, I love my family.’ +Shortly before he died, Bill was asked what changes he expected in advertising +in the eighties. He replied, ‘Human nature hasn’t changed for a billion years. It +won’t even vary in the next billion years. Only the superficial things have changed. + + +It is fashionable to talk about changing man. A communicator must be concerned +with unchanging man – what compulsions drive him, what instincts dominate his +every action, even though his language too often camouflages what really +motivates him. For if you know these things about a man, you can touch him at +the core of his being. One thing is unchangingly sure. The creative man with an +insight into human nature, with the artistry to touch and move people, will +succeed. Without them he will fail.’ +A gentleman with brains. +• • • +If I had to choose five more giants to complete my All-Time All- American team, +they would be three copywriters – James Webb Young of J. Walter Thompson, +George Cecil of N.W. Ayer, and Jack Rosebrook of Young & Rubicam; one art +director – Vaughn Flannery of Young & Rubicam; and one new business wizard – +Ben Duffy of BBDO. +And who would I choose from the living stars? Their names are locked in my +safe. + + +Albert Lasker made more money, spent more and gave more away than anybody +in the history of advertising. And he got his money’s worth. + + +Stanley Resor, the Brahmin of the advertising business. He and his copywriter +wife made J. Walter Thompson the biggest agency in the world. + + +The two best agencies in the world are the lengthened shadows of Raymond +Rubicam. He was my conscience for 40 years, teaching me that advertising has +the responsibility to behave. + + +Raymond Rubicam assembled the best team of copywriters and art directors in + + +the history of advertising – like Jack Rosebrook, Roy Whittier, Vaughn Flannery, +Henry Lent, George Gribbin, Sid Ward and Norman Robbins. Under Rubicam’s +inspiration they created advertisements which were read by more people than any +other agency’s – including this ad for Life Savers. +This modest ad above announced the opening of Young & Rubicam in 1923. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +STEINWAY +The Instrument of the Immortals +the days of List and Wagner, oi Rubinstein and Berlioz, the pre +eminence of the Steinway was as unquestioned as it is today. It +stood then, as it stands now, the chosen instrument of the masters +the inevitable preference wherever great music is +understood and esteemed. +STEINWAY&SONS,SteinwayHall,107-109E14thStreet,NewYork + + +The ad above right, written by Raymond Rubicam in 1919, now looks old- +fashioned. The ad at the bottom, written in 1982, has a contemporary look. But +which ad is more memorable? + + +Another elegant and effective ad from the winning Rubicam team. + + +Leo Burnett personified the Chicago school of advertising. ‘Isn’t making ads the +most fun you ever had in your life?’ + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +Why not you? +A new triumph awaits at your very finger tips-a cake +thetwonewPillsburyCakeMixes-Whiteor Ch +with all the tender deliciousness, all the sumptuous +late Fudge. Why don't you march in tonight +come-hither as the one you see here, And must you +one of these truly wonderful cakes and givey +go through a struggle to score this new triumph? Not +family a thrillthat they can feel right down to +at all. You merely have to add milk to either one of +tips of their toes? Why not? Why not you? +Just addmilk. +BEST +BRST +BEST +Youand PiunPisesbun +ixo +eonmalaaguiattaam +CMOCOLATE +WHITE +Cake MIX +Cake MIX +Pillsbury CAKE MIXI +Mlk is all yotu adids eggs flawuring,or eatrat +of sshird reepsired. Than +e are mgnemise +WHITE AND CHOCOLATE FUDGE + + +A typical Leo Burnett advertisement. Note the posterized layout. +Nobody should be allowed to have anything to do with advertising until he has +read this book seven times. It changed the course of my life. + + +Bill Bernbach – ‘a gentleman with brains.’ He worshipped at the altar of originality +and was the hero of the creative fraternity. +Notes +* Taken at the Flood, Harper, 1960. +* This cost JWT the chance to get the Listerine account. Jerry Lambert who owned Listerine told me, ‘I +would prefer an agency which spends its commissions on service rather than furniture.’ +* If you lump together the three networks which belong to Interpublic, they come out bigger than Young & +Rubicam and its subsidiaries. diff --git a/library/Ogilvy on Advertising/Chapter-19-Whats-wrong-with-advertising/Chapter-19-source-text.md b/library/Ogilvy on Advertising/Chapter-19-Whats-wrong-with-advertising/Chapter-19-source-text.md new file mode 100644 index 0000000..df4f578 --- /dev/null +++ b/library/Ogilvy on Advertising/Chapter-19-Whats-wrong-with-advertising/Chapter-19-source-text.md @@ -0,0 +1,354 @@ +# Ogilvy on Advertising — Chapter-19: What’s wrong with advertising? +- **Source**: /library/Ogilvy on Advertising/source-file.pdf +- **PDF pages**: 349–365 +- **Pages without text**: none + +--- + + +19 +WHAT’S WRONG WITH +ADVERTISING? +Toynbee and Galbraith vs. Roosevelt and Churchill +In my Confessions I quoted the classic denunciations of advertising by Arnold +Toynbee, John Kenneth Galbraith and a galaxy of earlier economists, and wheeled +up Franklin Roosevelt and Winston Churchill as witness for the defense. +Twenty years later the dons are still tilting at their old windmill. Thus a +professor at the New School of Social Research in New York teaches his students +that ‘advertising is a profoundly subversive force in American life. It is intellectual +and moral pollution. It trivializes, manipulates, is insincere and vulgarizes. It is +undermining our faith in our nation and in ourselves.’ +Holy smoke, is that what I do for a living? +Some of the defenders of advertising are equally guilty of overstating their +case. Said Leo Burnett, the great Chicago advertising man: ‘Advertising is not the +noblest creation of man’s mind, as so many of its advocates would like the public +to think. It does not, single-handedly, sustain the whole structure of capitalism and +democracy and the Free World. It is just as nonsensical to suggest that we are +superhuman as to accept the indictment that we are subhuman. We are merely +human, trying to do a necessary human job with dignity, with decency and with +competence.’ +My view is that advertising is no more and no less than a reasonably efficient +way to sell. Procter & Gamble spends more than $600,000,000 a year on +advertising. Howard Morgens, their former president, is quoted as saying, ‘We +believe that advertising is the most effective and efficient way to sell to the + + +consumer. If we should ever find better methods of selling our type of products to +the consumer, we’ll leave advertising and turn to these other methods.’ +Few of us admen lie awake nights feeling guilty about the way we earn our +living. In Churchill’s phrase, we just ‘K.B.O.’* We don’t feel ‘subversive’ when we +write advertisements for toothpaste. If we do it well, children may not have to go +to the dentist so often. +I did not feel ‘evil’ when I wrote advertisements for Puerto Rico. They helped +attract industry and tourists to a country which had been living on the edge of +starvation for 400 years. +I do not think that I am ‘trivializing’ when I write advertisements for the World +Wildlife Fund. +My children were grateful when I wrote an advertisement which recovered +their dog Teddy from dognappers. +Nobody suggests that the printing press is evil because it is used to print +pornography. It is also used to print the Bible. Advertising is only evil when it +advertises evil things. Nobody I know in advertising would advertise a brothel, and +some refuse to advertise booze or cigarettes. +Left-wing economists, ever eager to snatch the scourge from the hand of God, +hold that advertising tempts people to squander money on things they don’t need. +Who are these elitists to decide what you need? Do you need a dishwasher? Do +you need a deodorant? Do you need a trip to Rome? I feel no qualms of +conscience about persuading you that you do. What the Calvinistic dons don’t +seem to know is that buying things can be one of life’s more innocent pleasures, +whether you need them or not. Remember your euphoria when you bought your +first car? Most people enjoy window-shopping the ads, whether for bargains or for +luxuries. For 40 years I shopped the ads for country houses, and finally saved up +enough money to buy one. +It is not unknown for an advertisement in a newspaper to be read by more +people than any news item. When all the New York newspapers went on strike for +several weeks in 1963, research showed that it was the advertisements which +readers missed most. +If advertising were abolished, what would be done with the money? Would it +be spent on public works? Or distributed to stock-holders in the form of extra +dividends? Or given to the media to compensate them for the loss of their largest +source of revenue? Perhaps it could be used to reduce prices to the consumer – by +about 3 per cent.* + + +IS ADVERTISING A PACK OF LIES? +Introducing me at an Asian Advertising Congress in New Delhi the other day, the +Vice-President and former Chief Justice of India said that I had ‘mastered what +Stephen Leacock called the art of arresting the human intelligence long enough to +get money from it’. +If there are still any natural-born liars in advertising, we are under control. +Every advertisement we write is scrutinized by lawyers, by the National +Association of Broadcasters and other such bodies. The Better Business Bureau +and the National Advertising Review Board (in Britain, the Advertising Standards +Authority) review suspected violations of the various codes, and the Federal Trade +Commission stands ready to prosecute us for deception. ‘Caveat emptor’ has given +way to ‘caveat vendor’. +But how odd that the Commission does not monitor the advertising put out by +departments of the US Government. Milton and Rose Friedman write, ‘Anyone +who has bought government bonds over the past decade has been taken to the +cleaners. The amount he received on maturity would buy less in goods and +services than the amount he paid for the bond, and he has to pay taxes on the +mislabeled “interest”. Yet the Treasury continues to advertise the bonds as +“building personal security” and a “gift that keeps on growing”’.* +‘THE DIRGE OF OUR TIMES’ +While very little advertising can be convicted of crimes against humanity, +exposure to 30,000 TV commercials every year – the average dosage in American +homes – suggests that Wilfrid Sheed had a point when he wrote that ‘the sound of +selling is the dirge of our times’. When I lived in New York, I did not notice it, +either because I was too busy to watch for more than half an hour a day (Walter +Cronkite), or because I was corrupted by familiarity. But when I went to live in +Europe, I grew accustomed to smaller doses of advertising. Today, when I return +to the United States, I am enraged by the barrage to which I am subjected. And +this does not apply only to television. On Sundays, the New York Times often +carries 350 pages of advertisements, and some of the radio stations devote 40 +minutes in every hour to commercials. I don’t know how all this clutter can ever +be brought under control; the profit motive is too strong in those who own the +media. +In the average American home, the TV is turned on, if not watched, for five +hours a day, which adds up to 25 years in the average life. But don’t blame the + + +commercials for this addiction. +MANIPULATION? +You may have heard it said that advertising is ‘manipulation’. I know of only two +examples, and neither of them actually happened. In 1957 a market researcher +called James Vicary hypothesized that it might be possible to flash commands on +television screens so fast that the viewer would not be conscious of seeing them, +but his unconscious would see them – and obey them. He called this gimmick +‘subliminal’ advertising, but he never even got around to testing it, and no +advertiser has ever used it. Unfortunately, word of his hypothesis found its way +into the public prints, and provided grist for the mills of the anti-advertising +brigade. The British Institute of Practitioners in Advertising solemnly banned the +use of subliminal advertising – which did not exist. +My only other example of manipulation will make you shudder. I myself once +came near to doing something so diabolical that I hesitate to confess it even now, +30 years later. Suspecting that hypnotism might be an element in successful +advertising, I engaged a professional hypnotist to make a commercial. When I saw +it in the projection room, it was so powerful that I had visions of millions of +suggestible consumers getting up from their armchairs and rushing like zombies +through the traffic on their way to buy the product at the nearest store. Had I +invented the ultimate advertisement? I burned it, and never told my client how +close I had come to landing him in a national scandal. +One way and another, the odds against your being manipulated by advertising +are now very long indeed. Even if I wanted to manipulate you, I wouldn’t know +how to circumvent the legal regulations. +Hold your horses – I almost forgot. There is one category of advertising which +is totally uncontrolled and flagrantly dishonest: the television commercials for +candidates in Presidential elections. +POLITICAL CHICANERY +While statesmen in England, France and Persia have sometimes consulted me, I +have never taken political parties as clients of Ogilvy & Mather. First, because +they would preoccupy the best brains of the agency, to the detriment of its +permanent clients. Second, because they are bad credit risks. Third, because it +would be unfair to those people in the agency who pray for the victory of the + + +opposing party. And finally, because it would be difficult to avoid the chicanery +which is endemic in all political campaigns. +The first politician to use television was Governor Dewey in his 1950 +campaign for the governorship of New York. On one program, Happy Felton, the +entertainer, interviewed passers-by under the marquee of the Astor Hotel on 7th +Avenue. They would say what interested them in the campaign, and ask questions +of the Governor. Dewey watched them on a monitor in the studio, and answered +their questions. The day before, his staff had carefully selected the passers-by. +They had told them what they were interested in, and rehearsed their questions. +On the last day of the campaign, Dewey was on television from 6 am to midnight. +People could telephone the studio. Four women on camera answered the calls and +passed along the questions for Dewey to answer. A member of his staff was in a +phone booth at the corner drugstore with a pile of nickels. +Dewey, the ex-District Attorney, the battler against corruption, the Governor +of the State, thought of himself as an honorable man. It never occurred to him that +he was involved in deception. I doubt that it would occur to anyone, honorable or +dishonorable, to pull such a play today, 30 years later. Times change. +Dewey was a scientific demagogue. Before speaking on major issues, he used +research to find out which policies had the widest popular support and then put +them forward as if he believed in them. +In his book The Duping of the American Voter,* my colleague Robert Spero +analyzed the commercials used by Kennedy, Johnson, Nixon, Ford and Carter. He +concluded that they were ‘the most deceptive, misleading, unfair and untruthful of +all advertising … the sky is the limit with regard to what can be said, what can be +promised, what accusations can be made, what lies can be told’. +The nine Federal agencies which regulate advertising for products have no say +in political advertising. The broadcasting networks, which turn down half the +commercials for products submitted to them because they violate their codes, do +not apply any code whatever to political commercials. Why not? Because political +advertising is considered ‘protected speech’ under the First Amendment of the US +Constitution. The networks are obliged to broadcast every political commercial +submitted to them, however dishonest. +In 1964, Johnson’s commercials disparaged Senator Goldwater with a cynical +dishonesty which would never be tolerated in commercials for toothpaste. They +gave voters to understand that Goldwater was an irresponsible, trigger-happy ogre +who would start nuclear wars at the drop of a hat. Johnson was presented as a +dove of peace. + + +What had happened was this. Goldwater, one of the most decent men in public +life, had been asked by an interviewer to differentiate between the reliability and +the accuracy of guided missiles. He had replied that they were accurate enough ‘to +lob one into the men’s room at the Kremlin’. And he had told another interviewer +that it would be possible to destroy the forests in North Vietnam by using low-yield +atomic weapons. These were no more than theoretical answers to speculative +questions. Goldwater did not recommend the use of atomic weapons, and Johnson +knew this perfectly well. +Nixon’s campaigns against Hubert Humphrey and George McGovern were less +dishonest, but they too violated the network code for product advertising. +Jimmy Carter’s commercials pictured him as an innocent newcomer to +politics, with no political organization – a poor farmer with no money. Nothing +could have been further from the truth, but the voting public swallowed it. Gerald +Ford, his Republican opponent, used commercials which were relatively honest – +and lost the election. +The Kennedys and the Rockefellers have proved that it helps a politician to be +rich. In his campaign for election to a second term as Democratic Governor of +West Virginia, Jay Rockefeller spent $11,000,000 of his own money and defeated +his Republican opponent, who spent only $800,000. Rockefeller’s commercials +were unusually statesmanlike, and a survey found that the people of West Virginia +were not shocked by his expenditure. Even his uncle Nelson Rockefeller had not +spent so much in his re-election campaign for Governor of New York. +In a period when television commercials are often the decisive factor in +deciding who shall be the next President of the United States, dishonest +advertising is as evil as stuffing the ballot box. Perhaps the advertising people who +have allowed their talents to be prostituted for this villainy are too naïve to +understand the complexity of the issues. +The United States is almost the only country which allows political candidates +to buy commercial time. In England, France and other democracies, the networks +allot free time to serious discussion of the issues. +Could political commercials be banned in the United States? Not without +violating the US Constitution. Could they be regulated, like every other kind of +advertising? That too would be illegal. +Can you imagine Abraham Lincoln hiring an agency to produce 30-second +commercials about slavery? +DOWN WITH BILLBOARDS + + +Highways with billboards have three times as many accidents as highways without +billboards. President Eisenhower said, ‘I am against those billboards that mar our +scenery, but I don’t know what I can do about it.’ In California, Governor Pat +Brown said, ‘When a man throws an empty cigarette package from an automobile, +he is liable to a fine of $50. When a man throws a billboard across a view, he is +richly rewarded.’ +Bob Moses, the illustrious Parks Commissioner of New York State, said that +‘effrontery and impudence can go no further. The time for compromise with these +stubborn and ruthless people is over.’ But the majority of legislators are still ready +to compromise with them. Here is how a State Senator explains it: +‘The billboard lobby shrewdly puts many legislators in its debt by giving +them free space during election time. The lobby is savage against the +legislator who dares oppose it by favoring anti-billboard laws. It subsidizes +his opposition, foments political trouble in his home district, donates +billboards to his opponents and sends agents to spread rumors among his +constituents.’ +Says the New York Times, ‘The forces of uglification are rampant. The Illinois +Democrat and the Florida Republican are united in their determination to protect +the financial welfare of the billboard industry at the expense of millions of +ordinary tourists who would like to see some scenery as they drive.’ +The Highway Beautification Act actually states that it is the purpose of +Congress to promote outdoor advertising. Some departments of the Federal +Government are users of billboards. The Internal Revenue Service once accepted +the free gift of 4,000 empty billboards and used them to urge taxpayers to make +honest returns. +One day Monty Spaght, then President of Shell, asked me, ‘We get a lot of +letters protesting against our use of billboards. Do we need billboards?’ I replied, +‘If you give up billboards, you can still use newspapers and magazines and radio +and television. That ought to be enough.’ Shell gave up billboards. +Billboards represent less than 2 per cent of total advertising in the United +States. I cannot believe that the free-enterprise system would be irreparably +damaged if they were abolished. Who is in favor of them? Only the people who +make money out of them. What kind of people are they? When President Johnson +sent the Highway Beautification Bill to Congress, the head of one billboard +company protested that Johnson had ‘taken a stand in favor of an abstract concept + + +– beauty. Some people like scenery and are interested in it. Others can take it or +leave it. There are times when most people would rather look at posters than +scenery.’ +The Roadside Business Association has said, ‘We do not believe that everyone +is for beauty in all things.’ +On a Sunday morning in 1958, vigilantes sawed down seven billboards along a +highway in New Mexico. Citizens of surrounding areas expressed support for +them. One telephone call complained that the vigilantes had not cut down enough +billboards, and another that they had frustrated the plan of a large group of +citizens who had scheduled a mass burning of billboards for later in the month. +The vigilantes were never arrested. +In 1961 the Quebec government sent hundreds of men with axes to chop down +billboards. In 1963 the head of the New York State Thruway Authority knocked +down 53 billboards in a dawn raid; he was sick of legal bickering. But in June +1982 a judge in Oregon overturned an ordinance that required the removal of +billboards on the ground that it was a denial of free speech. The battle goes on. +CAN ADVERTISING SELL BAD PRODUCTS? +It is often charged that advertising can persuade people to buy inferior products. +So it can – once. But the consumer perceives that the product is inferior and never +buys it again. This causes grave financial loss to the manufacturer, whose profits +come from repeat purchases. +The best way to increase the sale of a product is to improve the product. This is +particularly true of food products; the consumer is amazingly quick to notice an +improvement in taste and buy the product more often. I have always been irritated +by the lack of interest brand managers take in improving their products. One +client warned me, ‘You are too prone to criticize our products. We could find it +easier to accept criticism of our wives.’ +NOT ENOUGH INFORMATION +Do you think advertising gives you enough information about products? I don’t. +Recently, I smashed my car beyond repair and had to buy a new one. For six +months I read all the car ads in search of information. All I found was fatuous +slogans and flatulent generalities. Car manufacturers assume that you are not +interested in facts. Indeed, their advertising is not aimed at consumers. Its purpose + + +is to win an ovation when it is projected on the screen at hoopla conventions of +dealers. Show-biz commercials have that effect. Sober, factual advertising does +not. If their engineering was as incompetent as their advertising, their cars would +not run ten miles without a breakdown. +When I advertised Rolls-Royce, I gave the facts – no hot air, no adjectives. +Later, my partner Hank Bernhard used equally factual advertising for Mercedes. +In every case sales went up dramatically – on peppercorn budgets. +I have written factual advertising for a bank, for gasoline, for a stockbroker, +margarine, foreign travel and many other products. It always sells better than +empty advertising. +Before I started writing advertisements, I spent three years selling Aga +cooking stoves to Scottish housewives, door to door. All I did was give my +customers the facts. It took me 40 minutes to make a sale; about 3,000 words. If +the people who write Detroit advertising had started their careers as door-to-door +salesmen, you and I would be able to find the facts we need in their +advertisements. +SUMMARY +1. Whether economists are right or wrong in proclaiming that advertising is an +‘economic’ waste, manufacturers do not regard it as a commercial waste. +2. Apart from political advertising, which is flagrantly dishonest, advertising is +now far more honest than consumers realize. +3. The world would be a safer, prettier place without billboards. +4. The majority of campaigns fail to give consumers enough information. + + +I did not feel evil when I wrote advertisements that attracted tourists and industry +to a country which had been living on the edge of starvation for 400 years. + + +My children were grateful when I wrote this advertisement. It recovered their dog +Teddy from dognappers. + + +The Advertising Standards Authority is the watchdog on British advertising. + + +Governor Dewey, a scientific demagogue. + + +The bally-hoo of American politics. Should American political advertising have to +pass the same scrutiny as commercial advertising? + + +In 1964, Barry Goldwater’s presidential campaign was effectively scuppered by +unscrupulous commercials put out by his opponent, Lyndon Johnson. + + +The ‘down-home’ image of Jimmy Carter’s campaign belied the reality – a highly +professional, and costly, publicity machine. + + +When President Johnson sent the Highway Beautification Bill to Congress, the +head of one billboard company claimed: ‘There are times when most people +would rather look at posters than scenery.’ +Notes +* ‘Keep buggering on.’ +* Automobile manufacturers spend 1 per cent of their revenue on advertising. Appliance manufacturers 2 +per cent. Soft drinks 4 per cent. Food manufacturers and brewers 5 per cent. +* Free to Choose, Harcourt Brace, 1980. +* Lippincott & Crowell, NY, 1980. diff --git a/library/Ogilvy on Advertising/Chapter-20-I-predict-13-changes/Chapter-20-source-text.md b/library/Ogilvy on Advertising/Chapter-20-I-predict-13-changes/Chapter-20-source-text.md new file mode 100644 index 0000000..ef8c11a --- /dev/null +++ b/library/Ogilvy on Advertising/Chapter-20-I-predict-13-changes/Chapter-20-source-text.md @@ -0,0 +1,45 @@ +# Ogilvy on Advertising — Chapter-20: I predict 13 changes +- **Source**: /library/Ogilvy on Advertising/source-file.pdf +- **PDF pages**: 366–367 +- **Pages without text**: none + +--- + + +20 +I PREDICT 13 CHANGES +I have never been a futurist, and with every passing year my interest in the +future declines. However, my publisher insists that I take a shot at predicting +the changes that you, gentle reader, will see in the advertising business. So +here goes: +  +1. The quality of research will improve, and this will generate a bigger +corpus of knowledge as to what works and what doesn’t. Creative people +will learn to exploit this knowledge, thereby improving their strike rate at +the cash register. +2. There will be a renaissance in print advertising. +3. Advertising will contain more information and less hot air. +4. Billboards will be abolished. +5. The clutter of commercials on television and radio will be brought under +control. +6. There will be a vast increase in the use of advertising by governments for +purposes of education, particularly health education. +7. Advertising will play a part in bringing the population explosion under +control. +8. Candidates for political office will stop using dishonest advertising. +9. The quality and efficiency of advertising overseas will continue to +improve – at an accelerating rate. More foreign tortoises will overtake the +American hare. + + +10. Several foreign agencies will open offices in the United States, and will +prosper. +11. Multinational manufacturers will increase their marketshares all over the +non-Communist world, and will market more of their brands +internationally. The advertising campaigns for these brands will emanate +from the headquarters of multinational agencies, but will be adapted to +respect differences in local culture. +12. Direct-response advertising will cease to be a separate speciality, and will +be folded into the ‘general’ agencies. +13. Ways will be found to produce effective television commercials at a more +sensible cost. diff --git a/library/Ogilvy on Advertising/Front-Matter/Front-Matter-source-text.md b/library/Ogilvy on Advertising/Front-Matter/Front-Matter-source-text.md new file mode 100644 index 0000000..47b9890 --- /dev/null +++ b/library/Ogilvy on Advertising/Front-Matter/Front-Matter-source-text.md @@ -0,0 +1,69 @@ +# Ogilvy on Advertising — Front-Matter: Front matter, publisher's note, and contents +- **Source**: /library/Ogilvy on Advertising/source-file.pdf +- **PDF pages**: 1–5 +- **Pages without text**: 1, 2 +- **OCR note**: OCR is supplied below for image-only pages; multi-column reading order may be imperfect, so consult the PDF for layout and visuals. + +--- + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +THE INTERNATIONAL BESTSELLER +The Art of Selling +from the Most +Successful Ad-Man +of All Time + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +OGILVY +NO +ADVER- +TISING +DAVID OGILVY +WELBECK + + +Publisher’s note +This edition is largely unchanged from the original 1983 edition of Ogilvy on +Advertising, but has had some small images and text removed to reflect +modern sensibilities. + + +Contents +1 +Overture +2 +How to produce advertising that sells +3 +Jobs in advertising – and how to get them +4 +How to run an advertising agency +5 +How to get clients +6 +Open letter to a client in search of an agency +7 +Wanted: a renaissance in print advertising +8 +How to make TV commercials that sell +9 +Advertising corporations +10 How to advertise foreign travel +11 The secrets of success in business-to-business advertising +12 Direct mail, my first love and secret weapon +13 Advertising for good causes +14 Competing with Procter & Gamble +15 18 miracles of research +16 What little I know about marketing +17 Is America still top nation? +18 Lasker, Resor, Rubicam, Burnett, Hopkins and Bernbach +19 What’s wrong with advertising? + + +20 I predict 13 changes +Useful reference sources +Index +Picture credits diff --git a/library/Ogilvy on Advertising/book-structure.md b/library/Ogilvy on Advertising/book-structure.md new file mode 100644 index 0000000..95ae883 --- /dev/null +++ b/library/Ogilvy on Advertising/book-structure.md @@ -0,0 +1,36 @@ +# Ogilvy on Advertising — Book Structure + +- **Title**: *Ogilvy on Advertising* +- **Author**: David Ogilvy +- **Edition note**: 2023 Welbeck edition; the publisher states that it is largely unchanged from the 1983 original, with limited image and text removals. +- **Source**: `/library/Ogilvy on Advertising/source-file.pdf` +- **PDF length**: 388 pages +- **Structure**: 20 chapters. +- **Extraction**: Text is exported once into the source-text files below. PDF page markers preserve citation locations. Image-only pages receive OCR; the original PDF remains authoritative for multi-column layout, advertisements, and other visuals. + +| Section | PDF pages | Title | Source text | +| --- | ---: | --- | --- | +| Front Matter | 1–5 | Front matter, publisher's note, and contents | `/library/Ogilvy on Advertising/Front-Matter/Front-Matter-source-text.md` | +| Chapter 01 | 6–10 | Overture | `/library/Ogilvy on Advertising/Chapter-01-Overture/Chapter-01-source-text.md` | +| Chapter 02 | 11–48 | How to produce advertising that sells | `/library/Ogilvy on Advertising/Chapter-02-How-to-produce-advertising-that-sells/Chapter-02-source-text.md` | +| Chapter 03 | 49–66 | Jobs in advertising – and how to get them | `/library/Ogilvy on Advertising/Chapter-03-Jobs-in-advertising-and-how-to-get-them/Chapter-03-source-text.md` | +| Chapter 04 | 67–86 | How to run an advertising agency | `/library/Ogilvy on Advertising/Chapter-04-How-to-run-an-advertising-agency/Chapter-04-source-text.md` | +| Chapter 05 | 87–100 | How to get clients | `/library/Ogilvy on Advertising/Chapter-05-How-to-get-clients/Chapter-05-source-text.md` | +| Chapter 06 | 101–106 | Open letter to a client in search of an agency | `/library/Ogilvy on Advertising/Chapter-06-Open-letter-to-a-client-in-search-of-an-agency/Chapter-06-source-text.md` | +| Chapter 07 | 107–175 | Wanted: a renaissance in print advertising | `/library/Ogilvy on Advertising/Chapter-07-Wanted-a-renaissance-in-print-advertising/Chapter-07-source-text.md` | +| Chapter 08 | 176–194 | How to make TV commercials that sell | `/library/Ogilvy on Advertising/Chapter-08-How-to-make-TV-commercials-that-sell/Chapter-08-source-text.md` | +| Chapter 09 | 195–215 | Advertising corporations | `/library/Ogilvy on Advertising/Chapter-09-Advertising-corporations/Chapter-09-source-text.md` | +| Chapter 10 | 216–235 | How to advertise foreign travel | `/library/Ogilvy on Advertising/Chapter-10-How-to-advertise-foreign-travel/Chapter-10-source-text.md` | +| Chapter 11 | 236–244 | The secrets of success in business-to-business advertising | `/library/Ogilvy on Advertising/Chapter-11-The-secrets-of-success-in-business-to-business-advertising/Chapter-11-source-text.md` | +| Chapter 12 | 245–255 | Direct mail, my first love and secret weapon | `/library/Ogilvy on Advertising/Chapter-12-Direct-mail-my-first-love-and-secret-weapon/Chapter-12-source-text.md` | +| Chapter 13 | 256–268 | Advertising for good causes | `/library/Ogilvy on Advertising/Chapter-13-Advertising-for-good-causes/Chapter-13-source-text.md` | +| Chapter 14 | 269–272 | Competing with Procter & Gamble | `/library/Ogilvy on Advertising/Chapter-14-Competing-with-Procter-Gamble/Chapter-14-source-text.md` | +| Chapter 15 | 273–284 | 18 miracles of research | `/library/Ogilvy on Advertising/Chapter-15-18-miracles-of-research/Chapter-15-source-text.md` | +| Chapter 16 | 285–294 | What little I know about marketing | `/library/Ogilvy on Advertising/Chapter-16-What-little-I-know-about-marketing/Chapter-16-source-text.md` | +| Chapter 17 | 295–319 | Is America still top nation? | `/library/Ogilvy on Advertising/Chapter-17-Is-America-still-top-nation/Chapter-17-source-text.md` | +| Chapter 18 | 320–348 | Lasker, Resor, Rubicam, Burnett, Hopkins and Bernbach | `/library/Ogilvy on Advertising/Chapter-18-Lasker-Resor-Rubicam-Burnett-Hopkins-and-Bernbach/Chapter-18-source-text.md` | +| Chapter 19 | 349–365 | What’s wrong with advertising? | `/library/Ogilvy on Advertising/Chapter-19-Whats-wrong-with-advertising/Chapter-19-source-text.md` | +| Chapter 20 | 366–367 | I predict 13 changes | `/library/Ogilvy on Advertising/Chapter-20-I-predict-13-changes/Chapter-20-source-text.md` | +| Back Matter | 368–388 | Useful reference sources, index, picture credits, and copyright | `/library/Ogilvy on Advertising/Back-Matter/Back-Matter-source-text.md` | + +All 388 PDF pages are covered exactly once. diff --git a/library/Ogilvy on Advertising/ocr-image-pages.json b/library/Ogilvy on Advertising/ocr-image-pages.json new file mode 100644 index 0000000..a368539 --- /dev/null +++ b/library/Ogilvy on Advertising/ocr-image-pages.json @@ -0,0 +1,64 @@ +{ + "1": "THE INTERNATIONAL BESTSELLER\nThe Art of Selling\nfrom the Most\nSuccessful Ad-Man\nof All Time", + "2": "OGILVY\nNO\nADVER-\nTISING\nDAVID OGILVY\nWELBECK", + "9": "New tolet bar\nCcrame yodirkin\nwhile ype srosh", + "25": "The Rolls-Royce Silver Cloud-S13,995\n“At 60 miles an hour the loudest noise in this\nnew Rolls-Royce comes from the electric clock\nWhat makes Rolls-Royce the best car in the world? “There is really no magic about it-\nit is merely patient attention to detail,\" says an eminent Rolls-Royce engineer.\n1.\"At 60 miles an hour the loudest\nihree years.With a new network of\n12.There are thrce separate system\nnoise comes from the electric clock,\"\ndealers and parts-depots from Coast\nof power brakes, two hydraulic an\nreports the Technical Editor of THE\nto Coast, service is no problem.\none mechanical.Damage to one wi\nMOToR. Three muffers tune out sound\n7. The Rolls-Royce radiator has never\nnot affect the others. The Rolls-Royc\nfrequencies-acoustically.\nchanged, except that when Sir Henry\nis a very safe carand also a very livel\n2. Every Rolls-Royce engine is run for\nRoyce died in 1933 the monogram RR\ncar. It cruises serenely at eighty-five\nseven hours at full throttle before in-\nwas changed from red to black.\nTop speed is in excess of 100 m.p.h.\nstallation, and each car is test-driven\n8. The coachwork is given five coats\n13. The Bentley is made by Roll:\nfor hundreds of miles over varying\nof primer paint, and hand rubbed be-\nRoyce. Except for the radiators, the\nroad surfaces.\ntween each coat, before nine coats of\nare identical motor cars, manufacture\n3.The Rolls-Royce is designed as an\nfinishing paint go on.\nby the same engineers in the sam\nOwner-driven car.It is eighteen inches\n9. By moving a switch on the steering\nworks.People who feel diffiden\nshorter than the largest domestic cars.\ncolumn, you can adjust the shock-\nabout driving a Rolls-Royce can bu\n4.The carhaspower steering,power\na Bentley.\nabsorbers to suit road conditions.\nbrakes and automatic gear-shift. It is\n10. A picnic table, veneered in French\nPRICE. The Rolls-Royce illustrated i\nvery easy to drive and to park. No\nwalnut, slides out from under the\nthis advertisement-f.o.b. principa\nchauffeur required.\ndash. Tivo more swing out behind the\nports of entry-costs $13,995.\n5. The finished car spends a week in\nfront seats.\nIf you would like the rewarding\nthe final test-shop, being fine-tuned.\nIl. You can get such optional extras\nexperience of driving a Rolls-Royce o\nHere it is subjected to 98 separate or-\nas an Espresso coffee-makingmachine,\nBentley, write or telephone to one o\ndeals. For example, the engineers use\na dictating machine, a bed, hot and\nthe dealers listed on opposite page.\na stethoscopeto listen for axle-whine.\ncold water for washing, an electric\nRolls-Royce Inc., 10 Rockefeller Plaza\n6. The Rolls-Royce is guaranteed for\nrazor or a tclephone,\nNew York 20, N. Y. Clrele 5-1144.", + "27": "You give up things when\nyou buy the Mercedes-Benz 230S. Things like\nrattles, rust, and shabby workmanship.\nApoxonthestatus symbol thar'sal\nbody won't sem as if it's piastered to3\nglitterandoguts.AtS4,754,\nsheet of fypaper\nMercedes-Benz 230S is an efficien\nComfort without trivia\nmachine, built to endure. lts bod:\nis welded 10,000 timesand paintes\nMercedes-Besz engineers waste oo time\nwith 7 enamel coats. A 24-poun\nonfrivolous gadgets. No buit-inrecord\nlayer of undercoating stifles rust\npiayers, to card tables. no coffee urns.\nYet sensibir smenities abound ltem:\nRead on for thefullstory of why th\nSmali notrles at either end of the isstru-\nMercedes-Benz 2305 is a shrews\nment panel. They shoor warm air to de-\ninvestment indeed.\nfrost the front side windows\nPurists: Note thar wood-grain instru-\nAnINadniohe20\nmentpanei trinCoetrarytoapopular\nAa body vtyle finst.seen in 1959.\ntread, it's reel wood, Coetrary to as-\nMercedex-Benz enginers refuve t\nooplarrnditfSoy\nmakc changec for the ake of changt\nthingelseon the 2305.Oneofeveryt1\nSuperficial styfing changes don1reake\nccd\ntor to keep it that way\ntechnical advances\nAnd the 2305 body is advancedit\nSafety is an obligation\nare welded at 10,000 points. Afte\nMercedes-Bent considers safety a sober\n50,000) mile- you may begin to wonde\nobligationsot apublic relations prob-\nif it will ever rattle.\nlemSafety starts withbasic car deaign.\nNorilikelyorustThntibod\nnot a few tacked-on aferthoughts\n\" plunged out of sight in a primer bati\nThe 230S bedy is a patented safety\nbefore painting A lough caulking coa\nfeature Fromt and rear sectioms are de\nvwih intoevery crevice, evry pore. N\nsigned to yieid on violcet impact, ab-\nsonoer is the prisier haked on than 24.\nsorbing shock before it can reach the\npound praying of plusticized undercoat seals\nbummning atmost endlessly at near maumum\nout sending shivers through the whole body\npasengerarea Front disc brakes anda dual\nthe car> unJerbody aguinst the inenace of\nperdi with no hint of sdrais.\nIf this system weren't so coutly to build.\nruad salt anJ rust.\nAmerican cars migh have it. No fullsized\nSixty-minute engine test\nThen comes paint49 pounds of it,spreau\ndomestic cat does\nin new cars-is sulved with saper premism-\non in 7 careful layens The fial coart is hand\nEuropean lourirs You' see the 300SLR\ngrade tires on every 2305 Duor locks are de-\nfactory on a pecial lest >tand, To flush away\naprayed, in a paint shop cleaner than a hospi\nat the Daimler-Benz Museum ia Stuttgan.\ntal operating room.\nUnterturkheim. You'lspot a few dozen other\nany angle Inside, there are no sharp edpes\nNote to mitpickers: You won't find lumpy\nchanged 52 fime> during thistrial run.\nfamous racing machines too; Mercedes-Benz\nSafetypadding extendseventothesteering\n\"orangepeei'fasinthepaint.Andyouwon't\nwheel hub-and the rear vition mirror is\nu doniestic V8. Yet the 230S hitsapeak speed\nfisd pits im the chtrome It's backed by tuo\nuafed rsdojdu\nspring maunted.tobreak away on heasy\nplatings of coppct and one of nickel over a\nof 109 mph and in normai driving queezes\nForget brake fade\ncver 20 miles from > yallon.\nimpact.\nteelbuseRuutandrot arethwartedagain\nA lesson from racing\nThe 2305 weighs 1in tons. Caliper-type, 9.\nlast theMeof the cat.tt soperfectly bal.\ninch disc brakes at front (where 70G of the\nGoing to Europe?\nMercede-Beszengineensknou how lo build\nanced (enpine tolerances are as fine us\ncar'sweightisshiftedinstopping)helpsupply\nAsyoer Mercede-Benu deaie.w Cat\n↓ 10,000tha of an isch) that you can keep it\nbraking ablityadequatefor wicrthisweigh\nheryotse MercedeBenrYouu\ncip aztrangt alt deiails for Eluropean dt\nvedan there's no doubt ztout that in our\nDisc brakes shrug off heat buildup in hard\nmuety.timanderryaad iure ppe\nuse You can virtually forget the threatof fad.\nMercedes-Benz motor cars:\nMrvionges yoe reiurs\nMePeierGramlEuroeasDdlieyM\nFarfuf informalionweerne\nfrom 522,942 to 53,929\nwilf do wonders for ber driving morale)\nMayhe yoa can afford SMerirdes-Benz\nAmerica lac_PO Box 211 Chthide\n-ihoutiscsingit Suggeun retal pice*\nScience defeats fatigue\nfor a few popular modehs\nWied ree\nchreln aettdependently\nLong trips are no ordeal in the 230s Seats\nc00 Gtand Merctles\n572.942\n6144\nfront andearare almostchairheight.They're\n230SL Raudtrr\nmubdacomnencs CAR LIFE magarine.\ndeply comtoured and frmiy paddedrjust like\n4.754\nthe doctot orderedorthopedic physicists\nAsyrM-Bzdalegay\n230.Sedan\nworid champiomship sports-racing car, the\nguided seat design)-\n300 Diese/ Sedan\n4.142\narrange thorough demorstration drive is\n3005LR.Thenthey adapled its suipentionto\nYoucan tiltbothindividualfront-seatbacks\n3.929\nthis or anyother Mercedes-Benz\nMercedes-Benz sedans.\nto 4reclining positioms.Oehot,humid day\nmodel It is something of areve-\nA11 4 xheehs on the 2305 aie separately\nyou'l feel the benefit of thove thouuands of\nlation to drive a car built to.be\nyruag They suk up ruts and bumps with-\nminiscule air vents in the srat material Your\nthe testnot the beut seller", + "29": "A challenge to women who woulc\nnever dream of serving margarin\nLever Brothers defy you to tell the difference between\nGooD LUCK margarine and you-know-what\nTEAvE us face it.We know dlozens\nAfter dinner we let the cat out of\nPasteurized Milk\nof womenwhowouldn'tput\nthe bag. Nobody could belicve that\nWe add thonsands of gallons of tl\nmargarine on their tables for all the\nthey had bcen cating marganne.\ntea in China.\nThey had bcen taken in, completcly\nfinest skim milkto GooDLUCK.V\nalso put about 15.000units of Vi\nWe don't blame these persnickety\nand absolutely, cvery man jack of\nmin.A in every golden pound-whi\npcople, not one bit. As a matter of\nthem. And they loved it!\nWe made cight convcrts to GooD\nfact, our own wife used to be the\nis more than you get in thirty glass\nol Grade A milk. More than you g\nsane way. Her prcjudice against\nLUcK that night.\nin two doen fresh farm cggs.\nmargarine dated back to her child.\nTop Secret Research\nhood, when she was given old-fush.\nThese vitaminswill build upyo\nThe insicde story behind this new\nioned olco.It was made of beeffitt-\nresistance to colds.And if you ha\nGooDLucK isabsolutely fascinating.\nchildren, our Vitamin A will mal\nand tasted perfectly awful.\nLever Brothers set out to produce\nLaist weck she tasted our newgold.\nThem stronger.\nIt is hard to think of anything ye\nen GooD LtcK.lotell you the truth\namargarinewhichcould holditsown\ncould give children which would e\nshehad totasteit.because wework for\nwith you-know-what. A margarine\nwhich the nost snobbish fecelers\nLever Brothers and our wife knows\nthem more good. Acording to tl\nwould be happy to gobble on their\ndotors,Goon uck providesabo\nwhich side her bread is margarined\non.Our consort was jlabbergusted.\ncrumpets.Amargarine which would\ntwice the energy of beefsteak.\n\"Here\"she said,\"is something to\nbe indistinguishable -even when\nbe proud of. I would never have\nmelted for lobster or artichokes.In\nknown that it uns margarine. This\nshort.a table margarine.\nstuff is in a class by itscl. From now\nIttookfourteenyearsoftopsecret\non, anyone who pays cighty cents a\nrescarch to do this trick.\nound is a dope.\" And so forth, for\nThe actual fiaor of GooD Luck\nhalf an hour.\nwas achieved by adapting a remark.\nable techniquc disovered at a ft\nThat night wegavea dinner party.\nmousState CollegeofAgriculturein\nthe farm belt. As a matter of fct,\nWe filled our liule French crorks\n97eof our ingredients come from\nwith GooDLr'cK,and printe them\nAmerican farus. There is mothing\nwithiantiquemoldslikeyouscchere.\n\"synthetic\"about GooD Lt'cK.\nFarmers'Wives Switch\nWe never espected to sce famers\nSave50saPound\nswitch to margarinc, We thought\nTake our word for it, GooD LucK\nthey would be the last to scc the\nin a class by itself, really and trul\nlight.\nOne bite,and you will getoveryot\nBut the truly astonishing fact is\nespensive prejudice against marg\nthis: in those rural arcas where we\nrine.\nhavcalrendyintrorlucedGoopLcCK\n(We knowa Greenwich child wh\nin a guiet way.thousands of ftrmcrs\nsat down and ate a quaricr of\nwives are now serving this new gold-\npound of GooD LtCK-shraighr.)\ncn glony at every mcal. Even heir\nGoon Luck will save you as muc\nhusbands can't tell the difference!\nasto centsapound-enoughtogi\nBelicve it or not, Amcrican farm.\nNEW YORKER subscriptions TO a\nThey looked very chic-more chic\ncrs are now cating almost as much\nyour best Iriends.\nthan anything clsc on our table, in.\nmargarineascityfolks.Shrewd souls,\nInthe words ofourwife,don'tl\ncluding the family Lowestoft.\nthose farmers wives.\na dope-get GooD Ltck.", + "32": "Think small\nOur little car isn't so much of a novelty\nflivver don't even think 32 miles to the gal.\nsome of our economies, you don't ever\nlon is going any great guns.\nany more,\nthink about them any more.\nA couple of dozen collegekids don't\nOrusing five pints of oil instead of five\nExceptwhen you squeeze into a smal\ntry to squeeze inside it.\nquarts.\nparking spot. Or renew your small insur.\nThe guy at the gas station doesn't ask\nOr never needing anti-freeze.\nance.Orpaya smallrepairbill\nwhere the gas goes.\nOrrackingup40,000milesonasetof\nOrtrade in your oldvWforc\nNobody even stares at our shape.\ntires.\nnew one.\nIn fact, some people who drive our.lile\nThat's because once you get used to\nThink it over.", + "38": "万宝路\n美国销量第一世界销量第一\nlarboro\nCometowheretheflavoris\nCometoMarlboro Country.\nThe\nfilter doesn't\nget between\nyou and\nthe fiavor!\nMarlboro\nMarlboro Malorn\nTHE NEW PILTER CIGARETTE FROM PHILIP MORR\nthe goods on fasur, Popalar flter price, This new Marlloru\nbon\nte change to a flter. Thin ars yoe'l like.", + "42": "sor sTETson, Do Tlook fan\nSeuffaf airt\nRrlar!\nBen!\nClam by self.\nDoyrum\natsr raitno- Dry FuntHord te beliee.\nTer Tereon: Durto.Bican rum!\nCleaz. Light-bodied.\nMany bruade available.\nJast the thinr fue\ntall drinks.\nIEHS: Whioh brond shere?\nseE eTETo-Merite bere.Tep aotch\nHerry p.\nYo\nBeautifelly played Calls for foat.\nSEsT PRIENO.Sher luck.\nNoorl experiesce.\nTEts oN+ Deservis rcvel toast.\nNew drink. Everybody aking for.\nDo tol.\nDrxn-\nComes fron Puerto Rice._ Lightur bodied.\nSuperh with sode ansd leeron twix.\nOr favorite mixrr\nBat end sode. Serious?\nCouldn't be more., With Buerte_Rican rum., People\nBESYFRIEND.COM,MRZ.\nSperify trasd.\nMaraca.here\nSpectacular drink.\nJor sTeYson; Happy returns, Manv.", + "81": "ARE\nEACH\nSHALL", + "82": "Wanted by\nOgilvy&Mather International\nTrumpeter\nSwans\nIn my experience, there are five kinds\nof Creative Director:\n1. Sound on strategy, dull on execution.\n2. Good managers who don't make\nwaves...and don't produce brilliant\ncampaignseither.\n3. Duds.\n4. The genius who is a lousy leader.\n5.TRUMPETER SWANS\nwho combine personal genius with\ninspiring leadership.\nWe have an opening for one of these\nrare birds in one of our offices overseas.\nWrite in inviolable secrecy to me,\nDavid Ogilvy, Touffou, 86300 Bonnes,\nFrance.", + "84": "[Image-only page; OCR found no readable text. Consult the PDF for visual content.]", + "99": "Howtocreate\nHow to launch\ncorporate advertising\nthatgetsresults\nnew products\nbyOgihyeMuher\nOgihy\nMath\nHow to\nHow much\nadvertise travel\nshould you spend\non advertising?\nOghyeMathercandfienanwerthisquestion\nthroughtheuseofanewaralytical tool\nOihy\nMather\nHow to make\nyoursalespromotions\nHow to create\nfood advertising that sells.\nmore profitable\nbyOgilbyarMather\nbyOgihyeMather", + "122": "BeefBrnth\nCONDENSED\nSoup on the rocks.\nCooloffwithCampbell'sBeef Broth.Take itstraightfromthecan\nandontotheice.TryitwithadashofWorcestershireorlemon\nafterahotdayonlandorsea.Asamatteroffact,don'tevenwait\nforarealhotday;startpouringnow.Cheers!\nM'm!M'm!Good!", + "124": "Darling, I'm having the most\nextraordinary experience...\nI'mhead over heels in DOVE!\nNo, darlingDOVE. Dlike in delicious.\nRemember \"The Great Ziegfeld,\" denr? How\nmakes me feel all velvet and silk, all soft and\nI told you, sweet. I'm in the tub. Taking a\nAnna Held bathed in milk? And Cleopatraone\nsmooth. Just the most pampered, most spoiled,\nbath. A pove bath-my very first.\nhundred mares or something milked every day\ngirliest girl in the world.\nfor her bath?\nDarling, I'm purring.\nWell, darling, I'm all over cream, Just imag-\nAnd did I tell you Dove is sort of me-shaped?\nDove\nine, cream tip to toe. Arms. Legs. All of me!\nThat it's eurved to fit my hand, so it doesn't\nAnd clean/ Simply smothered in suds. Oodles\nkeep slithering away in the tub? Soap is soap,\nof suds! Oceans of. I don't know what I ever\nbut a bath with DOVE is hearen!\ndid to deserre DOVE!\nAnd just think, darlingtomorrou night, I ean\nAnd you know how soap leaves your skin so\ndo it again.\ndry? That nasty stretched feeling? Well, DOVE\nAnd what a positively gorgeous time I'm\nhaving! It's just as if I'd never really bathed\nNOTE TO EAVESDROPPERS\nbefore!\nYou can buy the remarkable new bath and\nNo,dear,it isn'tasoap.Soap wasneverlik\nDove\ntoilet bar called DOVE today, DOVg is a co\nthis! So wickedly ereamy.That man on TV said\nove\npletely new formula. DOvE makes rich lather\nthat DOvE is one-quarter cleansing creamthat\nin hardest water., DOvg leaves so bathtub ring.\nit ereams my skin while I batheand now I\nLever Brothers guarantee that DOVE is better\nfor your jace,your hands,all of you, than regu\nreally beliere him.\nlar toilet soap. If you don't agree, we'l return\nWhy,DOvE even smells creamy.Such a lovely,\nBATKANDTOILEER\nevery penny you paid.\nlush, erpeneire smell!\nDOVE creams your skin while you bathe", + "126": "FOR MINNEAPOLIS:\n2 BELOW ZERO!\nWeather bureau predicts sharp temperature drop tonight.\nHelp your car start promptly in the morning by filling up\ntonight with Super Shel's winter blend. Its nine-ingredient\nformula is primed with an extra dose of quick-firing Butane\nto help your car give top performance in coldest weather.\nen fry-elfnirs b2 md eposr ie\nesu p paing *g Tlit pex re\nThol wha d mmal Aie ndolias c\nal aaCar du yi wniaat\nbo + jelat 5t.\nhtaaeh, hal le plim t Paian\ntkir wr lAr dedlimr te n ie fer\nGieeiine thest taie tp -ajee heline af tan\nIn d- Le tde.\nehe 1 gr-d= et- i visr hs It d(ale n\neiBatllgnl.gratunifut\nmpeeemr ih at is lel Far?\nM hiryt the\nde The tu cm ha leel te sy\nCurpering e vundvar ran at aid\n+*rufha+s Hali+ tuld. +rt\nddrptht e mstnta loull nady\nRnt whe+ se\nHew Super Sholl's nine ingredients can give you\ntep perermense 3es days s yaar\nm belp hp -aihu\nF**atog c\nSHELL", + "128": "Lemon.\nThis Volkswogen missed the boat.\nthan cors.j\nbrake stand, and scy\"no\"to one VW ou!\nThe chrome strip cn theglove compartment\nEveryshockabsorber istested Isporcheck\nfifty.\nis blemished and must be repiaced. Chances\ning won't dol, every windshield is sconned.\nThis preoccupotion with detail means :\nore you wouldn'thove noticed it; Inspector\nVWs hove been rejected for surface scratches\nV losts longer and requires less main!\nKurt Kroner did.\nbarely visible to the eye.\nnonce, by ond lorge, than other cars. tit al\nThere are 3,389men ol our Woffsburg fac.\nFinal inspection is really something! VW\nmeans o used vW deprecia!\ntorywithoniyonejob toinspecrVolkswogens\ninspectors run each cor off the line onto the\nless thon any other cor,]\nateachstageofproduction,t3000Volkswogens\nFunktionsprufstand fcarteststandl,tote up189\nWepluck the lemons: youg\nore produced daily; there aremore inspectors\ncheck points, gun ahead to the automotic\nthe plums.", + "130": "Shop at\nSears\nand save\n(their profit is less than 5%)\nSears, Roebuck always charges lower prices than others\ncharge for equal quality. Read how this enlightened\npolicy is made possible by unique know-how in buying,\ncombined with a modest margin of profit.\nFint, Sears ts content to take a modest profir. Its net\nyesterday.-Across the country\n%5 uri ssa[ st.n ea st] 3goud\nThcy bought rvery imaginable kind of merchan-\nSecond,the Sears people kbubeutehy.\ndise. Rabons. Tires Refrigeratons Bicyclo, Skims\nThcy buy from thousands of small, efficient facto-\nClocks.\ntits These factories are located close to Sears stores\nThcse menand women are Sears(cwpurisowsboppers.\nand mail-order housesto cut shipping costs.\nTheirpurchases, withpriceattached,aresent to Sea\nThe Sears buyers work inrimratoiy with theitr sup.\nmain officc every day.\npliers They will help a manufacturer work out the\nThere, they are checked fo: quality and price\nuot ccunumical production system, They will ad-\nagainst Sears merchandise, Sears analyxes the lowest\nvise him on every aspect of his business\nThe minufacturer's cost of production is reduced.\ncategary-\nSeans' cust of distribution is reduced. And the prices\nI Sears amme ofem agualproduicr for lms monay\nyu pay are reduceddrastically.\norassprior produit Jur the same amoum, Srarj does mor\nThe results of this policy have been very good for\nofor you this product at al.\nSears And for Sean'sapplicnAnd for yu.Slop\nThis remarkable policy is posible for two reasons.\nSear) end Jate?", + "134": "WHENIT'SGOTTOBEREALLYWHITE-USERINSOWITHSOLIUM", + "139": "ZIPPO...THE LIGHTER THAT WORKS\nTHIE FISH THAT SNAPPED LP THE ZIPPO LIGHTER WAS A CREAT NORTHERN PIKE,ONE OFAMERICA'S SCRAPPIEST CAME FIS\nTheamazing storyofaZippothatworked\nafterbeingtakenfromthebellyofafish\nMr.Harry Best, recently retired fish and game\nThePike must have picked it off thebottom or\nThe Zippo mana is nol surprised that the\ncould havegrabbed it before itgot to thebot-\nprotector for the New York State Conservation\nworked. He makcs every one of his lig\ntom.The lighter was in fine shape which showed\nDepartmen,told thisremarkable but truestory\nwork. Not just for wcks,montha orye\nto the Zippoman:\nforever!\njit was that the Zippo lit the first time.\"\n\"A party., just west of Cleveland on Oneida\nWhether youbuy your Zippo lighter in\nLake, was fishing for Great Northern Pike\nEven for a fisherman, it's quite a yam. But\nor find it in a fish, the Zippo man offers\nthentherearethousandsofother Zippolightens\nin Three Mile Bay,They caught Pike that\nsame incredible guarantce: No matter!\nwhichhave lived through adventures that would\nweighed about 18 pounds. When they dressed\nit isor what its condition,ifa Zippoe\nhave made brare Ulysses'hair stand on end.\nthe Pike,in thestomach was one ofyourlighters.\nto work,he'lu fixie free!\nIf you doa't me\nGold-lled Zippa.10\nNewZippoStinLightet\nLouproel Zippo\nNev ZippeSlim-Lighter.\nRegular Zippo. Made\nEagine-terned Zippo.\nthe botiom of th\nRibbon desiga lram\nLighter.In fve pepo\nkt.gold fusd tocase.\nSmart srv dexign is\nit's pot s gtnuih\nZippe famouL Brutb-\npolishedchromaS.7S\nfai chromne$3.50\nBot plated. 120.00m\npolished chrome. $5.75\n35.00\n'ports design\ning chrome finish. $6.00.", + "141": "\"Cen rralz pll\"rillolupred.\nAnloradaind\nrne gloyid a not in lis life.\"\nThey Laughed When I Sat Dow\nAt the Piano\nBut When IStarted to Play!-\nRTHURhad just\nthe,\n.contisvd\n\"The\nmusicianhimsell,rere spenkiss tomepeakins\nplayed\ntheysotcaoicr\nthroth the medium ol munic-not in rordi bur is\nThe room rangwith ap-\nRossry.\"\nBelorel hee it Toad plarinsal\nNot in seatences bot is exquisite mclodies!\nchorde.\nPiecesI liked beit Nothinr atoppedme.Icoule\nplause. I decided that this would be\nballgdi or clauical upbeto orinn, all ith\nAnd\nA Complete Trlumph!\ndramatic moment for me to make my\nI serer did hayeasy opecial\nTo the amazement of all\ndebut.\nmy\nfor music!\"\nthe last Botes of the Moonlirht Sonita\nAs\nfriends, I strode confdently over to\nthe\ndied\nay.the room roundedithjuddco\nroar. ol ppplause.\nIlovndyelrsurrouaded by\nPlay Any Instrument\npiano and sat down.\nHoy friends carried on!\ntacited faces.\nYou too,cas.\n\"Jack isup.to hisold tricks\"somebody\naoutreclzosrrely tobean\nshoomyhandlidizconuratulated\nme-\nThey\ntheir cotsunisn!\nlaughed.\nme onthebacin\nounded\nFo wronrgith\ntime..\nYoucan't\nEverybody un csclnimins ith delight-phriok mt\nthio simpl\nThich\nwere all certain chat\ncouldn't\nhaa\nalready\nmethod\nplay\nCith'tapidquestiont\ntheifivorite ioseru\nshown\nPeople\nsingle note.\nForeet thatold-fiohlosed idea thit you need\n\"\"Can he really play?\"\n\"Houlont have you\nstodied!\"\nlears\n1heard\ngirl\n\"taleat.\"\nancl,decide\nhich one you\nwhisper to Arthur.\nL have sever evea.ma my yacherI replied.\nU.S.'School il dothe reet.\nmatter which imstrumeat rou chooe, the\nAndbearinm\n\"Heavens,,\nno!\"\nArthur\nexclaimed.\n\"And just short -hile ago I coulds't play a Bote,'\n\"He neverplayednotein allhinlife.\n\"Ouit yoor Lidins.\"lvhed Arthur, hinwell\nSuch caveill h thewmejust le ceats\nNo Matter chether you are aere begin\nBut just you watch him.\naccomplishedpitsist.\nilreadyopoodperformet,og\nThis is going to\nfor\nilt be.\nint\nIcantell.\"\nyears\nin learaing sbout this sew and\nbe rood.\"\nronderful\n\"lbavebrentudyine osly,thort\nwhil..\nI decided to,make the most,of the\ni decided to heep.itoecret wo thes\ninoisted.\nSend for Our Free Boolklet an\ncould ourpriu all you folki.\nsituation.,Wich mock dignity, I drew\nDemonstzation Laseon\nThes I told them the phole atory.\noutLilk bandkerechicf and lightly dusted\nThouund of ruccenfel tedeati peverd\n\"Hare Tou ever beard of the U. S. School\nthey poosed mwsicoldbaiszusti it :\nMedierTked.\nthe revolving piino atool quurter of\nto Chem by remarkabie Musical Ability\n\"That's\nA few ol py friknde nodded.\ncorre-\nChich e uad eatirely without cout vith\nturo,justuf,had seen.animitator\nof\nepondence ichooi, ion'titp\" they ezclaimrd.\nterestiag free boollet\nPaderewaki do in vaudeville oketch.\nla earseot\n\"EuctlzLreplied,\"They hare.ny?\nsimpli-\ncboet wastins\navorite\ns\"What do you thinkof his executionp\"\nfed method thot can teach you.to play\nsnyiastru-\ntain\nhappinee osd iocrean.your.\nor the free boollet ind\nment by mail in jun a lew moetke.\ncalled voice from the rear.\nDemon\nmo obligatioi\nNocout-\nLreon.\n\"We're in favor of itl\"\nRight\nback\ncame\nHow I Learned to Play Without\nSpecial ofer for limited ou\ntheanswet, and the crowd\nse studento.\nrocked\nwith\na Tescher\nSirn aad wnd che coaveaias\nlaughter.\nsupplied\noffet.\nTastrumests\nthio\nthenE erplained hou\nAsd\nfor\nyears\nhad\nwhen\nCach or credit..\nto play ibe piano.\nThen I Started to Play\nloaped\nUS.School et Muel\n\"A\nmontha.,\"yo.\"\ncogtisurd.\nYork Clty.\nInstantly\nfell\nsilence\ntense\non\nU. s. Scbool ol Mwolc,\nIaughter\nto plar hich oalycost fe ceata\ndied od their lipsoif by pie.\niosi Bruoowkck Bid'Nen Yerk Cty\nplayed throuah thelrat Te\nPhea wnd me.Tour, fre book, \"Musike\nPick Your\nhad miotered the pisno\ninber\nYourOwHome\"ieh ntroduction\naad witlont\nipare time,at lome\nFrany Crane,Damoestratice Lesseos and Pe\nthe\nInstrument\nBaot\nall,\nof\nMy friendesat\nronderful aeerthod abe used,\nol your Specidi Ofer. Tm intereetad in t\n-spellbousdl\nbrsathlese-\niag course:\n1played\nand\nreeyired,mo laboriourKales\nplayed1forpos\nthe\nPeople\nno heartless ezercises.Bo tire.\nvome PractisisE:\nProsnd me. i forpot thehout,the\nItsounded\nPo.coavincing that,j blled out\nPlece,the breathless\nlistesers.\nthe coupon.regyesting the Frme\nDemosetratiosLroson.\nworid1\nlived\nHare you abowo isrrsmentl.........\nwemedtofadewemed\ndiral\nOaly\nthe\npke Pa real\nlyond I otartedo thot rery\nmight to otudy the Demosstratios\nTiaioas\nbroughe\nPiease write plaialy)\nme.\nVialonss\nbesutiful\nBoeez itTa to play thisnev\nLroon..\nand\nchasdagc\nblow\nthe.\nThes Ioeat for the courso.\ndrifting\ncloude\naad\n\"Whe_che cour, arriyud.]\nAddred.\nthat\nloas\niaopired\nposter\n.com.pober.\nfound i was jevt ethe dyiaid\nAACI\nAad.\nthe\nStata...\nBester", + "146": "What everybody ought to know ...\nLe or uchn.Fou va3\nAbout This Stock And Bond Business\na largly.\nSomeplaintalk about a simple business\npey hgreamed (ca\nthal ofien sounds complicaled.\nWHY WE ARE PUBLISHING THIS\nINFORMATION\nHo\nOr loot at h firoete wodid\nsay hebot and iupoerlle citisn. For\nPobahy\nA Trodadi\nHow to Buy and Sell Securities\nSiocka?\nTHIST\nTHAT!\"\nMERRILLLYNCE,PIERCE,FENNER&BEA\nBrdwo le Saridn d Cannodiln\n10 Pont Office Square\nalAreCon\nBOSTON9\nrad Siorka?", + "148": "SeeThe Conquering Hero Comes--in a Viyella,Robe!\nSound the trumpets, leat the drum, see\ncustoemtr whabeughta Viy-llshintelesen\nturtan, tattenall, checo, stripes and\nyanagotluththemhadawpled\nplain colurs Tay weigh enly zi ersces\nsheaines in Viyella fele,nid armed\nand ein br pociked in yourhriel ciie nest\nwich Sunday hrealfast fer this desening\ncslans are jut as bright and ditinct as\ntimeyou trazl,Sa8.go at finetorcs\nhride.The superb thing shout a Viyrlls\ntverywhere.Furthemimeofyvornearest\nbathrobe in that yow can ath iL Ef it\nace.Lamby-eftVigll\ntwo buttuna\" Viyella robes (like theooe\n(chymes srith hi-fela) wtansfor yoeri.A\ner hers is vearing) oute in outhentic\nYoek 17.NewSartMU4-73y0.\nSchwep\nSchwek", + "150": "GASCOGNE\nCADET DE\nSueet keng in Paro You con Py thertom ALMende Sreher cntaatnoctreu fare\nWhat you should know about KLM and the\ncareful, reliable Dutch before your next flight to Paris.\nRome, Amsterdam or 34 other cities in Europe\nKLM Royal DutahAirlines harehadmoreycarsof eajrtienethan\nlumci and 150 brands ot liquor ata\nany other aitline, Founded in 1919, Kt.M is litetally the worll's hrst\nItaton of the US prke Eoen tat.\nairline. Read 15 other reasons hy o many eaerienerd uaveleis be-\nfreeTurosanfui-alwvingsup\nliesethal the dejendable.punctual Dutch hase made KLM the mou\nentite lrap\nreliablc of all ainlines\n13. Not all aarline offer you 1thance\nofetandpropeierRightsALMdn\n1, KI M flhes an average of 1)000\nDutsh, Englnh. French anJ German\nSomeatwatlyspesk 7ors languages\nThead-antage round-trap csonomy\nmiles rvery day.The rquivalent of five\nclawfarocoSJ6leuon[XC.7.\nLumes afounJ the world. Or alut half-\nS.AKLMucuardewwalis&mulrton\nw ay lo the moon\nParis-$53down\natnpto EutopeAdelaghieJenper\nfromNcYork tecentlywfotetoKIM\n.2.KLMshotalroutepetaprk n16k000\n14.You can nv to Pann for only S5y\n-The ftsndlycourtroun andsdicitous\nmules Kt M san ty you to37 citurt in\nJoan (roun-trip pet cconomy class\nattentron ofyour hnlesueswas allthst\nEaro akme.\ntarel. ond take tao yrars to Pay the\nanyone soulu haoye for\"\nbulance with kl M's puy-latct plan\n3. KLM was the first Luropran artfnc\n9.Atypcal firstcawmenuonaKi.M\nto he authorued by the U's Foderal\n15,Akyourtiavelatnttoct,anthe\nKtteads ethaCaviur Fra sur\nAvatanAgetsylooserhaul plangnfor\nfullpnuhlticofsopovctvcntour\nSxke.Coxatad de HmardPampe-\nU S atlnes wthoutfurthetinsprstan\nneut kiM trip Fiample Your ticlet\nmoune au Sherry. Crsme Je Violalle.\nto Patn -ill alo take yuu to Brussghs,\ns,EvetyKtMRoyal s Jet has noless\nTournebn Maitre JHotel Cotckettes\nAmuerdam,lonon.\nManhestetand\nthanranagataonalsyucms\nJ'Agneau, Bscut Glace.Fromages\nGlai-al no citra Jare\nThree pllots\nDver,rutsJe Saron\nS.All KEM jsts flyng acrony the\n10.The caben of a KI.M Royal s\nAtlanta catrythreepkts,one fighten\net petsfresh supply of ar\ncvery thrce minules\npncerand radar hich lete the capain\nItnaif\nFIsra 9.J00\nKe the wrather 150 minoheaJ\nconditioned on the ground as\no. Lome groups uhs hsve chartered\netl as in the air.\nIl, KLM loer babies Every\nKMplancsintecentyears are the\nNcw York City Ballet Vennu Stale\nKLMplaneCarfiesa\"ubyhut\"\nOpeta.Boston Symphony Orcheura.\nwsthountments,ouh.powdetand\nCay\nbuby wp\nNcwYork Phaiharmons Orchotra.and\nthe entire cad of\"My lar Lady\n12.AtAmuerdamAurpurtyou\n7.Every KLS Mewareu muu eak\nCan buy Sametas,\"atchespet-", + "152": "Un foie gras qui a valu a Predault le Prix de la gastronomie au Salon international de I'alimentation, Paris 1976.\nLe foie gras frais entier au naturel\ndePaul Predault\nEFOIE GRAS estun dieu dont,\napres bien d'autres merveilles, a voulu\nperfection n'ajouterienalaperfection\nbiensouvent,onneconnaitque\nnous offrir le Vrai gout du vrai foie\nCela dit,goutez le foie gras de Pau\ngras, Cette ronde saveur aux reso.\nlessaints.Car,memesilesblocs,les\nPredault, cuisine entier au naturel.E\nlingots ou les terrines de foie gras\nnances de magnificat joue sur les\ngoutez-le sur du simple pain tran.\nurgues de Notre-Dame.\npeuvent preter a confusion, seul le\nche pas trop epais, cuit pas trof\nfoie gras au naturel est seulement du\nC'est simplement cuit au four, en-\ngrille et encore un peu chaud... vou:\nfoie gras.\ntier dans sa terrine. C'est servi sou-\ndecouvrirez, s'il vous en manquait\nMais quand on n'a jamais mange\nple et ferme. Et rose et blond, marbre\ndes raisons d'étre heureux dans la vie\nde foie gras frais, on est tout aussi\nde nuances indefinissables.Avec cette\nbien reste dans I'antichambre du\nsubtile et discrete amerture qui est\nPaul Predault s.a.-Le Clos Chau\nParadis.\nle propre des foies d'oies.\nvard-RueChauvard,95500Gonesse\nEt c'est pourquoi Paul Predault,\nEtsanstruffe,biensur.Car meme la\ntel. 985.96.96.", + "154": "Comedy's King Leer\nPC\nELECTIONS\nMarchais\nCGT-PC:\nLa planete Lenine\nsous surveillance\nmdmecombat\nCHEVRILER", + "156": "AMERICAN-BREWED GUINNESS STOU\nNOW ONSALE ATHALFIMPORTEDPRIC\nORIGINAL YEAST FLOWN FROM DUBLI\nA HEARTY DRINK\nGUINNESS.BREWMASTERSNOWINU\nFINDTHEMAN\nGOTGUINNESS\nFOR 190 YEARS\nGUARANTEE HEARTY OLD IRISHFLA\nFavorefSlde\nMADEINULSSAME\n\"Say When\"\nStatesmenWnite\nGREATAS GUENN\nSLOW-ACEDWAYASIN\nand just plain MEN\nIfyonisdosbiabo\nIRELANDSINCE 1759\nLOWPRICES CH\nEHSWEE\nREYEALS\nLookforthe Smiling Glass\nSymbolofa MAN'SDrink\nPEDIGREED YE\nHarp on Label Played\nTHERE'S\nFLOWNFROM\nLADIES\nLIKE GUINNESS.\nWhen Guinness Was Born\nIRELAND TO\ned on the OrNell Blarp Nove in Trinity Colleg\nON HOT DAYS!\nProbabiy Oldest Harp in Eristencr\nHoteMany\nNIRISHMAN\nRICH FLAVOR\nDRINK GUINNESS\nOF GUINNESS\nGRowSONYoU\"MyGoodness,MyGuinness", + "158": "Menaces sur la production ovine francais\nUn peu debon sens\n150000BERGERSENCOLERE\nne veulent pas devenir desassistes>europeen\nL'agneau francais mise\nsur la tradition\ngastronomique\nProgres techniques et elevages competitifs\npourla\na nouvelle vague des moutons francais\n00", + "160": "ADVERTISENENT\nADVERTIEE\nREVOLUTIONARYNEWKINDO\nDRAINOPENER INVENTED:\nUNCLOGSDRAINSIN1SECONI\nNO LYE OR ACD\nCOSTS NOMORE\nMETHODCALLEDMIRACULO\nTO USETHAN\nLEADING\nWoryof Handing\nUnclogsWith\nLOUID LYE\nPressure Instead\nLye orAcid\nNew Product Is\nAptly CalledDrainPow\nM.Th Gs\nSafetoPipes\nWomenWith\nProblem Draina\nINVENTIONWORKSATSPEEDOFSOUND:\nMAYMAKEOTHERDRAINOPENERSOBSOLETE\nLaadi\nSPECIAL\nSAVE 3O'ONAMAZING\nNOTICE:\nNEWDRAINPOWER\nMassive Clog OfHuman Hai, Grease,\nSoapAnd Coffee Grounds Dislodged\nIn One Second AsDrain Power BeatsLiquid\nAndCryitalDrainCleanerInTV\"Rac\n30\n30g\n30-OFF\nwhen you try new\nDrain Power\n30°", + "165": "LCONEXPO75\nShowtimeagainfor\nconstructron\nequipment\nIHEMOVE\nRELIABI\nSERVICE\nomato\nME\nQUGHISFO\nSUMMERC\nOSTAUFFER\nocibohan\nCHLORINE\npppns.htogpens,appon\nFYOUDEPEND\nHOIDAS\nSTAUFFER\nThe search for\nasweetercantaloupe\nHow 10 years of crossbreeding\nat Burpee produced Ambrosia, the sweetest,\njuiciest cantaloupe this side of heaven\nA foid for thr eodk\nBurpee's 1975 Catalog\nAvailabie only in\nd in\naally berirg ikveloped\nOur 1 yeas ags Tel Torny le\n1y7s, Berpet Gardon Catalig, Thut\nP pr 4(u99r(3 0 >)\nSe cder Burpct serdr nw fee", + "167": "Porsche928\nNomatterhowmuch-theworld\nbecomesthesame,\nthe individual will still prevail", + "169": "ANZEIGE\nVivre comme\nDieu en France.\nOder\nLeben wie Gott\nin Frankreich, Ein\ndeutscher Ausspruch,in\ndem immer wieder die\nSehnsuchtnachderLebensart un-\nseres franzosischen Nachbam schwingt Zeit\nund MuBe.\nein herrliches Essen,ein gutes Glus Wein zu genieBen Zeit\nund MuBe.\nauch mal Gber die unwichtigen Dinge des Tiges zu reden\nKommen Sie. Essen und trinken Sie ein paar Tage oder Wochen wie Gott in Frankreich.\nImHerbstwennimnordlichstenWeingebiet.derChampagne.sichdiesanflenHigclrotgelb\nfirben.\nUnddieWeinbaucrn diereifen Rebenfuirden KonigedierGetrainkeemten,Champagnet.\nOdet kommen Sie hin,wo die Weinbauern fruchtig.trockene Weine mch franzosischer Art machen und lie-\nbenWodiesehrrlichenWeinenachderRbsotebenanntwerdenunddie WeinhauptstadtColmarheiot:insElsa\nDic trockenen,kraftigen Weine haben alle einen reinen,klaren Geschmack. Zum Beispiel der Riesling.der\nSylvaner und der Gewirztraminer.Aber nun verraten wir cigentlich schon fast zuviel.Denn diese.nenncn\nwirsieruhigWerbeanzeigefurWeineausFrankreich.istdieerstevon vielen.Indennochkommenden Anzeigen,\ndieSieimLaufedesJahresindieserZeitschritsehenkonnen,schreiben wiruberdieunterschiedlichsten\nWeingebiete,Uber das Land,das Essen,aber vorallcm uberdie Weine,Wie siebeschaffen sind\nZ.B.dieausdemLoire-TilObtrockenodersiBer.Rot,weiboderrose.Obleichtoderschwr.\nObelgantodrrustikalWannmansietrinkt,wiemansetrinktundvorallem\nzu welchem Essen man sie trinkt Obrigens, bei uns in Deutschland,in den Wein\ngeschaften und den Weinabteilungen der Kaufhiuser finden Sie sehr viele fran-\nzosische Weine. Vondenpreiswerten Landweinen(Vinsde Pays)biszudenedei.\nsten Tropfen, Und damit Sic sich bald noch besser auskennen,werden wir Ihnen auch\neinigesbrdieQualitatsstundrWinezBdrWeinausBnundagenUnd\nehwas iberdie ausdrucksvolleundvielseitige SprachederWeinetiketten,Uberdie\nMenschen,dieLandschafen,warumzB.WeincdesGebietesMicon zuden wir.\nzig undjungen Rot-und WeiBweinen zihlen,die Sieprobieren solltcn.Und warumes\nnichtigseinkanneinenjungenRotwein,einenBeanjolais,malkuhlerzutrinken.Das\nschoneBordelaiser Hinterlandum Bergeras.anderDordogne.soliten Sieunbedingt\nkennenlemen.Esgibt hierverschiedene ausgezeichnete Tischweine,Am besten\nwennSicBordeauybesuchen,daswohl groBteWeinbaugebietFrankreichs.Hierwurde\nVollkommen anders wicder sind die Weine fus dem Rhine-Tal, Sandige,kiesel.\nsteinhaltige Boden unddassonnigeKlimagebenden WeinenihrespezielleKraft.Denfeu.\nrigen,wirzigen Chateauneuf-du-Pape sollte sichkein Weinkenner entgehen lassen, Ubri-\ngens,verwahrenSiediesesBlatt,Siewissendannspater,woinFrankreichobimNorden,Suden\nWesnodrOnundieinzlnenWeingbietelien.Einkleinabrnichunwichtig\nGebietzBliegthier:Gallac EinereizvolleLandschaftmitschonen.kleinenStidten\nDie unerbittiche Sonne sibtden Weinen des Languedoc-Rousillenund der Provence\nihren Duft,ihreKraftundihrbesonderesFeuer.Kommen\nSie in das Licb-\nSonneund\nlingsland der Rebe. Lassen Sie sich verwohnen, Von\nHier.\nNatur. Von der guten Koche und den Weinen,\nauf der\nvon denen Sie sicherjetztschon trilumen.\nSonnen-Insel\nWeine lus Frankreich.Ers kennen\nKorsika gibt\ndannlleben.Avotre\nes herrliche,\nvolle,run-\nde Rose-\nund Rot-\nWeine.\nNord LB'74\nIn einem\nIn a year\nJahr.dasdurch\nwhich was marked by\nauBergewohnlichegesamt-\nexceptionaldevelopments\nund kreditwirtschaftliche Ent-\nincreditmanagementand inthe\nwicklungenbelastetwar,nahmdie\neconomyas awhole,thebalance\nBilanzsummederNordLBum16.7%\nsheet totalofNordLBincreasedby16.7\nauf28,8MrdDMzu.DasVolumen\npercent toDM28,835million.\naller Aktivitaiten der Bank or-\nThevolumeofbusinesshandled\nreichte mehr als 36 Mrd DM.\nbythebankrosetomorethan\nPa ane ne a L", + "171": "The Winstons aren't trying to save the world.\nJusta littlepieceof it.\nThere are Apaches on the reser-\nvation in Clear Fork, Arizona,who\ncan remember the last, hopeless\nApiche uprising in 1900.But for\nDella Alakay, a seven-year-old\nApache, the.enemy is not the U.S.\nCavalry.\nShe and het people are fghting\nanother kind of war, This time the\nenemies are poverty,disease and\ndespair. And for the first time in gen-\nerations, there's a chance that the\nApaches might win: thanks to the\ncourageous efforts of her own people\nand other Amerieans like the\nWinstons\nAnne and Stan Winston and\ntheir two daughters live in a New\nYork suburb 2,000 miles from the\nreservation. But it's another worid.\nThe Winstons live in a big old house\nand complain about a big,new mort-\ngage Their girls have a closetful of\nClothes and\"nothing to wear\"They\nhabiskas.gamsbooks\nords and'nothing to do.\"\nDella and het seven brothers\nand sisters have none of these prob.\nlems,Her father spetids as much\ntime looking for\nand water system.\nwork as he does\ntosave the world.If there are enough\nAlrendy there is a now feeling\nworking-Sanitary\npeople who care. How about you?\nfacilities are al.\nef hope among the villagers and\nmost non-existent.\nconfidence in their ability to help\nthemselves Even litte Deila han\nSave The Children Federation\nElectricity has\nfounded in1932,isregisfered with the\nyet to reach them.\nvolumteeted to give sotne time each\nU.S, State.Department Advisory Cam-\nWater is hauled\nweek to keep her schocl playground\nmtferon Volunfory Forergn Aid.and is\nbyhand.Even the\nclean.\namemberaf the InternafionalUnicnof\nThat feally is what Save The\nbarestnecessitsesarehard twcotme by\nChil Welfare,Financial statements\nThrough Save The Children Fed\nChitdren is all sbout, Although con.\nand annual reportt avalab/e on request.\ntributionsaredeductible as acharity.\neration,the Winstons are helping\nNatrona/Sponsors(partial list)\nthe aim is not merely to buy one\nDella.The cost is S15.00 a month\nCliaude Arpels.Fairh Bafdwin\nIt'snotalotomoney.buteertainly\nchild a few hot menls or i watm coat\nHon.JamesAFarley.AndyCriffith,\nInstead. your contribution is used to\nthe Winstons could have thought of\nGene Kelly.MrEn Lifly.\ngive peopie a litsle boost to start\na lot of other things to do with it.\nPautNewman,Mrs.J.C,Penney.\nNormanRociovell, Frank Sinata\nFortunately they thought of Della\nhelping themselves:\nfirst.\nSponsors are despetately\nSave The Children Federation\nTo her, these funds make a te\nneeded for other Ametican\nIndian children as well as chit-\nNCRARLR.CONMECT.CVTCEBS2\nmarkable difference, She no longer\nLWTENTOCCATRISUTESNOAONUALITTOUELFACWELD\ndren in Appalachia..Korea.\nneedfeel embarrassed about not hav.\nVietnamLatin America.\ning shons, a decent school dress.\nBD,OAPPA(ACHIA C KDMEA C GREECE\nschool supplies,or pocket money\nAfrica and Greece.\nCNELOSEDITUVPRSTPAYUENT\nAs a sponsor you will re\nSomeofthepessuretoo,sf\nSOS0SEMIANNUAI1T\nSHESOOCUASTEREY\nceive a photo and history od\nher parents, who can now begin\nSAN-PONSCRACHLOENGLOSIDIS.ACONTR/BUTDN\nthe child. progress reports and\nthinking about making their homea\na chance to correspond.\nlittlemorelivable.Also,andperhaps\nThe Winstons know they\nmost important, part of the money\ncan't savethe world for $15.00\nis put into a fund from which the\na month Only a small corner\nSTATE\nvillage can borrow to start self-help\nof it. But maybethat is the way\nprojects, including beter housing\nThe Winstons aren't trying to save the world.\nJustalittlepieceofit\nThere are Apaches on the reser.\nvation in ClearFork, Arizona,who\ncan remember the last,hopeless\nApacheuprising in 1900.Butfor\nCavalry.\nShe and her people ate fighting\nanother kind of war. This time the\nenemies are poverty, disease and\ndespait. And for the first tine in gen.\nApaches might win: thanks to the\ncourugeous efforts of her own people\nand other Americans like the\nWinstons.\nAnne and Stan Winston and", + "173": "This iswhathappens\nwhen a fly lands on your food\nFlies can't eat solid food.\nsoto soften it upthey vomit on it\nThen they stamp the vomit in\nuntil it'sa liquid,usuallystampingin\na few germs for good measure.\nThen when it's good and runny\nthey suck it all back again,probably\ndropping some excrement at the\nsame time.\nAndthen,whentheyvefinished\neating, it's your turn.\nThis iswhat happens\nwhena fly lands on your food.\nFlies can't eatsolidfood.\nso to soften it up they vomit on it.\nThen theystampthe vomit in\nuntil it's a liquid,usually stamping in\na few germs for good measure.\nThen when it's good andrunny\nthey suck it all back again,probably\ndropping some excrement at the", + "190": "Voiceover:Look!We are going toshow you the incredible...\n...bondingefficiency.ofSuperGlue3\nSound:Stopwatchticking\nVO:This sequencewas filmedwithoutediting.\nCOLLEEN1OSECONDES\nSUPER\nRead the instructions. Super Glue 3 also sticks rubber. . · plastic .. .china. ..in just a few seconds.", + "193": "1Ottley:MygrandfathercametoHamcyCounty,oh\n2 ANN'CR:Howard Ottley is arancher in South-cast\naround1882.,\nOregon.\nOttley:HameyCounty is still ranching country-pr\nmuchthewayitwas.\n... Mv dad was born hereon theranch and my famil's\n+ANN'CR:His wayofdoing things is still the natural\nbeenheresince..\n5Webelievethat's thebest wayfor living and brewing beer.\n6 That's why Blitz-Weinhard is brewedonly withnatur\ninmredientein thetraditinnal uwau", + "201": "\"I don't know who you are.\nI don'tknowyour company.\nI don't know your company's product.\nI don'tknowwhatyourcompany stands for.\nIdon'tknowyourcompany's customers.\nI don't know your company's record.\nIdon'tknowyourcompany'sreputation.\nNow-whatwas ityou wantedtosell me?\"\nMoORAL:Sales start beforeyour salesman calls-with business publication advertisin\nMCGRAW-HILLMAGAZINE", + "203": "minit cape aheut coitr\n$575\nHow to buy mink at\nSears\nfor Christmas\nsTHERE any woman in the worid who\npercent. Any fur expert will tell you this represents\nknow they are sure to get harge and regular orders\nwouldn't like this mink for Christmas?\nfanitastic value. He'll wonder how Sears does it.\nas long as they meet these standards This helps\nLook again at the picture. This is a matural mink\nThe answer is knowing bour to buy mink and\nthem cut costs. They pass the savings on to Sears\nIe te mid. team.\nsidhaaai ta han ferum\nand Sears basses them on to vonu.", + "207": "did you say\nbutton?\nEvery year or so we ask our store man-\nagers to keep count, over a four week per-\niod, of the special services we perform,\nThe most recent check (Mar 4-Mar 30)\nhas just been tabulated and shows a total\nof 1153assists.Among other thingswe\nsewed on334buttons,supplied295collar\nstays and buttons,donated 166 pairs of\nshoelaces,cleaned up2uy spotsand\npunched new holes in 56 belts. And we\nmade 86 special office deliveries.\nThese, you understand, were all emer.\ngency repairs and services, provided on a\nwhile-you-wait basis,made without charge\nand not limited to Wallachs regular cus-\ntomers or to clothes originally bought at\nWallachs.\nThe next time you need sartorial first aid\nof any kind, go straight to any Wallachs\nstore and don't be bashful aboutasking for\nhelp. We welcome every opportunity to be\nof service. We'd like to beat that figure of\n1158as soon aspossible.\nwhat\nsize\ndoes he wear?\n\"He's about your height, perhaps a little\nheavier, has brown hair and graduated two\nyears ago.What size shirt do you think I\noughtto getforhim?\"\nQuestions.like that are routine to any\nsalesman in any men's wear store.For\nalthough women are expectedtoknowwhat\nsize clothes are worn by their husbands, sons,\nfathers, brothers or beaus, the feat is\nahuianalu imnaeeihlaFuoru man wogre\nan", + "212": "Windfall profits or windfall tax?\nLast Thursday. President Carter unveiled his\nAmerican oil down far below its replacemer\nlatest energyprogram.It included a decision\n[cost] or its true value\"But wilt his prograr\nto graduallydecontrol crudeoil prices.a step\nmeet this test? Oil companies certainly aren\nwe haveurgedforseveral years.The program\ngetting replacement costtoday,ans the pre\nalso includedproposalsforseveral newtaxes.\nposed new taxes would make it more difficu\nIn urging these new taxes,the President\nto getreplacement costforcostlier oil tomo\nmade several observationsaboutpresent and\nrow\nfuture oil company profits.He said,for exam-\nThe President has said that even with hi\nple, that \"unless we tax the oil companies.\nproposed taxes. oil companies would in\nthey will reap huge and undeserved windtall\ncrease their income by S6 billion over th\nprofits.\"He characterized current oil industry\nnext three years.That sounds like a lot. But\nearnings as\"already enormous, and pro.\nisn't, considering the job that has to be don\nposed a tax to curb those who would \"cheat\nMobil alone (with only about 5.5 percer\nthe public and...damage ourcountry\"\nof the U.S. gasoline market) expects 1\nLet's examine the facts, and see if these\nspend over a third ofthat amountoverthe ne)\nobservationsarejustified\nthree years for increasing domestic energ\n1. Who gets what trom higher prices?\nsupplies.ABankers TrustCompany studypi\nHere's what would happen to a dollar of in-\nthe issue into perspective:the oil industryw\ncreased prices under the President's pro.\nneed at least s25 billion annually just to mei\ngram:\nprojected dnilling requirements through 198:\n50cents totheTreasury as a newtax\nOil companies wll have to drill in deep\nApproximately 30 cents to federal and\nwater, in harsher environments, where cos\nstate governments in theformof increased in-\nare huge.And even the enhanced recovery!\ncome taxes, state severance taxes,and roy\nalready discovered reserves through ar\naltypayments\nvanced technologywill be an expensive tasl\nThis would leave oil companies with ap-\nThe President's tax plan would impose on th\nproximately 20 cents on the dollar,with the\nAmerican consumer the burden of highi\nbalancegoinglogovernment.\nprices withoutthe prospect of increased suy\n2.Byanyfairtest,oilcompanyprolitability\nodxajoipapaukauowKemebupxenkaKid\nis below average.As Time magazine said on\ntionandproduction.\nApril 16.1979:\"...byanyyardstick.oil com-\n4.Can theoil companiesbetrustedtop\npany profits are not out of line with those in\nadditional revenues into the search tor ne\nother U.S.industries...\"None of our critics\nenergy supplies? History_says yes Overth\nmentionsprofitability.which isthebasisforin-\nlastfive years,Mobil's capital and exploratid\nvestment decisions and for attracting ade-\noutlays of S8.2billionexceededourtotal ni\nquatesuppliesofcapital.\nincomeby$3.3billion,or67percentFort\nMobil's rate of return on equity in 1978\nlatest five available years, the Chase Manha\nwas 13.1percent,while thepetroleum industry\ntan Bank studyshowsthat forsome30 leadin\noilcompaniescapitalandexpiorationoutia\nmanutacturing industries was 15.9 percent.\nof S126 billion exceeded net income by S5\nWe earned 2.1 cents pergallon ol petroleum\nbillion,or88percent.\nsold.\nIt's clear that the President's tax progra\n3.What willit take to stimulate significant\nwould indeed create a windtall-a windtall t\nnew production of oil and gas?President\nbiggovernmentgettingevenbiggeronmont\nCarter himsell set the standard when he said\ngovernment must stop“\"holding the price ot\noil.", + "214": "HardBeechr\nondEqunfity\nYhe real dertwocratieSimetieit ialca i im\nshat eten uuas slull fe on a letel xi ety\nCrut Hrasaf Weben SlaariDur ifeSarin\nContainer Corporaltion of America", + "221": "Britain is ablaze\nwith lights again!\nATURALLY\nAGER\nHallelujah! The good times are back!\nEven more exciting news awaits people going to Britain.\nAnhufPacailyCicu\nConfotable,moderatelypricedLondonoeel.\ncaken lut Sundayuening.Britain is agkow\nS2gaeudde\nSpecial8-dayyacation pricesextended\nbreakfast for two\nthroughAprilsaOaly$360!\nPubs ar nuring, theattes arr μmmed and\nTransportation,hoecls: Business asusual.\nYou can chousc from 98different8-and 14day\nstores are borsting\nBritish Ainwayw:Two daily74Tnonstopflighrs\nacation puckagrs Forerample,a seek in London\nItiaperfesttime to visirBotain\nforonlySsGincludingroundpjtairfare,hoel.\nfrom New Ybrk to London plus dailyVC-io service\n1.Nogasolincraioning,Gaiavailableand\nbeeakfsts,ughseeingandevnheatteticke\nit's cheaper than anywhert on the Continent Yiu\nto Presrwick and Manchestee\nBritish Caledonian Ainways: The airlint Amerie\nCan rrat a car and drive anywhere you like\nEngland,ScorlandandWa\nans lovr.Daily to London's convenient Garwick\nFactsaboutchcscvacationsartinourfrer 52.\n2.BakomalThehdyork\nAitport.Asktravelagentaboutwidetangeoftouns\nPpigt color brochure,\"Britain 74\"\nins over,Hotcl,festaurants andplacesof interest\nAvisReat-A-Can80statiom,5.000cninBritain\nForafrecopgseeyourtravelagentOrmail\nand entertainment never were affected.\nallavalabiewith fullgastanksCallncarst Avis\nthis coupon to the Bnitish Tourist Authority Bei-\nJayogetroundBusessubwayst\nreicrvation cfhce fot information\ntaini Ntional Tourist Ofhce\nansd ttains atr opetating normally\nBricishRaa,wiadrangrofdollarptikedBritRal\n4.Wamandeoryrooms.Hotef rooms nevrt\npuaasfoe fat,consrnicntandcomfortabictra\nuere affetedbyheating andlighting (uts\nuround BritainTravel agentshve details\n5. lour dollarwoeth more. The dollar is\nLondon Traaupot\"Go As Yiu Pkcaxticket\nworth11S'morethunitwasLatsummer.Youcan\n(dysS7.5a,7ds,510.00)offercumprci\ntr el including sightesing ia Luondon\nBTA米\nbuymore,srmote,domore--forlds\nBritish Tnanspon Hotel Sunings up to S0 pr.\nBrisshTouritAuth\n6.Low-costvacations extended.Special 8.\ndryycatonpclapestoBitainhubenestended\nthroughout Englund and Scorlanl\nthrough April S0 OnlySe\nNewHork,NE10017\nSurprisingly moderate prices.\nGrand Metropolitan Hotelu 22 haeels in Londa\nplus cight in EnglandandScotland.Calls00-621.\n1OtS(toll-free)forresenvations\nEayesially for Amcricank sinsethe dollarhusin\nRank Hotels 12 horels in Britain, including the\n(tcordsomuch in value inthe Lat yeu\nRoyal Ganden ouerlooking Hyde Park, and the\nForeumpl.snug couatryinn with break\nRoyal Lancaster,ose to Marble Arch\nfast indtoded, S10 a night.\nPork-pie lunch in an culk beamed pub boside\nTrun Houses Forte Hoteb:Oer 200hetels inthe\ncrackling fre, S1.30.\nBotih Ible, from London Grosvenar House to\ncountry inns and motor ladgs.", + "223": "525 Castles &Palaces.$15.\nBed & Breakfast,$13.\nChanging the Guard,free.\nPloughman's lunch,$195.\n2 Magna Cartas, free.\nThat's what makes Britain great.\nIf you'retraelling through the coun.\nThe low cost of getingaround\ntryside,youll findmany charming inns\nTravel Londonby tube (subway).Benbody\nYbullalsofindB&B.That'sBed&Breakfast.\ndoeslt'squiet,conenient,comforabe\nYbull seeiton signs outsidehomesand\nandeconomical.Soarethefamous double\nfarmhouses all over Britain. It means that\ndeckerbusesAS3 ticketbought\ninsideyou cangeta comfortablebedand\nfromoneofLondonTransport's\nagoodbreakfastforabout$13aperson\nofficeswill takceyouall over\nInScotlandorWalesyoucainrenta\ntownFor$350\n3-bedroomfumishedcoitageforonly$173\nyoucan\na week for yourwholefamil:That's less\ntakc a 20\nthan$25anight\nmile sight\nEating inapensivcly\nseeing tour.\nAatypical Londonpub,aploughman's\nBritish\nIf youvebeensvingupforatrip\nlunchofbrcad,Cheddarcheeseandpick\nRail has\nled onionswillrunyouabout s195,includ-\nto Britain,here'sgood news You canstop\nsomegreat\ning a half-pint of beerThe hot dish of the\nsavingandstan packingBecauseyoucan\ndeals on\nday might cost you atrifle more For dinner,\nvaication in Britainfor a lot lessthan you\nwheels with\nhaveaheapingplateoffishandchipsfor\nmight think Infac,manyof the major\nBritRauil Pass\naboutsi\nartractions in Britain arenox just inexpen\nesOneplan\nInthecountnyside\nsive,butfree\nallowsyouscvendaysofunlimitedecon\nInadditiontoitsmanyvaluesBritain\nthe prices are\nomy classtravel in England, Scotlandand\ngivesyou somethingthat moncycantbuy\ncenkower\nwalesforjust$8sSeniorcitizenscantravel\nBack in\n2000 yearsofhistory\nfirclass forthesameprice\nLondon you\nImagine spending the night in a\nAndif yourethinkingoftravelling\nS00-year-old inn (The New Inn,Pembridge,\nmight want\naround, byall means buyanOpen-to\nHereordshire,forexample).Orvisiting\nto scea play\nVew ticketfrom yourtravelagent It\nSeats can be\nafortresscdatingbackto1097(theTouer\nopensthedoorsto morethan525cas-\nhad for around\nofLondon).Orstandingwherewilliam\ntiesstatelyhomesand historicsites all\nthe Conqueror stood Orwhere Shake-\n$5Compare that to\nOverBritainForjus$15\nBroaway\nspearewrote OrwhereThomas a Beckct\nToleammore,sendforourfree\nFree sights that are\nworshipped\nbrochuresThey're packedwithvalues\nLowcost lodging\npriceless\nChanging the Guard\nBenin\nBritain adcls up to a trip that's memorable\nthisdryand\nthe Houses of Parlia-\nand affordable\nment,RoruobelloRoad and Feticoat Lane,the\nagesou\nGreat Brtaln\nBritishMuseum (whichhas twDofthefour\nGreat Vahue\nfind decent\nexistingMagna Cartasamong otherwon.\naccommo\nders),WiestminsterAbbeythe National and\ndations in\nBite Galleries HydePark.All free.\nLondon for\nOfcourse,someattractionsdocost\nas little as\nmoney Admission tothe Royal Botanical\n$35 (double)\nGardensatKewis124\nif you dont\nShopping for values\nmind sharing\nShetland pulloves are currently around\nabathroom\n$15AMarksandSpencerraincoatis$54\nAnd that\nAndatLondon'sfamous outdoormar-\nprice includes\nkets and flea markets all you need is a lintle\nContinental\nmoncyandabitofsnvy Ybucanstrikea\nbreakfast Send the coupon at the rightfor\nterrifiebargain with apeddleron amything\nfrom antiquesto zithersThebrochures we're\na listof 32 hotels offering thesebudget\nBRITAIN米\naccommodations\nofferinghave lots ofshoppinghints", + "225": "London's heart beats faster as the Life Guards clatter by\nThis is a daily scene from London's\nCUDDENLY, sharp against the hum-\ngenius for showmanship in the gran\ndrumroaroftraffic,comesthe clean\npassing show. It's part of the ageless\nmanner and great tradition.\nclip of hoofbeats. Your eye is caught by\npageantry of Britain.\nItcosts so little, nowadays, to visit th\nIn spring, summer, fall and winter,\nthe bobbing scarlet of the Life Guards,\nfriendly country, You can fly round tr\nspecial red-and-gold days of pomp and\nor by sunlight blinking on the Horse\nfrom New York to London for on\nGuards'silver breastplates,\ncircumstanceawaityou.Whetheryou're\n$453.60(toScotland for $27less);\nAll heads turn as the cavalry troop\nhere for Trooping the Colour in June-\ngo both ways by ship for $400-with a\nsweepsby witha brave jingle,London's\nor in November for the Lord Mayor's\nextra sivingof s5obetween Septemb\nheart beats faster. Yours will, too.\nShow-you will be struck by the British\nand April. Call your travel agent toda", + "229": "\"We sailed to a lovely little Bermuda cove\nwhere we were the only couple'\nScottandKaren AustinCarlson talk about their second visit to Bermuda.\n\"It's a different world,quaint andi\n\"I can't think of\nWeloveit\nanything you might\nwanttodothat\nisn't here.\"\nCouldn'tyouusealittle\nBermudarightnow?\nSoeyourTravelAgentorwriteBermuda,Dept.O431.630FifthAve.NewYork.\nChicago.lil.60610orSuite2008.235PeachtreeSt.N.E.Atianta,Ga.30303\noolSt.Bo", + "232": "JAMAICA\nJAMAICI", + "234": "Tie Garde B/ysAlea\naled dFeuice om BeimileDay\nLe14 juillet\nOn jualy Hea\ncommemorez laprise dela Bastille aveclesParisiens-\nceebmteBastileDnjreithwiePanras\ndefilesfeuxdartificeetbalsdanslesrues.\nparades.fineterrkddancig inleatrets\nand jun.About $5.50 each, incjuding\nEETmESstartat9o'clockisthe\ngesuine wamath and kindheurtednes\"\nlunchcot\nImorning,when the President of\nParis is miore expersive thas the rest\nFifth,tako her to the Louvre and\nFrance is escorted dowm the Chumps.\nof France. But the French Govermment\nElyses hy the liepablican Guard.\nshow her the Mora Lisa and the Verns\nhas gien yuea hruak by louering dhe\nde Milo, Lass xhausting, and absnlutely\nThey end at dawn the nedt moning.\ndollar-franc rate of exchange by 121\nglorious, is the litle Musee du Jen de\nwhen the spontaneous dancing ems im\nperecnt Itslkegttingoneduy freefoi\nthe Place de la Hepubtiqun and the\nPaume, where thie world's finest collee.\nevery week you pend in Fnance\ntion ot Imptssiomists Is hung\nCurrefour Montpamasse.\nIte figuie that three days in Paris\nSathstaggrataleinasidowak\nPlan tospendatleasta wockin Paris,\nneed not cost you mute than soo cch\ncafeand watch the world go by.\nYou have your choice of S62 art galiwrries\ntinless you go og-wld.\n25 museums, umteen sightclubs uad\nWhen the sun gocs down ard the\nFree booklets\n,700 restaurats, It his heen sid, with\nstars vome qut, dine-magnificentiy.\nThen wanderaronnd the strertsandgare\nMail the coopon, and you wil receive\nonly slight etaggiriton, that yuu curit\ngoggleard at the foodit architrecture\nsome very helpful information, After\nbuy a bad meal in any of them.\nDf the Place Vendome,Notre-Dame,\nsqu've trad it, tuik to sour travel agent\n\"Paris is a woman's town\"\nPlace de la Conoorde, the Louvre, the\nabout plane or ship recrvations,hotels.\nAre de Triorphe. Paris has been tas/ied.\nHere arc somne thimngs your bride witl\nand tours to F'ranor.\npartieularly enjoy,\nCeturirt of grime have bosn renoved,\nund the tity which you remember as\nTo: The French Goverument\nsombet gray has been testored to its\nTottist Ofipe, Dept.\nbedroom Croisants-and the best jata\nG10FitthAse.New York.N.Y10020\nyou ever had.\notigirial colorgolden honey\nSccond,takehetr shoppitg_pofun\nPlesse sesal in Eifnvalaton abont va\nDo the French welcome\ngloves,lingerie, untiques. Bargains\nicitaomk in Frasioc,\nAmerican tourists?\ngalure.\nThird, take lher to a fashion show at\nArocentCaliopFoll reports that French.\none of the gresat haste outure houses\nmen now regard the United Statesss\ntheir \"best frtiend -far above anv othet\nNobody rxcept your wife will ask yon to\nbuyanything\ncountry.\nSanTempleFiclding in hista-hold\nFourth,takehernasightseeingtotr\nin a bateau mouache on the Seine River\nharred Trave Cuide to Earope The\nThe tour takes two hourt--edicational\nFrench ategoinigoutof theirwaytoshow", + "254": "Ogilvy Mather Direct Response\nThe advertising agency with\nthe secret weapon\n\"For forty yeans, I have been a\nvoicecrying in the wildernc\ntryingto get my fellow advertis-\nmet fy teumeprodat.Achinerin\ning practitionens to take direct\nthe headine wan the only variatle.The\nresponse seriously, Direct res-\nmndia ratesoot thesmefor both aer\ntisemeres\nponve was my first love. And\nDirect tpgone rogies morege\nlater, my secret weapon.\"\nfodfdhertineTherereveryf\nCaliseddlktn,perhap,any\npeoplewhoarsdeptheatofdirnt\nfeponse sdetingYou should mot\ngvetheybtoautcu\nAnybody can den t\nthey, hve.\ndrat meperue capabiliyBur only\nCplhy&Masher Dirct Repone can\nponwe fiee inmourwtemaountriesdf\npwotht,udtpon\nFomytwoyeano,DaidOy\naur dedlicition, yu un che rik f\nadrertinire in Sinepore hat yiclded\nthe foundetr of Ogilvy& Mather\nannoying aisting ctpetentialcustomes\naveragr responacs of five. to seven\nwithpatedmulingMovera\nrecognied diredt roponea positly\nper cent.\ndplicatedmailnginmoncywated\nthe mout sophisticated and precie\nTalk to our dlients.\nTheeletionderighopetlat\nmarketing tool available to businey\nThey are our best\nmem.Direct rupone b flective,\niathemont critkalpoint inthe drat\nugporters.\ncot effcient and accountable\nmal progamme The bet creative ides\nDirnt Rapone cffkas around dhe\ntheright lst isnot aalotle.\nvoristhhllinptoolingmorethan\nThe Sirepore ofiar h\nUS5100million\nthe arly Ophy & Muther\nIn Sngapone,Ophy&Macher\nDret Reponue agmcy in\nDirect Reponewasotallahed in\ntheworld to oun les own\nJanury9byurMugingDec\nCaormputeried mailing le\nPeter Seming\nWehavediretacestothe\nWfirdolfllympu\nnamc.adrese and infoma\nterieddiretraponecopenyinSn\nCon dovr mllie papik,\npomhEA\ncanpunie nd ongniutiont\nWe ofier our dients compiee in\ninSingporeSoveonreach\nyour Largt sudence wath\nboue ptodction ficlities for every cle\nbull'seye.Evemytimet\nmeitdf theirdrect raponecampigns\nfiom creacive planning to media re\nOr computer bank lo\nGeting new businets from\nprovitla Llst storagr and proxes\nCommendatikrsto computerisedmalirg\nIntroducing nrw. products I\noldcustomenlkcancot\ningone canwreetimes Tnd\nHorg Kore Bungok Kuala\nless tosell to your.presert\nproryed Mchad Bal, Ragonal Head\nway eo introdcenepeodut\nCuatoenersthan to kouirr\nLumperand Jikataa purtdfour\nfOshy&Matherand.Directorof\npropecthkcanalokeusedto\nrgonalcoordination\nnew ons. Very oen, satisfied\nCly&Mathrlenational,oma\ntheconumeappalpro\ncutomem df one dvtsion d\nthe Sirgipore offce the rngonal Co\nonly fraction df nomeal marke\nSpecialists in our own right\ncompuny aredealpropecs\nOrdinutine Dret Feponve centre foe\nfxethe produstsnd seryicn\nDretreponse alventisirg ismore\nSoxuth Ea Asia\nWe hoped Apatra Guan\nthanjaddingcupononad\nofiered by another divtsion.\napypungy uqens ayouee\nDirct mail-.\nvertisement ce vriringlecter to\nTurte 900 bymdinecur\nCustomer_communkations More\nourmostpowerful tool\npotential consutmer.\nMeasurable performance\ningpaciagrthatiminligymoge\nand more cormpanin are redivovering\nDiret mul i themoat pouefudnoda\nAnanycanodaemagnlceit\nCoefortrdrne Our dent\nheten-ie vale d outener\nOply&MatherDereaRepose ofers\nthe dipoal df Ophy & Macher Dirnt\nthree montha’ stoxK within the\nmalinsPacage.Lavah,pendved\nprodall Diratmal a themm\nyoe profosionah in evetyapectoes\nReponise, No ather.medus an le so\nbeautihlyonoutndBitwincebring\nmonth?\ntive,medapmodxtionnd count\npemorual_and efetive wey to let vout\ntheopectedeuifthecaltforactioni\nmanagment. Becaue the work we per\nHow to findout more\nUhilieprintahetiningartrienvinion\nCsetomers know you cr.\nDotcorreclyemiphaised\nfoen fr or dieons n meauratke,ur\nComiadtaotic\nDctroeeciedomd\nThe trur valuedf drat rnpone?\nFor Kins & Shason lmetment\nperfomanceis alodirectlymeauratie\nby space cr cime,There see no limin.\nahertirs Thee iano kah thing a\ntaingidiA\nOlvy &Mather Direat Reponve lneta.\ncarcept the cliems'boder and the arei\npore, we have an ideal dirnt reg\nhard ell ot soft sell.\npnd nnus ofthe later invetmett deve\npaticnal han beome oee ofthe worids\ntive peple'imagnation.\nkopmenn to their dierts every monch\nmarket.\nlargest direct reponve agencies becaase\nDretmalindpendentonetie,\nDapite the vmy mrone Srnge\nThe rerulk:Asubetantil increaein\nfourpedesioralopetie\nWehavesea ore dintropone\nconatantlyuplend and dnlipicard\nill\nbuinca.\nmaliglieEaivedicatonn\nahvertisenent\nindcalyeucured inoxocoeo\nmore than mdaon ddlan'wonh of\nOur dent, Ameran, Epeca, h\nonly be schinved on a computer. With\nmuch of a product as another advertise-\nculnal, bngag,mlgour and\ndret rooneahetising\nsnd wil canatinue to bald\nPeciemeahaddhig the\ngoapaDret iogone provith\n- in mail and meda -\nbuinest through\nSorckerasbigandymal\ndret rmst.\nWhat is direct response?\ntional budprs are availatle\nDret rngonse ahmilig rdens to any\nkind of shetising dat iecbadrect\nincluda woway uclovinlon. Thia\nabout how diret reiponse ahen\ndltronicmedisalready\nreponeanorder at sn inquiryfom\nmoltionininethedit\ncan increae your ales and pe\nthe consumer.\npleaxe call Peter Stening or\nDrecttepoecanbeincudedina\nmarketing felds in\nStanley223 8722.Or\nforma d ahetinepresmaacine,\ncoupon forcopyofourbnxc\nPON\ntdevison,taa,cirma,Agat\nEurope and che\nOffer\nthatcontainfulldetaisofour\ntising medum\nand is\nweapondirectrmponse.\nIh the proces,r hone keam\nthatdmmepoexeadhetiing Can help\nd 5100.00canwed51 Jrd\nCut out and mail today!\nhaly ram, We have alo dacnered\nmany othe puotealke wan to ce this\nOgily&MatherDirect Reponse\n7th Foor Tuan Sing Towen\naround\nmosaocoutatikfomdfshotir\nTOP SECRET\nthe corner\npan df our demo'marketing pans\nJ0Robinion Road Singpore O104\nfor Singapore\nSome of thems may be uretal to vou.\nn eeyiratance, the sdeisemen.\nD Peer wsfne morrindemom\nBuildingulnea,Dreatro\nmaling piece artrlephonecal includes\nDirat repotaxe can\nIcall lixr ationi, A mges for e dret\nhe proved tohe an orrendy fethe\ndrct tegon.\nbe drect m hormation\nroporut.\nand ecooomkcal way to produce highly\nDtrollirtoknoho\nPoted o pepke abotchon cmsin\ngalified indaridsuleea\nDretreponeadertiting giveswou\nWereadpecidmingpak\nfacton are kmown, ee, income brackt,\nthe ahliry unige in adertising -to\nforSa,ae Shm\noccupution, interests et.\nmeasure tesuls and retumas on invest\nfacturerinngmacho\nmeno paiooAn irreietibie sdhan\nDirect reponse, coem.\nName\nwdedourdimtwith850walakak\ntage in today) eonomy.\nmunication can be by\nteiephone., Tegphote\nln sdlition, rou on gpingoint your\nBuildina itore traffc, A reronal\nCompun", + "261": "The New York Philharmonic-Symphony\nANNOUNCESITS PROGRAMS FOR THENEXT14WEEKS!\nX/HEN the New York Philharmonic-Syraphony\naddressed stamped envelope, to Camegie Hall\nYreleased its programsforthefiesthalfofits\nBoxOffice54 West57th Street,New YorkCity.\nSpeclal Ponslon Fund Concerts\ncurrent season lastOctober,the response was\nTicles:$3.00, 54.00,56.00,$7.00.58.0\nTickel prices for the concerts are:\niremendous. Many concerts wcrc sold out well in\nToeidayFebuary26at:\nThunday cenings and Fritay afemoes: Balcony S1.75.\nBRUNO WALTER·MYRA HESS\nadvance,\n$2.25,$2,75:Dress Circle $3.25, $3.75; Box or Parque\nBEETHOVEN PROGKAM\nNow this world-famous orchestra is releasing\n53.75, $5.00.\nthe programs for the secoad half of this season.\nSatantay enesings: Bateoey $1.50, $1.75, $2.00; Dres\nSymphony No. ) (Eroica\")\nStill tocomearc manymagnificentmusicalcvcnts;\nCirck$2.25.$2.75:BoxorParquct$2.75.$3.50.\nWedodayllat\nnine illustrious conductors and tweaty famous\nSundayafterno0es:Balcoey 51.50,52.00.52-25:Drcs\nMITROPOULOS:RENATATEBALDI\nCircele S2.50,$2.75:Box orParguet $2.75,$3.25\nsoloists are scheduled toappearwith the orchestra.\nYoung Peoplo'ConcertsFcb,16,Mach9\nYoucangodirectlyoCarnegieHalltobuyyour\nFor additional inforamation call Clrcle 7-7460\nMay IalII A.M.Ticleis: oe to S1.00.\nor COlumbus5-4480.And keep the list of pro-\nWILFRIDPELLETIER,condocla\ngrams beloe Jor farure reference.\nand mail with check or money order, and self-\nJOHN LANCSTAFT, comeseneler\nPR0GRAMS-January24,1957toMay12,1957\nWALTER,cenducting\nMITROPOULOS,cendueting\nGRIEG\nBERNSTEIN,cendueting\nPiano Concens\nThendayMarch7eiB\nMITROPOULOS,conducting\nThenday.Jaa4etBos\nThunday.Feh.Hnto4s\nLOUISKENENER.CIRNY\nMOUSSORGSKY\nFraT.Jm.25Z:30\nFridpy.Frk.15m 2:30\nFrday.Merehsa Z:30\nPicturcs al an\nSenday, Aprit 28 at 2:30\nExhidition\nROSENTHAL\nOde (Preniert)\nMariaStsdet,sapran\nEUCENE ISTOMIXPieRBT\nBACH-RESIGHPaacaglia,Cmisor\nCOPLAND ShonSymphony\nOnerure (renicrt)\nPARAY,conductinE\nSCIULLER\nBEETIOVENEe-COo\nBRAMS\nSympbonyNa.)\nHARRIS\nTunday.Ape4at8:45\nBEETHOVEN\n\"Promethen\"Oerture\nBRAIIMS\nFianoConctne Na\nSynphaay Ne, 4\nSymphoria Domestica\nTRAUSS\nMAHLER\nThreSongyfor Sopraso\n\"AcademicFestical\"Orertutt\nMAHLER\nSymphony Ne. 2\nSenday. Mareh 10 st 2:30\nhoricn (N.Y.Premiene)\nHEIDEN\nThurday, May 2 a. B,45\nPano Concena Na?\nNOHD\nSooday.Feh.17st7:30\nFriday.MayJatI:3C\nBERNSTEIN\nCandide\"Orertue\ntNa)\nROUSSEL\nSpider'sFeast\nMarin Stade,aaprene\nBERLIOZ\nBLITZSTEIN\nOrerure\nWAGNER\nPrtlude aLebestod\nShort Syephony\nCoruiOveture\nWALTON\nBEETHOVEN\n-Emperer\"Concrno\nWAGNER\nSrmphony Na)\nHARRIS\nCelloConcerta\nWntmister Choll\nBEETHOVEN\n\"Leonors\"\nSEETIROVES\nriano Conctrto No.2\nMENDELSSOHN\nMAIILER Sympleey Ne.2\nSatuday,Apull 6at B:1s\nSTRAVINSKY\n\"Fiacbird\" Suisc\nTCHAIKOVSKY\nMITROPOULOS,cenducting\nSendny.Apel17 st 1:3C\nMITROPOULOS,cenducung\nAUTORI,conductinz\nSOL, eendueting\nCapriccio fialien\nThunsday,Peh.21ntB:45\n7.Jam.31 at Bp45\nTaunday,March 14 stis4s\nZINOFEANCESCATILVawal\nLALO\n\"LeRidYOvenure\nFriday, Frk. 22 at 2:30\nFrsay.MarchB5 at 230\nFriday.Feh\nat 2130\nYiolin Conct/to\nSutwday.Mar atss\nBRAHMS\nZINOFRANCLSCATTLVoTa\nNATHANMILSTEINvoinl\nCURZON.plewir\nCLIPTORD\nROUSSEL\nSpidersFeunt\nRAYDUDLEYion\nBACHSu\nCINASTERA\nOreriure:Creole\"Faun\"\nDinncaeNa.2K\nMOZART\nBARTOK\nDance Sue\nWAGNER\nreludeALicheted\nDELLOJO1O\nNe)\nSympbonie Eupagnole\nLALO\nCooko.Amjo,K.\nMEYEROWITZ\nMOZART\nMidraid Eaber\nRide of the Vallyries\nCoscrt Music\nWAGNER\nBERLIOZ.\nSymphenie Partnitiqur\nrmicre,\nBRAHMS\nSymphony Na.i\nRACHMANINOFF PiassConceneNaJ\nforOrches\nCOLDMARK\nViclin Concena\nIYNOONYZ\nSaturtay,Fek. 23 a: Sss\nDsna dd Torchio,\nMITROPOULOS,conducting\nJEAN CASADESUS PONUN\nGiliettaeKeneo\"\nDRAIMS\nUika.Syacun,Buk,Tro\nSunday.May5st2:30\nSCHURERT Symptony No.S\nRocbesitr,Cenio.\nDARTOK\nDance Suite\nSolurtay.Frh,2 st B:45\nGRECORKFIATIGORSKYcrn\nOther worlu ieheewennd\nMITROPOULOS,conductiag\nSTRAUSSSgnphoniaDomestica\nWALTON\nBEETIIOVEN\nPiano Cosceno Na.)\nDiveninvate No.2,K.131\nMOZART\nBERLIOZ\nCalioConerta\nDERLIOZ\nBeatrice & Besedicr\"\nVariation,Dr.Jeky!\nGOULD\n\"Cerui-Overture\nOverturt\nFay.Api20at 2:30\nMe.Hyde\nCremker)\nLOUIS KENINER.PEN\nFrler-Mereh 22 st 230\nStu3Feb. 24 t2:30\nThrnday.Mag n S:tS\nNNVNNIDS\nCelleCoosrto\nERICA MORINIJANNIN\nSCHULLER DramalieOvefure\nZANDONAI Damadei Terchie,\nJEANCASADESUS.PIRIT\nBEETHOVEN\nSymmony No.?\nGiulietac Remro\"\nViolisCocert,\nBEETIOVEN SymMonyNa!\nMOZART\nGiortio Tori, huns\nDavid Llogd,ierer\nSCHUBERT\nSymphony Na.S\nSday.Fek.Jat2:30\nBRAHMS\nPiaso'Cocefto Na.2\nBEETIIOVEN\nSTRAUSS TiEelempiepl\nNATAN MISEIN,icio\nAUTORI,conducting\nScholsCantorun\nKODALY\nBERLIOZ\n\"Beairice & Besedit\"\nDimeneNo.2K\nFos.Pualms forChoru\nMOCAR\nPalma Hungaricus\nOverlure\nGOULD\nVariatioos,\"Dr. Jeky\nSayM\nCAMILLAWICKS.Mo\na Mr.Hyde\nSunayMaeh230\nSANMARTINISymphN!NO)\nDENTZON Vararion BreE\nThursday.Fra23 at Bo45\nAOrchetra (Premkcre)\nVialin Coecirto\nGOLDMAKK\nKUDOLFSERKIN.PININ\nEGCE..\nFrMay.March1 at 2.30\nDanta ddi Terchie,\nMOZART_Symphony Na.X\nBRAHMS\nWALTON\n(U.S.reamicne)\nGulietlae Ronro\"\nSClUBERT SynphonyNoS\nBebhuuar's Feast\nBRAHMS\nWALTER,conducting\nSrmphonyNe(remken)\nKUBIX\nFiano Cosceto Na1\nSTRAUSS\nTunday.Fe.7 n B4s\nDALLAPICCOLA\nTartiniana\nPiansConcerta Na.4\nBEETHOVEN\nVILLA.LOBOS;cendueting\nDrfitishueCOciture\nWEDER\nThunday.March 28ste:15\nRUDOLF,conductinE\nCARNECIE HIALL BOX OFFICE\n-Unfoihes-Spphony\nHIUSERT\nFriday,Mard 29at2:30\nSalurtay.March 2.ar 3:45\n154 Wevt S7ih Sureet, New Yorl19,New Yor\nBRUCKNER\nSymphoey No,9\nmasd Chorun\nERICA MORENLSiRN\nKOSTKLANETZ,condueting\nfrnitihSchaMin\nPleare send me ticlets for the following Philharmonie concertst\nHAYDN\nmghonyNa85\nVILLA-LOaOSTromontmeasfrom\nDates e coecert\nLocation\nVaration,Chacon\nDELLO101O\nPrike er tkirt\nand Finile\nBechinns Srasiciras Na.!\n3.0032.1550,3.00\nSCHMITT\nVidlin Concerio\nSlanboeN.Y.Prenkcre)\nYILLA-LOBOS\nWOLF-.FEKRARI\n\"Secret l Sutanne\"\nDEBUSSY\nFetes\nGUARNIERIAbertura Comcerante\nChoros Na.t\n1 encloxe my check D\nmescy order\namao_sruging luyft\nOvtiture\nWAGNER\nfor 5.\nAcL.-L Bobcme\"(ram)\nVILLA.LOBOSMandeCam.\nIN,Y, Prenier)\nLes Prelodes\nEnchanied Lals\nCautePrsseN.YPrmi\nLIADOFF\nNAME\nWALTON\n\"Facad\"\nHAYDN SuyhonyNa S\nERICA MORINLkiniM\nAUTORi,conducting\nPola & -Vienns Woodk-\nSTRAUSS\nADDRESS\nDELLOJOTO\nWALTER,Conductiag\nVariations, Chaconnr\nandFinale\nGLAZOUNOFF\nVioia Cocrcrte\nCLIFTORD CURZON,esier\nSenda:Fea 10 at 2:30\n_ZONE,--_STATE\nWACNER SiegficdIay\nWAGNER \"Tlying Dutchnan\"\nBRAHMS\nThemt by Hayds\nVarialionion\nBRUCKNER\nOvertare\nThisaderhiementhas bees donated ty penons iaerested in the Ne YortPhitharmoeie-Symphony.", + "263": "SHOULD WE ALSO FLOODTHE\nSISTINE CHAPEL SO TOURISTS CAN\nGET NEARER THE CEILING?\nARTH began four billion years ago and Man two\n5) In San Francisco, real estate interests have for years\nmillion.The Age ofTechnology,on the other hand,\nTECHLOGY\nilling a bay that made the cityfamous,putting\nis hardly a hundred years old, and on our time chart\nhouses over the fll; and now there's a new idea-\nwe have been generous to give it even the litle line we have.\nmore fll, enough for an air cargo terminal as\nIt seems to us hasty,therefore,during this blip of time,for\nManhattan.\nMan to think of directing his fascinating new tools toward\nThere exists today a mentality which can conceive\naltering irrevocably the forces which made him. Nonetheless,\ndestruction,giving commerce as ample reason.For74\nin these few brief years among four billion, wilderness has\nthe Sierra Club(now with48,ooomembers) has opposei\nall but disappeared. And now these :\nmentality.But now,when even Grand Canyon is endang\n)ThereareproposalsstillbeforeCongressto\"improve\"Grand\nwe are at a critical moment in time.\nCanyon.If they succeed, two dams could back up artificial\nThis generation will decide if something untrammelle\nlakes into93milesofanyongorge.Thiswouldbenefittour-\nfree remains,as testimony wehad loveforthose whof\nists inpowerboatsitis argued,who wouldenjoyviwing\nWehavebeen taking ads.therefore,asking peop\nthe canyon wall more closely.(See headline.) Submerged\nwrite their Congressmen and Senators; Secretary ofth\nIRSTDINSAURS\nunderneath the tourists would be part of the most reveal-\nterior Stewart Udall; The President; and to send us fur\ning single page of earth's history.The lakes would be as\ncontinue the batle. Thousands bave written, but meany\ndeep as 6oo feer (deeper for example, than all but a hand-\nGrand Canyon legislation still stands a chance of pa!\nful of New York buildings are high)but in a century.\nMore letters are needed and much more money, to help\nsilting would have replaced the water with that much\nthe notion that Man no longer needs nature.\nmud, wall to wall.\nThere is no part of the wild Colorado River, the Grand\nDavid Brower, Executive Director\nCanyon's sculpror, that would nor be maimed.\nSierra Club\nTourist recreation,as a reason for the dams, is infact\nMills Tower, San Francisco\nan afterthought. The Bureau of Reclamation, which has\nPlease send me more details on how Imay help.\nHere is a donation of S-\nbacked them, calls the dams \"cash registers.\" It expects\nto continue your eff\nthey'll make money by sale of commercial power.\nto keep the public informed.\nSend me\"Time and the River Flowing,\"famous four col\nThey will not provide anyone witb water.\nbook which tells the complete story of Grand Canye\n2)InNorthern California,during onlythe last115years,near-\nand why T. Roosevelt said,\"leave it as it is.\" ($25.00)\nSend me\"The Last Redwoods\" which tells the complk\nly ali the privatevirginredwood forests have beencut down.\nstory of the opportunity as well as the destruction in t\nWhere nature's tallest living things have stood silently\nredwoods. ($17.50)\nsince theage of the dinosaurs,there is, incredibly,argu-\nIwould like to beamemberof the Siera Club.Enclosed\nment againsta proposed park ar RedwoodCreck which\nS14.0o for entrance and first year's dues.\nwould save a mere 2% of the virgin growth that was once\nName.\nthere.Forhavingutsomuchandtakentherestforgranted,\nthe lumber companies are eager ro get on with business.\nAddress.\nThey sce litele reason why they should not.\nState.\nCity-\nZip\nThe companies have said rourists want only enough\nroadsidetrees for the snappingof photos.They offered to\n*The Sierra Club,founded in 8g2 by, John Muir,is nonprofit, sup\nby people who, like Thoreau, belierein wildness is the peservat\nspare trees for this purpose, and not much more. The\nthe world.\"Theclub'sprogram isnationwide,includes wildeness\nresule would remind you of the places on your face you\nbooks and films—as well as such efforts as this to protect the remr\nmissed while you were shaving.\nin New York (Biltmore Hotel), Washington (Dupont Cirele Building\n3) And up the Hudson, there are plans for a power complex\nJCORAL\nAngeles (Auditorium Building). Albuquerque, Seattle, and main of\nSan Francisco.\na plant,transmission lines,and a reseroir near andon\n(Our previous ads, urging that readers exercisea constitutional ri\nStorm KingMountaineffectively destroying one of the\npetition to save Grand Canyon from twodams which would have floo\nproduced an unprecedented reactionby the Internal Revenue Service!\nlast wild and high and beautiful spots near New York City.\nening our tax deductible status.IRS called the adsa\"substantial\"e\n4)AproposaltofloodaregioninAlaskaas largeas Lake Erie\n\"influence legislation\"Undefined,theseterms leave onganizations lik\nat the mercy of administrative whim.[The guestion has not been\nwould eliminate at once the breeding grounds of more\nwith organizations that favor Grand Canyon dams.] So we canno\nwildlife than conservationists have preserved in history.\nof what may be a long legal battle.)", + "265": "Unni,14 ar:\n《Jeg spyr nesten\nhver gang jeg drikker.>\nHvorfor drikker du likevel?\nOglikevel drikkerdufordide\nIkke fordi det er godt iallfall.\nandre venter det?\nTaler ikkemye heller,for den\nJo,men detgjordeandre ogsa\nsaks skyld. Nesten hver gang\nEr ikke dette temmelig tapelig?\nender det med at jeg ma spy.\nJo, det er kanskje litt dumt.\nMen du sier ikke nei til alkohol?\nTror du mange har det som deg?\nTor ikke. Vil ikke at de andre\nSikkert.\nskal leipe og erte.\nDu foler med andre ord et press?\nHva omderepratet om det i\ngjengen som du vanker i?\nDu kan vel si det. Av og til\nDet vil sikkert vaere lurt,men\nskulle jeg onske at jeg kunne si\njeg tor ikke vaereden som\nnei, sa slapp jeg a bli sjuk.\nbegynner.\nHvorfor drikker du deg sa full?\nAlkoholen virker pa vart\nDet er jo derfor vi drikker. For\nlikevekts-senter og oyen-\nabli fulle.Noen ganger later jeg\nbevegelser.Var balanse og\nforresten som jeg erfullereenn\navstandsbedommelseblir\njeg er, sa de andre skal synes\ndarligere ved sma doser, ved\ndet er O.K at jeg ikke drikker\nsterre doser blir vi kvalme og\nmer.\nkaster opp.\nVet foreldrene dine noe om dette?\nNei, er du spre!\nDet krever\nHar du tenkt over at dine\nalkoholvanerkunne skade deg\nbare lit mota si nei.\nfor livet?\nNei. Sann tenker vi aldri.\nPrater aldri om alkohol Vi\nSend denne kupongen til:\nforteller bare hverandre hvor\nmye vi drakk og hvorfullevi\n\"HOLDNINGTILRUSMIDLER\nbleog sann.\nALLESANSVAR-\nDu synes altsa brennevin er\nPostboks8152-OsloDep.-Oslo1.\nsd sender vi deg opplysningsmateriell\nforungdomfor voksne\nJa, godt er det ikke.\nNavn:\nAdr.:\nPostnr.\nPoststed:", + "267": "DEN NORSKE 16/17-ARING\nDRAKK155 FLASKERIFJOR\nFORELDREBORVITE\nHVILKE ALKOHOLSKADER HAN\nRISIKERER:\ngiennomsnittligeforbruki1973.\nDe155flaskencsomstortsett\nOverlegenforalkoholomsorgeni\nlo-17srgumlepikerdrakk00\ndrikkespa lordagfordelerseg shik:\nNorgeThorbjornKjolstad,sierat\nflaskerol,Sflaskervinog4 flasker\nalkoholismekan bli varalvorigste\n13ohalvflasker ol,8halvflasker vin\nbrennevin. Det er liten grunn til 3\nfolkesykdomnir disse ungekommer\nog 11 halvflaskerbrennevin.Tallene\ntrost forbruketcrmindreidag.\noppimoden alderog harmisbrukt\ngjelder l6-17ir gamle gutters\nalkohol en del ir.\nSENTRALNERVESYSTEMETCT\nSYNSEVNENeralltidnedsattmens\nmestutsatt:En lett.rus(0.0-1,2e)\nman erpaivirketavalkohol.Ivissetilfeller\nnedsetterselvkritikk og hemninger.\nkan det forekomme varige skader.\ntiorsamarbcidetmellommuskler\nusikkert.Avstandsbedommelsen\nsvckkesogsynsteltetinnskrenkes\nLEVERSKADERoppstkrhoskroniske\nHJERTETSrytmeforstyrresofte\nalkoholmisbrukere.Jotidligereen\nayalkoholMisbrukkan ogsd\nbegynnermisbrukealkohol.jostorre\nforctil odeleggelse avhierte-\nsjanse crdetfor leverskader.\nmuskelen.\nLAMMELSERiarmer og ben\nMACEKATARROGMAGESARer\nopptrer hos alkoholmisbrukrne\nhyppighos alkoholmisbrukere,og\nsom spiser for lite B-vitamin\nskyldes dels alkoholens irriterende\nLammelsenekan ialvorlige tilfeller\nvirkningp3mageslimhinnen,delsnervese\nblivarige.\nkomplikasjoner.\nTENARINGENEVILSNAKKEOMDETTEMEN", + "282": "RBAGAN,Ronald\nOctober1941-January1942\nThis chart shows the percentage of ticket-buyers in each group who\nsay that the nameof this player on the front of theaterwould make\nother factors which influence the value of this player.\nMALES\n10\nFEMALES\nTOTAL\n10\nBoys\n12-17\n17\nMen\n18-30\nMen\nGirls\n12-17\n20\nWomen\n18-30\nWomen\n31 up\nProsperous\nOver860perweek\nUpper Middle\n$35to$60perweek", + "293": "Sales\nSource:AmericanBusinessPress\n340\n300\n260\n220\n180\n140\n100\n60\n1972\n1974\n1975\n1976\n1973\n1977\nRecessionYears\nNetIncome\n220\n180\n140\n100\n60\n1974\n1975\n1973\n1976\n1972\n1977\nRecessionYears\nDidnotcutin1974or1975\nDidcutinbothyears", + "302": "\"LASTSATURDAY\nWEWEREROBBED.\nWHERETHEHELL\nWERETHEPOLICE?\"\nEANDGIVEUSAHAND\nWHAT WOULD YOU DO IN THES!\nSITUATIONS?\netthrn\nCOPE\nVOMIT\nPANIC\nRUN\nICHTnowyoumaybehesi-\nDuringthefintfewweeksstpolice\ningtheconstablesonsreetdutytodotheir\nAter five yesn wenice de\nYou hclp pvent people injuring one\ntanttoclaimthatyouknow\ncase) you beco\nMnea Sergcanl.\nexperieacedpoliceoicer.\nhowto copewith situations like\nrercome allkints of\ntoInspectot\nAftet anotherfour years you:\nThen you learn what it's\nthese.\nhelp thetn\ndfficulties that they can'l,won't or don't\nBut afteronly six months with\nydoeptionallyi\nreally all about.\nAnd youe\nVeryquickly yodllmalle the differ\nNational Police College, Bram\nYoucantdoitfromanoffice.\nyearcourse\nproblems with confidence.\nontheproundinLoendon\nNobody does it just\nAnInatnator pretending teNeedte\nHow can we be so sure?\nalmoiteertainlybe\noneactually\nforthemoney.\nbirthday)\ntot. (And this is possible before\nWe're careful who\noutaidethelocalbank\nThe pey ian't ser\ne other haad the crimninals you\nOn the\nwetake on.\ntioral.But ita a lot\nbetterthasitlo\nearfora12hou\nYouhavetobeBritishatleastSstall\nAoetheayoumyded\nJust like inany othet oc\ngentndtbeforesrconideryo\nipation,you\nYoualohawtohauodcharscta\nEet toknow when to apply the rules\nCIDor theTrafficDivition,th\nwhichmaanswwcanakeachanceenyou\nhen to use yo\nifyouve been inserioustrouble withthe\nsht fancythe Rt\nmied\nAnd wepuuranteethatbythcn\ngetafreehoune\nwont pante\nPun.orvomitwhatever\nWewill bring out the\noudn jo a\nencountet (Well, you won't womit where\nworstin you.\nmatterwhety\nErtle", + "310": "\"Creating in the Asian Image-\nthe Cultural Connection\n99\nBBamOun,CreiteDittor,OgilyMathrThailand\nBom,educated and\nThcy may be cteatively inypin\ntrained in Australia,\nBarryOenmovedto\nrichncse and diversitry, but they\nThailand in the mid.\notershelmod.\nWhereastheloalcreativpeoph\nseventies.Hiswork\nat Ogily & Mather\njustaseasilyinpired,endogtm\nbyinfueneskwtothm.Inlucncc\nhaswonIntemational\nacclaim-including\nWest.\ntuo Clio Awards for Singha Ber.\nHere he gives a behind the sceneslook\n\"Expatriates are inA\nar how this auard and sales winning\nto train.\"\ncampaign came to be.\nMooantypariasa\ntrain. To train by examylc,and in f\nanyCreativeDiretorsinAsia\ndiscuesionsofpracticalproblems.Th\nhaeperceitedAmerican\ncreating an atmophereofclear thin\nachertising asThe lniemetiond\nvokinginguisitivnes,ncourapn\nfonn.The form tha Asian adherting should\nand standing fas for billiance.\nderive from.\nAnd whatofthcagency itscl?\nI isn't.\nOghy&Mather isthc grcate\nThe bey Amcrican adhertising b pure\nagency in the world.Thisfact alonc\nAmcricana.ls vitaliry is gined by i cultural\ncxisncenhispafAsah\nconnection with sxxifk groups\nwayfmaltrainngkissi\nInthelocal Thai awardk,theonlyplacein\nsomething akin to sching Ruhik's Cube in\nTheAmericanexperienceisapxpourriof\nOghy&Matherbelievesinand\nthe world wheretheircontent could betruly\nthe dark.\nmostly Europxan and African culkures with\nmanyresearchprogammes-ep\njudgtd, they have ben among the winners\nSouereturntothecentralproblem.ldenti-\ntwocenturies of pionexring sirit.\nconsumer artitudes--anduses tht\nesery wear since the compaign began.\nfying and underseanding the consumers and\nThis inno wayrcemblesthefify'centuries\nas an invaluable tool in the makin\nCreating messigs that arc both relevant and\nofculruraldepth intheAsian consumet.\ncampaigns.\n...approach skipped blithely\nbrlliant enoughtojolt themoutofthcirapathy\nWhstfanWcnin\nOgilvy&Matherbelieves ina\ntoward adventising clurter.\ntoapeonwhodancsbeautiullytothsound\nacross classbarriers...\nthatsek.Tosellitmustwork.To\nWhy should Oglhy&Mather-an inter.\nof a bamboo flute?\nbe brlliant. To be brilliant it mus be\nnational agency with a numbcr of expatriace\nThis ethnikapmachskippedblithelyaross\nculturally.\n\"Visualizing and verbalizing\nCreative Directors around the region-bethe\nk must connet.3)\nthe class harriers that cause so many Thai\nthe Asiam experience.\"\nmarketing men to shudderwith concem.\nright agency in Aen?\nIt appealked across the hoard. Sales have\nLet's tackle the exyatriate question firs.\ntrebled.\nTheywereognall,broughtherebecaue\nIk is an Asian Creativr Director'sreponsbdity\nThere are three valuable lesons in this\noftheireducation,skils andwealthofxpi\nto conccptualiz, visualize, and serhalise the\nence in the craft ofcommunication.\nexperience:\nThe Ogilvy&Mather S\nAsianexperience.\nInThailandarathernotabileexperiment in\n1. Campaigns can he devekopxd that sgeak\n...originatorsofAsianstyle.\"\nsuccesfullywithanauthenticAiantongue:\nmaking the cultural connextion has been\n2.Noaninchofprofesinalismorsylend\nSuelart Au Theathchirtoandote\nexeuted ovr thelas seven years for alxal\nbe surrendered in doing so;\nTheystayedtobxometheoriginatorsof\nbeer called Singha.\n3.This fom prouides more originaltry and\nthe Asian syle of adhutising,although they\nItisafilmcampaign inwhichwrdorwoor\nvitaliry than acopyofany Western sryle.\ncertainly uont haur the final word on it.\nthrernew productions eachyear.\nIshouldbeobuous,houeser,that the\nIn a umt contexation on the aduedl\nTherefreshment benefit of the produxt is\nraambeoeAumeThepragnaticHong\nstipmgrierOphsPMeharofar.\nvisualicedandverbalizedinwaythatcanonly\nconnationtopicanduhyitxunstooriginatc\nKong Chinese is as diferent from the semi-\nuthcyutiatoandneelaak-aThaiam\nSnnhTidukn C!\nbe descrited as ethnikally Thai.Symbolically\nMoi Av\nmystical Thai as the reerved Engishman ts\nHnc Kone\nwith thecomingafthemonscon.Craphically\ntisengmenag7 commnaital nuthoJaxtioelh\nfrom the emotional Latin.\ninhheatofbronecasingyard.Emoion\n\"Thencnthetempe,thcfiothfumGad.\nAshe Ki\nally with the soundof Thai strerr sendos\nthe verge of hexoming indusrialiad states\nWhat he meant was that eapotriates arent\nThemusic tracksuseonly Thai ingruments.\nTal\nTonHrsmine\nOtherswillrmainfor a time,ruralhaed\nnetesarilyoueruhelmeduhen theyenter into\nVoiceovrtsarccrcatedinaThai poeticsyle\nThelanguagtsare asdiverseasthecountries\nwhich is litcrally untranslatable. Rich with\nthemschesevenChineechangesdialetfrom\nthe Asian expericnce.\ndetail, the commrciabareusuallysow pacd\nand run sixty sconds\ncountry to country.\nThey are exccuted with love and profes\n. .something akin to solving\nsionalepertise.\nOgilvy Mathe\nTheyhavebeenhonoureduith aclutchof\nRubik's Cube in the dark.\"\nintenationalowardetwoCliogokisforcinema\nphotography,agold,silverand bronzeat the\nIt is all verycomplox. W'thout therigcht profes.", + "312": "\"Sure, I still win at golf sometimes, But the fight I'm most proud of,\nis thefightI won against cancer!\nnn hullae Midas\nLifeaftercancer...it'sworthliving\na singk weckenfs golf.\nright theough the tzeatment\nned,it was tiny and pa\np their fight\ndoctor's diagn\niaves the h i eatly tresiament\nPrahievas urested at che Tate\nIn teeert yeins,Cehaedryeloped\nMemoral Hoipeal in Bloosbay\nmaeysfectivedrugste cootrel can\nif treatrdcarly.Thathwhy\nHe was ludky Hi cincerhad\nyearly cance chedk-up is o necrisary\nbeen detected rarly and be tecovered\nFery tant.\nWe av heveral free dheci-up\nis tac\"says Prabld, oentt\nmlsed singie daywotk ot\nwhich is the ece closest to yo\nPhone 2y1417 fos a fres cancer chedk-up.\nkIndian Cancer Sociery", + "314": "labulol\nMINDEN\nBORRE\nnchkvaiiosa\nIxinesketresxes olasx\nfranciafilmalkotais\nRendexteFedelicoellini\nFosxefenloMateellRastheianni", + "316": "minikalkulacka\nRM\nTESLAOKU205\nUdaje orade\nmikrofilmovych prisi\nPENTAKTA\nmediirofinoe technlyPENTAXTAidelite tiolew\nslkiho formiti, Je idealni jalolto ratit\ni v maloobchodnim\nPENTAXTA A 200\nnevin do formiti A O (Be1mm118\nPENTAKTA A 110\nwjch pledob do rermin\nprodeji\nPENTAKTAE 120-\nza Kcs 700,-\nPENTAKTARTIO\nEtesi lrpitnd evitianil\nPENTAKTA L0O-Qtani\nAaa PENTAKTA -\nvjrobayeNDR\nKANCELARSKE\nSTROJE×.0.0.\nKombinat VEBPENTACONDRESDEN\nPYO\nEPACHBK,AEEOPATHBRNCAECHNEAKTCRUX,BAH\nGXPOFliCrE:SPEISESAMEN UND FELDSAATEN\nHWARENWALDFRUCHTE-FROSCHESCHNEK\nMSOA AOTHEYNOPIDI RSARIER\nPYA\nPTCE", + "342": "STEINWAY\nThe Instrument of the Immortals\nthe days of List and Wagner, oi Rubinstein and Berlioz, the pre\neminence of the Steinway was as unquestioned as it is today. It\nstood then, as it stands now, the chosen instrument of the masters\nthe inevitable preference wherever great music is\nunderstood and esteemed.\nSTEINWAY&SONS,SteinwayHall,107-109E14thStreet,NewYork", + "346": "Why not you?\nA new triumph awaits at your very finger tips-a cake\nthetwonewPillsburyCakeMixes-Whiteor Ch\nwith all the tender deliciousness, all the sumptuous\nlate Fudge. Why don't you march in tonight\ncome-hither as the one you see here, And must you\none of these truly wonderful cakes and givey\ngo through a struggle to score this new triumph? Not\nfamily a thrillthat they can feel right down to\nat all. You merely have to add milk to either one of\ntips of their toes? Why not? Why not you?\nJust addmilk.\nBEST\nBRST\nBEST\nYouand PiunPisesbun\nixo\neonmalaaguiattaam\nCMOCOLATE\nWHITE\nCake MIX\nCake MIX\nPillsbury CAKE MIXI\nMlk is all yotu adids eggs flawuring,or eatrat\nof sshird reepsired. Than\ne are mgnemise\nWHITE AND CHOCOLATE FUDGE", + "387": "WELBECK\nPUBLISHINGGROUP\nLovebooks?Jointheclub.\nSign-up to our newsletter for exclusive offers,\nextracts, author interviews and more about\nyour next favourite read.\nFrom heart-racing thrillers to award-winning\nhistorical fiction, through to must-read music\ntomes, beautiful picture books and delightful\ngift ideas, Welbeck is proud to publish titles\nthat suit every taste.\n#WeLiveForBooks\nbit.ly/welbeckpublishing\nWFIRFCK" +} diff --git a/library/Ogilvy on Advertising/source-file.pdf b/library/Ogilvy on Advertising/source-file.pdf new file mode 100644 index 0000000..02b989f Binary files /dev/null and b/library/Ogilvy on Advertising/source-file.pdf differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/Back-Matter/Back-Matter-source-text.md b/library/Outrageous Advertising That's Outrageously Successful/Back-Matter/Back-Matter-source-text.md new file mode 100644 index 0000000..108105c --- /dev/null +++ b/library/Outrageous Advertising That's Outrageously Successful/Back-Matter/Back-Matter-source-text.md @@ -0,0 +1,1493 @@ +# Outrageous Advertising That's Outrageously Successful — Back-Matter: Appendices A-C and bonus material +- **Source**: /library/Outrageous Advertising That's Outrageously Successful/source-file.epub +- **EPUB items**: text/part0021.html, text/part0022.html, text/part0023.html, text/part0024.html +- **Image note**: Embedded images were extracted to the book's images folder; OCR is included beside image markers when text was recognized. + +--- + + +OUTRAGEOUS ADVERTISING that’s outrageously successful + +OUTRAGEOUS +Appendix A: + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00008.jpeg] +[No readable text recognized; consult the extracted image asset.] + +the 100 greatest headlines ever written + +This list was put together for one reason: to provide you with a single source of ideas for writing headlines. + +The easiest way to come up with a good headline is to sit down and read a large number of successful headlines. The idea is NOT to steal someone else’s words, but to use them as templates in order to write your own and also develop a sense of what elements make a good headline. + +For example, headline #1 is: THE SECRET OF MAKING PEOPLE LIKE YOU + +The template is: THE SECRET OF ______________________________ + +Here’s an example of how several industries could use this headline. + +Mortgage Broker: + +THE SECRET OF SAVING HUNDREDS OF DOLLARS EACH +MONTH ON YOUR COSTLY MORTGAGE PAYMENT + +Pizza Shop: + +THE SECRET OF FEEDING YOUR ENTIRE FAMILY A DELICIOUS +DINNER FOR LESS THAN FORTY BUCKS + +Dental Office: + +THE SECRET OF A PERFECT SMILE + +I hope you get the idea how to use these and find the words on the following pages a creative inspiration. + +the 100 greatest headlines ever written: + +1. The Secret of Making People Like You + +2. A Little Mistake That Cost a Farmer $3,000 a Year + +3. Advice to Wives Whose Husbands Don’t Save Money - By a Wife + +4. The Child Who Won the Hearts of All + +5. Are You Ever Tongue-Tied at a Party? + +6. How a New Discovery Made a Plain Girl Beautiful + +7. How to Win Friends and Influence People + +8. The Last 2 Hours Are the Longest - And Those Are the 2 Hours You Save + +9. Who Else Wants a Screen Star Figure? + +10. Do You Make These Mistakes in English? + +11. Why Some Foods “Explode” in Your Stomach + +12. Hands That Look Lovelier in 24 Hours - Or Your Money Back + +13. You Can Laugh at Money Worries - If You Follow This Simple Plan + +14. Why Some People Almost Always Make Money in the Stock Market + +15. When Doctors “Feel Rotten” This Is What They Do + +16. It Seems Incredible That You Can Offer These Signed Original Etchings - For Only $5 Each + +17. Five Familiar Skin Troubles - Which Do You Want to Overcome? + +18. Which of These $2.50 to $5 Best Sellers Do You Want - For Only $1 Each? + +19. Who Ever Heard of a Woman Losing Weight - And Enjoying 3 Delicious Meals at the Same Time? + +20. How I Improved My Memory in One Evening + +21. Discover the Fortune That Lies Hidden in Your Salary + +22. Doctors Prove 2 Out of 3 Women Can Have More Beautiful Skin in 14 Days + +23. How I Made a Fortune with a “Fool Idea” + +24. How Often Do You Hear Yourself Saying: “No, I Haven’t Read It; I’ve Been Meaning To!” + +25. Thousands Have This Priceless Gift - But Never Discover It! + +26. Whose Fault When Children Disobey? + +27. How a “Fool Stunt” Made Me a Star Salesman + +28. Have You These Symptoms of Nerve Exhaustion? + +29. Guaranteed to Go Through Ice, Mud or Snow - Or We Pay the Tow! + +30. Have You a “Worry” Stock? + +31. How a New Kind of Clay Improved My Complexion in 30 Minutes + +32. 161 New Ways to a Man’s Heart - In This Fascinating Book for Cooks + +33. Profits That Lie Hidden in Your Farm + +34. Is the Life of a Child Worth $1 to You? + +35. Everywhere Women Are Raving About This Amazing New Shampoo! + +36. Do You Do Any of These Ten Embarrassing Things? + +37. Six Types of Investor - Which Group Are You In? + +38. How to Take Out Stains…Use (Product Name) and Follow These Easy Directions + +39. Today…Add $10,000 to Your Estate - For The Price of a New Hat + +40. Does Your Child Ever Embarrass You? + +41. Is Your Home Picture Poor? + +42. How to Give Your Children Extra Iron - These 3 Delicious Ways + +43. To People Who Want to Write - But Can’t Get Started + +44. This Almost Magical Lamp Lights Highway Turns Before You Make Them + +45. The Crimes We Commit Against Our Stomachs + +46. The Man with the “Grasshopper Mind” + +47. They Laughed When I Sat Down at the Piano - But When I Started to Play! + +48. Throw Away Your Oars! + +49. How to Do Wonders with a Little Land! + +50. Who Else Wants Lighter Cake - In Half the Mixing Time? + +51. Little Leaks That Keep Men Poor + +52. Pierced by 301 Nails….Retains Full Air Pressure + +53. No More Backbreaking Garden Chores for Me - Yet Ours Is Now the Show Place of the Neighborhood! + +54. Often a Bridesmaid, Never a Bride + +55. How Much Is “Worker Tension” Costing Your Company? + +56. To Men Who Want to Quit Work Someday + +57. How to Plan Your House to Suit Yourself + +58. Buy No Desk - Until You’ve Seen This Sensation of the Business Show + +59. Call Back These Great Moments at the Opera + +60. “I Lost My Bulges…And Saved Money, Too” + +61. Why (Brand Name) Bulbs Give More Light This Year + +62. Right and Wrong Farming Methods - And Little Pointers That Will Increase Your Profits + +63. New Cake Improver Gets You Compliments Galore! + +64. Imagine Me…Holding an Audience Spellbound for 30 Minutes + +65. This Is Marie Antoinette - Riding to Her Death + +66. Did You Ever See a “Telegram” from Your Heart? + +67. Now Any Auto Repair Job Can Be “Duck Soup” for You + +68. New Shampoo Leaves Your Hair Smoother - Easier to Manage + +69. It’s A Shame for You Not to Make Good Money - When These Men Do It So Easily + +70. You Never Saw Such Letters as Harry and I Got About Our Pears + +71. Thousands Now Play Who Never Thought They Could + +72. Great New Discovery Kills Kitchen Odors Quick! - Makes Indoor Air “Country Fresh” + +73. Take This 1-Minute Test - Of an Amazing New Kind of Shaving Cream + +74. Announcing…The New Edition of the Encyclopedia That Makes It Fun to Learn Things + +75. Again She Orders… “A Chicken Salad, Please” + +76. For the Woman Who Is Older than She Looks + +77. Where You Can Go in a Good Used Car + +78. Check the Kind of Body You Want + +79. “You Kill That Story - Or I’ll Run You Out of the State!” + +80. Here’s a Quick Way to Break Up a Cold + +81. There’s Another Woman Waiting for Every Man - And She’s Too Smart to Have “Morning Mouth” + +82. This Pen “Burps” Before It Drinks - But Never Afterwards! + +83. If You Were Given $200,000 to Spend - Isn’t This the Kind of (Type of Product, But Not Brand Name) You Would Build? + +84. “Last Friday…Was I Scared! - My Boss Almost Fired Me!” + +85. 76 Reasons Why It Would Have Paid You to Answer Our Ad a Few Months Ago + +86. Suppose This Happened on Your Wedding Day! + +87. Don’t Let Athlete’s Foot “Lay You Up” + +88. Are They Being Promoted Right Over Your Head? + +89. Are We a Nation of Lowbrows? + +90. A Wonderful Two Years’ Trip at Full Pay - But Only Men with Imagination Can Take It + +91. What Everybody Ought to Know… About This Stock and Bond Business + +92. Money-Saving Bargains from America’s Diamond Discount House + +93. Former Barber Earns $8,000 in 4 Months as a Real Estate Specialist + +94. Free Book - Tells You 12 Secrets of Better Lawn Care + +95. Greatest Gold Mine of Easy “Things to Make” Ever Crammed into One Big Book + +96. $80,000 in Prizes! Help Us Find the Name for These New Kitchens + +97. Now! Own Florida Land This Easy Way…$10 Down and $10 a Month + +98. Take Any 3 of These Kitchen Appliances - For Only $8.95 (Values up to $15.45) + +99. Save 20 Cents on Two Cans of Cranberry Sauce - Limited Offer + +100. One Place Setting Free for Every Three You Buy! + + +OUTRAGEOUS ADVERTISING that’s outrageously successful + +OUTRAGEOUS +Appendix B: + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00008.jpeg] +[No readable text recognized; consult the extracted image asset.] + +holidays to inspire you + +People really love holidays, and they’re great to tie into your OUTRAGEOUS marketing to make it really fun! Below is a list of many of the most well-known and not-so-well-known holidays that you can use in your marketing. + +Every time you’re looking to send out a marketing message to your customers/clients/patients, look over the list below and determine if you can tie one of the holidays into your message. They’ll love it and so will you when you see the OUTRAGEOUSLY successful results! + +Holiday List: + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00176.jpeg] +[No readable text recognized; consult the extracted image asset.] + +January 1 + +New Year’s Day + +January 1 + +Paul Revere’s birthday + +January 1 + +Betsy Ross’s birthday (designed first U.S. flag) + +January 8 + +Elvis Presley’s birthday + +January 14 + +Benedict Arnold’s birthday (traitor in American Revolutionary War) + +January 15 + +National Hat Day + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00177.jpeg] +[No readable text recognized; consult the extracted image asset.] + +January 17 + +Al Capone’s birthday (notorious 1920s gangster) + +January 17 + +Mohammad Ali’s birthday + +January 18 + +Peter Roget’s birthday (author of Roget’s Thesaurus) + +January 19 + +National Popcorn Day + +January 21 + +Martin Luther King, Jr. Day (third Monday of January, traditionally January 15) + +February 2 + +Groundhog Day Super Bowl Sunday (currently the first + +February 3 + +Sunday of February) + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00178.jpeg] +[No readable text recognized; consult the extracted image asset.] + +February 5 + +Mardi Gras (Christian; moveable based on Easter) + +February 6 + +Ash Wednesday (Christian; moveable based on Easter) + +February 6 + +George Herman “Babe” Ruth’s birthday + +February 6 + +Monopoly first went on sale in 1935 + +February 11 + +Thomas Alva Edison’s birthday (inventor of the light bulb) + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00179.jpeg] +[No readable text recognized; consult the extracted image asset.] + +February 14 + +Valentine’s Day + +February 14 + +Jimmy Hoffa’s birthday + +Presidents’ Day (officially Washington’s + +February 18 + +Birthday; third Monday of February, traditionally February 22) + +February 29 + +Leap Day + +March 2 + +Theodore Seuss Geisel’s birthday, “Dr. Seuss” + +March 3 + +Alexander Graham Bell’s birthday (invented the telephone) + +March 9 + +Employee Appreciation Day + +March 16 Palm + +Sunday (Christian; Sunday before Easter) + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00180.jpeg] +[No readable text recognized; consult the extracted image asset.] + +March 17 + +St. Patrick’s Day + +March 17 + +The rubber band was invented in 1845 + +March 19 + +Wyatt Earp’s birthday (Wild West lawman) + +March 20 + +Vernal Equinox (based on sun), Laylat Al-Qadr (Islamic; moveable, based on lunar calendar) + +March 21 + +Good Friday (Christian; Friday before Easter) + +March 23 + +Easter Sunday (Christian; moveable, Sunday after first full moon during spring) + +March 24 + +Easter Monday (Christian; Monday after Easter) + +March 26 + +Make Up Your Own Holiday Day + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00181.jpeg] +[No readable text recognized; consult the extracted image asset.] + +April 1 + +April Fool’s Day + +April 1 + +The dollar sign was invented by Oliver Pollack in 1778 + +April 8 + +Hank Aaron broke Babe Ruth’s record in 1974 + +April 13 + +Thomas Jefferson’s birthday (third US president (1801–1809)) + +April 15 + +Leonardo da Vinci’s birthday (artist, sculptor, inventor) + +April 20 + +First day of Passover (Jewish; moveable based on Jewish calendar) + +April 21 + +Patriot’s Day/Marathon Monday (New England and Wisconsin only; third Monday of April) + +April 21 + +Queen Elizabeth II’s birthday (queen of England) + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00182.jpeg] +[No readable text recognized; consult the extracted image asset.] + +April 22 + +Earth Day + +April 25 + +Arbor Day + +April 27 + +Last day of Passover (Jewish; moveable, based on Jewish calendar) + +May 1 + +May Day + +May 5 + +Cinco De Mayo (Mexican holiday often observed in US) + +May 8 + +The US post office was established in 1794 + +May 9 + +Lost Sock Memorial Day + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00183.jpeg] +[No readable text recognized; consult the extracted image asset.] + +May 11 + +Mother’s Day (second Sunday of May), Pentecost Sunday (Christian; 49 days after Easter) + +May 12 + +Florence Nightingale’s birthday (a pioneer in the field of nursing) + +May 12 + +Yogi Berra’s birthday (baseball player, manager) + +May 13 + +Reggie Jackson becomes the first Major League ballplayer to strike out 2,000 times + +May 14 + +Star Wars Day (George Lucas’ birthday) + +May 22 + +The Loch Ness Monster was first sighted on May 22, 1933 + +May 23 + +Ken Jennings’ birthday (Jeopardy record winner) + +May 26 + +Memorial Day (last Monday of May, traditionally May 30) + +May 29 + +John F. Kennedy’s birthday (35th US president, assassinated in office (1960–1963)) + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00184.jpeg] +[No readable text recognized; consult the extracted image asset.] + +June 1 + +Marilyn Monroe’s birthday + +June 14 + +Flag Day + +June 14 + +Donald Trump’s birthday + +June 15 + +Father’s Day (third Sunday of June) + +June 19 + +Lou Gehrig’s birthday (baseball player) + +June 20 + +Summer Solstice (based on sun) + +June 20 + +Bob Vila’s birthday (TV handyman) + +June 23 + +The US Secret Service was created + +June 26 + +Abner Doubleday’s birthday (invented the game of baseball) + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00185.jpeg] +[No readable text recognized; consult the extracted image asset.] + +July 4 + +Independence Day + +July 4 + +Ann Landers’ birthday (advice columnist) + +July 5 + +P. T. Barnum’s birthday (showman, circus founder) + +July 20 + +Neil Armstrong becomes the first man to walk on the moon in 1969 + +July 20 + +National Tug-O-War Contest + +July 22 + +Alex Trebek’s birthday (host of TV game show Jeopardy) + +July 24 + +Amelia Earhart’s birthday (pioneer aviator) + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00186.jpeg] +[No readable text recognized; consult the extracted image asset.] + +July 30 + +Arnold Schwarzenegger’s birthday (weightlifter, actor, governor of California) + +July 31 + +J.K. Rowling’s birthday (author of “Harry Potter” series) + +August 1 + +Francis Scott Key’s birthday (author of the national anthem) + +August 5 + +Neil Armstrong’s birthday (first to walk on the moon) + +August 13 + +Left Hander’s Day + +August 24 + +Cal Ripken Jr.’s birthday (played in 2,643 consecutive baseball games) + +August 26 + +Macaulay Culkin’s birthday (actor, starred in “Home Alone” movies) + +August 29 + +Michael Jackson’s birthday + +September 1 + +Labor Day (first Monday of September) + +September 1 + +“Dr. Phil” McGraw’s birthday (TV personality) + +September 2 + +First day of Ramadan (Islamic; moveable based on lunar calendar) + +September 11 + +Patriot Day + +September 18 + +Lance Armstrong’s birthday (six time Tour de France cycling champion) + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00187.jpeg] +[No readable text recognized; consult the extracted image asset.] + +September 19 + +National Talk Like a Pirate Day (unknown origin, but it is an official holiday) + +September 30 + +Rosh Hashanah (Jewish; moveable, based on Jewish calendar) + +October 2 + +Eid al-Fitr Day after the end of Ramadan (Islamic; moveable, based on lunar calendar) + +October 9 + +Yom Kippur (Jewish; moveable, nine days after first day of Rosh Hashanah) + +October 13 + +Columbus Day (second Monday of October, traditionally October 12) + +October 14 + +First day of Sukkot (Jewish; moveable, fourteen days after Rosh Hashanah) + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00188.jpeg] +[No readable text recognized; consult the extracted image asset.] + +October 16 + +Noah Webster’s birthday (compiled first American English dictionary) + +October 17 + +Evel Knievel’s birthday (motorcycle daredevil) + +October 20 + +Last day of Sukkot (Jewish) + +October 22 + +Simchat Torah (Jewish; moveable, twenty-two days after Rosh Hashanah) + +October 28 + +Bill Gates’s birthday (Microsoft executive, multi-multi-billionaire) + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00189.jpeg] +[No readable text recognized; consult the extracted image asset.] + +October 30 + +Mischief Night + +October 31 + +Halloween + +November 1 + +All Saints’ Day + +November 4 + +Election Day (Tuesday after the first Monday of November) + +November 8 + +Bram Stoker’s birthday (novelist, wrote horror novel Dracula) + +November 11 + +Veterans Day + +November 23 + +William “Billy the Kid” Bonney’s birthday (Wild West outlaw) + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00190.jpeg] +[No readable text recognized; consult the extracted image asset.] + +November 26 + +Charles Schulz’s birthday (cartoonist, created Peanuts) + +November 27 + +Thanksgiving (fourth Thursday of November) + +November 28 + +Black Friday (Friday after Thanksgiving Day) + +November 30 + +Dick Clark’s birthday (TV personality) + +December 2 + +Charles Ringling’s birthday (formed Ringling Bros. circus) + +December 7 + +Pearl Harbor Remembrance Day + +December 12 + +Bob Barker’s birthday (TV game show host) + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00191.jpeg] +[No readable text recognized; consult the extracted image asset.] + +December 22 + +First day of Hanukkah (moveable, based on Jewish calendar) + +December 24 + +Christmas Eve (Christian) + +December 25 + +Christmas Day (Christian) + +December 26 + +First day of Kwanzaa (Kwanzaa is celebrated until January 1) + +December 29 + +Last day of Hanukkah (moveable, based on Jewish Calendar) + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00192.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +HAPPY +YEAR + +December 31 + +New Year’s Eve + + +OUTRAGEOUS ADVERTISING that’s outrageously successful + +OUTRAGEOUS +Appendix C: + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00008.jpeg] +[No readable text recognized; consult the extracted image asset.] + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00193.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +EPHONI +BILL GLAZER +THERELENTLESSBATTLESOF +NEINCMAEN +SEMINARCESTRACES CROM +SURVIVAF SEMINERI +THE10MOSTCOSTY +AOVERTISINGMISTAMES +AREYOUMAKINGTHEM? +HOWTOSKYROCKET +YOURSTORESPROFITS +WITHBILLGLAZER'S +3-STEPBUSINESS +BUILOINGFORMULA! +OUT TO SAVE +THERETAIL WORLD +FROM MASSDESTRUCTION! +Presentedby +MRMa +heandS +NoomaCotring*PootossUSACrownCoingCot +CAMCommercoSolutions*MAGiC indomational +JimmySales/StocyAdomsNociwoarTuliono + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00194.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +HOW ONE RETAILER-TURNED- +MARKETING-GURUISDETERMINED +SURVIVE...BUT THRIVE! +SPECIALTYSTORE +AnMR LasWegas Seminr abstract +Ba CisecScteuMenseegewtalerane +SURVIVAL: +Feateing tit Giasr +WHO IS BILL GLAZER? +ware, Best Buy in electronies, Bames & Noble in +Perhaps you've read his"Marketing Maven" +books, and so on. +articles in MR, Magazine.-perhaps you've seen +teen competing,Menswear stores, each indepen- +In downtown Baltimore, there once were four- +even attended his most recent engagement.at +MAGIC in August where more than 240 profit- +cities, Over a handful ofyears, as suburban malls +dently and locally owned just like in many +proliferated and giant nafional chain stores en- +using smart, cost-effectrve ways to increase +lered the market, thirteen of those stores - some +profits and build their businesses for the long +store standing, Gage"World Class"Menswear. +haul, Many of you may have already invested in +there for decades closed their doors, The last +his BGS Marketing System and are using it with +captained by Ball Glazer, has not only survived, it +great results. +has prospered beyond any rational expectatice. +But no matier how you may have leamed about +In fact, in recent years, while the entire mens- +wear retailing industry has been in the doldrums. +him, Bill Glazer bas emerged on the retail sceoe +and independent stores everywhere bave strug* +gled just to stay even, Bill's downtown store, as +be's not your cheesy motivatioeal speaker type. +double-digit annual growth and per sguare foot +Still, his"bootcamp-style"presentations have +well as his suburban location, have enjoyed +left attendees energized and geared up to employ +profits roughly 250% better than the indastry +Accoeding to Dan S. Kennedy: the nation's +How can this be? What is Bilr's secret? +most celebrated marketing advisor to the retail +The answer: Bil's strategies for prospering +industry,with hundreds of top stores nationwide +against all odds have made him something of a +utilizing his innovative direct-respoese advertis- +celebrity in his industry, and propelled him into a +ing and direet mail ideas, lab tested with his own +second business as a top marketing and business +two exeeptionally successful Baltimore stores. +wide in over 37 different categories. +consultant to over 700 retail store owners nation- +A DAVID AGAINST GOLIATH +Today's independert retailers oflenfeel like they +FORGETALLABOUT +"NORMAL" RETAIL ADVERTISING +nauts ranging from Wal-Mart, the biggest behe- +moth of all, to superstores in each specialty +Bill probably spends less on advertising than +category, like Home Depot and Lowes in hard- +phenomenal job of maximizing value.from his +ABOUT THE COVER: Photogriphy by Robert Bartiett /410-318-4200. Locetion: Th Baltimor +Musumof.industry.Deslgn by + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00195.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +found it difficult to get additional growth in teccnt +arther outside the.nomts of marketing in retad are +he ways be supports his ads and maifings with +logy-hasedmitoemuticmurketing.Forexample. +is key. This was a reorientation ofmy mind-set. The +results have been phemomenal.* +"Retailers in all categories have been conditioned to +machines or voice maal instantaneouslyFor less +radioadertising.While allofthesethingsar +focus on merchandising-stafting,and newspaper or +important, they are no longerenoggh,Bill explain +Bill explains, "This has increased response toa +mailing by -as much as 92%* +list of past and peesent customets thas oe mass +We place more emphais on marketing to our oan +advertising, Being in the besiness ef marketing your +DRAGGING AN"OLD"INDUSTRY INTO 21ST +stores vs. operating.your stores really is s distinctly +CENTURYDIRECT.MARKETING +different way of ttinking. +The retail basiness is still largely comprised of +second, thind, and even fosrh generation family +In his position as:these retailers guide to the brave +businesses,bothblessedandcursed +new world, Bdl says be must coach them os new +woth traditions,Bill says.nowup +ways of thinking about their rele in +gainst the eeunalent of Wal-Mart in +their busioess, their relatioeship with +g chainis and discounters. +"Thetop5% +positioetimng, as well as the tuts-and- +their customers, their competitive +dependcnt stores cannot sompete on +nice, yet are woefully behind the +of retailers +bolts of more effective advertising +s in use of smart marketing +and profitabie direct-mail, Perhaps +trategies, technology,and alteatint +don't see +the shining jewel of Bill's accom- +The salvation and prosperity of +grestigices RAC Award it the 2002 +plishments was his winming the +ny oun stores have been ertirelydue +themselves +o my literally tuming my back ce the +RetailAdvertising Conference, This +way retail stores huve always +as retailers, +honor is equivalent in retail as the +ahtiedandoperatedgngoutsid +Oscars are to movies and the Emmyy +butas +the industry.and retumingath direct +independent retailer competing and +to.television.Imagine an +marketing completely foreign to our +marketers ofa +business,but proven.clseafiere. +winning against giants bke Target. +Wal-Mart, Chevrolet, Best Buy and +retail business." +Is less that thee years,over.700 sto +Payfess Shoe Source. +MarketingSystem,began wsinghi +-- Biw Glior +BILLGLAZERTAKESONTHE +ads and maiflings, started using. +It seems that the independent and +ENTIRESPECTRUMOFRETAIL +technology be's introduced to them +ike voice broadcast and e-mail +marketing, and are achieving truly +smaig-chsaun tetatlers n all product +challenges, including their David vs, Goliath battles +temarkaleresults.Forcumple.aTeusownersays +categories share common +e completely revamped his mailings due to Bitl and +with ene promotion did 6 months worth of business +incteasing advetising cluer,and pablic resistanceto +traditional advertisies- It tums out that the solutions +rears expenence hesitantly tned ope of Bal's ideas +Bill has pioneered, first aith his own stores, ae +and had a record-brcaking week of sales, There are +hundreds of such success stories in Bill's files and on +readily transferred to all types of tetail. +ste(rooueonpuespuonsmgm)Kedsep +wcbsite:www.biliglazermarketing.coem +retailstoresselling outdoor equipment,.camping +Bilr's first festing beyond his oan industry was with +In 2000, the industry joumsal MR Magazine named +ueduesisaybppuespoosSuruodspuespood +Benaau u 00'oo0r00cs rsnfaog s(es l sarmop +he created for them gencrated an amazing 7-mulison +100 Top People. Places,and Things mgacting the +costs, in jest 60 dagys, For an auto dealership. one of +created over S250,000.00 in sales, from a totial +Jells sales leticrs and avorce-broadcast campangn +notewoethy or influential individuals, Ball also wites +a monthly, column on marketing for MR and several +expenditure of S557.00. +other rctail neasleners, +Others enthusiastically esbracing his system inclede +Maybe even more important than any specific +owners of hardaare stores, home and garden centers. +promotion ts the way Ball gundes his clieots to an +g-ft shops.fumiture scees,bicycle shops, +entirely new and different way ef thinking about theit +womenswear.children's stores.formalwear.private +besinesses. Randy Diamond, owner of 2z retall +postal centers, etc, etc. +stores,some ofthe_oldest.throeghoutnortheastem +Ohio, says: I was brought up in the old school, that if +In 2000, the U.S. Small Business Administration +you bought well, merchundised well, and had u good. +people of the year for the state ef Maryland. +selected Bill Glazer as ene of the top rao business + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00196.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +GLAZERTEACHESRETAILERS +AT"MAGIC"IN LAS VEGAS +ofiee cosny togrra enwcaromer bevor.song. +Recently at MAGIC inLas Vegas, Bill presemted +Fhazwiffmake soieone responif2 lell., /W AeWnow +240-plus mens'and womens'cloehing. retailers a +o ar lobsy/ ofler or worse rt, no ofle. Rememher, ae +oe th/eg -tbrnr (x no Moay thor someone wwll npoe +aq puesged Buuapeu Kay s,Aepon jonuul +appropriate business-building trategies to help avoid +ul mooo'le gvtting iwecwodomer ts oemabeg +them. The followiog,pages of seminar abstracts will +owr ditdonds hew hey ref over ad ower agale +foetunate enough to aendandarestitlsctatching +oud sp na s moy no aany op BotGinspesqmqi +wbeel in theif favor. +respond NOR, ohey ncier do.d deodlwe is whur +tafural pnocnastinuton, Citiesstoceofniufe here 9 +"Lousy Ads Get Lousy Results,"sdid Glucor ar hi +makes tbcw respomd. Dedflinei crrurefear-fearey +presostatio./fe wiceron/orMher lo Ciplaie:Ooe of +nheservkces thar/offer phe mtembers efmy Marker- +male that / iny bs s eever lo ghe d pruspecf more +ing Sistee bs FREE cringwes of oheir ady andaovet +oham a 2went deadlline. /f yopr do, you mighr as welr +mml pieces, b yo cae imagior. with otwr 70 +ad. +sar jowr hand eareef monorharjou invested in ahe +memhens./seeolorofadsoenarer.iswhar/ +huuedeovered - L((SFADS GET LOUSF +RES/LTS +:Lack Oy Testimomialsrhotyour cuenf +Customens sa ehostyor is tert fo eewhy nimes mon +Thrtlparnicularhyiutrwetne,hecmoeofoen-tmes +Tnzionialrare a grearauy fogefiutaet ornfibilin +JimotoogeGnno(egungeu +mighr he posncands,_saies lemrnspgper dds +witb prospechs. /ow maty iestimeonla/s should yow +raidio or Tspots :whgler. Jhee ie realin.hey all +wor Somr.wort beter Ma onhers, and cleurhy m +penonal favorle (s somr form of dinect mar.Bot +$5: Lack Of.4 Gwereet Or.4~Wimpy" +ntuder at.no foug ddy ondger fosoy ncnit +Gaaranteer Tair (ord veny sinnle conocpt hor ofiv +mstakee/vbfae the media, wheeje acta/in: ir's tee +scavs nvronlers So drath. Rerall snmdy roer nctot +fubff of Me oay adc +monr people salf bu:Sre, xome wilf lake odhundogr +ianhr has provee hot shr Nrmer mhe goarawne. Me +The10BiggestAdvertisingMistakes +g orjunoubsaaanyrmyununemoto +cae guarantoe joiur pnoducts car sentoes, hewfind +Made by Retailers +tmher har stl boy more. Oe, by tbe ma%: /fyow +Letme ell yourtheTow Biggert.Advertising Mfistakes +somrthieg elie fo setl +Thor Rerolers,Moke:ad mhe (mpdc? Mhar they coe +uve ow thr cfertivvnrss of jour adivrtisieg +wd: Me-Toe dpprarancer I kgve wrinee and +daning my.career.Farand anutg themost iwcessfa +developf buotdrndy ofads od direct mauf pieces +sl:Farandaw,ohebiggctadvrnsingmisdakeis +haning a Lewgy HeadWiner hee Twrile onad or +omeshuthaveeversomrmycuomeswarepag +afirecfmeaplecefora clieetorfor mnvely./mormally +Ahandhitn eer on yelow Jegul puper. Wy was +Spes/ Aaly of sg nime denvlopieg tle hnudliee. /e +ohis se saccessfi Because it dide'r look like ar ad. +fuct opically /nil/wrise obouta docee headlins +appeurance. lesnad, ar fooled nonhong,likea +hefor'T seule onr the.one ahat / +oleiekwill gctshe Nestresporse +rafinotal ad, baw Ake a lemer +The braifline is Mhr mos? +"Lousy ads +friesd.reralting je my stores +har d fried woed sewd ro a +(mportaer purtofany ad, Ir wil) +grab themadferameutioe ond +hce xitra(ghr wenkx +bnieg ,llnd mtk catomrers for +pu/ chow /itto hur,yow have a) +ay, Heafiner Ale.. +get lousy +7: Focus On The Basines +"Biggest Sale Ever +nimes doJowseread ford +results." +Iwstrad ON:omory +-Esd Or Srason Clearance" +parficaler bsiness aedal/dxan3 +(r how mondeva r Darimess B +-We're The s1 Men's Store in +- B Gleor +Isalls elout lho muny yeurs +Hastings, Nebraska" +he: Be beer in husimess, or me +...ane oplcul(y worthles. +selectoe, Sst, whuf ebour char +fhieedly senice, or the big +fhat yor wally wont to ride is a hoadline tlat eflems +ibe (automer monly wuno7 Customery ONZYsinf +a bewefirandf pnosoker owniosipy.For exaegle. +oe thing it/lFf rRaar'3 Ir For Afe) +ladhitgaliogthurdSprSale +nDiscover The (namr ef sdore/Soper Sale Thal +88: Tying To.fecomplich Multiple OjiectivexrThi +hod ahvrhiting, The itonror odagen' tharcrealef +hout."Mou hick one crratesmore canlonin? +row of personal per ponvesthar/ ofet sne e +IFbioh sil ger ohe prospect so read ahe wst of the of? +she af ofine.trics.o accomplish mwlople o0/ectihcs +ote odfecnr. Al toer + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00197.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +boodd care aAosur ir GETTING.4.STORE I/S/T. A +ahraytell meEnahing oplfNeolay coud +aore iifr ir hr ouly thing ther cor puf money ju your +bener / speaeo oaers, m +Dunt accounf. /mtogr caT do thalLast nme/ tned, +Jasfgrt mo s cooc. +the lelle ar m Focabant ogehfT alfow r:lo +deposir "mager." +Non; Dhar's pre profound, isw.at? Ewenthing +ooudd Ne olay if I jnst gor new cauoer Thr inoh +s9: Feilwre Te Tell lour Srory: Cushomers and +Is,geming anrw caodomer iswotneoytask andfcan +prosprcts oke e ston: Thgr wawf so hogr wly yoer arg +fiew be d naner expeesne one. aithoge if docsn? +mutieg ahe offertharyow anemaing./t sems so dd +credibin. ad shoe the bekeve jotr, rhg respoed +eecessars(y hor o Ne. +Nene Plas, ef enenythting abootvoor buoinesx ha! +For example, (inr m Murkening Systee ohar I provide +Pon can and don? ake amyabiegor grunfed. Theg! +fo netatlerx/teace J/ ifereet ytrgisocosr +wch as bnumb ow cam:sizes,deparmeas +our shar ir very cest eficinst andf iorib lke a charal +metbadsefpuymnwyowaccept.strvrraddss.pbome +certificans.sevrgetndeomed?fellkrsatioual +Cwestion? Do yoer beon wlar percentogr of gif +ighr be jaort tbr-ntong tbot saikes the peosprc! +espoud. +abost aheabiekable7Howboerdiscooning the +18: Cate: h is so mach ahernisieg,"cude?" Tiwo +righr arof thateombcr So,hanejou ver thougph +wasox: Pirst g all,cule ahvertising.is he Ope nhar +wots aeus, onfad agoncics like to wie acunfs ie +Parcihane of gifr cerniflicutes riple arpod Clrtinma? +onder.to Aelp them ptfce* +omportaur to consider 18% +Mere' sly this stratogr is so +erw-cliontiso. +10 LeadingAdvertising +adhertisorslkecae +mruer gr mfemof So, gf +achertising eouuse ahey +"MEGAMistakes" +ow ghe d discoom of +think it getr wwowhnsd. +MostOftenMadebyRetailers: +approximutrlJ8%oe shr +Well, lef aradk yowr.a +Ponhose ofyourgit +gmesinon. Can jotr ghve me +ty Lousy Headiee +6)"Me-Tao"Aopearanct +certificas.joueachally +the mames of nhe dhertises +2)No Olerora LoutyOer7)Focuson"wiFu Instead +breuking even winh nte mon- +thar spenr ovr a miiow +redemepiowBat hme's.he +dollars ech chuning the las? +of Your Business +3) No Deadine or a +SoyvrBowfinonlertoair +meel kicket Do yoer know thar +WipDeadine +8) Trying to Accomplsh +47% efallcusfoters.har +thrir 30-second TV +Matiple Obijuctes +reilecmgiff cerniloates +4f Luckaf Testnons +Commorciul? &r,yorcue? +achuallyspendhrioethrface +name morethat ote ar hso +5) Lackf Garateora +eZudogaepunanunt +Thur's Nrcouse cite +1) Cuta +“Wmoy Cuarartse +will spend more?Conrsel +ahvrtising isrememhenf +that sweufer shat hey ar +for heing cav. bwemorfor +hgorg/rom oar atorv fo +Snlieg agthieg. Shasr affer +addirional purchase aeless yow arr huoly eoghfor +stouhvhas pronem.ohlar he ope ofadivrtising that selbs +gfoe dx d goff reatx le wo +s xnill emototal, dimcr reiponue-advertisong and mor +ado Saopm-pan_an), ag +Anfone more bemefit.jmost of sle giffcrrrificates +BILLGLAZER'S3-STEP +rtar ane purcAasef for Chrisramas gifis ger rndeemnd +BUSINESS-BUILDING FORMULA +in-Jowinonc Jusf uhew yoy dre looieg for customers. +Bywuy ofintoductiom,ler.et ghr you some rijghts +lnto fjaot how ponefi shis B. Ja mr 28yeurs of ereg +Now this happemr.oNearven/goodenr(sodomer +etnilet alcodling docces aed docems ofmarkering +dojaitsitioe strateg: Bst ahe importanr nhing fo nrally +cowenonces, beging even book anuf gpe o murkef- +new customers, Therea/ odyecthoe should N fo grt +ing / could grrmy hands on.Personally beieg +sotued by the sop marketing mindr it nhe (owotw; +market so shoe ie sle unure. Becunge thur's he real +md norkig xih owr Too cbents dr mrehers ofm +Marketig,Syctom/have discovermd thar Tbe 3-Sep +FOR UFE +rolw ofa cusfomr /r bvn cootedCUSTOERS +Barsincis-Balieg System is the ONLY Suteie shat +dnr no otrf otolcs. +So, tnc we have these cushuers it owr dotohuse, IF +neady Ap mote oe the secod step of onr Thre. +Now you can figky shis gour itaur, bur Pm.Aelling roe +hur ohtr s powerfil. Nof Beconoe wa / oe obouf ho +CastomersWeHaveteRerarw-MOREOFTEN +shane with po s so ne. Aichualg, fy eout of yow ahis +Oohewtse.voo m g9 broke joir ieply rrly o +wtl Ne comeon seese. Bat ahe poner is br kmomtng +cowuaetlyandctieg ercitomor, +Whe3 Sepsand morr itperhawwb; howto.use thew +to yor bencfit. +Bur hefore /I shonrour a promoioe designed fo +arcompluh slis.ler'stake Jacsraminate Aolookal +Thefirst stepofabcBusine-BalldiegForwalas +cutomers are sanoed.farandawug themuwber +AeguiningMoreNe CastomersIefuct.bpicolly +oneneaionwhahedo NOTrenur thar"the + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00198.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +forget." (lou mighr be surprisnd to hour har price is +sfump on the cond. Jhon ohe curd iscomplete,br +loconstanulyromindtlvwNe cowebuokThestruteg +eierrhandlse, No ,ree.migl erd to mosfif- tbis,for +storuer mcenes ae ddiiniona/ 0 of FREE +thar Te gofne ho sbyw yow lr a camypaige thar maey +memdersofmy Manketieg.Syotew hiunve copind +juor purticafer store. +practically.AS-/S. /r is dlesigenf no.brieg in arsteody +stvar ofpasrcstomenr loyour sitorefor sir +har ir ieportatf abosr ahis progruw an/ wly evry +coesecathe weeks +ho stces ourof sle J-Stop Soincss-Bailding +store sbomld have ome sthe fact dhur.il accomplisher +Here'yhovitworkso +Fonmila. +On dey I o posfoord is mailnd, Thm ou day 15 a +secon poutcurd is malfed to the same Iist. Next, ot) +Jour shorex mone ofex. /s fact, oheirst ynars thar +Obstoou/y ifetcorageour cistomrs tovtuelo +day 29 a tbird postcond is +we Aaf nhot progvum is +Resuls from the 3-Sep "Tou Decide +36 a voicr broodca? +ploce, weactuooy +message i/effron gou +nhar owr cusfowery +frdcked it anuf foud +Baldin +paignt: +marnnfoeeuenage +macitineL +Roponse +Cumty +SS Goratid +3esr. Jour cun /magine +one additionalpripa +Nes, herr are the +Posdounf 97 +9313 +187 +1.9% +S4,/9877 +reral? (se charro the +Char nlir iraeslaocs (n) +Imwediate rightj +9,227 +151 +a Nig roreber. +Pestoant e2 +1.6% +535,837.26 +So kertahe BIG +Bat wkut is perkups +8134 +236 +Pestcund 83 +2.6% +57854528 +LESSOVshar yow shoulf +skis program does whil +more importaet itwbut +hune leanedf ly! +loppedar/aut one +ve, For.bususc, 0 +she aohomer bs iw the +Broedoeir +paitcanf kemosr do +4.750 +jmuouppe agi jpe e gooy +snvsalopersoncan +568 +61% +S6657331 +butitess / woaldf hove +do ger.hit customers to +me this as an (ncenmve +ligh cn nhe oe Pr nhir +Outcome: 13 to / Returr Or Iestmoet? +case,aradditiona/bre- +buor sthon "Nig ticker +skirdk. Thiz mule-step +domororderto +550 sningx. / cae Nell +seguce efmarketing is +ncelve the additaomal +cnimically /mporsaet. +JowfirrhandthurohirMsecardhasbvewepon +Now we comefo nhe /unt atp,wbich isthemot +niNefor as srilieg a lor of cnstomers a second xur +proffitae srp thcre ts, asd irontically ir he cne ahat +wibife thegy' anr ot owe ef agy stonex. +mosr nrtarilers seem o fotally or ar feunt parially +igworeThiripEGetming the Castomens lia +Ther thee th ale ore practical agplication:The +direedy Hfevein FowrSonrloSpewdMoreDaring +Ciotomer gvts to the counter witb 3239.09 worth cf +Each fiit +fsooly or anfenonur.fo gvr ap to the secr boc +Obviouosiy, this is che mor profluble siep becasse it +pnople./ thitkyow cae see the magic is d pnogram +fuliply these S// addiuiomal pwrchases by a (oe of +itvoher no epensive markening costs ar all. Cs- +toers are afreaify (t the store.so yow do NOT hav +fo spemf aemoney oe aderniitg fo grt them nhere +They' arr righr whore yow wanr hem. Bat what are +Bottom line: Customers absolutely lone +Jo doing ho emcouragrthomt to spondmorv?Jur +these programs and netailers neap greater +thinik a minate at uchar woudlat appcin foyoar bustinrss +feach ctstomer spenrfifhy dollersmonr every time +sales? END +theybop / poar stoner./aot.mtuliply.eery +umount ofmonc an/ cav.alor ofyowr prohemt. +ou ow see why nhir ir aly /ovoniwe of tbe 3.Sep +Jo alize all ahr steps, cpecially alis onr. +wpudiy os ys pre wsig Soppmg-swuwg +sbow yoomref thrsnen difereusaraigier! +teuch is orderte gut yowr ciatomrs fo spend more +daning rach visir. This itrutegy ibs callefe "Fregerent +uo 2uy Pnopr Aogr Gau puo_sunu&od a.rg +Roeglly, bhere3 hon the program workr: For eviery +Sto har thr catomer spotd, he or she nmorivs a + + +OUTRAGEOUS ADVERTISING that’s outrageously successful + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00199.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Special Opporniy Jor Redors of OLTdGEOLSddbertisisg Ihet'sO/TR4GEOSLLScoeetfel: +TheMostIncredible +FREEGiftEver +($573.94WorthofPureMoney-MakingInformation) +Dan Kennedy&Bill Glazerareeffering m incrediblkopportunityforyou tosee WHY GlactKenned +reater.Centcol. lndccodetce_aad.Security.some.togcther,_ Dan & Bill want to give yov S573.94 werth ef +Isider's.Cirsleis.known.as.IHEPLACE" shere.enirepreaeurs.secking EASTand.Dramatic.Gronth.nd +Insider's Cirele'M, You'll receive a steady streum of MILLIONAIRE Maker Information including: +psre Money-Making Iaformation inchading aFREEmonth as an'EliteGolc Member of Glazer-Kennedy's +*Glazer-Kennedy University: Series of3Webinars (Value =$387.00) +The 10"BIG Breakthroughs in Business Life wah Dao Kenedy +BOW AmrEntrepreneur or Sals Professional ean Mulbiply INCOME hy 10X +Theidde.ScolfmisinEverycneBusiness and HOwte Capitalureon it +Andthe iSaL-.Gerting Custxmers Sedking You Out. +TheESSENTIALStoWritingMillionDollarAds&SalesLettersBOTH +Online&OfflinewithMarkefng&AdversisingCoach,BlGlazer +How to INCREASE the Seling Power of I Your Advertising ly Lesming the J3Mus BaC Disst +Key Ehmcet that Determinr the Sacoss of Your Wclsite +BepmueErinsipka +HOWte Cafta Headline the Girats the Reader's Aneeticn +Hou ts Creatras Irresistisle Ofler that Melis AwayAm Resistance te Biy +-fmlider Srengio" io INCREASE Ropose dat yoe Ma te wlag both ONLNE & Olisr +The Bes Wnys to Creite Utgency and lospise IMMEDIATE Response +TheESSENTIALSofProductivity&lmplementationforEntrepreneursw +PeakPerfbmvnce Coach LeeMifeer +Hoe to Alnos INSTANTLY be MORE Efiecsive. Creative, Preftabl, and Take MORE Time Off +HOW to Master the "lancr Came"of Persoal Pesk Prodeetivity +How to Ge MORE Done it Less Tine +HOWtoCet OtherstoWork OYoarSchedule +AndFinallythBiiEEowteSpTakingadPlatingYouDansandSnpemng +How to Creite ClearGoslsfor SUCESSFUL leplementation +Then ino Keiliky +**Elite' Gold Insider's Circle Membership (One Month Value = S$59.97): +An Issue of TheNoB.S.*Marketing Letter: +MoneyMakingStrategiesCurentmmsefroitasdaxnziatnucscminainoriaarrivingy +Each issue is at least 20 pages usually MORE Overflowing with tbe latest Marketing & +Strategies, timcly Marketing news, trends, cagoing teaching of Dan.KcnndsMostMPORTANT +first class mail every month. Thcre are ALWAYS terrific examples of "Whar's-Werking-NOw" +Straecgics- and MORE_As soon as it artives in your mailbox you'll wart to find a quiet plact, grab a +highlishter,anddevour everyword. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00200.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +CD of an EXCLUSIVE GOLD AUDIO INTERVIEW: +These are EXCLUSIVE interviews wits sgsesstidsics.efdinsttespousuadcetising,kadling.sspsts +commuting hours ieto "PO/wER Thinking" bours. +and.ctitcpsnsusjn.direst.nkeling.andJamesus.bssitess.authos.aad.spsakers Usethem to tum +: The New Member No B.S. Income Explosion Guide & +CD (Value =$29.97) +This resouree is setsiall.desienedfor.NEWMEMBERS to show them HOW +PROFIT growth in their Besines, Practioes,or Sales Caven Grauta +they ean join the thousands of Establisbed Members ereating exeiting sales and +SUCCESS in thcir Buainess lives +Income Explosion FAST START Tele-Seminarwith Dan Kennedy, Bill Glazer, +Ataed flom the prlvacy and cemfort ofyourhome or offlee.heara DYNAMIC discsson gSay +and Lee Milteer (tahe-sr.sm) +Aduxtisog.Maksint.Pnxstion.Ecrszsasurial&.Pisosmcnonsctcgiss,FLUS answersto the mos +Frequmtly Asked Questions about these Strategies +* You'll also get these Exclusive"Members Only" Perks: +Special FREE Gold Member CALL-IN TIMES: Several times a year, Dan & 1 schedule +Geld Member RESTRICTED ACCESS WEBSITE: Past issues ofthe Ne B.S*Merketing +Gold-Member ONLY Call-In tines +Leaer, articles, special news, etc. +Continsally Updated MILLION DOLLAR RESOURCE DIRECTORY with Contacts and +Resources Dan & his clients use. +To activate yeur MOST INCREDIBL.E FRER GIFT EVE3 you cnly pay a one-time charge of S4.95 (er +S8.9 for Irr1 subscribers) te cover postage (this is fir everything). After your 1-Moath FREE test- +yos decide to cancel yourmembership,yoa can de se at any time bycalling Glazer-Kennedy +drive.yeuwil autematically coatinueat taelomct Gold MemberpriceofS59.97per nosth.Should +Insider's Circlerm at 410-825-8600 or faxing a cancellation nste te 410-825-3301 (Menday threugh +memhenhipfeeuntilthebeginaingeftheecstmcnth,whichmeansyoesilreccive1fall isaes +Circle Gold Menbor. And of coerse,it's inpessible fer you te lose,beceuse if yes doe'tabsolatety +read,test, and profit from all aftbe powerfut techiniques ind strategies yoe gect from bcing an Insider's +LOVE everythisg yos get.yo can simplycancel your membership before next mosth and nererget +billed a single pensy for meabership +GLAZER-KENNEDY UNIVERSITY WEBINARS AND FAST START TELESEMINAR* +*EMAILREQUIREDINORDERTONOTIFYYOUABOUTTHE +Name +Business Name +Address +City. +State +Postal Code +Country +e-mai +Phone +Fax +Credit Card Instructions to Cover S4.95 ($8.95 Int') for Shipping & Handling: +Visa +MasterCard +American Express +Discover +CreditCard Number +Exp.Date +Signature +Dale +sognappepugebarotpeaoeCsepuosyopsulpeuueyaioguuudnofsrusucosogeuususegDepud +vamaleralfax,andphone +Ormailto:401JeffersonAve,Towson,MD21286 +FAXBACKTO410-825-3301 diff --git a/library/Outrageous Advertising That's Outrageously Successful/Chapter-01-Take-The-OUTRAGEOUS-Path-To-OUTRAGEOUS-Success/Chapter-01-chapter-notes.md b/library/Outrageous Advertising That's Outrageously Successful/Chapter-01-Take-The-OUTRAGEOUS-Path-To-OUTRAGEOUS-Success/Chapter-01-chapter-notes.md new file mode 100644 index 0000000..6e3679a --- /dev/null +++ b/library/Outrageous Advertising That's Outrageously Successful/Chapter-01-Take-The-OUTRAGEOUS-Path-To-OUTRAGEOUS-Success/Chapter-01-chapter-notes.md @@ -0,0 +1,27 @@ +# Outrageous Advertising That's Outrageously Successful — Chapter 01: Take The OUTRAGEOUS Path To OUTRAGEOUS Success +- **Date Created**: 2026-10-11 +- **Status**: Not Started +- **Reading Span**: EPUB item text/part0008.html + +--- + +## 1. Pre-Reading Briefing +- **Core Question**: +- **Key Points to Watch For**: +- **Context & Thread from Prior Chapters**: First chapter — nothing carried in. + +--- + +## 2. Reading Review & Reflections +- **Prompt Questions**: +- **User Key Takeaways**: +- **Scaffolding & Feedback**: + +--- + +## 3. Chapter Synthesis +- **Core Thesis**: +- **Key Concepts / Mental Models**: +- **Notable Arguments & Evidence**: +- **Updates to Prior Understanding**: +- **Weekly Action Item**: diff --git a/library/Outrageous Advertising That's Outrageously Successful/Chapter-01-Take-The-OUTRAGEOUS-Path-To-OUTRAGEOUS-Success/Chapter-01-memory.md b/library/Outrageous Advertising That's Outrageously Successful/Chapter-01-Take-The-OUTRAGEOUS-Path-To-OUTRAGEOUS-Success/Chapter-01-memory.md new file mode 100644 index 0000000..b97850d --- /dev/null +++ b/library/Outrageous Advertising That's Outrageously Successful/Chapter-01-Take-The-OUTRAGEOUS-Path-To-OUTRAGEOUS-Success/Chapter-01-memory.md @@ -0,0 +1,27 @@ +# Outrageous Advertising That's Outrageously Successful — Chapter 01 Memory: Take The OUTRAGEOUS Path To OUTRAGEOUS Success +- **Stage**: Intake complete — awaiting preview +- **Next Step**: Run the Chapter 1 pre-reading briefing before the reader starts. +- **Reading Span**: EPUB item text/part0008.html +- **Source Text**: /library/Outrageous Advertising That's Outrageously Successful/Chapter-01-Take-The-OUTRAGEOUS-Path-To-OUTRAGEOUS-Success/Chapter-01-source-text.md (the chapter's own words and embedded-image OCR; read instead of the EPUB) +- **Full Record**: /library/Outrageous Advertising That's Outrageously Successful/Chapter-01-Take-The-OUTRAGEOUS-Path-To-OUTRAGEOUS-Success/Chapter-01-chapter-notes.md (read only if needed) +- **Last Updated**: 2026-10-11 + +## Carried-in Context (from earlier chapters) +- First chapter — nothing carried in. + +## This Chapter +- **Core Question**: Pending preview +- **Watch-For Themes**: Pending preview +- **Core Thesis**: Pending +- **Key Concepts**: Pending +- **Notable Arguments / Evidence Limits**: Pending +- **Action Item**: Pending + +## Reader State +- **Pending Questions**: None +- **Reader's Answers (paraphrase)**: None +- **Misconceptions / Feedback Given**: None +- **Personal Threads**: None yet + +## Open Threads +- None yet. diff --git a/library/Outrageous Advertising That's Outrageously Successful/Chapter-01-Take-The-OUTRAGEOUS-Path-To-OUTRAGEOUS-Success/Chapter-01-source-text.md b/library/Outrageous Advertising That's Outrageously Successful/Chapter-01-Take-The-OUTRAGEOUS-Path-To-OUTRAGEOUS-Success/Chapter-01-source-text.md new file mode 100644 index 0000000..d5ba0b7 --- /dev/null +++ b/library/Outrageous Advertising That's Outrageously Successful/Chapter-01-Take-The-OUTRAGEOUS-Path-To-OUTRAGEOUS-Success/Chapter-01-source-text.md @@ -0,0 +1,487 @@ +# Outrageous Advertising That's Outrageously Successful — Chapter-01: Take The OUTRAGEOUS Path To OUTRAGEOUS Success +- **Source**: /library/Outrageous Advertising That's Outrageously Successful/source-file.epub +- **EPUB items**: text/part0008.html +- **Image note**: Embedded images were extracted to the book's images folder; OCR is included beside image markers when text was recognized. + +--- + + +OUTRAGEOUS ADVERTISING that’s outrageously successful + +1) Take The OUTRAGEOUS Path To OUTRAGEOUS Success + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00008.jpeg] +[No readable text recognized; consult the extracted image asset.] + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00013.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +DearReader, +Sinc Hhisisabok about OUTRAGEOUS +adverhisinoIfetCompelLed toStar+ +by writing ycu a letlerto Prave a +PointYa con always beaderent +aod when yau are, yo getnaead. +You aluays get nsficed! +ThinkabtitTueonlyotehne +yovivt Seenoeevioheord about +a book hat wasmass-prodlueed +and handwcillen,hepreduehon +Crew Consisled of chonhnguonks. +Imomonk.Idvessbellerwm +admerethyaretand aait +meh biggerPapheck! +MyPointisHhatby hand wahng +thebegouigofhishapkes工 +focced you noheo and tmenbe +curious enougl to ask,"I wonder +whatHhnsisabout." + +This is about taking the OUTRAGEOUS path and getting noticed. + +OUTRAGEOUS doesn’t always mean getting wild like me in a straitjacket. It can be as simple as changing the font in a letter you send off to prospective customers so that it looks like you wrote it with your own hand. + +By the way, if you’re wondering how to get your picture taken in a straitjacket, it’s not as hard as you think. The first time I did it, I just rented one from a local costume store and had one of our staff take my picture with a digital camera. The one that you see on the cover was actually taken by a professional photographer in Dallas, Texas. (Douglas Bryan is a professional photographer who specializes in OUTRAGEOUS shots, including placing you in a straitjacket. He can be reached at (972) 642-2842 or through his web site www.bryanphotography.com. + +the path less traveled, think differently + +The first mass-produced handwritten sales pitch I’d ever seen was a letter that was sent out by Dan Kennedy. He first saw this tactic used in a letter written by political candidate Ron Paul. As soon as I saw it, I knew that it was something different, and I’ve always looked for ways that others have used to cut through the clutter (see chapter 10). + +It’s not easy. The clutter of advertising messages can be overwhelming, but you must cut through it and understand that of the three possible answers—yes, maybe, or no—you have the best chance of getting a “yes” or “maybe” if you do something OUTRAGEOUS enough to get noticed. So I decided to try it at my retail store, Gage Menswear. + +Handwrite a letter to my customers? OUTRAGEOUS! + +But mine was more than just handwritten; it appeared spontaneous with big letters and small, wildly drawn parentheses, scratch-outs, and hand-drawn arrows pointing to a side note. And it was on yellow legal pad paper. Plus, get this—it was five pages! + +C’mon! No one sends out a five-page handwritten sales letter. No one! I mean, who would read it? + +Well, it turned out that lots of people read it. But more on the results later. First, take a look at the letter. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00014.jpeg] +[No readable text recognized; consult the extracted image asset.] + +As you can see, there is a lot of copy in a five-page handwritten sales letter. +But here’s the thing: it’s not blah, blah copy; it all serves a purpose. +And if you study the letter, you will see there is even more. +I will summarize the approach. + +OUTRAGEOUS yet systematic + +This approach was not simply OUTRAGEOUS. There was madness, sure. But there was definitely a method to my madness. + +I am about to give you an outline of the five pages. You can certainly see the progression and, in fact, the elements of OUTRAGEOUS advertising, which you will learn in detail in chapter 5. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00015.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS resource + +City Print specializes in printing on legal pads. To contact City Print, call 1-866-907-1222 or visit http://www.cityprintusa.com. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00016.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +FRom:BillGlegoR +6:43pm +Buver/CogMenSueak +llSmETimes wHen Times AeE +TovGH -You'vEGor To Do +SOMEPRETTYDRASTIC +THINGS... +Deon Gag Cunt andFiud +Ll Igjist got lis very mpulsue idedIhad toimp +ONLY +outcesrl +A-PER +OFTHESE +JustinCaneyiudtKuboe,LimHhy war +uyle ValleyCendtfe Shsppimg Contek inOwings Mills. +CLEMS +Lxe +pustedinwmarLim lringt +alonut1oFell yo +ooLapologuganLlihandwillen NoTE..Bur +mgtrou Lim imKeroYoek siingatyk aiprt +wauring fn myFlighthoe.paabanPrsblam +is.my busimessono diffauutfhomanyoYhare +TARCA +iS going to START airing: +THE +BY"SRANELSS + +Page #1 of Bill Glazer’s award-winning five-page handwritten sales letter +written on a yellow legal pad. You can see this in full color when you claim your +FREE CD of all of the exhibits in this book by using the form on page 312. + +PAGE ONE - The first page, as you can see, introduces that a sale is going on, why I am writing the letter, and that the recipient of the letter is a preferred customer. I also note that the business is in a tough cycle and I need to do something drastic to reduce inventory before the new stuff arrives. + +“Reason why” copy is critical for results. The response goes way up when you give the recipient a reason why you are making him or her an offer, and it is best relayed in the form of a story, as I did on page one of this letter. + +That’s right; everyone needs to know the reason you are doing something. What have we all heard about a free lunch? There’s no such thing! No one believes in a deal that’s too good to be true. So I gave the readers a reason why I was making what was about to be a tremendous offer and a reason why they were receiving a handwritten letter from me. (And in a side note on page one, I refer to “Shameless Bribe” coupons on page five of the letter.) + +In fact, all great copywriters and marketers often use stories. People like hearing stories. It’s because we were raised on stories. Our parents and relatives told us stories when we were children growing up, so we were trained to listen to stories. + +So there you go. On that first page, I gave “reason why” copy in the form of a story. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00017.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +ATTLVING +OUTRAGEOUS +ADVEISING + +OUTRAGEOUS exercise + +Develop your business story. + +• Why should people utilize your products or services? + +• Develop a main story. + +• Think of three others you can use for a particular offer or promotion or event. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00018.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +NeweRLwekdoe Lefone andI Hope +lo Tlu my mhieSTock of"THis SEASou" +格YATUPTO70%OFE +CAiNmOsT +mayor difbrence buneis h fate +AvusTotyoend eSellnySunsav +and wo ouk Solsttion'sts lowut. +>THArsRl6T!l gouwegung togetEveRymHins! +ZveRySUiTSVeRySPORTCoT!EVERy +POiL g DRESSSUACKS/ EVERy SPORT +KNIT SHiRT! EueRyykngot 6 +Au Lu NaT goung tohek bock any bends +%t60 +othee..JosephAbboudDKNYZonathi og +BxstyThalyCHAPs hyPhepl LoueneJack +iscudel. + +Page #2 of Bill Glazer’s award-winning five-page handwritten sales letter +written on a yellow legal pad. You can see this in full color when you claim your +FREE CD of all of the exhibits in this book by using the form on page 312. + +PAGE TWO – The second page provides details of the offer—all the pertinent information. How much will I save? What’s on sale? What brands? What categories? + +Pertinent information is another key element when you are developing an advertisement. Just think about it. If you left out just one piece of pertinent information, it could make the difference (and often does) as to whether someone responds to you or not. + +For example, let’s say you are a dentist and you forget to list your phone number. How are potential or current patients going to call you to make an appointment? + +Heck, I even know one company that forgot to put their name on their advertisement. I guess they’re still waiting for someone to call. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00017.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +ATTLVING +OUTRAGEOUS +ADVEISING + +OUTRAGEOUS exercise + +List the pertinent information that prospects or customers would require in order to help them make a decision whether to respond to your advertising or not. Here’s a partial list to consider: + +• Name of the business + +• Location + +• Hours of operation + +• Phone number + +• Web site + +• Items you sell + +• Brands you sell + +After you make your list, include it in its entirety every time you write your advertisements. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00019.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] ++AND KNIT SHiRTS +als0Frm#1999！！ +LIrow gou alady Krwfhe Bulity +Sebriswsl +You Know Hhw OuBeueyAbue ykoul +Bur hese prices +AeEU'T GCOD EvOUGH +For Yol! +IMehu itJwetgbu o Coam nglfwou +DBES BRIBES.">(SCETHELASTIGC) +ust come mto thur store lehre Sunday +gueg Ish on Tol gwegon Yhaae Coupow's +erey SuT$lOe OPEBveey SPoncoe +Ond5OFFoerypaiofDRessPaTS. +*FReepad of dlesiner socks yust fn + +Page #3 of Bill Glazer’s award-winning five-page handwritten sales letter +written on a yellow legal pad. You can see this in full color when you claim your +FREE CD of all of the exhibits in this book by using the form on page 312. + +Once again, the handwriting itself, along with the copy, gives the letter tons of personality as well as personalized selling with hand-drawn arrows and asterisks and underlines and, well, writing. And of course, all of these wild, hand-drawn graphic messages are mixed beautifully with the specific message that you can save up to 70 percent on everything! And I name names of merchandise. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +Never make the mistake of thinking that current customers know everything about your business just because they’ve patronized you in the past. Include your pertinent information in every ad you create. + +PAGE THREE - By the third page, the readers know why I am giving a sale, what is on sale, and for how much, but now I declare in huge bold handwritten print surrounded by big parentheses: (BUT THESE PRICES AREN’T GOOD ENOUGH FOR YOU!) + +And I proceed to again mention the “Shameless Bribe” coupons first referred to on page one. This time, I give the specifics of what they are about and how much can be saved. One coupon is even for a free pair of designer socks just for coming into the store. + +This free gift is called a premium, which can result in an increased response of as much as 30 percent. (For more, see chapter 8.) + +Much of this whole approach is to let the reader of this letter know that I, Bill Glazer, am talking to him or her as a person and not some random number or customer. “I mean it,” I wrote. “I want you to come in right now so I’m willing to give you ‘4 Shameless Bribes.’” + +What you are trying to accomplish is for the reader to feel like you are writing specifically to him or her. Making the letter personal is incredibly effective, but this third page offers one more essential element: a deadline. “Just come into the store before Sunday, July 15 …” You’ll learn more about deadlines and why you must always have one in chapter 5. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00021.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +New, ybu mighf ask gewvel,why's Bitt +ave already Pock-Bottou...l +miyhtSoundabitCoeny,ButIHhinkYou +desenvEit!Im ONuy'Sonlungoutafaw +hane kelpud mahe us"Baltimoter Best Men's +CLotingSToeE. +Selotonol bSwbcttoluFree.Foe-Aul +a nguiar cuslonunswlowiul-no SouBr +WiaPidkyhurghouSeloethinandtake +HoMEle"BesTofHBesT".So,DaNT MIssour! +IURGE YOUTO NOT WAIT ANOTHER DAY! +ThanksfozTalers heTmto Aaa +RiskordwHon awlprsoaleydiicult +to Naad leteR.Cutefranhly +aaut to e boad my f +Soeyuat +THESHHHIELESS +Gaee +BRIBES"ARE +Wantregaids- +ON THE +NET + +Page #4 of Bill Glazer’s award-winning five-page handwritten sales letter +written on a yellow legal pad. You can see this in full color when you claim your +FREE CD of all of the exhibits in this book by using the form on page 312. + +PAGE FOUR – The fourth page is a personal message again reminding the readers that Gage is Baltimore’s best men’s clothing store and that they are my preferred customers; not everyone is getting this letter about these incredible savings. + +I point the reader again to the “Shameless Bribe” coupons on the final page. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00022.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +*Ps.DouT Fngt lo bing w +Ye "SHAMEESS BRIBE"Cos +lelsw...Do it BeforeJuen isyh,zool +lo get you aklitionae dis couuhs. +Bnibe Coupou Fozau ABSoLUTeLy +tFpeey pan oy DasigmoR Socks! +SHAMELESS ISHAMELESS +rroel +Taeanaltimul +CFFIOOFF +EVERySPORICOAT!! +EVERYSUIT +(exp.7is0sku:o0 +SHAMELESS +SHAMELESS +ITaluoadlitiyul +FREE +$S0OFF +PAR OFDESIGNER +EVERYPMROE +Socks! +DRESSSUACKS! +(p.7/sjoSru:05909 +(o%p:7/8/0)sxu:o25A10 + +Page #5 of Bill Glazer’s award-winning five-page handwritten sales letter +written on a yellow legal pad. You can see this in full color when you claim your +FREE CD of all of the exhibits in this book by using the form on page 312. + +PAGE FIVE – This page includes information on the deadline as well as four hand-drawn coupons for savings on various types of merchandise—with deadlines. + +The idea of a “Shameless Bribe” was funny and eye-catching, and it fit perfectly at the end of this long letter that appears to be written in a rush but is actually planned and executed. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00017.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +ATTLVING +OUTRAGEOUS +ADVEISING + +OUTRAGEOUS exercise + +Present your offers differently and people will take notice of them. So, develop three OUTRAGEOUS ways to present your offers as I did with my handwritten “Shameless Bribe” coupons. + +1. + +2. + +3. + +translating to other media + +So now I had this wonderful letter that was generating results (more on that later) and I wanted to take advantage of what I had created out of an idea that I had swiped from a politician. + +So I looked outside of the direct mail media for other ways to reach my customers with this obviously successful approach. And from my five-page sales letter I created a one-page newspaper advertisement that featured the “Shameless Bribe” coupons. + +And then I also used this one-page creation as a fax that I sent out to the many customers who gave us their fax numbers. So this one OUTRAGEOUS creation translated into three media—all OUTRAGEOUSLY successful. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00017.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +ATTLVING +OUTRAGEOUS +ADVEISING + +OUTRAGEOUS exercise + +Review your previous advertising for ideas that were successful. How can you use these ideas in other media? + +OUTRAGEOUS produces results from … EVERYONE + +As you saw in the preface, this five-page handwritten letter won the prestigious Multi-Media RAC Award at the 2002 Retail Advertising Conference. + +But winning an award doesn’t pay the bills. Money pays the bills, and this advertisement was my most successful ever. At my menswear stores, I had many successful campaigns. In fact, from 1996 to 2006 I delivered eighteen direct mail campaigns per year—each and every year. That totals 180 different campaigns. While most of them were successful, the five-page handwritten sales letter printed on yellow legal paper received the highest response of any of them. + +Who responded? Presidents of banks responded. Board members of Fortune 1000 companies showed up for our sale. Accountants responded; doctors responded; lawyers responded; and they came to our sale because they saw a piece of mail in their mailbox that could not be ignored. + +It looked handwritten. It looked important. So when the bank president/doctor/lawyer came home from work, his wife gave him an envelope and said (we were later told), “You’ve got to see this. It looks important.” + +And it was important, OUTRAGEOUSLY important! + +Now think about what I just said to you. People who you would normally think would not respond to five pages of UGLY handwriting responded. These are what we would normally categorize as educated, professional, affluent people, and they responded to a handwritten sales letter. + +Whenever I deliver a seminar and show many of my OUTRAGEOUS examples to the attendees, there’s always one or two of them who come up to me after I finish speaking and say, “While what you showed us was great, my customers won’t respond to that kind of advertising because they’re too sophisticated for it.” + +No, they’re not! If it’s interesting, people respond. Just as all kinds of people responded to my handwritten sales letter, they’ll respond to your OUTRAGEOUS advertising. Everyone responds to OUTRAGEOUS advertising. + +That’s why I wrote this book—99 percent of small business owners are dissatisfied with the results they get from their current advertising. But it doesn’t have to be that way. I am here to help. Remember, EVERYONE responds to OUTRAGEOUS advertising. + +ideas are in every industry + +A theme you will see emphasized throughout this book is that my best ideas came from somewhere else, and I am not speaking of a vacuum. I do business in the world, and so I pay attention to everything I see around me—especially other advertising. + +The idea for the five-page handwritten letter, as you know, came from my first seeing the technique used by Dan Kennedy, who saw it used by a political candidate. I was in the menswear retail business. Why would I be looking at what a political candidate was doing? Wouldn’t I have been better off looking at what other menswear stores were doing? After all, they knew what they were doing, right? + +NOT!!! + +I looked outside my industry. I looked for something that had never been done inside my industry. I looked for an idea I could translate successfully into my industry. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +If something is working in an industry, it will typically translate to others. In fact, it will often work better in others since it is new to them. + +And the truth is, that’s what I am always doing. + +And I am looking for others who are looking for ideas as well, so I have joined Marketing Mastermind groups in the past and I continue to do so. In fact, I now lead three of them with over 140 extremely successful entrepreneurs. + +In 1999, I was in a Marketing Mastermind meeting that was being facilitated by Dan Kennedy and others from over eighteen different industries. I was the retail guy. There was also a guy from the mortgage industry who was sending out pre-recorded messages that appeared on people’s answering machines. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00023.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS resource + +There are Glazer-Kennedy Insider’s Circle chapter meetings and Mastermind Groups in most cities throughout North America, run by certified independent business advisors. You can see if there’s one in your area at www.dankennedy.com. + +This had never been done in the retail world before, so I wanted to try it. I essentially brought voice broadcast into the retail world, and it worked. It worked great. In fact, the very first time I tried it, it resulted in a 92 percent increase in response when I added it to a previous successful promotion. This was a breakthrough I made by looking outside of my industry. + +ideas are everywhere + +Once I started developing OUTRAGEOUS advertising, I was always looking for opportunities to use it. Mostly because it works. But partly because it’s fun. + +When my wife and I went on a vacation to the Middle East, we went on a camel ride in the desert. Of course I had a picture snapped of me on a camel that I could send out to my customers. In fact, I sent it to the customers of my menswear stores and also to the members of Glazer-Kennedy Insider’s Circle. + +It made for big laughs and big sales. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +Always carry a small digital camera with you because you never know when you might see an oppertunity to snap a photo that you can use OUTRAGEOUSLY in your advertising. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00024.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +I'm in the Negev Desert +inthe Middle Last +looking For you! +Bill + +You can see this photo in full color when you claim your FREE CD +of all of the exhibits in this book by using the form on page 312. + +In fact, I often view my vacations as marketing opportunities, and one of my best campaigns occurred when my wife and I went on a cruise to Alaska. Prior to the cruise, I had seen a postcard of the cruise ship with Alaska in the background. I liked it. I thought it would be a nice thing to send to my customers. + +But I wanted to OUTRAGEOUSLY personalize it, so I wrote on the front of the postcard in pen, “Even when I’m on vacation, I’m thinking of you …” and then atop the cruise ship, I drew a little stick figure with an arrow pointing to it that said, “ME.” + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00025.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Greetings from Alaska! + +You can see this in full color when you claim your FREE CD +of all of the exhibits in this book by using the form on page 312. + +And on the back of the postcard, I put a coupon for $10 off any purchase, with a date to respond by. + +And since I was actually heading on a cruise to Alaska, I wanted to mail the postcards so that they came with an Anchorage postmark. And I had a few customers. + +I went to my printer and had them print up 10,146 postcards with this message that I wanted to send to my favorite 10,146 customers. Each was addressed, and I had stamps put on. All I needed was an Anchorage postmark. So I had my printer put all the postcards into a box and off I went with my wife on a nice vacation beginning in Anchorage. + +When we arrived at the hotel, I went up to the clerk and asked if I could mail postcards at the hotel. She smiled and said sure. So I reached down and picked up my box of 10,146 postcards. I smiled back and told her that I wrote them all last night and my arm was killing me. We laughed. I continued on my vacation, and then when I came back home, I found out that the postcard campaign was a huge success. + +As if you haven’t already figured this out … OUTRAGEOUS advertising not only works, but it is fun! + +In fact, when I finally figured this whole thing out, it became the most enjoyable and fun thing that I did in my business. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00017.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +ATTLVING +OUTRAGEOUS +ADVEISING + +OUTRAGEOUS exercise + +Think of photo opportunities from everyday life or a vacation that can translate into an OUTRAGEOUS advertising campaign. + +1. + +2. + +3. + +defining results + +The title of this book is OUTRAGEOUS Advertising That’s OUTRAGEOUSLY Successful. I’d now like to take a moment to define what it means to be successful. + +In this chapter, I showed you my five-page handwritten sales letter written on a yellow legal pad and I told you that of over 180 campaigns that I created for my menswear stores over a ten-year period, the handwritten letter received the highest response. + +But achieving the highest response doesn’t necessarily mean it was the most successful campaign I’ve ever created. In fact, as of the writing of this book, I’ve written nineteen sales letters that have generated more than $1 million in sales for my clients or one of my companies. + +Certainly, the five-page handwritten sales letter was very … very … very successful for my menswear stores, but it didn’t generate $1 million in sales for them. + +So this brings me to how you need to define and measure what OUTRAGEOUSLY successful means. The way you define success is not by the percentage of response you receive. The way you define success is by the amount of money the advertisement generated versus the amount you spent to get it out. + +This is what we call ROI (return on investment), and it is the only way I measure success—how much did you spend, and how much did you get back? + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00026.jpeg] +[No readable text recognized; consult the extracted image asset.] + +Sizzling Outrageous Summation + +1) Always be on the lookout for OUTRAGEOUS opportunities to use in your advertising. + +2) The more you tell, the more you sell. Don’t be afraid of long copy to tell your entire story and pertinent information. + +3) Successful OUTRAGEOUS advertising can typically be moved from one media to the next. + +4) Everyone responds to OUTRAGEOUS advertising. Don’t make the mistake of thinking your customers are too sophisticated for OUTRAGEOUS advertising. + +5) Study what’s working outside your industry. OUTRAGEOUS advertising can often be moved from one industry to the next with terrific results. + +6) Join Mastermind groups to share ideas and network with other smart and open-minded entrepreneurs. + +7) OUTRAGEOUS advertising is fun, and it lets you make your business fun. diff --git a/library/Outrageous Advertising That's Outrageously Successful/Chapter-02-Defining-Advertising-And-The-Three-Possible-Responses/Chapter-02-source-text.md b/library/Outrageous Advertising That's Outrageously Successful/Chapter-02-Defining-Advertising-And-The-Three-Possible-Responses/Chapter-02-source-text.md new file mode 100644 index 0000000..8febdd5 --- /dev/null +++ b/library/Outrageous Advertising That's Outrageously Successful/Chapter-02-Defining-Advertising-And-The-Three-Possible-Responses/Chapter-02-source-text.md @@ -0,0 +1,347 @@ +# Outrageous Advertising That's Outrageously Successful — Chapter-02: Defining Advertising And The Three Possible Responses +- **Source**: /library/Outrageous Advertising That's Outrageously Successful/source-file.epub +- **EPUB items**: text/part0009.html +- **Image note**: Embedded images were extracted to the book's images folder; OCR is included beside image markers when text was recognized. + +--- + + +OUTRAGEOUS ADVERTISING that’s outrageously successful + +2) Defining Advertising And The Three Possible Responses + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00008.jpeg] +[No readable text recognized; consult the extracted image asset.] + +Most advertising stinks. + +For instance, this has probably happened to you: some hotshot salesperson comes walking into your place of business and tells you that you’ve got to get your name out there. + +Get your name out there? Um, what exactly does that mean? + +“You know, get your name out there. Like Pepsi and Chevrolet or maybe Goodyear with their blimp.” + +It makes me want to scream, “Go away!” + +See, here’s the thing. If you’re reading this book, you are most likely not like Pepsi or Chevrolet with unlimited resources to just get your name out there—and you probably don’t have easy access to a blimp. That’s not the way you run your business, or at least it shouldn’t be. If the big esoteric task of brand building is your game, this is definitely not your book. Go away. I mean it. + +On the other hand, if you are like the 99 percent of small business owners who are dissatisfied with the results they are currently getting from their advertising, then this IS the book for you. + +The only type of advertising that you should be doing is what we call “direct-response advertising.” This is advertising that is measurable and accountable. In other words, this is advertising that works. + +So, if you are looking for advertising that produces real results, this is absolutely the book for you. I mean it. + +My friend and business partner Dan Kennedy put it best: “The kind of advertising that you want to do is the kind where you pay for it with a check on Monday and it generates enough money so that you can cover the check by Thursday.” + +this is direct response, NOT BRANDING + +Direct-response advertising asks the customer to respond and allows you to track that response. Brand building, on the other hand, is advertising that gets the name of your business, products, or services out there but you have no earthly idea whether or not it is paying for itself. + +It’s that simple. + +Ninety-nine percent of all businesses cannot even think about brand building. Brand building will simply make you go broke. You may be told it will multiply your profits, but I contend that you can’t multiply zeroes. + +The kind of advertising I advocate does more than just get your name out there. It gets your message, your offer, and your deadline out there. Here it is; come and get it. Direct-response advertising does three specific things that I will discuss in detail in chapter 5: + +• It makes an offer. + +• It gives a deadline. + +• It allows you to track response. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00017.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +ATTLVING +OUTRAGEOUS +ADVEISING + +OUTRAGEOUS exercise + +Go back one year and assemble all of the advertising you spent your hard-earned money on to promote your business and put them into three piles: + +Pile #1: Brand-building advertising that promoted your company, but you have no idea whether it paid for itself or not. + +Pile #2: Direct-response advertising that promoted your company, and you were able to track a good return on your investment. + +Pile #3: Direct-response advertising that promoted your company and you know for a fact that you did NOT get a good return on your investment. + +Now … I want you to throw out all of your advertising that’s in piles #1 and #3. + +Finally, I want you to look at pile #2 after you finish reading this book and decide how you can take the lessons you’ve learned from OUTRAGEOUS Advertising and apply them to pile #2 to make the results even better … OUTRAGEOUSLY better!!! + +GOOD NEWS!!! often direct response leads to branding + +If you do want to get your name out there, then I have some very good news for you. When you do direct-response advertising, and especially if you do OUTRAGEOUS direct-response advertising, you often get the byproduct benefit of branding. + +People start to know who you are while they are being urged to take direct action. + +For instance, I sent out eighteen pieces of direct mail a year for my business at Gage Menswear. Because of this exposure, I knew that if I stopped advertising to my customers for a while they would still keep coming in the store. + +Plus, I also knew from various national consumer surveys that my stores had the highest recognition factor of all of the competitors that were in my same category (menswear retailers). + +You really do get the benefit of branding through direct-response advertising, but the best news is you don’t have to directly pay for it. + +yellow pages: a yellow brick road + +A lot of people look at various media such as radio, newspapers, TV, and yellow pages and think that they cannot use this type of advertising as direct response. + +That simply is not true. For example, let me show you how to use your local yellow pages as direct-response advertising. + +Now before I show this to you, I want to make sure you understand that in most cases your local media salespeople hate it when you try to insist that you only run direct-response advertising. + +Why do you think that is? + +Well, the answer is simple. It’s because they don’t want you to be able to track results because they know that if you are able to accomplish that and do not get good results, you will likely stop advertising with them. + +So, when you get a yearly visit from your local yellow pages sales representative, he or she will adamantly try to talk you out of running a direct-response ad and only place a brand-building ad. + +How do I know this? Because if you pick up any yellow pages and look at the ads, just about all of them are brand-building ads, ads for which you can-NOT track results. + +Try it yourself. Go to your local yellow pages and look at all of the ads in your particular category. What do you notice about them? Two things: + +In very few cases can you track responses … AND + +They all look very similar, don’t they? + +Why do you think this is? It’s because the yellow pages don’t want you to know if you are actually getting a return on your investment. They don’t even want you to have the ability to know. + +Yet the great thing about the yellow pages (and every other type of media for that matter) is that you can still use it to do OUTRAGEOUS direct-response advertising. + +On the next page is a great example of how to place a direct-response ad in the yellow pages. It was created by Larry Conn for his own carpet-cleaning business. In fact, Larry got so good at creating direct-response yellow pages advertising that he started a whole new business of teaching entrepreneurs in every field how to make this work for their own businesses. + +Now let’s take a look at Larry’s yellow pages ad. First of all, it has a compelling headline (see chapter 5) and great testimonials (see chapter 7). + +But those don’t make it direct response, although they certainly make the ad more effective. What makes this direct response is the fact that there’s a money-savings coupon in the ad complete with a dashed coupon border that allows Larry to track response. + +The other thing that makes this a direct-response ad is the “Allergy Relief Hotline,” which allows Larry to track how many people call it, and those people can also be transferred directly to Larry’s office. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00027.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +"YouGettheMost SparklingClean, +Fresh and Flfy Carpet Ever eenor It's FREE!" +MyPromiseto You: +If all you want is a cheap“brush the dirt ofr the surface" cleaning, I respect- +fitly ask that you call someone clse. You willfeel my Allergy Clean Processrw +is the most thorough deaning you have ever had, The contaminasts that five in +your dirty traflie lanes will be gone making your entire home healtuer. No +spots will come back or I will redlean it for FREE. If you are stillnot pleased, 1 +will efund your payment"Larry Conn +LonyCoy +dedicatrd so molbing +Here'sSome of Hundreds of Testimonials on File: +gour bome healriier +and cleaneir Suor +"An excellent job, You take the time to do it rightr +1977,Ae har peromaly +dewwd poer +Jennifer MacKenzie, Castaways, Newport Beach +Butched, dfooded +"Very good and thorough!* +The Friedlanders, Bonita Canyon, Newport Beach +and wparod28747+ +carperz,so le wowbe +"My carpets are clean, spot-free and ook great! Lary is very lknowl. +edgable in the business and gave us quality caref Thank you, you did a +- 10s Moneyback +CynthiaFrhling,BonitaCanyn,NewportBea +great jobe" +Gusrantee +"Our chairs were very dirty and they came out like new. Excellent!" +-Alergr Cean +Prorssfor Carpet +Anna Jean Sweet, President Oasis Senior Center, CDM +"Excllent workt My carpets were restoned to"like-new" condition. +Water Damige +Restoration +Phillip Schwartz,PhD, College Park, Irvine +-Carpet Restrech +"The,restretching and dleaning mademy carpet ook like new and +and Repair +sared us fhoasands in replacenernt costs!" +·Oriemtal +Ann Bohks, Belcourt, Newport Beach +Fabrik Protectant +Rug Cleaning +Don'GambleWhen Choosinga Carpet CleaningCompany! +A-ALLERGY +Allergy. +Offer forNew Clients: +ReliefHotline: +CLEAN +$770ff +"Discover 7Ways +on Can Find Allergy +PROCESS +Four First Service +Reliefat Home" +1835 Newport Blvd. +1(800)777-7777 +CALL LARRY NOW +A109-291 • Costa Mesa +ar(949) 650-3068 +24Hours +24Homrs + +Larry can tell exactly who calls from this ad and how much they spend with him when they get their carpets cleaned. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +The “Allergy Relief Hotline” in Larry Conn’s yellow pages ad is a great example of giving customers and prospects a secondary nonthreatening way to respond to your advertisement without them having to call a live person. Giving them a free recorded message to listen to will substantially increase response. See more about nonthreatening ways to respond later in this chapter. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00023.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS resource + +Larry Conn provides a FREE sixty-point evaluation of your current yellow pages ad. You can take advantage of this for your business at www.outrageous-advertising.com/yellowpages. + +three piles of advertising + +Most of your advertising won’t find quite as targeted an audience as your yellow pages ad, but your goal will be to make it even more targeted. In order to do that, you must first understand a basic concept: people divide all advertising into three categories. + +The easiest way to understand this is to visualize three piles of mail. I call these three piles “A” (the YES pile), “B” (the MAYBE pile), and “C” (the NO pile). + +The A pile is what you absolutely have to look at this instant. + +The B pile is advertising that you think you might be interested in but are just not sure about, and you set it aside for now. + +The C pile is advertising that you absolutely have no interest in at all. + +Fooled you with that B pile, didn’t I? + +We think we divide our advertising into only two piles—either YES or NO—but the truth is that much of the advertising we look at falls into the MAYBE pile as well. The MAYBE pile is often overlooked by most entrepreneurs, and it costs them a bunch of money. Not me. I don’t overlook it. In fact, I teach it. + +yes or no – or maybe later + +The two top choices are clear and simple. + +The A pile, which is the same as the YES pile, contains the things you must look at immediately. You feel compelled. + +For instance, if you take a medical test and you are waiting for the results to be sent to you by mail, those results are part of the A pile. Yes, you want to open those immediately. Your child’s report card falls into the same pile. This pile is not to be ignored because it is information you want and need. + +The C pile, which is the NO pile, is exactly the opposite of the A pile. As soon as you see who it is from, you know you are not interested. + +For instance, if you recently purchased gutters for your home, you are not going to be interested at all in an advertisement for gutters. Gutters? The answer is no—C pile. + +However, life’s choices are not always that simple. + +Sometimes in business no doesn’t mean no. It just may not mean yes. Instead, it may mean, “Let me think about it.” + +And though neither “no” nor “maybe later” is a successful sale, there is a huge difference between the two, and a successful business recognizes the opportunity of a “maybe later.” + +Of course, this means first recognizing the possibility of “maybe later” as an answer. And that’s a challenge for many businesses that don’t understand the basic psychology of a customer—EVERY customer. + +options equal opportunities + +Everyone is afraid of being sold. + +And though the chances of a customer actually acting impulsively when something is interesting can be high, your first impression is not your only opportunity to reach a customer. Of course, that first impression is where OUTRAGEOUS has the most power, but there is a second part to it—the memorable part. Besides meaning “look here,” OUTRAGEOUS means “remember.” + +And so simply understanding that the B pile—the “maybe later” pile—even exists is a start towards figuring out what to do with it. + +Let’s first look at two facts: + +FACT #1: + +People want an alternative to “yes” or “no.” There are things that interest us but not enough to make an immediate decision. + +FACT #2: + +People often want information without the pressure human interaction brings. Sometimes it’s just easier to read or listen to a recording at your own convenience. The “Allergy Relief Hotline” in Larry Conn’s yellow pages ad is a great example of that; you can get more information without feeling threatened or being sold something by a live answer. + +Understanding these two facts can set you on the path towards knowing how to deal with being in the B pile and getting the potential customers to take you from the B to the A pile. + +So, we’ve seen two facts. Here is … + +FACT #3: + +If you ignore them, they will ignore you. You may be in the B pile, but you are not alone. Your potential customer is concerned with many things, and you are most likely not at the top of the list. Hey, it’s not right. But it’s life, and it’s business. + +People want to be reminded that they are important. Everyone wants love. But as much as that, they want options—ways to respond and times to respond. It’s, of course, important to have deadlines (see chapter 5), but it’s just as important to let customers know that they can browse, shop, and buy AT THEIR CONVENIENCE. + +Information, especially in our modern connected times, is incredibly easy to provide in an astonishing variety of formats, including: + +• phone recordings + +• Web pages + +• Webinars + +• tele-seminars + +• free reports + +• articles + +• brochures + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00017.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +ATTLVING +OUTRAGEOUS +ADVEISING + +OUTRAGEOUS exercise + +Look at the list below. Check off the ones you can use in your business to provide your prospects and customers with more nonthreatening information about your products and services: + +____ Phone recordings + +____ Web pages + +____ Webinars + +____ Tele-seminars + +____ Free reports + +____ Articles + +____ Brochures + +Now list all of the other places you can provide your prospects and customers with more nonthreatening information about your products and services: + +_____________________________________________ +_____________________________________________ +_____________________________________________ +_____________________________________________ +_____________________________________________ +__________________ + +Although your goal of OUTRAGEOUS advertising is to get immediately into the A pile, you must keep in mind the overall concept of what you are doing. + +You are actually brand building by default when you land in the B pile. Either you are remembered or you are not. And the best way to be remembered, of course, is to offer something so good that the customer wants to directly respond. And so like all the great arguments, mine is circular, and my circle encloses your profits. + +options equal profits + +Once you figure out that you actually can move people from the “maybe later” B pile to the “yes” A pile, you can then discover amazing ways to leverage your position. By simply not ignoring this customer option, you are ahead of 90 percent of all businesses that think in terms of “yes” and “no.” + +Yet “maybe later” is a tricky category that requires due diligence. One of the best ways to move people into the A pile from the B pile is through sequential marketing, which we will talk a lot about in chapter 9. + +And though that customer who put you into the B pile is a challenge, I look at this person as someone who actually wants to be a customer. How can you ignore someone like this? + +My message is that you can’t and you shouldn’t ignore a “maybe later” customer because that customer is really a great prospect. + +It’s just a matter of paying attention until you are paid profits. Customers who think “maybe later” are thinking of reasons not to buy, and your job is to give them reasons to buy. + +How do you give them such reasons? + +Well, you give them options on how to find you, and then you remind them, over and over in OUTRAGEOUS ways, that you are their best option for whatever it is that you sell. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00026.jpeg] +[No readable text recognized; consult the extracted image asset.] + +Sizzling Outrageous Summation + +1) Branding is too expensive for 99 percent of all businesses. + +2) Direct-response advertising must always have an offer and a deadline. + +3) Direct-response advertising can lead to brand building, but you never want to buy brand-building advertising. + +4) There are three possible responses to every ad: “yes,” “no,” or “maybe later.” + +5) When you pay attention to the “maybe later” customers, your profits will soar. diff --git a/library/Outrageous Advertising That's Outrageously Successful/Chapter-03-Applying-OUTRAGEOUS-Advertising/Chapter-03-source-text.md b/library/Outrageous Advertising That's Outrageously Successful/Chapter-03-Applying-OUTRAGEOUS-Advertising/Chapter-03-source-text.md new file mode 100644 index 0000000..43daece --- /dev/null +++ b/library/Outrageous Advertising That's Outrageously Successful/Chapter-03-Applying-OUTRAGEOUS-Advertising/Chapter-03-source-text.md @@ -0,0 +1,753 @@ +# Outrageous Advertising That's Outrageously Successful — Chapter-03: Applying OUTRAGEOUS Advertising +- **Source**: /library/Outrageous Advertising That's Outrageously Successful/source-file.epub +- **EPUB items**: text/part0010.html +- **Image note**: Embedded images were extracted to the book's images folder; OCR is included beside image markers when text was recognized. + +--- + + +OUTRAGEOUS ADVERTISING that’s outrageously successful + +3) Applying OUTRAGOUS Advertising + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00008.jpeg] +[No readable text recognized; consult the extracted image asset.] + +When I was first learning all these techniques that I am now teaching you, a disaster struck my menswear store. Well, it could have been a disaster. Instead, it was an OUTRAGEOUS success. + +I came into the store one morning and discovered a sprinkler had malfunctioned and we had three inches of water in the store. I called the insurance company and made a quick settlement, and then I realized that most of my merchandise wasn’t really damaged. Yet I had to liquidate it … F-A-S-T!!! + +So I wrote an advertisement and put in all the facts. + +Imagine that. I was so OUTRAGEOUS that I used facts! + +The facts were these: I had a sprinkler malfunction; I made a quick settlement; and now I needed to sell merchandise … fast! I put the name of the insurance company and the policy number and other settlement information in the ad so that readers would understand this was real. (See the sprinkler malfunction advertorial in the preface of this book.) + +I also presented the ad as an advertorial, meaning it was designed to look like an actual newspaper story. Thus, surrounded by real news, the ad looked like real news. So not only was I presenting the facts; I was presenting them as news. News you, the reader, needed to know. + +I had a great sale, but here is the truly OUTRAGEOUS part. The insurance adjustor who handled my case saw my ad and wanted to know why I didn’t put his name in there. So I ran another ad telling the story of my insurance guy, and the best part is, he paid for the ad! + +Yes, that’s OUTRAGEOUS. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00017.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +ATTLVING +OUTRAGEOUS +ADVEISING + +OUTRAGEOUS exercise + +How many occurrences can you think of that you can use in your marketing? List at least five occurrences that have happened in your business or life, like the sprinkler malfunction, that could give you a reason to contact your customers, patients, clients, or prospects. + +Examples: + +• Your marriage + +• Your firstborn child + +• Your child graduating from college + +• A hurricane + +Your Life Occurrences: + +• _____________________________________________ + +• _____________________________________________ + +• _____________________________________________ + +• _____________________________________________ + +• _____________________________________________ + +who cares why it works; it works! + +Here’s an interesting fact about the previous story and why I used an advertorial. I used an advertorial because they are read three times more often than other types of ads. + +But why is that? + +That’s the beauty of this program. You don’t need to know why. You only need to know that it works. These are not guesses I am presenting to you. These are proven OUTRAGEOUS techniques that work. + +Why do they work? Who cares!!! + +They work because people notice OUTRAGEOUS things. And what I am saying to you, and will repeat in detail in chapter 10, is that these ideas are the exact kind that you can use. I encourage you, as you will see, to swipe and deploy everything in here for use in your business. + +Why do it? Because everything else is boring, and there is a lot of it out there. Each day, you may think you see twenty, thirty, maybe forty advertising and marketing messages, but the truth is that each person each day is exposed to about 3,700 marketing and sales messages. Thus, your job, as an advertiser, is to stand out among that clutter. Yes, each person sees 3,700 or so marketing and sales messages every single day. Most, we don’t even notice because they are boring. + +Cutting through that clutter and boredom is not easy—unless, of course, you are OUTRAGEOUS. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00028.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +MEGAMANIS2O +MEGA +2007 + +Daryn Ross as OUTRAGEOUS Superhero … Megaman. You can see this exhibit in full color when you request the FREE OUTRAGEOUS CD-ROM by using the request form on page 312. + +OUTRAGEOUS works everywhere + +Can a superhero be OUTRAGEOUS? + +Well, if you compare the superhero to everyone else in blue blazers and gray slacks, he sure can be. + +Let me tell you about Daryn Ross, the owner of Megafast, a company that supplies promotional products. One of the themes of Megafast is that the company is fast. So when Daryn Ross was looking for a way to promote his business, he invented a superhero—Megaman. + +When Daryn is invited, as he often is, to speak at a conference, he almost always steals the show. While others put the audience to sleep with mundane, ridiculous, and unimportant trivia, Megaman in a full superhero outfit (tights and all) takes the stage and suddenly commands attention. + +His is not just a speech. It is a show as he quickly presents a one-minute video running at three times its normal speed (to show the company is, you know, mega-fast). Then the superhero, Megaman, pulls out a treasure chest, offering training videos and saying that the first 450 people to the booth by 2:25 today get a free DVD worth $297. + +As you can imagine, his booth is packed with prospects because as I’ve proven to you … OUTRAGEOUS works. The DVDs show his product line, testimonials, and how to enroll in a monthly telecoaching program. After they view all of that, they can print out bonuses, which are coupons for discounts off of products. + +Megaman stands out in an industry of 3,000 or so suppliers because, as Daryn so eloquently states to me in a letter, “No other supplier in our industry would even dare pull a stunt like this … they’re all too professional.” + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00017.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +ATTLVING +OUTRAGEOUS +ADVEISING + +OUTRAGEOUS exercise + +How can you potray yourself as OUTRAGEOUS or use a character to promote yourself and your business just like Daryn Ross did with Megaman and I did when I jumped inside a straightjacket for the cover of this book? + +Write down three different ways you can portray yourself or incorporate a character of some kind into your marketing. + +Example: Take a picture of yourself behind a metal fence that looks like you’re in a prison cell. + +Then write down how you can use it in your marketing: Our Prices Are So Low … You’ll Swear It’s Illegal + +#1 OUTRAGEOUS character I can create: ____________ +_____________________________________________ +_____________________________________________ +How I can use it in my marketing: ___________________ +_____________________________________________ +_____________________________________________ +#2 OUTRAGEOUS character I can create: ___________ +_____________________________________________ +_____________________________________________ +How I can use it in my marketing: ___________________ +_____________________________________________ +_____________________________________________ +#3 OUTRAGEOUS character I can create: ____________ +_____________________________________________ +_____________________________________________ +How I can use it in my marketing: ___________________ +_____________________________________________ +_____________________________________________ + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +Daryn Ross won the coveted title of Glazer-Kennedy Insider’s Circle Marketer of the Year at the 2007 MARKETING & MONEY-MAKING Super Conference. He’s a great example of someone who has applied the OUTRAGEOUS principles taught in this book to turn his company into an industry leader. + +Daryn is professionally OUTRAGEOUSLY successful. How’s that for professional? + +One thing that Daryn Ross proves is that this concept of OUTRAGEOUS works in many places in many ways. Newspaper advertisements or direct mail are just part of a bigger picture that includes, if you want, even superheroes. + +help wanted OUTRAGEOUSLY + +Bill and Steve Harrison of Philadelphia own Bradley Communications Corp. (www.FreePublicity.com), which helps authors market their books and entrepreneurs get free publicity on radio/TV shows and in major magazines. Since many people know that a book is the best calling card, granting instant credibility, the business is very successful and busy. Well, it was so busy that they needed an assistant. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00023.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS resource + +Bill and Steve Harrison publish Book Marketing Update, a monthly newsletter that tells authors about successful book promotion campaigns as well as publicity opportunities in major magazines, newspapers, and radio/TV shows. If you have a book that you would like to get exposure for, go to www.MillionDollarAuthorClub.com (or FreePublicity.com for their other resources). + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00029.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +OfficeHelp Wanted Now! +Could you be the great assistant I'm seeking +toworkpart-timeandhandlemanyofthe +peskyadministrativedetails of runningmy +growingLansdownebusiness? +Busybusiness ownerconstantlyburied withfartoomuch +todoneeds very organized, detail-orientedassistant +28hoursweeklyinhisLansdowneoffice +It's 10:07 pm on a Wednesday night and I'm still in my office working! +Lansdowne, where we've been for 16 years now. +I'm stuck working late again tomight because P've just got too many things to +do --- all the paperwork, invoices, scbedules, faxes and adminstrative details +that go with running abusiness arekilling me! +Can you belp make my headaches vanish by handling some of these details? +Are you somebody who's superb at handling details...aloyal,hardworking +behind-the-scenestype person who alwaysfollows-through and almost +nevermissesadeadline..soproductiveyourlastemployerconsidered +hiringtwopeopletoreplaceyou afteryouleft...astrongtypistwithgood +prioritiescan changequickly...super-organizedget-it-donetypeperson +computerskills ...comfortable ina small business environmentwhere +who's also very good on the phone talking with people? +Ifso,weshould talkbecause you just mightbethegreatassistantI'm +lookingfor28hoursaweek (9:30am till3:00pm,Mondaythrough +care if you haven't worked in a while and you don'tneed aresume to apply. +Think youmight be theperson I'm looking for?Formore details,pickup +thephonenowandcallmy24-hour voicemail at610-259-0707x760 +Hopefully with your help Pllbe ableto start leaving work at a decent bour! + +Bill and Steve Harrison’s OUTRAGEOUS help-wanted newspaper flyer. +You can see this exhibit in full color when you request the FREE OUTRAGEOUS CD-ROM by using the request form on page 312. + +They had tried finding an assistant in the usual newspaper help-wanted-ad kind of way, but they couldn’t find a successful candidate. + +So they tried something OUTRAGEOUS. They wrote a one-page very personal help-wanted plea. “Could you be the great assistant I’m seeking …” it began. + +This was inserted as a free standing insert (FSI) in a regional distribution of a Philadelphia newspaper, and it was so successful that 600 people applied for the job, including some who were perfectly qualified. + +They found a great hire and proved again that OUTRAGEOUS advertising works anywhere. + +OUTRAGEOUS in vegas + +I’ve been six times to see Dr. Scott Lewis’s Wild Comedy Hypnosis Show at the Riviera in Las Vegas. I love it. It’s terrific. + +So when Scott asked me to help him promote his show, the first thing I looked at was how he was already promoting his show. And he told me about rack cards—a kind of promotional material about local tourist attractions. You’ve certainly seen them. They are displayed in almost every hotel in America. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +There’s an old saying in marketing that LITTLE HINGES CAN OPEN BIG DOORS. Look for little changes that you can make that will open up your big doors to greater response. + +Well Scott, who is a retired chiropractor (thus, Dr. Scott), showed me his rack card, and the one thing I noticed immediately was that when the card was actually in the rack, you only saw the top two inches. It wasn’t until you pulled the card out of the rack that you could see the wild picture of Scott with images of his hypnotized subjects next to him. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00030.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +OUTRAGEOUSexercise +Createyour ownOUTRAGEOUShelp-wantedflyer. +Mostbusinessesarelookingforgoodemployeesfromtime +totime but dontconsiderthis creative alternativeto theusual +methods. In this exercise, create a narrative that describes your +reason for needing help.the duties that will be performed, and +thetypeofperson youwant Startbymakingtheselists. +These lists will help you write your ad. +Reasons for requiring new or replacement hires: +1. +3. +5. +Duties: +3. +4. +5. +Skills Required: +3: +4. +Finally. list all of the newspapers in your area and all other +placesyoucanpostit + +So we simply changed the design of his card so that the top included the title “DR. SCOTT’S WILD COMEDY HYPNOSIS,” the offer (which was cheap by Vegas standards, and thus a deal), and the words “Includes FREE SOUVENIR.” + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00031.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +R.SCOTT'SWILD +HYPNOSIS! +IncludesFREESOUVENIR +$295 +Las Vegas'WILDEST Hypnosis Show! +(VIP) +Mondays Only +9PM +COMEDY +S6 +(GENERAL) +$22 +Dirtregees +RivieraHotek +Comedy Hypnosie + +Dr. Scott Lewis’s OUTRAGEOUS rack card. You can see this exhibit in full color when you request the FREE OUTRAGEOUS CD-ROM by using the request form on page 312. + +This small yet OUTRAGEOUS change to the design of the card brought about OUTRAGEOUS results. Scott’s results tripled from the change in design. Those are hypnotic OUTRAGEOUS results! + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00017.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +ATTLVING +OUTRAGEOUS +ADVEISING + +OUTRAGEOUS exercise + +Look at all of your advertising and ask yourself, “What’s the first thing that people see when they look at it?” + +Look for ways to make changes to that first impression the same way that Dr. Scott Lewis made changes on his OUTRAGEOUS rack card that could generate a big increase in response. + +selling the statler brothers OUTRAGEOUSLY + +Publishing Group of America, which is selling CDs and DVDs of the Statler Brothers’ Final Appreciation Farewell Concert, is a member of Glazer-Kennedy Insider’s Circle, my marketing company that provides cutting-edge advice to entrepreneurs. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00032.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +THESTATLERBROTHERSSAYGOODBYEFORTHEFINALTIME +Farewell ConcertEnds Glorious 40Year Careerfor GroupTharTouchedOurHearts +CHIOOSEFROMANYOFTHESEFOAMATS +CD, DVD and VHS of Coneert Now Available - Ssc.Bdgx lot.EREE.8CxL19.Ptint.Oiict +Stastea, Virginia Yes, its erue aftor 40 yean, 52 albumi and 100 million +meondsold, ZhcMntdmoidLGozis.acllinoafCamg.Murha +JO-2DNDMSTVAEI +retied.The Suader Brochen tecently hdd asoldeut.Final Apprecucon +FmeeeeConcetright back whess itadl startrd-niar thcirhomnctoen of +Sumton, Viegnia snd give arplendid peformatce to thooiads ef +adoting fans thut undortununrly wil neior be cepeatod. +BuldaniLls.inatbled erm if you weremt oor of thr locky fow to be +Ipedfir de ride aay +thenr, you stil can enjoy the mcmotalc2:host.sanistt dhroogh dhis special +ffelnapineringhemdis,seringecimentaodnjoyngon +lut momnit in time with a poup that embodied the ouce spirit of AmrticE +theStatler +Brothers +ORDERTODAY-3EASYWAYS! +fith._fumilzaod.sumsn +Ifyoe orde the 2-CD. 2-bour DVD er 2-hour VHS, you1 liten wich +ONUNE +deiphtto50ersdaofyouerfieoeinesperfoned LIVE:D+lisRowuler +The Stideriepyafaal somentugrthe +Thor, De lis Kuw li.dr My Saulin, CGe gf 37, Bof ef Rrs Aemn +PearsoeformuttoeonAiv +MAIL +Te Rrmrmler Wurpda Resdopb Sam, Aferr TheeA Nomr OwA Wall Fns On Tle Wall Elisileok L +and MAKEPAILLTO: +Ge Te Afy Gsne Labg lin Nee Gr ThewArc Throk Jie Winiland Aaue Gont. +SuderbrothersFuran +1ousianu, MD 6335) +EXCLDSIVE FREE BONUS s' x 10* Pint A S9.99 Vlut youn fret Onder dhe +Dept,SBC.A7OPO.Bo-SAA +2-CD eu/ 2-bover DVD or the 2-CDs anf 2-boer VHS foe S34.57, and you11 roccine +CALL +a high-quality print suitable for fruming of The Seatler Brothen it their Fareeell Concert +1-600-715-6248 tr +abuolutdy FREE, Viniting ot oelinc. call us toB-fior or simply send your deck ar +moncy-onder by muil to roerr.youns TODMIT +RS: Onder the CD/DVD er CD/VHS and SAVE 146% plus get the FREE PRINTI + +Publishing Group of America’s OUTRAGEOUS Statler Brothers newspaper +advertorial-style ad. You can see this exhibit in full color when you request the FREE OUTRAGEOUS CD-ROM by using the request form on page 312. + +They had been running an ad advertising the concert for a year when they contacted me and took my copywriting course and signed up for my newsletters. And then they changed their advertisement to include many of the techniques I taught, including using headlines and even using highlighting as you did when you were in school. + +Their results were phenomenal. But just to be sure, they tried running their old ad one more time. The comparison was this: + +OUTRAGEOUS advertising improved results 53.2 percent! + +It’s enough to make you want to sing along. + +an OUTRAGEOUS sign selling results not products + +In Blackwood South, Australia, Julie Thorp manages Reflection Skin and Body Care, and she sells body wraps, among other things. These wraps are designed, in the course of three $130 treatments, to help a woman drop a dress size. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00033.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +drop a +dress +size! +Flatten +tummies +& reduce +hips&thighs! +Ifyouareinneed ofa slim-fast +migcletofitintothatlittleblack +dress-thisisthebodywrapforyoul +Thiswrapdetoxifiesyourbody +Liftsandshapesandflattens"bulges' +Losobotwoen6-f4inchesonyour +first wrap! +It'squitenomalforapersontocome +down a conpietedresssize,withoutlosing +apoundofweight,overacourseofwraps! +resultsl-no dietwill shifttoxinbuild like +ifyouareonadiotoxpoctovenbetter +thisslimmingwrap canl + +Julie Thorpe’s OUTRAGEOUS +Window Sign +to sell body wraps: You can see +this exhibit in full color when you +request the FREE OUTRAGEOUS +CD-Rom by using the Request +Form on page 312 + +But she rarely advertised them, and if she did, she mentioned the product—body wraps. + +After applying my OUTRAGEOUS information, she came up with a new idea for a sign that would sell not the wrap but the result. Her sign said, “drop a dress size!” + +In her letter to me, she wrote, “Before this sign, we would be lucky if we did one of these treatments every month. Since I put this sign out we do a minimum of 40 on average a month. Plus they pay for a course of treatments and take home the prescribed products to go with the body wrap and they book in for other services we provide. As you can see, these are very good dollars!!” + +You could even call them beautifully OUTRAGEOUS. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00017.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +ATTLVING +OUTRAGEOUS +ADVEISING + +OUTRAGEOUS exercise + +More than 30 percent of all buying decisions are made when people read signs—either inside or outside of a business. + +Take a site survey of your business for places it makes sense to display a sign that a customer or prospect will see. Create a sign for that specific spot. + +OUTRAGEOUS on the radio, #1 + +Vicky Irvin, who teaches a real estate investment seminar and then sells educational material, found that a string of bad news about real estate in general was beginning to affect her business. + +She had been running radio advertisements for her seminar, but she found that free attendance at her seminar was running at half of its normal 500 people. So she took action. + +She decided, in OUTRAGEOUS fashion, to attack the facts head-on. This is how her new, OUTRAGEOUS ad began. + +My name is Vicky Irvin, the Real Estate Investment Queen. You’ve seen the lies on TV. You’ve seen the lies in the newspaper. They say it’s a bad time to get involved in real estate. + +They’re all lies. + +From there, she dropped in two testimonials from satisfied students and an offer to receive her free CD. + +Response to this ad brought attendance back up to the pre-slump number of 500 per seminar. + +OUTRAGEOUS on the radio, #2 + +I was asked by Levinson’s Menswear of Petersburg, Virginia, to help with a liquidation sale. + +In order to have the most successful sale possible, I recalled one basic rule of OUTRAGEOUS advertising: people notice celebrities. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +People love celebrities, and there are many ways to get the benefit of celebrities with little cost. Besides voice impersonators, you can also hire retired athletes, famous in one city, or local sportscasters. + +Okay, here’s the best part, maybe even the most OUTRAGEOUS of all: you can benefit from celebrity recognition without actually paying a celebrity. For Levinson’s, we benefited from Eddie Murphy by simply hiring an Eddie Murphy voice impersonator. + +All you have to do up front is tell the listener, in the voice of the celebrity, that this is not the celebrity. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00023.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS resource + +The Great Voice Company offers professional voice impersonators at a reasonable cost. Their contact information can be found at www.getgreatvoices.com. + +So here’s the ad I wrote for Levinson’s. + +I’m not Eddie Murphy, man, but look I got something to tell you: Levinson’s is going out of business FOREVER! No more, it’s over, goodbye. They’ll be going out with a last blast like you’ll never forget. It’s the going-out-of-business sale that’s rockin’ the whole Petersburg area. Levinson’s going-out-of-business sale and it’s the last chance to stock up on the quality menswear Levinson’s has always been famous for. Only now at 50 percent off! 50 percent! Not 25, not 30, but 50 percent off names like Givenchy, Pierre Cardin, J.J. Chochran, Adidas, and so many more. You’ll see fine suits priced from just $57.50, great ski jackets from $42.50, velour warm-up suits from $47.50, stylish leather jackets from $112.112 dollars! Dress shoes, shirts, slacks, designer jeans, dress coats, top coats, and all at half price! It’s unbelievable! It’s during Levinson’s incredible going-out-of-business sale! Levinson’s Menswear, at the corner of Washington and Sycamore. Just like the tree, it’ll soon be a memory. So hurry in now for the best selection in Levinson’s incredible going-out-of-business sale! + +It’s not Eddie Murphy. We say it up front. But the voice sounds just like the famous comedian, and the copy is funny. These two elements, taken together, offer an OUTRAGEOUS attention-getting advertisement that has to be listened to. And it was. In three weeks, the entire store was liquidated. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00023.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS resource + +You can hear this and other recordings mentioned in this book when you request the free OUTRAGEOUS CD-ROM. + +automotive training institute mailing + +So let’s pretend you own an automobile repair shop in Minnesota and you receive an envelope addressed to you from another automotive dealer in the same area. + +Why is he writing to you? You’ve got to open it, don’t you? + +Of course you do, and that’s exactly what Chris “Chubby” Frederick, president of the Automotive Training Institute, located in Maryland, figures when he sells his training program. You’re more likely to open a letter from another local automotive dealer than you are to open a letter from Maryland. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00034.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Minaeapois,MN..yoycarancndfrowthecoafotfyowrounofficrorhoe +heigJnayandfyownccLelw +Cubyireudryur +"Bill, what if there +increaseyourcar cou +shat he is yiy ong for +Lookattis lettar teuk +profit,attractand ke +your stress in half... +smarter,notharderi +FREE! +dreamer +-Dau Robino +Du's Chuyion +Mokato, Mi +Puiint ef the A.. +January 24, 2007 +Dear Bill. +Not too long ago, having a good auto repeir shop with decent senvice was all it tock to make pleely of +competitionguick-lufranciscsarcsokingupthlucraivemainnaceuninesmginsanedryingp.a +car dealer vehicle retention marketing have car counts dropping like a rock. +Is it a hopeless situation or an amazing opportunity? +thas everbefore.Theircarcounts will goup.Cashprofit willincreasetoasmuchas30%.Attractingandkeeping +In the nest llmonths a select fewshop omnerswill make moremoneywithless workand less stress +they love instcad of strcssing over the things they hate. +motivated techs will become easier than ever before. Best of all, they'll be able to spend more time doing the things +They'll do it all becausc of these 3 things: +2industrshaking trash that hardlysmyoce isaware ofandevea fewer understand.There are3 +form aperfect stormthat will destroy some shops (or leave them with bottoem-barrel price shoppers as +Elimiatingthemastwantod"tiayfgrgfit-draininemitake.99ofallshopcnesmakethesame +thcir only clients) and make a select few owners wcalthy. +2) +handfulofpeofit-killingmotakes,Thcsemisakesslacnetprelt.takethefunoutofbeing intheauto +repairbusiness,and even resull in unmotivated and disloyaltechs.,Most shop ownershaveno idea thcyare +making thcse mistakes because the competition is doing the same thing --.and some industry"expens +eventeach them as"best practices"- +repairbuinessmanagementinduitry.Whatyoureallymeedtogrowyourbusiness isstreet-smartadvice +about what really works in wildly successfuf shops in your area ... something 1 am uniquely qualified to +Myame isChrisFrederick,bueveryone callsmeChubby.I'vehelpedovera.oo0repuirshopsbecom +give you.Let me explain... +more peofitable overthe lasyears.My company.ATL, is the onlymanagement training.tcam endonsed by the +Tire Industn.Association (TIA)and theAutomotive ManagementInstitute (AMl).I'vewrittenarticlesandbeen +featured in ire Revicw,Auto, Inc,and other industrypublications.I'm not telling,you this tobrag, just want you +toknow that I'm an industry vet who has seen it all... good times and bad... andT've niever seen abetter +opporfunity for smart owners to grow thcir businesses. +I've sever done before: I'm offering you a limited opportunity tobe oee of only47 Minntapolis-area shop +I fecl so stroagly about getting this ioformation in your hands while ar's hor that I'm doing something +ownerseeEREEtclkphonsseminarthatwillchangeyourbesinesforever.filceveal3urendsrockingthc +industryand how lo prola Iroenthem.prefit-drainingmistikesandwhet todo about them,andmore.Ifyeu are +halfassericusaboutgrowingyourbusiness aslamabouthclpingyudoyoucanaloedtomissou +Hereareafewoftheamazingsecretsterepairshopsuccess +Therawtruthaboutpricingbestgnactices.Howtoecapethe"profit-killingloopalmostallshop +T'mgoiagtorevealonthisFREEtelephonestminar... +ownegetstuckinHerehint:ouanglokothecopticnssetingpricesedlihig +margins. I'lltell you why, how getting over this hurdle can add 30-50% to youroet profit is less than 11 +months, and what the only good source of pricing best practices is. +(Kr ed) + +Automotive Training Institute’s OUTRAGEOUS letter. +You can see this exhibit in full color when you request the FREE OUTRAGEOUS CD-ROM by using the request form on page 312. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00035.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Whatdoes it really take togttract high-quality,hich-paxing slicata?I'mpat talking aboutsomeone +whobrings incar.acaseofoilaodanatitudeaboutpyingpenaiesfordollarswonhfwork.Iam +for a lifetime, including maintenance ..and clients who nsyst fiuss gust gtise- +talking about clients who value quality and personal service ...clients who want you to care for their cars +Escapetherepairshopratrassforever.Payyourbillsontime,havemoney inthebank,andgetmore +"Themarriagesaver." How a struggling,stressed-out and overworked shop owner and his stressed-out +doneby working fewer hours withmuchless stress. +andoverworkedwifewentfrom1shourdaysto takingseveralweeks worthofvacations.peryear.How +much would being able to take days or weeks off "at-wil" to spend with your spouse, children, er loved +ones mcan to them? +securing yourswn penonalwgalthand futurs,Doingwhatyou'vealways donejustharder,willnever +producea quantum leap in yourbusiness.This"mindset shift"will,and I'f reveal itoethe call. +Litle-knowe"tricks"tohicing,sompcnsatingund leadins fechsso thystayloyul.,motivated and +test hatwillrevealwhatreallymotivatesyourtechs.'rorelymongyand'lproetoyo +T'm eveehaving 2specialgeests on the telephose seminar,These shopownen have put the strategies +and tactics I'll be tillcing about to work and will tell you exactly how their businesses haive transfomed. +IMPORTANT:Fmsending.this lettertoover4200owners in yourarea,butIcanonlyaccept47 +Claim your EREEspot before it's too late... +socond...oryourisklosingyourseattoacompetitorwhoactsquicker.Doyoureallywanthemtohave +this information while you miss out? +Youcan attend theseminarthat best fits yourschedule.All you need is itelephone,a quietspot to listen to the +now, while it's fresh on your mind and we still have space on the call. +Remember..,only 4Z total seats available for this seminar. That's it. If you want to take part, register right +C.L.Frudrick +Chris~Chubby"Frederick, President ofthe Automotive Training Institute +Bill,Your3-MinuteFREERegistrationForm +ThisFREE telephone seminar is hoppening on Tuesday,January 30en.There are 3ways to resenve your spot rightnow: +MoreCashProfitWithLessStress&LessWorkThanEverBefore." +1, +Cat 1-877-599-3879 and press extension 7600 to register by phone.(Note: This is an sutomatic process. youi can +Fif out this form and FAX it to 1-301-498-9088 +Shop Name: +What time is best for you to attend? (Circle one.) +10AMor +7:30 PM +Your Name: +Mailing Address: +Your FAX Number.: +Business Phones +(VERY IMPORTANT ycur instructions to get on she helepbone seminar ws be FAXed to shis namber) + +Automotive Training Institute’s registration form. + +Chubby’s OUTRAGEOUS approach to getting customers is to enlist existing customers to his cause. And so, as the owner of your own Minnesota automobile repair shop, you’ve now opened this letter, which came from Dan Robinson, owner of Dan’s Champion of Mankato, Minnesota. + +And by the looks of the letter, the first thing you see is a yellow Post-it note attached to what appears on first glance to be an ad from a newspaper. The Post-it note is from Dan, a local owner of an automobile repair business. + +In handwriting on the Post-it note, Dan writes, “Chubby increased my car count and cash profit. He can do the same for you. Look at this letter to see what he is giving away for FREE…!” + +And then there’s the letter, full of all the elements you would expect in a proper direct-response advertisement—a headline, an offer, and a deadline. There is a picture of Chubby, plenty of descriptive copy about what is being offered, including parts highlighted in yellow as well as underlined. + +It looks like a letter, and it looks like a magazine advertisement. There were many OUTRAGEOUS elements to this approach, and the results were equally OUTRAGEOUS! + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00017.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +ATTLVING +OUTRAGEOUS +ADVEISING + +OUTRAGEOUS exercise + +Think of ways you can leverage your customers to help j you, like the way in which Chubby got the letter advertising ; his service sent from one of his satisfied customers in a local area. + +the bill glazer $100 business card + +If I give you a business card, you want to keep it. + +You want to show other people. You want to say, “Check this out.” + +My business card looks like money—fanned-out $100 bills. Yes, it’s a keeper—as valuable as money. If you get my business card, you really do want to keep it. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00036.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +PutmoreProfit +in your Pocket! +AC30290185B +Cat the Fat Wast,aad Frestration +C7 +catof yourRetailAcvertising +andMarketingDollars +Outside of Bill Glazer's +Inside of Bill Glazer's +OUTRAGEOUSbusi +OUTRAGEOUSbusiu + +You can see this exhibit in full color when you request the FREE OUTRAGEOUS CD-ROM by using the request form on page 312. + +Beyond what I can do for you is the clear conversation-piece nature of my card versus all other cards, which, as you know, are boring. You’ve seen business cards and you know that if you’ve seen one, you’ve seen them all. Unless of course you’ve seen mine. Mine is rich. + +And mine is actually a foldout card that provides, on the inside, six quick selling points about what I offer. Any of these can be a trigger to action. + +And so I offer a memorable card that you must keep. And when you do keep it, you find yourself looking at my selling points over and over again. “Hey,” you think to yourself, “maybe I should hire Bill.” + +Not maybe. You should! + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00017.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +ATTLVING +OUTRAGEOUS +ADVEISING + +OUTRAGEOUS exercise + +Your business card is a mini sales card. Besides the obvious pertinent information, such as name, title, business, phone number, fax, and e-mail, you want to concentrate on a number of things depending on your type of business: + +1. What do you do? + +2. What results do you offer? + +3. What products or services do you offer? + +4. What achievements have you accomplished? + +5. What can you guarantee? + +6. How are you different or special? + +7. Why should someone choose to do business with you? + +In other words, provide more than the pertinent information. + +Finally, list some OUTRAGEOUS ways to design your business card so that it gets noticed and kept. Think in terms of: + +• shape + +• color + +• paper stock + +• graphic design + +stand out or get thrown out! + +The competition for attention is intense. As a consumer, you know that, and you know what gets your attention. + +Facts are hard to ignore, and the facts are these: + +• People are bored. + +• People are overwhelmed. + +• People like to be amused. + +You can be like everybody else and be treated like everybody else. Or you can be OUTRAGEOUS. + +Think about the biggest day for advertisers in America—the Super Bowl. What happens? People watch the biggest football game of the year, and they watch the commercials. Why is everyone interested in the commercials? Because they are OUTRAGEOUS, and people love OUTRAGEOUS advertising! + +You can be OUTRAGEOUS without spending Super Bowl money. People will love you, and you’ll earn super money! + +7 steps to apply OUTRAGEOUS advertising in your business, career, and your life + +Step #1 + +Grasp the concept that all advertising can be OUTRAGEOUS. + +You don’t have to be boring. You can actually stand out no matter what you do and in what media you do it. + +For instance, cited in this chapter are examples of OUTRAGEOUS advertising by dressing up in a costume, in help-wanted ads, on rack cards, in magazine ads, on window signs, in radio ads, in direct mail, and even on business cards. Throughout this book is proof that you can successfully use OUTRAGEOUS advertising everywhere. + +Step #2 + +Understand that you are NOT your customer. + +After I deliver a seminar on OUTRAGEOUS advertising, there is always somebody who approaches me with, “Bill, I love your kind of advertising, but it won’t work in my business because my customers (or clients or patients or prospects) are too sophisticated for that kind of advertising.” + +While I seldom get into a heated discussion over it, they are typically dead wrong because people are bored and overwhelmed and often the only way to cut through the clutter is to be OUTRAGEOUS. Who notices? Everyone. And if they notice, they are much more likely to buy. This type of advertising appeals to all types of customers from all walks of life. + +If it’s appealing and interesting, it’s plenty sophisticated. I’ve had presidents of Fortune 1000 companies, presidents of banks, accountants, and lawyers respond to OUTRAGEOUS advertising. And they’ve done so with enthusiasm. These are some of the same people who many think would never respond to this type of advertising because it isn’t “sophisticated” enough for them. + +Remember, you are not your customer (and besides, you like this type of advertising too or else you wouldn’t be reading this book!). + +Step #3 + +Train your brain to look for ideas in “obvious” places. + +Advertising is everywhere. All you have to do is look around. This step essentially says to pay attention to other advertisements and trends and to think of ways to make them fit OUTRAGEOUSLY into a campaign of your own. + +By training yourself to notice what others regard as clutter, you may find a sliver of an idea in something that doesn’t look like an idea at all. For instance, in chapter 4, you’ll read of my diner placemat mailer that I created for my menswear stores. This idea came to me when I was sitting in a diner having dinner with my wife and the placemat itself was an advertisement for the diner. But I saw it as something more. + +The truth is you can receive inspiration for your OUTRAGEOUS advertising in just about anything that you encounter in your everyday life if you train yourself to constantly be on the lookout for it. + +Step #4 + +Train your brain to look for ideas in “unobvious” places. + +If you are on the lookout at all times, you sometimes stumble upon a great OUTRAGEOUS idea. I find this is especially true whenever I travel. + +For instance, I thought of ideas for creating OUTRAGEOUS advertising while I was riding a donkey in Santorini, Greece, and riding a camel in the Negev Desert in Israel. Both of these examples are used in this book.” + +Even when you think you are completely removed from your business, you can still find opportunities to create OUTRAGEOUS advertising. + +Step #5 + +Get involved in the OUTRAGEOUS campaign. + +You as a personality can take the lead in your OUTRAGEOUS campaign. You can position your business, your products and services, and yes, even yourself in an OUTRAGEOUS manner that will get noticed. + +So consider ways to get involved. Personal involvement when done right really does increase business. + +Step #6 + +Swipe and deploy (S&D). + +This concept is so powerful that I wrote an entire chapter (chapter 10) about it titled: “Swiping Ideas and Deploying Them into Your Business.” What does this mean? It means that even if you don’t consider yourself creative or able to find ideas in which to apply OUTRAGEOUS advertising as I suggest in steps #3 and #4 above, you can S&D (swipe and deploy) them from others. + +Frankly, that’s one of the big benefits of this book. I give you stuff to swipe and deploy. + +This book is, in fact, full of proven and successful OUTRAGEOUS advertising that are ready to be S&D’d for your own business. All you have to do is swipe the ones that work for you, tweak the copy for your own purpose, and get it out. That’s how easy applying OUTRAGEOUS advertising is. + +Step #7 + +Discover that OUTRAGEOUS advertising is FUN. + +Have fun. + +One of the biggest bonuses to applying OUTRAGEOUS advertising is that it’s simply fun to do. You’ll find out very shortly after you apply it that your customers love it. You’ll also find it to be the most enjoyable thing you do in your business (with the possible exception of making more income, which the OUTRAGEOUS advertising brings to you). + +But it’s true. This kind of advertising is fun. This was true in my retail menswear stores, and it’s still true in my Glazer-Kennedy Insider’s Circle marketing company. Sure, my customers and now members are always looking forward to the next piece of OUTRAGEOUS advertising that comes from me, but I really have fun creating it. + +I no longer think of how much money I make. I don’t have to. I just know that by applying OUTRAGEOUS advertising, I will be OUTRAGEOUSLY successful—and so will you. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00026.jpeg] +[No readable text recognized; consult the extracted image asset.] + +Sizzling Outrageous Summation + +1) OUTRAGEOUS works. Why it does is irrelevant. It does. + +2) OUTRAGEOUS works in any media for any product. + +3) People are bored and overwhelmed, and want to be amused. + +4) People love OUTRAGEOUS advertising. + +5) Always be on the lookout for the next OUTRAGEOUS idea. + +6) Discover that OUTRAGEOUS advertising is the number-one most fun thing you’ll do in your career. diff --git a/library/Outrageous Advertising That's Outrageously Successful/Chapter-04-Using-The-Most-Powerful-Tool-Direct-Mail/Chapter-04-source-text.md b/library/Outrageous Advertising That's Outrageously Successful/Chapter-04-Using-The-Most-Powerful-Tool-Direct-Mail/Chapter-04-source-text.md new file mode 100644 index 0000000..64f63c2 --- /dev/null +++ b/library/Outrageous Advertising That's Outrageously Successful/Chapter-04-Using-The-Most-Powerful-Tool-Direct-Mail/Chapter-04-source-text.md @@ -0,0 +1,629 @@ +# Outrageous Advertising That's Outrageously Successful — Chapter-04: Using The Most Powerful Tool - Direct Mail +- **Source**: /library/Outrageous Advertising That's Outrageously Successful/source-file.epub +- **EPUB items**: text/part0011.html +- **Image note**: Embedded images were extracted to the book's images folder; OCR is included beside image markers when text was recognized. + +--- + + +OUTRAGEOUS ADVERTISING that’s outrageously successful + +4) Using The Most Powerful Tool – Direct Mail + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00008.jpeg] +[No readable text recognized; consult the extracted image asset.] + +One night after work, my wife, Karen, and I decided to stop at a local diner and grab a quick dinner. We ordered our meal, and my wife began to give me … “The list!” + +What’s the list? + +Well, if you’ve been married as long as I have, you’ll probably relate to this! She was giving me a list, you know, a Honey-do list. Do this, do that, do … Wait, wait … + +The list was so long that I needed something to write on so I wouldn’t forget the list. I had a pen in my pocket but no paper to write on. After looking around, the only paper I saw was a placemat in front of me on the table. + +If you’ve ever noticed a placemat in a diner, you know that it is usually filled up with advertisements about the diner, or they sell advertising space to other local businesses. + +This placemat was no different, but there was a one-inch blank border that went around the placemat. Ah! Blank space. So I carefully and meticulously tore off one side of the blank space, and I wrote very … very … very small and I made the list. + +Then guess what happened? I realized that you could write something on a placemat, and the light bulb in my head went off. I figured out that writing a sales message on a placemat and mailing it out to people would be a really cool idea. + +So the idea for my placemat mailing was actually born right in a diner of all places!!! + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00017.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +ATTLVING +OUTRAGEOUS +ADVEISING + +OUTRAGEOUS exercise + +Make a list of all of the places you frequent that can inspire you to think up ideas to create OUTRAGEOUS advertising. This might sound a bit tricky, but once you give this a little bit of thought, it’s not as hard as you might think. + +1. + +2. + +3. + +Now, back to my placemat mailer. One of the things you’ll learn when you do OUTRAGEOUS advertising—and you’ll hear me say it several times throughout this book—is that this kind of advertising can be fun. In fact, as you create more and more OUTRAGEOUS advertising, you’ll find that it will get your creative juices flowing and will probably become the most enjoyable (and profitable) thing that you do in your business. + +Let me show you what I mean with my placemat. + +Since I created this placemat, I figured I had complete control of what it looked like. So, as you can see on my placemat, I created a fictitious diner that I called “FAT EDDIE’S,” which is open 24/7 and features home-cooked meals. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00037.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +welcometo +OPEN +24 +SEVEN +WEUL +COOKIN +HOME +FEED +FAT EDDIE'S +YOUUKEA +HGHWAY +TRUCKER +ONTE +DINER +BREAKFASTLUNCH +DINNER +DESSERTS +COCKTAILS +LAP DANCES + +Bill Glazer’s placemat mailing. You can see this in full color when you claim your +FREE CD of all of the exhibits in this book by using the form on page 312. + +In addition, at the bottom of my placemat I included what we provide, which is: + +• breakfast + +• lunch + +• dinner + +• desserts + +• cocktails + +AND … + +• lap dances!!!! + +Obviously, I tend to get a bit creative with OUTRAGEOUS advertising … and you can have fun with it too. + +I wasn’t done yet. I wanted to make it even more OUTRAGEOUS, so I also printed on the front of the placemat a simulated coffee stain with a handwritten note that read: + +“Sorry about the cofee stain, but all I had to write on was this stupid placemat here at the Diner where I was having breakfast … Anyway, just open this up right now … You won’t believe what I’m going to offer you on the inside … Bill” + +Then I folded it up, had it tabbed to meet the post office requirement, put on a first-class live stamp, and took it to the post office. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00038.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +BillGlarerosGAGE +200w.Baltomore5T. +BalrororeMD2120f +LAPDANC +COOKIN +3HLNO +HIGHWAY +SORRyabontticoHfeEetalr,bot +alfadtoariteowwasthisstapldplaoemat +PereatthsDirerwkerewaskastrg +breakfasrgsay.jastopenthis +UpraltronosucntSeliegwhat'm +BillGlaea +apew.blhwoeSt +KTAILS +bahmorewDalao + +Bill Glazer’s placemat ready to put into the mail complete with simulated coffee stain. +You can see this in full color when you claim your FREE CD of all of the exhibits +in this book by using the form on page 312. + +Hopefully you are now seeing why I sent a placemat mailer instead of putting my sales message in an envelope like everybody else. I did it because it gets noticed. + +Think about it. If your sales message arrives in the big pile of mail that’s in the mailbox every day and looks like everybody else’s sales message, it doesn’t get noticed. It just doesn’t. + +But, if it arrives on a placemat … + +You think, “What the heck is this?” and then you see a coffee stain on it and the curiosity forces you to stop and say, “Hey, I’ve got to see what this is all about.” If it arrives on a placemat, the message DOES GET NOTICED. + +There’s more to say about the placemat mailer and why it worked. But first, I’d like to say a few words about my favorite type of OUTRAGEOUS advertising—direct mail. + +why use direct mail? + +First of all, you want to use direct mail because everyone gets mail. Not everyone owns a television or listens to a radio or buys a newspaper or owns a computer, but since everyone gets mail, everyone is reachable. + +Plus, everyone looks at direct mail. In fact, studies have shown that looking through your big pile of mail is one of the first things that people do when they get home from work. (It’s right up there with going to the bathroom.) + +And for that reason, direct mail is my favorite medium for advertising, and especially for OUTRAGEOUS advertising. Precisely because it is easy to fade into the middle of a pile of mail, it’s also easy to stand out. So much of all of our mail just fades away. But if you stand out, you will get read. + +And by getting read, you can really write. The old sales adage of “the more you tell, the more you sell” is especially true with direct mail, which offers the added bonus of no space or time limitations. I’ve written sales letters forty-eight pages long, and I’ve found them to be effective. + +Of course, everyone also throws out a lot of mail unopened or barely glanced at, but that’s not a reason not to use mail. It’s just part of the challenge … and of the opportunity. + +The fact remains that we are all trained to go through our mail every single day, and we separate it into three different piles. I call them the A pile, the B pile, and the C pile (see chapter 2). + +Of course, getting into people’s mailboxes is easy. What you really want to do is get in the right mailboxes—those of people who would welcome your message and are likely to respond to it. So, let’s talk about whose mailbox you want your mail to arrive in. + +who wants YOUR mail? + +There are basically three different groups of people whose mailboxes you want to go after. + +Group #1: YOUR CURRENT CUSTOMERS + +The first group, and the one that is most likely to find your mail interesting, is your current customers/clients/patients. These are people who have done business with you in the past, who already know you and hopefully trust you. + +And so, provided that they had a good experience with you previously, this group will be the most responsive to your marketing messages. + +But to reach them requires you to do one of the most important things that you can do for your business—create your own customer list. + +Obviously, this can be done quite easily with any good CRM (customer relationship management) software system that will house your customer list. Once you decide to create your own database, you need to decide what information you want to put in it. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +A great advantage of creating a database of your customers is that it becomes an important asset of your business. For example, if you ever decide to sell your business, a database of all of your customers will make it worth considerably more to the buyer. + +Typically you always want to put in the basics, which include: + +• Name + +• Address + +• Phone number + +• E-mail + +• Street address + +And then you want to include any other information that will help you make good decisions about when to contact them with your marketing messages. + +This will often include things such as: + +• What was bought + +• When purchases are made + +• How the customer buys (for example, during sales or at regular price) + +• The customer’s birthday + +• The customer’s anniversary + +As you can imagine, this type of information becomes absolutely priceless to you when deciding how to market to your customers. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00017.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +ATTLVING +OUTRAGEOUS +ADVEISING + +OUTRAGEOUS exercise + +Make a list of all of the information that you want to track in your customer database and that you need in order to make good decisions about when and how to advertise to them. This is perhaps one of the most important and valuable things you will ever do for your business. + +It takes time to build a good list of your customers, but it is worth it. Your customers are your most valuable assets. Period. And if you don’t have a customer list, you should begin assembling one immediately. Once you begin to collect information, you will inevitably learn things about your business that will surprise you and eventually become priceless. + +Group #2: GENERATED LISTS SIMILAR TO YOUR LIST + +The second group of people you want to mail to are those people who are as similar as possible to those on your own customer list. Which is another reason you want to carefully create your own customer list. + +Why is this? + +Well, I’m sure you’ve heard of the old adage that “birds of a feather flock together.” This means that people who are just like your own customers also behave just like them, so they are more likely to do business with you than people who are not like your own customers. + +Now we are getting into buying lists of people who are as similar to your own customer list as possible. In order to do this, you need to have your current customer list profiled. + +Send your list off to a list broker and have them run your list through their software in order to look for commonalities in it that will help you make smart list-buying decisions. + +For example, you probably want to see things such as: + +• The percent of male versus female customers + +• The areas where most of your customers live + +• The age ranges that most of your customers fall into + +• The income ranges that most of your customers fall into + +This list can be endless. You can find out anything you want about your customers. As Dan Kennedy says, there is no privacy in America, and anything can be found out about you. + +For example, I’ve had clients who want to know things about their customers such as: + +• What magazines they read + +• How many of them are pet owners + +• What percent of them are married + +• What types of cars they drive + +• What percent of them own a second home + +• What percent of them are Republicans versus Democrats + +All of this information, and much more, can be found out about your own customer list. And this will help you to identify who are the most likely people to buy from you. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00023.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS resource + +The largest list broker in the world is Info USA. They can profile your list and help you to identify the best lists to purchase. You can find information about them at InfoUSA.com. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00017.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +ATTLVING +OUTRAGEOUS +ADVEISING + +OUTRAGEOUS exercise + +Make a list of all of the information that you would like to know about your customers in order to make smart decisions about which lists of people you would like to test. This might take some thought, and again, a good and reputable list broker can help you with this. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +When buying a list, more is typically not better. In order to increase your response percentage, you normally want to try to narrow your list of prospects as much as possible to contain as many of the characteristics of your “best” customers. When doing a local mailing, I have typically found that 500 names is a good test. On a national level, I like to test 5,000 names. Then if you get a good ROI (return on your investment), you can always go back and buy more names. + +Group #3: REFERRALS + +The third group of people that you want to send mail to are referrals. In fact, referrals are the second most likely to respond to your mailings (only second to your existing customers). + +Obviously the best place to get referrals from is your existing customers. The problem is that most businesses expect their customers to refer them to their friends, family members, and coworkers. But this is often not the case. + +When customers don’t refer others, it isn’t because they are not satisfied with the products and services that you provide. Most customers simply forget to refer because they are busy. Referring your business to others is not a priority, and they probably never mention your business unless someone asks them if they know someone who provides what you sell. Then, you may get a referral. Otherwise, when you are out of sight, you are most likely also out of mind. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00023.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS resource + +My Business Building Marketing System has a great Customer Rewards Referral System developed in it that works for any type of business. For information, go to bgsmarketing.com. + +Therefore, it is actually your job to remind them to refer their friends to you. Just think about it. If every one of your customers would simply refer just one person, you will double your customer count and quite possibly your business. + +So now that you know who gets your mail, what should you send them? Well, you can begin to try out some of the OUTRAGEOUS techniques I am about to teach you. This is fun stuff … + +unusual-looking mail + +Doesn’t all direct mail look about the same—white envelope, impersonal typing of the addresses, and a metered stamp? + +No? + +DEFINITELY, NO! + +The best way to get someone to stop and look at what you’ve sent is to get the mail opener to say, “Gee, that’s unusual. Who is sending me this? I am compelled to open it.” + +Gathering and reading the mail is such an everyday event that the only way to stand out among all the clutter is to send something that people simply have to open. Here are a couple of my favorite examples. + +We’ve all been to the movies and ordered an expensive bag of popcorn that just tastes better with a large screen in front of you. + +Well, Rick Canfield, an owner of a rugged outdoor store that loves to do OUTRAGEOUS advertising, found a way to send an empty popcorn bag through the mail. Obviously when you get home from work and see a popcorn bag in your big pile of mail, you’ve got to open it up right away. This is another great example of getting into the A pile. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00039.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +FRESH +corl +Popcom,vogolobleols,juchascoconut +ol, solf,natural and arificial colons +and fiavors.May conilalin Yelow #5 and#6 +CerfifledFoodColor + +Rick Canfield’s popcorn bag mailer. You can see this in full color when you claim +your FREE CD of many of the exhibits in this book by using the form on page 312. + +Actually, it wasn’t empty. It was just empty of popcorn. In fact, it had a sales letter on the inside. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00040.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Don'tBoy and Girl +MisslScout Weeks +ber 4th through Sunday,September16th. +Why +arewemailing gou +Offerends Sunday +a popeorn bag? +September16th +On Sunday +The answer will surprise +and delight youl! +er16th,From12-3p.m. +EEPonyRidesoewtcue +Why the heck-are we mailing you a +tableObstacleCourse +popcorn bag? 4 Important Reasons: +DogsChipsndopwu +REECamouflagePopcorn +ypurchase your Scout gets the +Ve3RDANNUALCOLLECTOR +OUTPATCHFREE +the store +egularand +nouFlape +corn +FCanfields +Incredible Money Saving Coupon!! +SIwant:13% off everythingIpurchase evensale items! +absolutely free with any purchaself +tt15,200 + +Rick Canfield’s sales letter inside the popcorn bag mailer and ticket. +You can see this in full color when you claim your FREE CD +of many of the exhibits in this book by using the form on page 312. + +genuine imitation official-looking envelope + +When you get something in the mail from the government, it looks official, doesn’t it? In fact, it looks important so you have to open it up right away, which places it into the important A pile. + +Plus, major companies send out official-looking envelopes—especially if a big financial transaction is involved. Once again, it looks important and you have to open it up right away. + +And so why wouldn’t you want to get your mail in the A pile by making it look official also? + +You can offer your customers a very official-looking reason to do business with you by sending out your message in an official-looking envelope. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00041.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +FINANCEOFFICE +Bolimone,Mo21201 +EXPRESS +FirstClassMail +oundsonMarch13,14,15,and16,20 +FirstClassMail +willnowtakeplaceattheirDowntown + +Bill Glazer’s official-looking envelope that he developed for his menswear retail stores. +You can see this in full color when you claim your FREE CD +of many of the exhibits in this book by using the form on page 312. + +This particular official-looking envelope has a number of features including the “EXPRESS First Class Mail” printed right on the envelope. In addition, there is a tracking number complete with what appears to be a hand-checked box next to the tracking number. + +Notice that the inside stationery matches the envelope. It even has the same tracking number. And because of this appearance of a reason (see chapter 1, “reason why” copy), the campaign makes sense in a very official-feeling way. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +When sending out OUTRAGEOUS direct mail, make sure that what is inside the mailer matches the theme of the outside of the mailing. If not, the recipient feels misled, and this will actually cripple response. + +Who is sending me this? I am compelled to open it. + +wallet mailer + +Ever get a wallet in the mail? + +Well, if you did, you’d have to open it, wouldn’t you? After all, what’s inside a wallet? Money!!! Who wouldn’t want to see if someone was sending them money? + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00042.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +$100off +FarrCard +Unirersal +BECAUSE YOU CONTDMUETO COME +BCX,WE'DLDAETOGZVEICXl +SPECIALSAVINGSTO +OURLOYALCLIENTS + +The wallet mailer with money protruding from the top and coupons inside. You can see this in full color when you claim your FREE CD of many of the exhibits in this book by using the form on page 312. + +I have used these wallet mailers for many of my clients and my own businesses, and always with huge success. Heck, I even used them one year for my menswear stores when I hired college students to hand them out in busy areas that got a lot of pedestrian traffic during the busy Christmas shopping season. + +I’ve always included a sales letter or a couple of money-savings coupons inside of them. One technique that gets a big boost in response is to print what appears to be real money at the top of the insert sticking out just a little bit from the top of the wallet mailer. That gets it opened in a hurry. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00023.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS resource + +Information about CopyDoodles can be found at www.copyenhancements.com. + +invitation mailer + +You are invited to … + +When you get an invitation in the mail, don’t you want to immediately know what you’re invited to? Of course you do. So if you get an invitation in the mail, you will open it. + +This particular invitation is a tri-folded mailer on 81/2” by 14” paper that looks like a real invitation with a gold foil sticker “RSVP” on the outside. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00043.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +A Imitation +Joeemb +foraOne Day Shopprunity + +Invitation mailer. You can see this in full color when you claim your FREE CD of many of the exhibits in this book by using the form on page 312. + +Just about any business can use this as a relatively inexpensive OUTRAGEOUS mailing. I’ve used it several times for my retail stores to invite customers to a trunk show. Many entrepreneurs that I know have used it as an invitation to a seminar. Heck, I even know someone who owns an adult video store who used it. (I wonder what they got invited to.) + +dimensional mail + +Some kinds of OUTRAGEOUS advertising are more expensive than others. Typically what I refer to as dimensional mail falls into this category. + +What is dimensional mail? + +Well, as the name suggests, it is mail that is more than just paper. It’s mail that has a thickness to it. Perhaps a better way of describing it is lumpy mail or 3-D mail. + +While this type of mailing is a bit more expensive, when done correctly, it will always pay for itself. There are a couple of reasons why dimensional mail generates higher response. + +First of all, this is typically what I call “top-of-the-pile” mail because there is no other choice. It doesn’t fit in the pile. In fact, if there were two or three of them—whatever they are—you still probably couldn’t make a pile. Dimensional mail has to be on the top of the big pile of mail that you receive every day, so it is the first thing that you see when you look at your mail. + +Dimensional mail also creates a lot of curiosity, and that gets you into the A pile. When people pick up an envelope and feel something lumpy inside, it really grabs their curiosity and makes them open it up because it suggests that there’s something in there that they really want. + +Therefore, dimensional mail has a big advantage of being on top of the pile. Plus, dimensional mail, as a tool, screams out for some OUTRAGEOUS execution. Let me show you a couple of my favorite examples of dimensional mailings. + +mini-trashcan mailing + +So a little mini trashcan—about two inches tall—shows up in your mailbox one day. + +It could say many things on the side. For instance: Don’t throw this away. This is the opportunity of a lifetime. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00023.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS resource + +Mini-trashcan mailers are available at http://www.OUTRAGEOUS-advertising.com/3DMailings/. + +A trashcan delivered to your mailbox can send a very powerful OUTRAGEOUS message. I have very seldom seen a business that couldn’t use this to deliver some derivation of the message: YOU’RE THROWING AWAY AN OPPORTUNITY TO (FILL-IN-THE-BLANK). + +This is a great thing to send to anyone in the mail, and there are many fun ways to play with the wording. But a trashcan in the mail? + +Who is sending me this? I am compelled to open it. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00044.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +send nes. +Setherewillbe +igmyselfon theline +cond chance everynow +next +when +Imef +One Man's +Trash +Is Another Man's +Treasure + +Glazer-Kennedy Insider’s Circle letter crumpled up and mailed inside a mini +trashcan. You can see this in full color when you claim your FREE CD of many of the +exhibits in this book by using the form on page 312. + +For example, on this page is a letter my marketing company (Glazer-Kennedy Insider’s Circle) crumpled up and sent in a mini trashcan to everyone who attended one of our seminars but did not register to attend next year’s event. + +coconut mailing + +Honey, I got the mail. There was a tax bill, a phone bill, a letter from your mother, and a coconut. + +If you received all of these in the mail, which one do you think you’d open first? I betcha the coconut! + +Seriously, you can send a simulated coconut through the mail, and if you do, it’s the first thing that will be opened. Check it out. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00045.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +TAPA2004 + +You can see this in full color when you claim your FREE CD of many of the exhibits in this book by using the form on page 312. + +What theme could you use when you mail a coconut? Well, the theme I’ve usually used is some derivation of “YOU’D BE NUTS NOT TO TAKE ADVANTAGE OF THIS OPPORTUNITY.” + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00023.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS resource + +Simulated zipper-up coconut mailers are available at Impact Products (www.impactproducts.net). + +the tube mailer + +Now we’re moving into making your dimensional mailer a bit more targeted. In fact, this is one of those targeted mailing list concepts that bring together (as much of this book does) a bunch of ideas into one great campaign. + +Actually, the tuxedo tube is just one OUTRAGEOUS part of a sequential campaign (see chapter 9) that I targeted to high school senior boys in need of a tuxedo for their upcoming prom. + +If a seventeen- or eighteen-year-old boy comes home and finds a tuxedo tube in the mail with his name on it, he has to open it. First of all, he probably rarely gets much mail anyway, and he certainly never gets mail like this. Plus, he does need a tux for his upcoming prom. The inside of the tube has a coupon for a tux. + +The tube is so cool that he just has to keep it for a while. He’ll show it to his friends—and incidentally, they all are going to the prom too (although they probably each received their own tuxedo tube). But this tube is just part of a larger campaign to reach these specific customers at a specific tux-needing time in their lives. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00046.jpeg] +[No readable text recognized; consult the extracted image asset.] + +Tuxedo tube. You can see this in full +color when you claim your FREE CD +of many of the exhibits in this book +by using the form on page 312. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00023.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS resource + +Tube mailings are available in many different themes. You can find them at www.selfsealtubes.com. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00047.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +BennWeNeigleWcllYoosSdoeLGeMontiasHarAnEucorcDe +mTookeRintalOllesFoYon +aRIGCOUPO +TheWorld'sLargestDisCouNT +PROMTUXEDORentalCoupon! +ONLYwiththisjumbo coupon canyoutakea whopping +$20 +off! +YourcompletePromTusedoRertal +Gage +DouitovnAorenhromtheTtMarinerAresa +OoingMisVileyCen +410-7234763 +Gage +6/15/05 +www.gagemendwear.com + +The world’s biggest discount coupon, mailed inside of a tuxedo tube. You can see this in full color when you claim your FREE CD of many of the exhibits in this book by using the form on page 312. + +In this case, the cost of the mailing is well worth it. A tuxedo tube in the mail? + +Dude, who is sending me this? I gotta open it. + +Now don’t make the mistake of thinking that you don’t rent tuxedos so you could never use this type of mailing. Heck, you can wrap a blank tube with anything. I even know a lot of entrepreneurs who mail a blank tube and get terrific results. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00017.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +ATTLVING +OUTRAGEOUS +ADVEISING + +OUTRAGEOUS exercise + +Create a headline for each of the OUTRAGEOUS mailings that I’ve shown you in this chapter for your business. I’ll bet you can use every one of them after you give them a little bit of thought. + +1. Popcorn Bag Mailing +Headline: _____________________________ + +2. Official-Looking Mailing +Headline: _____________________________ + +3. Wallet Mailer +Headline: _____________________________ + +4. Invitation Mailing +Headline: _____________________________ + +5. Mini-Trashcan Mailing +Headline: _____________________________ + +6. Coconut Mailing +Headline: _____________________________ + +7. Tube Mailing +Headline: _____________________________ + +Now that you’ve created a headline for each of them, don’t you want to get several of them out in the mail to your customers or prospects? You’ll be glad you did!!! + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00026.jpeg] +[No readable text recognized; consult the extracted image asset.] + +Sizzling Outrageous Summation + +1) OUTRAGEOUS advertising is fun to do. + +2) Everyone gets mail. + +3) Everyone separates their mail into three piles (A, B, and C). + +4) Those on your own customer list are the best people to mail to. + +5) Find lists of people who are similar to your best customers to mail to. + +6) The best place to get referrals is from your own customers. + +7) Unusual-looking mail gets noticed. + +8) Dimensional mail rises to the top of any pile. diff --git a/library/Outrageous Advertising That's Outrageously Successful/Chapter-05-Presenting-Critical-Components/Chapter-05-source-text.md b/library/Outrageous Advertising That's Outrageously Successful/Chapter-05-Presenting-Critical-Components/Chapter-05-source-text.md new file mode 100644 index 0000000..0aa1692 --- /dev/null +++ b/library/Outrageous Advertising That's Outrageously Successful/Chapter-05-Presenting-Critical-Components/Chapter-05-source-text.md @@ -0,0 +1,695 @@ +# Outrageous Advertising That's Outrageously Successful — Chapter-05: Presenting Critical Components +- **Source**: /library/Outrageous Advertising That's Outrageously Successful/source-file.epub +- **EPUB items**: text/part0012.html +- **Image note**: Embedded images were extracted to the book's images folder; OCR is included beside image markers when text was recognized. + +--- + + +OUTRAGEOUS ADVERTISING that’s outrageously successful + +5) Presenting Critical Components + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00008.jpeg] +[No readable text recognized; consult the extracted image asset.] + +Yanik Silver’s basement was cluttered when he came up with his best OUTRAGEOUS idea for a scratch-and-dent sale. + +Actually, it was his wife who came up with the idea … inadvertently. His wife, Missy, told him that he needed to get rid of the clutter in his basement. Thus, an idea for an OUTRAGEOUS online campaign was born. + +Yanik is a friend of mine who sells educational resources—manuals, CDs, and DVDs—that provide information to online marketers. And, well, he had a basement full of great manuals, CDs, and DVDs—except they weren’t in perfect condition. Some of them had a bent corner; others had a crooked label; and some had been taken to a seminar to show as a sample. Whatever the reason, they could no longer be sold as in 100 percent perfect condition. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00023.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS resource + +Yanik Silver’s contact info: +Website: https://surefiremarketing.com +Phone:301-770-0423 + +But the information that was contained in them was still in perfect condition and still very valuable. Unfortunately, they had accumulated over time and had filled up an entire big closet in his basement. So Yanik decided to try a new kind of campaign to get rid of them … an OUTRAGEOUS campaign. + +Yanik, you see, is a great marketer, and we often share ideas back and forth. But at this one point, he simply outdid himself. Again, it was an idea grounded in truth. And it was a sequential campaign (see chapter 9). + +First, he sent an e-mail asking his readers to simply do one thing: “I need your help to put me back into good graces with my wife.” + +Check out the e-mail below: + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00048.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +[[firstname]l, save Yanik's marriage sale.. +Hi [[firstnane]], +I need your help to put me back into good graces with my wife. +Last night when I heard the yelling from the basement I knew I +wasintrouble.Big trouble. +"Y--A--N--I--KI! +Get down here NOw!" +Oh oh... +I came downstairs and inmy sweetest,most innocent voiceI +asked,"Yeshoney,what'sup?",.. +Missy pointed to our...(to be continued) +You canfind out therest of thisstoryalongwith +pictures of my'big mess'right here: +http://www.surefiremarketing.com/saveyanik/ +I sure hope you can help. +Best, +Yanik Silver +P.S. Get over there now because my screw-up is actually +your BIG opportunity to save on some of our best-selling +products and resources. You'il find out the whole scoop +here: +httn://www.surefiremarketing.com/saveyanik/ + +Yanik Silver’s e-mail promoting his “SAVE YANIK’S MARRIAGE” Sale. You can see this in full color when you claim your FREE CD of many of the exhibits in this book by using the form on page 312. + +You can see this in full color when you claim your FREE CD of many of the exhibits in this book by using the form on page 312. + +Yanik’s wife really did want his basement cleared of clutter. This is absolutely true. So Yanik, being an OUTRAGEOUS-thinking entrepreneur, sent out this e-mail, which linked to a Web page containing a sales letter. This now allowed him to tell his entire story. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00049.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Help"SaveYanik's Marriage"SALE +DearlatemetPriend +I ped yoer belp to put me back ito good graces with my wife. +Last night when Theard tbe yelling froen the basement Iknew I was in troeble. Big +trouble, +"Y.-A--N.-I.-K!! Ger down hereNOwr" +Ohoh... +Copyrighe.All righo rerenvef SarefireMarketisg lsc + +Yanik Silver’s sales letter promoting his “SAVE YANIK’S MARRIAGE” Sale. You can see this in full color when you claim your FREE CD of the exhibits in this book by using the form on page 312. + +I love how this was a wild and memorable campaign that got attention and was OUTRAGEOUS plus OUTRAGEOUSLY successful. In fact, the sales letter sold everything that was in Yanik’s basement. I also love how it illustrates essential direct-response elements. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +Yanik used a reason why he was having a sale—to save his marriage. As I mentioned in chapter 1, this is called “reason why” copy, and it will always increase response because it makes your sale much more believable. + +Think about it. Isn’t it better than just saying you’re having a sale? + +Below is an example of how Yanik has used “reason why” copy to create other sales: + +“Scratch & Dent” sale + +“Fire/Flood” sale + +“Need to pay my taxes” sales + +Birthday or anniversary sale + +“My server crashed” sale + +“It’s raining out” sale + +“Bossisaway”sale, etc., etc. + +Look at the online advertisement again. + +It works because Yanik used a lot of really great direct-response tools, but it also has what I have identified as three essential direct-response elements: + +• A HEADLINE + +• AN OFFER + +• A DEADLINE + +There is obviously a headline—an OUTRAGEOUS headline. + +Help “Save Yanik’s Marriage” Sale + +That makes you interested, and the photo makes it believable, and then there is the offer: + +“Instead of just trashing these products or sending them back to the supplier (and letting them profit), I’ve decided to offer them to you at a significant discount.” + +And a deadline. In this case, the deadline is not a date but the limited quantity of the items he has available: + +“I suggest you act fast… the deals are only around until we run out of each item.” + +Yanik Silver is a master marketer who has learned many tricks of the trade including the various ways to present direct-response elements. But he knows that it is important to include—and NEVER leave out—any of the three essential direct-response elements because together they cause recipients of your ads to respond. + +In fact, each of the three essential direct-response elements can’t really stand alone. They must always be present and used together. + +In Yanik’s case, they very effectively helped Yanik do exactly what he needed to—clean out his clutter. Of course Yanik’s marriage wasn’t really in trouble, but that doesn’t matter because no one reading it would actually think that anyway. However, seeing the clutter gives you a sense of how Yanik’s wife might feel about all his accumulated stuff. + +Yet it needed more than a photo to tell the story. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00017.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +ATTLVING +OUTRAGEOUS +ADVEISING + +OUTRAGEOUS exercise + +Create an event for your own business using “reason why” copy like Yanik did for his “SAVE YANIK’S MARRIAGE” Sale. For example, this is perfect for any time things are slow in your business, you’ve hit a milestone in your business (or personal life), or you need to get rid of inventory. + +Now let’s take a more in-depth look at the three essential direct-response elements. + +essential direct-response element #1: headlines + +The headline is the most important part of any advertisement. It is often referred to as the advertisement to the advertisement. Think about it. When you are skimming a newspaper, magazine, Web site, direct mail piece, etc., what’s the first thing you look at? The headline, of course! It’s the thing that will either grab your attention and make you find out more about the ad or cause you to say to yourself, “Not interested,” and move on. + +A great headline needs to answer one (or all) of the following: + +• Who cares? + +• What’s in it for ME? + +• Why are you bothering me? + +• So what? + +For example, here’s an example of a bad headline: + +“50% OFF SALE” + +The above headline doesn’t really answer any of the four questions on our list above, plus it’s boring and overused. Now here’s an example of how I took the message of the headline above and turned it into a very good headline for a furniture store: + +“Who Else Wants to QUICKLY & EASILY Discover How You Can Save HALF OFF On All Your Furniture Purchases Before April 27th?” + +Of course there’s nothing wrong with getting OUTRAGEOUS with your headlines and having a little fun with them. Here’s an example of how I took the same message and created an OUTRAGEOUSLY successful headline: + +“Oh Momma – get out the smelling salts!! When you find out you can buy all of your furniture at HALF PRICE from now until April 27th, the shock will probably send you right into a dead faint.” + +Which one of the above three headlines do you think earned the best response? + +Of course, the third one got the best response. After all, it’s OUTRAGEOUS!!! + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +When writing headlines, don’t just jump at the first one that you think of. When writing a marketing piece, I will never write less than ten headlines. I have written as many as 100 headlines before I have chosen one I wanted to use. + +Therefore, the headline is your first impression and maybe your only impression unless you get it right. So get it right. Getting someone to say, “Gee, I want to read the rest” is the goal of the headline. + +headlines for all kinds of advertising + +If it’s an advertisement of any kind, it needs a headline. It doesn’t just have to be a direct mail piece, magazine ad, newspaper ad, or a Web page. It can be a billboard, a sign in your business, a radio ad, or any kind of media for that matter. + +Let’s look at a radio advertisement for example. The headline needs to be the very first thing that you hear. Although it’s not in print so you can see it, it’s the headline. It’s the thing that makes you stop and say to yourself, “I have to listen to the rest of this,” the same way that a headline in print has to make you want to read the rest of it. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00023.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS resource + +Whenever I am stumped on an idea or just to get my brain moving, I look at a list of 350 of the best headlines ever written. These are great to turn into templates and create your own headlines. They serve as an OUTRAGEOUS shortcut. In appendix A, I’ve filtered down my list and given you my favorite 100 that you can use to make your own templates. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00050.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +OUTRAGEOUSexercise +Belowaresomeofthemost commonheadlinetemplates +that I have used over the years. Fill in the blanks for +yourbusiness to create some winning headlines. +Headline Template #1: +That Other +Don't Want You to Know About +Headline Template #2: +Discover the Secret of +and +Slash Your +Headline Template #3: +IfYou +You'll LoveOur +Headline Template #4: +Remember When You Could Have, +and Didn't +Headlline Template #5: +Want to Save aBundle? An Open Letter to Everyone +Who. +Headline Template #6: +Would You Buy a +for + +essential direct-response element #2: the offer + +People will only respond to your advertisement for one of two reasons: either fear of loss or personal gain. What does this mean? + +Well, either they will lose out by not responding or they will gain something by responding. When crafting your offer, you always want to ask yourself the following question: + +“What will my prospects or customers lose if they don’t respond or gain if they respond to my offer?” + +This is a critical concept that will help you immensely when crafting an offer. Now don’t think that you always have to sell at a discount when crafting your offer as Yanik did with his “SAVE YANIK’S MARRIAGE” Sale. + +While most people tend to offer a discount when conducting a sale, this is not always necessary. For example, think about when Nike introduces a new shoe. Nobody sells them initially at a discount. All they have to do is advertise that a new supply will be arriving on Tuesday, and people will stand in line all night for the chance to buy a pair at whatever price. + +This is a great example of a “fear-of-loss” offer. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +When constructing an offer, fear-of-loss will typically outperform personal gain. + +essential direct-response element #3: deadlines + +I’m going to reveal to you something about myself. I’m a procrastinator. I will ALWAYS put off until tomorrow what I don’t have to do today. + +Guess what else? So are you. Yes, YOU’RE a procrastinator. + +How do I know? + +I know because just about every person is a procrastinator. That’s human nature. And that, quite simply, is why deadlines were invented. + +In fact, my friend and professional copywriter John Carlton says that if it weren’t for deadlines, nothing would ever get done. + +So every ad that you send out must always have a deadline in order to get people to take action. While there are many ways to have deadlines, there are two that are most commonly used. + +The first one is a deadline by a specific date or time. In order to take advantage of the offer, you must respond by a certain date. + +The other one is a deadline by limited quantity. For example, as I mentioned above, this is the kind of deadline that Yanik used in his “SAVE YANIK’S MARRIAGE” Sale. There were only a limited number of items in the closet in his basement. + +I like to use both of these deadlines in my OUTRAGEOUS advertising, and I’ve been even known to combine both of them to put added pressure on “us” procrastinators. + +Here are two more important points about deadlines: + +• When using a deadline by date, you have to be very careful not to give people too long to respond. + +• When using a deadline by limited quantity, be careful not to appear to have too large of quantity available. + +Remember, if the procrastinators—that’s everyone—think there’s no hurry in responding, they won’t hurry. They will probably just figure they have a lot of time or there’s plenty there … and probably never take advantage of your offer. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +My rule for deadlines by time is: when possible never give people more than two weeks to respond. I know this rule needs to be broken attimesdependingonthecircumstance, but when possible it’s a great rule to follow. + +For example, years ago I did some consulting with a menswear chain that was owned by a father and his two sons. + +When I first looked at their advertisements, I noticed that their deadlines were approximately two months long and were hidden in their ads with what I call four-point invisible type. This is type that’s so small that you can easily miss it, and if you do notice it, you’d have to have a magnifying glass to read it. + +On my insistence, they reluctantly agreed to test a two-week deadline for their offers and put the deadlines in their headlines. This made all of the difference in the world. We made the exact same offer as before, but now their customers had to respond quickly or would lose out. + +Conversely, a furniture store owner who has been to several of my seminars uses deadlines of only four hours in his stores, generating hundreds of thousands of dollars in response. Talk about creating a sense of urgency. Once the word got out, the people showed up ready to buy. + +Some of the very best promotions that I ran in my menswear stores were only for four days. Forcing a procrastinator to take action is always a good idea. + +Now, let me show you a couple of examples of how these three essential direct-response elements work together. + +the gage million-dollar-bill mailer + +One thing that gets interest is money—especially the image of a “million bucks.” + +So one year at my menswear store, we sent out a letter with a headline asking, “Who Else Wants to Look Like a MILLION BUCKS? … And slash their wardrobe costs IN HALF!” + +Plus we printed a million-dollar bill at the top of the letter. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00051.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Who else wants to look like a MILION BUCKS? +costs INHALF! +OFF +Thes, rave even moee! Uw this "LOOK. LIKE A MILUON BUCKS" Coopee +ANDTAKEANADOIONAJO%OFF YOURENTIREFERCHASE +ON TGPONTSNECFTNSLITIREIFSUOUOFON AN +PLIKBONTFORCETYOCR +TIESOPTERIS ONYGOODENTILSUNDAXJUNEJADE +TENLYTSNGICANDOBRREHUGESALE +CUMEASLPETUAYGIVINGCLOTHESARAYFREET +HOW? +Gage +SNOTSXSFIOKSLOSOMLS ABSOLETEY FRTE) +Gace + +You can see this in full color when you claim your FREE CD of the exhibits in this book by using the form on page 312. + +Obviously, the combination of a HEADLINE with a big promise and the visual of a million-dollar bill will cause you to stop and see what this is all about. So, the headline—the ad for the ad—did its job. + +Now the OFFER is an additional 10 percent OFF YOUR ENTIRE PURCHASE, and you are first introduced to it right up in the subhead. This is important. It’s best when it’s easy to find and you don’t have to search for it. + +Finally the DEADLINE is in handwritten font right below the offer. Once again, you don’t want to hide the deadline and make people have to search for it. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +Repeat the offer and deadline several times in your OUTRAGEOUS advertising to reinforce them. + +canfield’s sporting goods advertorial + +My favorite type of newspaper ad to run is an advertorial. This is an ad deliberately designed to look like news or something from the editorial department. + +In fact, here’s a dirty little secret that the newspapers don’t want you to know. Advertorials, when properly and cleverly written, will typically receive triple the readership of newspaper and magazine display ads. + +The reason advertorials receive triple readership is that people buy newspapers and magazines for news, and advertorials look just like news. + +The best marketers understand this. Jack Canfield, who owns a sporting goods store in Omaha, Nebraska, certainly understands. Jack is a serious student of OUTRAGEOUS advertising, having studied both Dan Kennedy and myself for many years. He creates great OUTRAGEOUS advertising. + +So when Angie Michaels, who designs her own exclusive line of fishing gear—FISHHER—for women, was on a tour bringing her line of gear to a sporting goods store in Omaha, Nebraska, Jack’s store ran an OUTRAGEOUS advertorial promoting her appearance. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00052.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +ADVERTISEMENT +ADVERTISEMENT +Frustrated Female Angler Lands +Big Idea by Offering Fishing Products +and Accessories Just For Women +OmahaNEAngleMchaelss +for sale incuding Pe much talked +FISHHERSwaturesthrtyproducts +oneofPe.mostpassionatefemale +frustratoowithPhe lack offishing +gearforwomen alsogrew.InMarch +aboutAspireRodslavender +of 2006FISHHERwas oficiallyborm +becamefrustratedatnotbeingabie +puesdioaeusaspoutunsy +epuepousJeebuusgpuyon +and FISHHER.com becamea place +shorlerleng'sdesignedespecisly +MothersDayofts. +worked wel for her, she decided lo +wherewomen ofalages andal +forwomer.Theserodsmakeideal +starherown company-FISHHER +joyeucopnosspuno/typeg5ussy +Herwebse,FISHHER.com,state +sdsepeutsapsooubuusypueJeg +EXCLUSIVEAPPEARANCE +"FISHHER was createdbecause +appeuranceat Canfield's Sporting +Aogiewil be makingan exdusive +sometningsomehowhad sipped +gnbweghtsracive-tacoeloes. +apoerel,rods,and.acoessories-all +Goods,84thand Center,on Sat +sporting the FISHHER lavender +urday,April28thfrom11am-4pm +avaisble formen, but what about +Maiedandamotherofteo,Angie +and Sunday.April 29thfrom noon +fishinggearforwomen? +Buusy noge bunaogosey Au, shes +4pm.Shewil be showing and seling +Angie Michaels has boen fshing +is watching mykids ealyenicy the +heruniqueproducts.Angiewoul +AngieMichaels,founderFISHHERGear +sincetheageoftve.Treabyenioy +loveto meet youandget your.irput +forWomen.Shewilbeappearingaf +idnuouunpuadscehemesebusg +on herproducts.Formoreinfogoto +each otherwhen teyland afsh' +Canfeld'sSat.&Sun,Apni28th&29th +FISHHER.com orcanfields.com + +You can see this in full color when you claim your FREE CD of the exhibits in this book by using the form on page 312. + +Immediately, you see what appears to be an actual newspaper story—especially from the layout and the appearance of the headline and photo. + +Examining the ad closer, you see that the HEADLINE really mimics a real newspaper’s headline, so it will grab your attention. + +It reads: + +Frustrated Female Angler Lands Big Idea by Offering Fishing Products and Accessories Just for Women + +Let’s face it; if you’re a female who likes to fish, you have to read on. This ad does a great job of “flagging” the ideal person to read this right away. + +So what’s the OFFER? After all, there’s no discount of her products, is there? + +No! + +Her offer is the opportunity to see ALL of her thirty products that she manufactures—all at one time. This is a great example of making an offer without discounting. + +Of course the DEADLINE should be obvious. She will only be appearing in person one day (April 28th) and for only five hours (11 a.m. to 4 p.m.). + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +When you run advertorials in newspapers, they often make you place the word ADVERTISEMENT along the top as they did with Canfield’s advertorial. Don’t let that concern you. I have never seen a case where that crippled response, and it surprisingly often helps it. + +the automotive training institute advertorial + +The Automotive Training Institute (ATI) is the largest provider of business coaching services in the U.S. for independently owned auto repair shops. They use several methods to get new clients including direct mail, telemarketing, tele-seminars, and magazine ads. They also use advertorials. + +When I first began working with them, they were buying quite a few full-page ads in their industry trade magazines. None of them were generating any appreciable kind of response, and they certainly weren’t paying for themselves. + +After I looked at them, the answer of why they weren’t working was obvious. Their ads looked like all of the other ads in magazines. In other words, brand-building ads … Ughh!!! + +So, I wrote several ads for them. Of course they were my favorite kind of magazine ads—advertorials. + +First I interviewed several of their clients and received some great information about how each of their own auto repair businesses grew from the coaching they were receiving from ATI. + +The ads actually were a long-form testimonial, which you’ll be learning a lot more about in chapter 7. + +When I delivered my first advertorial to Chris “Chubby” Frederick, the owner of ATI, he showed it to many of the key people in his organization, and they all hated it. + +He later told me that when he heard they hated it, he knew it was a winner. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +Be careful of choosing the wrong advisors. In other words, just because you get advice doesn’t mean it is good advice. Often the people who work with you are well meaning, but they just don’t know better. Dan Kennedy says that the only vote that really counts is that of the customer who is giving you money. Politely ignore all others. + +On the following page is the advertorial that I wrote for ATI. + +Clearly the first thing that jumps at you in this ad is the HEADLINE. + +EXPOSED. + +Now I didn’t create this headline; I first saw it used nearly ten years ago in an ad that Dan Kennedy wrote. I’m not sure if he first created it; it doesn’t matter. The only thing that matters is that it works. + +What’s the first thing that comes to your mind when you first see this headline and the subhead beneath it that reads: + +Auto Repair Shop Owner Speaks Out and Reveals the Raw Truth About That + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00053.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +EXPOSED +Auto Repair Shop Owner Speaks Out and Reveals the Raw Truth About That "Management +Consultant," Chubby Frederick, Who Advertises in This Magazine All the Time, +Tlis pes, Chubby Frederick, +tueneshnshepouosgesaucud +Naves/1reposdel.1denYksow why.Muphe +ouhinkyou'eoosmufand lsoeal +seestyos richsne hapey? Mybeyouet +Wios to inoeaehepenprnigairordat +HruccobarbelCostcogetitionand +o on, Every timt I mad ootefhisadh, t +oup,who coulche dumbetoeghtofit +for bin gayh nap Nw,Fm going tohell +iwr ofyourharderodinoeryAout +yoe tbe riv ie aboot thin piyand hiat +sul. +'managomest secrets. +Te pot over Ss00,000 restoes why +drin Tuent to collepe in Pemvgbranisiod +efflerWhutrrsomt de yoe hane NOTse +Sock at aidAnt henhey l it +Sm Omen +PPO-WATSOFALLOWNEES +Chuthyhungeepredsstignua, deailed +S1,so,o00 a rfprefxcisyeer.Thuneaer +NEVERFINDOUTABOUTMAKINGA +DONTKNOWABOUTANDWILL +n daany.o.otewein charyrandter +001inonle inupanthomerere fme tine +29.30% CASI PROPIT IN THEOR AL/TO +togetomyfanilyod churitin ampica +ome how cpindetiv Slocautiots +HEPAR SOPwtichyi ceeNOW +gpnSantopisiplaeodeaas t +Evee thongh I hod S om, I didr +eadanddcidrfaryouneifwhetherarsot +shsolutlyFREEofoororobhpeionGeta +milyknew what1ws dong knee +uapLapaSapompndfiane +bomendpepsto vhit orbeachhosse is +Chuteyfarover20ytarsbutnotat +youweltte anesd Chutbynestseminat +Nap Heat, NC oach'more freqiestly +YosrFREERETORT.pickspSrphoeat +: Hrw, you ad, coud sh a ning +huepen? The aower, simp, is leiming bo +call 1-800-0-1245. Yo v Mir : brirt +moins.IrepemedmyS.muagen.CFO +eslpenvessnd effectinynanagenestoytens +fheesocordedmeisage ind besbletolet +work,from themaarr,OhobbyFeedorick +tobelitskmoroyetmiadedsboolinew +yowr.santandaldistsoyourpopotcane +ad Gereit idonBut,onillhafeveny +mailed io you.Or wre'mpon'en yoer +intentbonefsitting fheosgh itsll dayand +Doiins curdor lenoheadindpopiiinde +okingforaeodAerallr +faxmachineOubby'sfaxmnbers30 +yran ln dis bnleen, uhat the hedk coudd +over S1,200pershognwywwa yutfoom +opimingnigortrmbedsoyos.frs. +iaisChubby"pay teach ne? +sew castomem (and itootjunt fer hocka)- +penyargen snythinete ritthissbout +thasks te Chubty'h ryytemi, inipiration and +minaratusllyscaadmemotofitwaiso +ceengenst +yoeTdidijnttwyofsngtanko +Chtey,Tamstiedesenhipenoerjislae +beestaogkkocbelieveLAawelatenod to +oChdbyfarybongMsdoefiree +Chstey'sisdomuticn,we srawhole +wastkpriglenyrefemhanafeced +And 1assothr only Pnos sho feca tdis +Sfferonwvy te drvtip ahigh ncooebusi. +paceomilitealeantahg20%phus +ofactul commeshs brom soec efthc oret +botoe linr proft on every po.1kacv this +10,000+o0erato.puirshepoonmtu +marketing,and foedom fron chespeifpnce +oltmundinemal,Sanorwhihegline +has helped Mou, lait me, sre ew mking +Bis39Key.Perfomuscelsdicatons.He i1 +Bert ofall, welamedctulystemsse +seengocerourbaitea Toekekeis Se +cery diypnoduhdity All vr (an sy k, +othenssdhoped deyknrewhatthey wet +don Yeriy t..Joit F. +sulilceg sbout Suhert's de rw irvth sbou +tetenitir wia s wodboxs fut of ideas. +tsCuteyFrmederickpeyLollkcnotsf +STEVE CRAVEN +ixdifferentChubbyFroderick smnepes +Fairfat, Vieginia +zeawho caedeyoung boe tling +fo tratafoening7ourbusinesk,eyoso +lylralotofmoe.botyoscatn. +caefuhe lan uling bo +Our totfiCyofunglememing +Can inagine. Asd, in my oponion, yos'te+ +Cnthyssratrpeswis 200).Thutyear osr +fooltigorehim +S80.00d an eefarpt t + +You can see this in full color when you claim your FREE CD of the exhibits in this book by using the form on page 312. + +“Management Consultant,” Chubby Frederick, Who Advertises in This Magazine All the Time + +You’re probably thinking 60 Minutes or 20/20—where a company is being exposed for some wrongdoing. + +Then you find out a client of the owner, Steve Craven—whose picture we see—is “exposing” Frederick as a consultant who really can help auto repair shop owners increase car count by 33 percent. This headline is effective in raising curiosity, especially in a newspaper or magazine format. + +What’s the OFFER? It’s a free report entitled “WHAT 99% OF ALL OWNERS DON’T KNOW ABOUT AND WILL NEVER FIND OUT ABOUT MAKING 20-30% CASH PROFIT IN THEIR AUTO REPAIR SHOP.” + +Does this sound familiar? It should! The title of the free report is just another headline that’s written in a way that answers one of the four headline questions that I revealed earlier in this chapter. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +When asking people to respond for a free report, you want to give them a nonthreatening 800 number to call instead of a live operator; otherwise, they’re scared they will be approached to buy something. There are other ways to accomplish this, such as giving them a Web site to go to in order to request the free report. + +Next, let’s move to the DEADLINE. + +The deadline? Um, uh … Where is it? + +In the interest of full disclosure, I goofed. The truth is that sometimes you, like me, may not get everything perfect. And in this ad, I forgot to put in a deadline. Even though this ad was hugely successful, I’m sure it would have earned an even better response with a deadline. + +In hindsight, I would have probably made the free report available to the first eighty-seven people who called, stating that ATI only printed up a very limited quantity. + +the gage menswear placemat letter + +Remember the placemat mailing I showed you in chapter 4? Well now I want to show you what was written on the back of the placemat that brought hundreds of customers into my stores. + +When I held a sale at my retail stores, Gage Menswear, I would write headlines that tried to always go one step further. So while most stores conducted a similar type of sale like, “Rock-Bottom Prices,” I wrote my HEADLINE so it really grabbed attention: + +Announcing the GAGE MENSWEAR ROCK-BOTTOM PRICES FINAL REDUCTIONS SALE You DON’T want to miss and That OTHER men’s stores won’t want you to Find out about!! + +That’s a headline that answers the questions I posed to you earlier in this chapter. And it does one more thing. It creates huge curiosity. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00054.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +AnnOuncingtheGAGEMENSWEAR +ROCK-BOTTOMPRICESFINALREDUCTIONSSAE +YouDoN'twanttomissand +(out Only urtal Febraory Tth)O +60m-t +DearProterredGageCllertordFrkerd. +It'etarabeoaecareerooawhereboporatowtsgperatnI'tttuyere +atthsdirerkasogreaktastadgoogermylastonetoryreport.ANDBaNt! +IrealizedIastadtoetartthustalsroitansaPipred.ttwssiounpabrpofat +thedose +Ixhardoertiog-.Plos,wartedvoatooonobotutBEFOREIadsertteetxths +epapetsdoradibsrdThasgarkeddormetoreoareteasononertory +upo0%0EEllAndaveevermarkedthue inertorydocolo +before,butmastmovetroxtbetorealltherenemermerohadiee +beabrstoarrlae.bo,coebtoeltheGngestorebeloreFoart7adtakeastayef +PIEASETAKEADIANTAFETEMEAo'llaotallybehelpogreostofatmsknhustor +Hlere'sfastabrtottisaofthekirdottoprlosyoaoarexpeot.. +OREALialaxbultetromSt5800 +AleyarserTxllantoo%baskmere +RalphLasrenbashmereBlerd +SpartoaretorJast5tszopchbe +Topboattor Jastt(5800 +100%sottowsordorogtlaoks.aset24mmeumuntneum +Arsthetastrgearylastasecodonouerthirgtuoughantthsetoroeo. +Pootllo +thieplaoeratbotoreALENTINE'sDARandoeearaddiropae-BUDKsCFFoars +parokaefTOOorore--JastehopBEFUREFohraaretets!(preyslaer.balrt4-slssh +soushopbthstr) +RooBorckForalRoiaottsSaloox'llsontortelfa.bordleOrfasrgtapdaltbe +maKirgakagestaks.DRUPakateox'rsboogudgstbotsGAEAtWm +Best regards... +PP...Bathsws.thaparsak +P..Doa'ttarget,broyoxthia plaoerat bolore +FehnurefettogtradiroralteCEE +arerealiggoodiereat +FarEidie't + +You can see this in full color when you claim your FREE CD of the exhibits in this book by using the form on page 312. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +Notice in the placemat sales letter that not all of the words in the headline are treated the same. Some are capitalized; some are in all capitals; some are underlined; and others are in lowercase. That’s because not all of the words are equal in importance, and they should not be treated as such. You should feature the more important words cosmetically as I’ve done with this headline. + +Think about it. You just received a placemat in the mail with a coffee stain on it, and when you open it up, you see this letter from the owner with this curiosity-provoking headline on it. + +You’ve just got to find out what this is all about. No wonder this was OUTRAGEOUSLY successful. + +But of course we can’t just stop here. It still needs to contain all three of the essential direct-response elements we’ve talked about in this chapter. + +So, let’s tackle the OFFER first. In this case, the offer is up to 70 percent OFF all current-season inventory—and then I illustrated it with five different examples. + +Why did I illustrate it? Because people are very skeptical of sales, and they are suspicious of percentage discounts. They like to see what the prices are in dollars and cents. + +The DEADLINE is front and center in the subhead: (but only until February 17th). The deadline is there to be seen—immediately. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +You’ll notice a very cool and advanced technique in the “PS” of the placemat sales letter. There’s actually a BONUS offer for quick response. I love these and use them whenever I can. It really gets people to act fast. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00026.jpeg] +[No readable text recognized; consult the extracted image asset.] + +Sizzling Outrageous Summation + +1) The three crucial elements of all ads are a headline, an offer, and a deadline. + +2) All ads, no matter the media, have headlines. + +3) Use winning headlines as templates to create your own (see appendix for 100 best headlines list). + +4) People only respond because of fear of loss or personal gain. + +5) Deadlines force action…keep them as short as possible. diff --git a/library/Outrageous Advertising That's Outrageously Successful/Chapter-06-Going-The-Extra-Mile-For-Extra-Money/Chapter-06-source-text.md b/library/Outrageous Advertising That's Outrageously Successful/Chapter-06-Going-The-Extra-Mile-For-Extra-Money/Chapter-06-source-text.md new file mode 100644 index 0000000..8c9d9d1 --- /dev/null +++ b/library/Outrageous Advertising That's Outrageously Successful/Chapter-06-Going-The-Extra-Mile-For-Extra-Money/Chapter-06-source-text.md @@ -0,0 +1,861 @@ +# Outrageous Advertising That's Outrageously Successful — Chapter-06: Going The Extra Mile For Extra Money +- **Source**: /library/Outrageous Advertising That's Outrageously Successful/source-file.epub +- **EPUB items**: text/part0013.html +- **Image note**: Embedded images were extracted to the book's images folder; OCR is included beside image markers when text was recognized. + +--- + + +OUTRAGEOUS ADVERTISING that’s outrageously successful + +6) Going The Extra Mile For Extra Money + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00008.jpeg] +[No readable text recognized; consult the extracted image asset.] + +You have to be ready when an OUTRAGEOUS opportunity presents itself. + +In 2002, after speaking to about 250 retailers at a seminar in Las Vegas, the editor of a major menswear magazine, MR Magazine, approached me and said he’d like to deliver my message to his readers and asked if he could do a feature on me. + +Of course I did what anyone should do when presented with an opportunity to promote his or her business … I jumped on it! + +As I was standing there speaking to the editor, one of the attendees who overhead the conversation approached us and stated, “That’s a great idea. Bill is out to save the retail world.” + +And so an idea was born. I told the editor I would love to have a story written about what I teach, but, of course, I wanted it to get noticed. So I suggested that we present it somewhat OUTRAGEOUSLY. + +He quickly agreed. (Little did he know that for an opportunity to have a featured story about me I would have agreed to just about anything.) + +I remembered what the retailer said about me being out to save the retail world. And the first thing that popped into my head was Superman, who was out to save the world from mass destruction. + +So I decided that, for the sake of this article, I would become the Superman of Marketing. + +Here’s what I did. I rented a Superman costume and borrowed a pair of Clark Kent glasses from my good friend (and optometrist extraordinaire) Dr. Marc Attman, and I brought in a professional photographer to take the picture of me coming out of a phone booth, just like the real Superman. + +So everything was in place except for the phone booth, which turned out to be difficult to find. So difficult, in fact, that if the real Superman were called into action today, he would be faced with a real problem. Clark Kent would probably have to go change in a bathroom stall or something in order to save the world in our modern phone booth-less times. + +Finally, I found the solution at the Baltimore Museum of Industry, which has an old phone booth on display. + +And it turned out great. The photo of me in a Superman costume idea took my message, which would have been displayed prominently but probably in a pedestrian manner, and made it memorable. It relays a much better story than if I am not in the outfit. + +And by going the extra mile to present the message, it was effective and memorable—and it led to some great exposure for me. + +And yes, I did go the extra mile … more than you’d think. Often when I show a photo during a seminar, someone walks up to me and asks about the grimace on my face in the photo. + +The truth is that underneath my suit, I was wearing the entire Superman costume and those tights were so uncomfortable that … well, it really was going the extra mile. + +And so my message is that there are a lot of ways to go the extra mile when you use OUTRAGEOUS advertising. After starting, of course, with a headline, an offer, and a deadline—the essential elements from chapter 5—you can do more. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00055.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +EPHON +GLAZER +BILL +NTLESSBATTLESOF +KEINGMAVEN +SEMINARAESTREFISTRON +GLAZER'SWSEEHAIDTSTDR +SURVIVAI SEMINARI +THE10MOSICOSIY +ADVERTISINGMISTANIS +AREYOUMAKINGTHIM? +HOWTOSKYROCKET +YOURSTORE'S PROFITS +WITHBILLGLAZER'S +3-STEPBUSINESS +BUILDING FORMULA! +DUT TO SAVE +THE RETAIL WORLD +FROM MASS DESTRUCTION! +Presentedb +MRMSC +eandSpensored +NeemaCotingFooressUA+CrounCiottingCon +CAMCommerceSoutons+MACiCntervafandl +OUOLXOXDONSLOYACOSSOOSALUL + +You can see this in full color when you claim your FREE CD of all of the exhibits in this book by using the form on page 312. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00023.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS resource + +I think you’ll find the information that appeared in the featured article in MR Magazine very helpful to your business, regardless of what business you’re in. So I’ve reprinted it for you in appendix C at the end of this book. + +Make sure you pay close attention to “The 10 Biggest Advertising Mistakes Made by Retailers” and the 3-STEP BUSINESS BUILDING FORMULA. Just insert the category of business you’re in whenever I refer to retailer. + +If you really want to make money, you can take it further by paying attention to how you present your message. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00017.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +ATTLVING +OUTRAGEOUS +ADVEISING + +OUTRAGEOUS exercise + +Obviously dressing up like a superhero is not the only way you can make yourself stand out from your competition. Look at the categories below and visualize how you can present OUTRAGEOUSLY differently to convey what you or your company stands for. This is a great time to think creatively. OUTRAGEOUSLY creative! + +• As a superhero + +• As a rock star + +• As a politician + +• As a famous actor or actress + +• As a famous athlete + +• As a (fill-in-the-blank) + +response boosters + +Beyond the critical components of OUTRAGEOUS advertising, there are optional components that will enhance response even more. + +While they do not have to be used every time, you’ll find that when properly used, they become BIG RESPONSE BOOSTERS. + +Four of the biggest response boosters that I want to concentrate on are: + +• Personalization + +• Double Readership Path + +• Photos/Illustrations + +• Copy Doodles + +personalize it + +Your name here! + +People love to hear the sound of their own name. Not only do they like to hear it, but they also like to see it in print, and that is especially true when it comes to advertising. Your name makes you feel like someone is writing specifically to you. + +Therefore, putting your customers’ names in your advertising is a very smart thing and relatively easy to do today given all the “wiz-bang” equipment and software available to printers and mailing houses. + +Just how smart is it? + +You can increase response by as much as 30 percent by using personalization, and it typically always pays for itself. + +As I suggested in chapter 4, you should already be building or acquiring (or both) a good customer list anyway, so if you have this pertinent information, why not use the one part that will generate the highest response—the person’s name. + +Of course, when you combine using a name with some OUTRAGEOUS techniques, it helps matters even more. For instance, let’s say your name is Steve. Would you like to get mail addressed to “Dear Resident,” or would you be more compelled to open something a little different? + +Let me show you a great example of exactly what I mean by this, one that I used in my own retail stores. + +A couple of years ago, I wanted to have an end-of-season sale for my menswear stores. Now you’ve probably heard of a “Buy-One-Get-One-Free” sale, but unfortunately, everybody has heard of them and they are no longer special. + +Instead, I came up with an OUTRAGEOUS twist to this sale. I decided to conduct a “Buy – 1 – Get – 1 – For – 5¢” Sale. And then I gave away a nickel. + +I wrote a sales letter and placed it into a 6-inch by 9-inch window envelope where the recipients could see their names from the outside. And they could also see the shiny nickel that was attached to the letter. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00023.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS resource + +You can get large window envelopes and all sorts of hard-to-find OUTRAGEOUS envelopes from www.uline.com. Nickels are available from your local bank (sorry I couldn’t help myself with the OUTRAGEOUS sarcasm about the nickel resource). + +Who would send a nickel in the mail? Wouldn’t someone try to steal your mail before it got to the intended recipient? + +I’ve actually sent them a couple of times, and they always seem to arrive just fine. And when they do, they have great success. + +You’ll notice a few things when you look at my nickel mailing. Of course you notice the nickel and the hand-drawn arrow pointing to the nickel. + +But look, it’s addressed to … + +STEVE + +Yes, I am not just asking any random customer, but I am asking Steve himself to “DISCOVER WHY GAGE FIRST CLASS MENSWEAR IS SENDING YOU THIS?” + +The elements, as you hopefully are beginning to notice, all start to fit together. OUTRAGEOUSLY! + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00056.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Precoried +U.S.Poslage +PAID +Steve +Discover Why Gage World Class +Menswear is Sending You This?... +SteveHarshbarger +YourFREE +2308MeganCourt +Baltimore,MD21221 + +You can see this in full color when you claim your FREE CD of all of the exhibits in this book by using the form on page 312. + +Notice that I used Steve’s name twice in this letter. The first time was in the headline, which is the number-one most read part of any ad, and the other time was in the salutation. I often will personalize a headline because I find it really grabs the reader’s attention. Using it more than once is even more effective. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +Since people’s names have different numbers of letters in them, you want to always place the personalization on a separate line or at the beginning or end of the line. That way it always will fit. + +Of course, salutations in a letter are also a great place to personalize since people are already used to looking for their names in a salutation. + +Yet, often a salutation that you’ll find in most sales letters is “Dear Friend” or “Dear Customer.” I used “Dear Steve,” and that is much more personal and inevitably leads to the recipient—Steve—feeling as if this letter was created just for him. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00057.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Steve +Discover Why Gage World Class +Menswear is Sending You This?... +SneHaedhwpe +ZesMegnCoon +nieon,MD2221 +Buy-1-Get-1For 5e +FREEWET/DRYAUTOVAC +Gage +4567114%3 +Jont ls car thrmhany.roaed,et mrtg it mr apelet +419-581-081 +wnaigonmw.com + +You can see this in full color when you claim your FREE CD of all of the exhibits in this book by using the form on page 312. + +Personalization can be used just about anywhere, and I have seen many clever applications. + +For example, Rory Fatt, who is the number-one most celebrated marketing coach, once gave away a brand-new car, and in order to advertise the giveaway, he sent out oversized postcards with a photo of the car and the recipient’s name on the car’s license plate. The lesson is that when you can find a place to put someone’s name that makes sense, use it. + +Obviously, another great place to use personalization is in e-mails. You can personalize the subject line and the salutation easily. Typically this increases response from people who will open your e-mail and read its content. + +Just about any software that allows you to send out e-mails allows you to upload a file and easily personalize the e-mails for you. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00058.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +From: Dan Kennedy (info@.dankennedy.com) +Sent: +Subject: (first name), LAST CHANCE TO SAVE S300! +Dear Bill, +A few wecks ago Isent you a special invitation to our one- +of-a-kind event, the annual Info-SUMMIT. The Info- +SUMMIT is NOT a run-of-the-mill seminar. As I said in +previous emails, The Info-SUMMIT is a true EVENT, It is +the place and time once each year when the most +experienced and successful info-marketers from all over the +world gather to exchange information and make +deals....and generously share thecir business strategies with +new members of this Most Unusual Millionaires Society +Nothing like it occurs anywhere else - and couldn't. +The Bad News is that there's only 48 hours +left foryou toregisterat a S300Discount. +This is your LAST CHANCE and you'll need to hurry to +secure your seat.Seating capacity is limited, and are given +on a first come, first serve basis, Once they're gone, they're +gone. +to get all the details click on the link below: +Linktosalesletterchoices.com +Dedicated To Multiplying Your Income, +Dan Kennedy +PS: I will even guarantee that your trip to the Info- +SUMMIT proves to be one of the most fruitful trips of your +entire life: if, at. ANY time during the three days of the +Info-SUMMIT,you honestly believe you've made a +mistake and that you don't belong here or that I somehow +misled you or you are otherwise disappointed, you nced +only say so to receive a full 100% fee refund PLUS UP TO +S750.00 toward your documented travel and lodging +expenses. +Linktosalesletterchoices.com + +Typical e-mail with personalized subject line and salutation. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +When personalizing the subject line of an e-mail, keep it to fifty characters or less. That way the entire message can be seen once someone checks the e-mail. + +double readership path + +The thing that probably caught Steve’s eye to begin with from the nickel mailing that I just showed you was the nickel. A nickel in the mail? That’s OUTRAGEOUS. + +Look again at that first page of the nickel mailer. It is not some sea of print but rather a visually enticing reach into the mind of the customer. + +First, of course, there is the nickel. A nickel in the mail! Then there is a hand-drawn circle around the boldfaced offer: + +“Buy – 1 – Get - 1 For 5¢” + +Plus there are two different hand-drawn arrows, small print, big print, bold print, a numbered list, and a boldfaced reminder that goes onto the other side. Yes, the next side continues the message. + +And the boldfaced text of: + +“Buy — 1 - … get a second for …………5¢” + +And each line mentioning a different product with the same nickel deal is finished with a checkmark. But wait, there’s more, and that’s exactly what you see next in big bold: + +“Whoa Nelly…I’m not done yet. I have a gift for you!” + +Of course, between there is more print, always more for the customer to read that will help to convince him or her exactly how great this is. + +But graphically, this bold phrase in the middle of the page catches your eye. And it leads to a coupon with a photo of the aforementioned free gift. (For more on gifts, see chapter 8.) And still, there is room for my signature and an italicized list of P.S. #1 through P.S. #5 that includes, of course, the deadline. + +Finally, at the bottom of the second page is all the pertinent information, including the company logo, credit cards accepted, address, phone number, and Web site. + +Of course, if you write a two-page sales letter (or a twenty-page or a two-paragraph letter), you must have something to say that is relevant to the customer. The words you choose and how you present them are important. + +A lot of copywriting is human psychology. Knowing how the mind works, what trigger words to use, and how to present information in specific ways that cause people to buy is key. + +And so when you are designing any campaign, you don’t want a piecemeal approach, but instead you are going after an overall look, feel, and theme to it that makes it cohesive and also gives the pieces their individual power if they are the only parts seen. + +And although this is not specifically a copywriting book, I am giving many examples featuring all the elements of good copywriting. So, for example, on the first page of the nickel mailer, you can see that it is clearly built for what professional copywriters refer to as a “double readership path.” + +Think about how you would read any kind of advertisement. Your eyes will scan it very quickly and determine whether or not it interests you. In the case of my nickel mailing, you’d probably notice the headline, the nickel, and a few of the other featured parts of the letter such as the handwritten font and subheads. + +And by using short sentences, long sentences, and an appeal to the reader with the idea of a free gift, the letter is readable and entertaining, and it reaches many trigger points. + +I just described to you the double readership path. This is the path that readers will take to see if they are interested in what you are saying to them. Then, if you grab their interest, they will read the letter in its entirety or at least until they decide whether this is for them. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +People often resist writing long-form sales letters though they will typically outperform shorter sales messages because “the more you tell, the more you sell.” The double readership path allows you to write longer sales letters and capture the readers when they scan for information that grabs their attention. + +Let me provide you with a couple of OUTRAGEOUS examples that illustrate the double readership path. + +puzzle piece mailer + +In August 2006, I helped a client, Keith Lee, put on a retail conference and expo, and as the conference was approaching, he still had a few more seats available and a list of customers he knew would be interested in attending. + +He puzzled over what to do. He knew he could get a better response if he could just come up with a way to solve … + +Wait! That was it. + +He would send out a puzzle piece attached to a long sales letter. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00059.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +I'm Puzzled? +AreYouAbsolutelySure +Your BestPossibleDecision +Is To Miss This? +Bring it to theConference &EXPOto fnd out it +Is thias the winning puztie piece? +or strategy exposed to you at The American Retail Supply. +oure the winner of a Royal Camibean Cruise. +BILLGLAZER +on Conference &Expobyoneof the speakers oroneof the +your income in 2007? +HURRY!YOUR +stofeveryone who isalready registeredtoatiendwhat istuming intothe +OPPORTUNITY TO +BUILDING Event ever put together for Independent Retailers andIwas +gistered, Seriously, what the devil are you thinking? +REGISTERFORTHIS +tingocrastinatingisgoingockyuuWe're +FREEEYENT EXPIRES +early85%soldout. +ONAUGUST21, 2004. +ztioes come in.IFYOUMESSAROUND MUCHLONGERYOU +s nothing I can do to make more room, (The Convention Center has very +Inotallowonepersonovertheirallowable number.) +Looking forwarato Sting +rations between now and the endofthemomth because allofthe speakers +you in Seattie, +eirown lists. +BinGiazer +ng to GUARANTEE the extraordinary value +DUof thisFREEConference&Expo +I will put S100.00ofmy ownmoney right on the line +PERSONAL,MAKE-YOU-HAPPYGUARANTEE +THATTHISWILLBETHEMOSTVALUABLEEVENT +INTHERETAILINDUSTRY +Iwant youtoregisterforthisFREEevent (mygifto you)withoutan ounceofconcemoverhowmuch it +will beworthtoyou,EventhoughtheseminarisFREE,you'll sillhavetocoveryourairfane,hotel and +food, sowant youtohavean ironclad,unwaveringconfidencethatyou aremaking a wisedecision for +yourself and'or your family. So,I'm going to go way, way,out on a limb for you. +Attend BOTH days, in their entirety, and if you honestly feel I have +overstated the valueof this event, under-delivered onmy promises, + +You can see this in full color when you claim your FREE CD of all of the exhibits in this book by using the form on page 312. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00023.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS resource + +You can get puzzle pieces from the 3D Mail Results company. Visit their Web site at: www.OUTRAGEOUS-advertising.com/3DMailings. + +First, you see the puzzle piece and the words “I’m puzzled,” and soon you learn that the puzzle piece can win you a cruise. After looking closely at the puzzle piece, your eyes scan the page and you see a paper-clipped handwritten note from me urging you to hurry. This is not only a double readership path, but actually a form of double testimonial by adding my voice into the sales letter. + +This is a great example of how the double readership path is perfectly utilized for longer copy. In this case, the sales letter was sixteen pages. As you scan Keith’s sales letter, notice the elements of this letter that catch your eyes. You see the puzzle piece, the paper-clipped handwritten note, bold words, larger font, different fonts, shaded boxes, photos, etc., and the more you see, the deeper you want to read. + +rubber band mailer + +Dr. Greg Nielsen, mentioned more than once in this book, is a brilliant marketer who knows how to translate a simple idea that everyone knows about into a brilliant marketing technique. + +And everyone knows that you put a rubber band around your wrist to remind yourself of something. Well, Dr. Nielsen thought it would be good if he helped his customers remind themselves that they may have unused health benefits expiring soon. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00060.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +STAFF MEMO +How To Use Your“Flex-Plan" +ToGiveYourself TheBest +Christmas Gift Ever! +If You'reABusy Woman, ThenYouHaveToHurry +And UseYour Group InsuranceFlex-Plan +BeforeTheErd Of This Year! +PRomiDr,Mielsen'sStaft +(fust Karie this time) +505AberDrive +Phobe1 (262) ·5343767 +waterford,wr53185-0086 +Hd CCIZ*AepuON +Dear Friend: +Happy Holidays! +It'sme (Marie)from Dr.Nielsen's office.Asyou can see,I've +enclosed a big"hot pink" +I do this, +rubberbandwiththisletter.So,whydid +you ask? +Well, +there are xo really fmportant reasons: +1) +I have sonething uRcrr to tezl you and I vanted to make +certain I got your undivided attentioa ...and... +2) +about to expire at the end of this year, I decided to enclose +a rubber band that you can wear on your wrist to remind you +to use these benefits up! +Anysay, I was checking our records today and I noticed that many +patients still have unused health benefits that expire at the end or this +year,After Decenber 3lst,they can never be used again. Oh man, ir you have +(please go to the next page) +-Poge 1- + +You can see this in full color when you claim your FREE CD of all of the exhibits in this book by using the form on page 312. + +Clearly this is a great example of the double readership path. The rubber band is taped to the first page of the letter along with all of the graphic enhancements (headline, test in a box, bolding, lists, subheads, etc.) that are designed to grab your attention. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00017.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +ATTLVING +OUTRAGEOUS +ADVEISING + +OUTRAGEOUS exercise + +Give your sales letter to someone to read, having blacked out everything that is not featured cosmetically or graphically, and then see if he or she can get the complete concept of what you are offering. If he or she can, you’ve achieved the double readership path. + +Although Dr. Nielsen did not use personalization in his sales letter, he did do something very interesting. Actually it was OUTRAGEOUSLY interesting. + +Instead of Dr. Nielsen himself sending out the letter, he sent it out as a staff memo. It comes from Doctor Nielsen’s staff, but wait, look closer—“(just Marie this time)” is in the return address. + +Wow. Most likely, his patients know Marie, and so it’s been personalized. Marie sent this. This is a great example of an inexpensive form of personalization. + +Graphically, obviously, the rubber band and layout of the “staff memo” bring a lot of attention. And the copy—this personal letter from Marie—is conversational and helpful, and it gives a great reason why the rubber band is there. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +Items that are attached to your sales messages such as a nickel, a puzzle piece, and a rubber band are called GRABBERS because they “grab” the recipients’ attention. Grabbers are another tool to increase response and should be used as often as possible. As you can see, they don’t need to be fancy or expensive. Heck, you can’t get much less expensive than taping a rubber band to a piece of paper! For more details about grabbers, see chapter 13. + +photos & illustrations + +Dress up in a straitjacket and make some crazy money? Sure, sign me up. + +I did exactly that. Then I created a great headline that included a reason why I was in the straitjacket. I added some crazy graphics onto an oversized postcard and mailed it out. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00061.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +BecauseOurAccountantNoticedSomethingThatNobodyElse +PricesSo,SoLowYou'llSwearIP'm...CRAzy! +CRAIY +WA 3 +CRAZY + +You can see this in full color when you claim your FREE CD of all of the exhibits in this book by using the form on page 312. + +Crazy? You betcha! It was crazy fun watching the customers roll through the doors at my stores. + +Now I want you to do something. Take a look at the crazy straitjacket postcard and imagine it without the photo of me in the straitjacket. + +Is it still effective? + +Maybe … but it is definitely not AS effective! + +The photo of me really helps to relay the story much better than if the photo was not there. That is exactly how to use photos to your advantage in your OUTRAGEOUS advertising. + +You want them to enhance your stories. Remember the old saying that a picture can tell a thousand words. Well, I’m not sure they can tell a thousand words, but they sure can deliver a much clearer message. + +I love using pictures in my advertising. It’s not beneath me to portray myself in a way that will make customers and prospects notice. Instead, it’s fun. + +bill behind bars + +Once I had a photo taken of me standing behind a wrought iron fence holding a black mug in my hand with a chain wrapped around my wrists. + +This was a simple way to snap a picture that made it look like I was in, of all places … prison!!! + +I used this photo in one of the most successful ads I ever ran for my retail stores, and I took quite a bit of good-natured ribbing from my customers at the same time (as you’d expect). + +First, let’s look at the envelope that the OUTRAGEOUS advertisement went out in. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00062.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +BillGlazer +200 W.Baltimore Street +Baltimore,MD21201 +FORWARDINGSERVICEREQUESTED +PLEASEOPENATONCE: +SOMEPEOPLEAREALREADYCALLING +THIS"ILLEGAL... +BUTONCEYOULEARNTHEFACTS +YOU'LLWANT"IN"TOO! + +You can see this in full color when you claim your FREE CD of all of the exhibits in this book by using the form on page 312. + +The few words on that envelope are enough to make you want to look inside because it makes you wonder what people are calling “illegal.” And then you open the envelope, and on the first page of a flyer (on next page), you see me behind bars. + +There I am, coffee cup in hand, banging on the bars because I am imprisoned for selling at: + +“PRICES SO LOW … YOU’LL SWEAR THIS IS ILLEGAL” + +Once again, this is a great example of how you can have a lot of fun and make a strong point at the same time. + +Quickly, a comparison is made as if on a large-font quiz, and the checkmark is placed in the proper box—the box that says, “Shop at Gage and save some REAL MONEY.” + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00063.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +BeTHis Bobtay Sesson +) Shop at the mam? +fb)ShopatGagand +MEMEREAL +MONEXTF +GBARGANSFRONBALTIMORE'SWORLD-CLASSMEN'SSTORE +AnnouncingPrices SeLew. +You'llSwearThlsIs lllegall + +You can see this in full color when you claim your FREE CD of all of the exhibits in this book by using the form on page 312. + +And then it becomes a letter to a preferred customer and friend explaining (using double readership path) that this is the “MOST GENEROUS OFFER WE HAVE EVER MADE.” + +It goes on to describe the offer and then use humorous memorable language calling my coupons “ethical bribes.” Finally, this page has a hand-drawn arrow pointing the reader to look inside for more. + +Once the sales letter is opened, fourteen photos of merchandise appear with a description of each. And under it all is a question-and-answer section explaining the sale. + +Finally, one more feature of this page is the handwriting, which is used to emphasize, in a personal way, what needs to be pointed out—such as the name brands. + +And then the final page comes back to the ethical bribes. It offers a recap list and four final points to remember. + +The entire letter is filled with information for all kinds of readers. There are graphics—even funny graphics of me behind bars—that originally catch your attention in an OUTRAGEOUS way, and then I show the offer in a way that backs up my OUTRAGEOUS claim. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +When using photos, try to place captions beneath them in order to further enhance your story. People have been trained by newspapers and magazines to read captions beneath photos. In fact, in those media it is the second most read part of an article (second to the headline). As you can see beneath the photo of me behind bars, I wrote a caption that read, “BILL GLAZER BEHIND BARS: Gage Menswear Owner is mistakenly jailed. Local authorities suspected Gage’s low prices hinted towards illegal activity by the 56-year-old store.” + +illustrations - no b.s. + +Photos aren’t the only way to portray a story. + +You can also use illustrations just as effectively. For example, Dan Kennedy, my business partner at Glazer-Kennedy Insider’s Circle, is famous for his no B.S. approach as well as for writing the monthly No B.S. Marketing Letter—(which is the number-one most read marketing newsletter on the planet). + +An illustration, a cartoon character of Dan sitting on top of a bull, with a caption beneath it is often shown in the newsletter. A real photo of Dan sitting on top of a bull has also been used, but results actually have shown that in this case, the cartoon Dan wins out. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00064.jpeg] +[No readable text recognized; consult the extracted image asset.] + +Dan Kennedy’s famous cartoon sitting on top of a bull, illustrating the no B.S. approach that he’s famous for. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00023.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS resource + +You can take a FREE test-drive of two full months of Dan Kennedy’s No B.S. Letter and “ELITE” Gold Membership at www.dankennedy.com. + +copydoodles + +One of my best secrets for increasing response to all of my OUTRAGEOUS advertising is a simple-to-use software program that you install on your computer called CopyDoodles. + +You’ve probably noticed several times in the examples that I’ve been showing you handwritten graphics and fonts that make the copy look much more interesting. + +Mike Capuzzi, a member of one of my VIP Coaching Groups, realized that these little interesting additions to his advertisements substantially increased response, so he created hundreds and hundreds for his own use. + +When others saw them, they literally begged him to make them available, and he created an easy-to-use tool as the ultimate shortcut. + +In fact, I rarely write anything anymore where I don’t use them. This includes: + +• sales letters + +• Web sites + +• e-mails + +• postcards + +• memos + +• faxes + +• signs + +In fact, everywhere I use words to sell something. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00023.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS resource + +Information about CopyDoodles can be found at www.copyenhancements.com. + +Just to prove it to you, let me show you some actual examples of how CopyDoodles increased response. + +web site test + +Before + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00065.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +ChatWise +1-CAN(50 S004120 +AreYowAnOnneSusinessOwnerWhoyNotHappyWaYour +Before +Covesion Ran? +Need +Help? +At This Very Moment +CopyDoodles +People Are Leaving Your Website +Without Buying AThing -- +And There's NotMuchYouCanDoAbout It.. +4%Response +Until Now. +Yoe eem sdnebosinm- +PheseaoEedajuttm +Dhey an byiog tir?major ntone +ThiniCeyersno +BUSINESS2.0 +SOMETNEIR + +After + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00066.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +ChatWise +1E46813007864 +AreYouAnOnineBusinessOwnerWho'sNerHappyWthYour +CoeveionRane? +Need +Help? +After +People Are Leaving Your Website +Without Buying A Thing - +And There's Not Much You Can Do About IL.i +CopyDoodles +Until Now. +Yovunanoiebiirnss +44%Response +Theyasthsyinghr2mtpemaans +An +BUSINESS2.0 +2.Tht a3Cyir toin pescs ba +SONTER + +sales letter test + +Before + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00067.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Gvestios uhat doaPuper Buy soneDvetTape,Aud a Papur +Clig hue to de with you ukiy A Ton nors monny! +ASES, GVGRYTHNG! +Before +Dear , +CopyDoodles +letter and mailed it te you in a Pisin Broun Beg. +Yes wie notice that 1haveattached a piece otDuct Tape and a Papendig te his +Why weule haveT dose such a'thing? Wel_actually, thare aire 2very impotast +2.5%Response +reasons. +1) First,ths letter is very importast ane (traniklyl, teefed some eye-catchisg +2) Seced.Tused thesedesices toshewyee utigsemprte creeteafleed dneu +way to set yourattentiot. +Cuttomerswho can'Twait toREADWHATYOU HAVETOOFFER. +Yoisee,thaformula formarketingsuccess is iverysimple: +2.Compel prospect to beceme custemer.. +L-Fisd prospedt.. +3. Retain customer.. +4.Delver sech valiethat custemerreders +S.Lather.rinse_repeat. +tcross.Beck inourgrasdparent'sSrs,at itteok wsoeesimplead teget tem into +"Gecel, Maude, at's a coupon, we HAVE to use itr +American views as few as 253 and as many as 3000 aidvetising metsages per day. +Nowsdays,t aint sosimgle,tnfact, experts estimate that the aveagt +Wehalof thscye-bombardment,yoineed tomalesureyourmessag+ stands out at +Beth as pessibie betaruse. + +After + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00068.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Clip huilt ro do wiris you malkiny A Ton wort inoney? +After +CopyDoodles +Deernme, +YouwitnebcethatIhevesttechedagieceofCuctTapeandaPapercliptothis +13.8% +letner and maled it to you in a Pain Brewn Bag. +Why would have I done such a ming? Wel.actualy, there are 2 very iroortant +reasons +Response +1) First_ this leeter is very imgortatt and (ftransiy), 1 needed some eye-cat(hirg +2)Second.Tusedthesedevicestoshew.youaunige.waytocreste.fodofce +waytogetyour.attenten. +CsitoeterSwho CanTwatoREAD.WHATYOULHAYETO.QEEER +You see, the fomule for marketing success is very simple: +I rind prnpect +2, Compel prossect te become customer. +3.Recancuitomer- +4.Dehver such velue that ounstomer refers. +5. Latherrirse..repest +across, tack in our prandparent's Caryf, oll it took was one simple ad to get.them into +The only problem is thot itrsa lot anderthan itusedto beto get yourmessage +the store-- +"Geeez, Maude, It's a coupon, we HAvt to zse itr" +American Vviews as few as 253 and as mary as 3000 advertising mesages per tey. +Npwadeys, it ain'tso simple,Tsfpct, esperts estimatethot the averege +with all ot tte eye-baneardnent, you need to make sure your message stands out as +euch as possible because- +ONeR +PLENSE + +envelope test + +Before + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00069.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Jane Doe +ABc Consulting Group +Before +337 +POBoX +Wi11sboro,NC21555 +CopyDoodles +1.1%Response + +After + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00070.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +AS2mPA 1999P +After +Jane Doe +ABc Consulting Group +CopyDoodles +POBOX +337 +wi11sboro,NC 21555 +YOUR TICKETS +8.7%Response +AREENCOSED + +order form test + +Before + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00071.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +CopyDoodlesTM +Professional Edition +FastActionForm +ceiv tht CenDeodsPefnviceai CD-RCSiEdticefer eyiprcit, edayeely +YEstE.sanmgetyoumcopyefCoDoodiaeighuayttsadenedlw +tem2mtefS47,00. +tfore ta (c famwt +Before +CopyDoodles +13.8%Response +Chy. Stde Ep +Imo: +Odtcorde +Signdire +TodarDde +Handback in before +you leave! + +After + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00072.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +PROFESSIONAL EDINON +FAST ACTION FORM +tctistCopDoodinsPnsielCD.ROuEdmitfarawypecialieneetad +YEsMa.TertegtteyeuncoyerCogsDooetrightmaymuadentanduit +Thtini peckagt inctsdtialefet fotewing efoetCD-R.O +After +aTnatentrh (ndudigReaneRrwien) +CopyDoodles +33.1% +Home: +Response +Cihy, Stae Zp: +Phona't: +Imol: +Credtcorderprofon +Sgohrs +Tedoy Dote +Handbackinbeforeyquleave! +VALIDTODAY ONLY + +poscard test + +Before + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00073.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Write a Bock, Make More Money +pessauingtgiw +2900UmvetyAve +San Diego CA 32184 +Ready to write your book and make more money +Beforeyouwaste onemoredimeon +www.MyBigBusinessCard.com +an ineffective website or useless brochure... +Before +CopyDoodles +0.0%Response + +After + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00074.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Wrne a Boox,Make More Money +MyBig Business Cad +San Diego CA 12104 +Ready to write your book and make more money +STOP! +Beforeyouwasteonemoredimeon +www.MyBigBusinessCard.com +an ineffective website oruseless brochure... +After +CopyDoodles +3.3%Response + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00026.jpeg] +[No readable text recognized; consult the extracted image asset.] + +Sizzling Outrageous Summation + +1) Extra elements bring extra profits. + +2) Everybody likes to see their name. + +3) People look at advertisements by using the double readership path. + +4) Pictures and illustrations can really help to tell your story. + +5) Making your copy interesting increases readership. + +6) CopyDoodles bring oodles of responses. diff --git a/library/Outrageous Advertising That's Outrageously Successful/Chapter-07-Harnessing-The-Power-Of-Testimonials/Chapter-07-source-text.md b/library/Outrageous Advertising That's Outrageously Successful/Chapter-07-Harnessing-The-Power-Of-Testimonials/Chapter-07-source-text.md new file mode 100644 index 0000000..e0cad65 --- /dev/null +++ b/library/Outrageous Advertising That's Outrageously Successful/Chapter-07-Harnessing-The-Power-Of-Testimonials/Chapter-07-source-text.md @@ -0,0 +1,490 @@ +# Outrageous Advertising That's Outrageously Successful — Chapter-07: Harnessing The Power Of Testimonials +- **Source**: /library/Outrageous Advertising That's Outrageously Successful/source-file.epub +- **EPUB items**: text/part0014.html +- **Image note**: Embedded images were extracted to the book's images folder; OCR is included beside image markers when text was recognized. + +--- + + +OUTRAGEOUS ADVERTISING that’s outrageously successful + +7) Harnessing The Power Of Testimonials + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00008.jpeg] +[No readable text recognized; consult the extracted image asset.] + +How do you make a decision on where to eat on Friday night? + +Do you open the yellow pages and look for a restaurant, call them, and ask if they would recommend a restaurant for tonight? Of course not! They would recommend their own restaurant. + +Instead, you call a friend. + +You call a friend or you consult a review or you read a guidebook. Why is that? Because what people say about you is “at least” ten times more believable than what you say about yourself. + +If an outside source with a real name recommends something to you, you tend to believe it because you inherently expect this person to tell you the truth. He or she doesn’t have a material interest in your decision to purchase. This person is simply telling you what he or she likes through his or her own experiences. And that’s powerful. OUTRAGEOUSLY powerful!! + +why you need testimonials + +Unfortunately, most people won’t believe you when you are selling something, because you are the one who is going to profit from the sale. And few people have the confidence in their own ability to make a good decision. And so, getting someone else to recommend you helps … a lot. + +The easiest and most efficient way to get others to recommend you in your OUTRAGEOUS advertising is to use testimonials. + +What is a testimonial? + +Webster’s Dictionary defines testimonial as “a written or said recommendation or as an expression of esteem or appreciation.” + +While this is true, some testimonials are better than others. These are what I call “good” testimonials. + +A good testimonial does one of two things: + +1) It relays a “specific” outcome + +OR + +2) It overcomes an objective + +Both kinds of testimonials are important to include. + +A good outcome is relayed by someone who has been a customer of yours, is believable, and is helpful. This is a place where I see a lot of entrepreneurs make a mistake. + +For example, you’ll often see what people think are outcome testimonials where they say they saved hundreds of dollars or were happy with the product or service for whatever reason. While these words are helpful, they are too general and are not very powerful. + +A “specific” outcome testimonial relays a specific outcome. + +For example, instead of saying, “I saved hundreds of dollars,” a good outcome testimonial would say, “I saved $213.92.” + +Or, instead of saying, “I was happy with your product or service,” a good outcome testimonial would say, “When I used your audio course to teach me how to speak Japanese, I was amazed that I could master the language in just nine short weeks.” + +Hopefully you see the subtle but powerful difference between a generic outcome testimonial and a specific outcome testimonial. Obviously, the specific ones are much more believable, and that’s what you are attempting to achieve … people believing they are true. + +And it’s the same when a customer of yours gives a testimonial that overcomes an objection. + +These types of testimonials are just as powerful as outcome testimonials because when you bring up and overcome objections, it significantly helps your sales process. + +Let me give you an example. Let’s say you are providing a weight loss product and you find out that many of your customers procrastinate before they engage your services. + +A great example of a testimonial to overcome procrastination would sound something like this: + +“I can’t believe I waited an entire year before I became a customer of the Take It Off Fast Centers. I could have been 20 pounds lighter 12 months ago and felt great about putting on my swimsuit while I was vacationing in the Bahamas last year.” + +Can you see how these types of testimonials can get people to take action? It’s important that you figure out every reason why someone might not buy and have a customer testimonial to overcome each. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00017.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +ATTLVING +OUTRAGEOUS +ADVEISING + +OUTRAGEOUS exercise + +Develop a list of all of the reasons why someone might not buy your products or services. Make the list as long as you can because the longer the list, the better the chance you’ll be able to overcome every objection that someone might have. + +A great place to get help with developing a very complete list is to ask your prospects/customers/clients/patients what their objections were before they bought. + +how to get testimonials + +I’ve been in business a long time, and after many years of expecting (and hoping) that people would “automatically” give me great testimonials, I discovered that there is one best way to get them. + +The best way to get testimonials is to … simply ask for them—and then make it easy for the customer to give them. + +I know this might sound a bit obvious, but that’s how you get them. People don’t often volunteer praise that you can use publicly, but when you ask for it, praise is surprisingly easy to acquire as long as you’ve earned it. + +But, as in much of life, a key to getting good testimonials is timing. So what you want to do is look at the entire experience that a customer has when he or she does business with you and figure out what is the “best” time to ask for testimonials. + +For example, in my retail stores we discovered that the best time to ask for a testimonial is when the transaction is finished and the customer or client says, “Thank you.” That’s the sweet spot. + +At that moment, you essentially have the customer’s full permission to turn to him or her—and you have to train yourself and your staff to do this—and ask, “Can you do me a favor?” + +This is what we discovered. When someone thanks you for your service and product, he or she is actually thanking you for your expertise and therefore will always say “YES” when asked to do you a favor. + +After he or she says yes, we always respond with, “I really appreciate your thanks, but would you take just a few seconds and write down for me why you enjoyed doing business with us so I can show it to others I can help just like you?” + +And have a sheet of paper sitting there already prepared for the customer to write down his or her thoughts. + +Another example is what we developed with a client of mine who sold new windows for homeowners. There we set up the testimonial at the beginning of the selling process. + +In this case, we told clients that we were going to do a great job when we installed their new windows and all we asked in return was that after we installed them and proved we’d done a great job, the clients would put in writing the experience that they had dealing with the window replacement company. + +Once again, it’s all timing, and you have to determine when is the best time when you are dealing with your customers/clients/patients to “ask” for testimonials. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00017.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +ATTLVING +OUTRAGEOUS +ADVEISING + +OUTRAGEOUS exercise + +Write down every “step” that your customers/clients/patients experience when they do business with you and decide which step is the best time to ask them to give you a testimonial about their experience with you or your company. NOTE: You might find that you have to test a few steps before you find out which one is best. + +Of course you can help to prep them with their testimonials. Let’s go back to our weight loss example from above. If you have clients who told you they procrastinated before they purchased your weight loss service, you could say to them that you’d really appreciate them writing about how waiting a year turned out to be a big mistake. + +Remember, when asking for testimonials, you always want them to address one of the two purposes … + +1) Relays a “specific” outcome + +2) Overcomes an objective + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00075.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +OUTRAGEOUSbooSt +Belowisthesimpleone-pagetestimonialformweused in +my retail stores to acquire testimonials.You can use it as +a template to help you create your own testimonial form. +NOTE:Wealways includeintheformanareawherethe +person giving the testimonial grants permission for using it. +Testimonial Form +Name:, +Address: +city +State +zip +Cccupation:, +Bumber of years as our client: +What is your overall feeling about (store name)? +Deseribe in detail what part of your shopping experience +nade you the happiest: +Describe the one_or two most important benefits you've +gotten the most from shopping vith us..- +speeitically what you've gained from the expersence: +Pleaseexpiain +Thank you... We really appreciate your honest answers. +or ali of your pronotional materials. +I do not mind f you use.my name and comments in any +Signaturer +Date: + +people are skeptical + +It’s a well-known fact that people are skeptical about testimonials. They often see them but don’t believe they’re real. For example, if they see a testimonial that’s signed with just initials, often they think it’s made up. + +So what you want to do is make sure that as much information as possible is given about the person who is giving the testimonial. The more information you can include about the person giving the testimonial, the better. + +At my menswear store, we ALWAYS included their full name, and we liked to include their occupation, how many years they’d been a customer, and their hometown in any testimonial we offered. We wanted others to know that they could believe our customers—because they are “real,” not made-up people. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +The information gathered to use for testimonials has the extra benefit of being added to your customer database, and people who give you testimonials often become your best repeat customers. + +how to present testimonials + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +Blank space in your OUTRAGEOUS advertising doesn’t sell anything. If there is blank space, put a testimonial there and let that previously blank space now go to work for you to make your product or service more believable. + +Although there are lots of ways to effectively present testimonials, simply presenting them at all is effective because once again (it’s worth repeating) what other people say about you is ten times more effective than anything you can say yourself. So use them! + +Use as many as you can use, and use them wherever you can use them. However, presenting them so that they stand out can be done in a number of ways. Some of my favorite ways to get them to stand out are: + +• Use a different font for each testimonial. + +• Highlight or capitalize some of the key words in the testimonial. + +• Use a different color ink. + +• Put a box around them. + +• Show a photo of the person giving the testimonial. + +• Place a headline above the testimonial that encourages someone to read it. + +Again, I emphasize that you want to give the customer a chance to hear other people say things about you that are ten times as effective as anything you could say about yourself. + +Finally, they can be long or they can be short. I’ve used four-page testimonials. I’ve used two sentences. It depends on the situation. Devoid of an opportunity to present a long testimonial letter (if you can), it is best to load up an ad with as many short testimonials as possible. + +in all media + +If you have testimonials, you can use them more than once. + +You can use a testimonial, for instance, in a direct mail piece, a Web advertisement, a magazine ad, and, if you got the person to record it, for radio or television or a Webinar. + +One of my favorite ways to use testimonials was done at my own menswear stores: whenever we put someone “on hold,” we had him or her listen to a six-minute continuous recording of our customers’ testimonials about how they liked shopping with us and some of the great services we provided. + +As a matter of fact, you should always attempt to put testimonials in all of your OUTRAGEOUS advertising. I have never seen a case where a properly written and placed testimonial did any harm. They are a great benefit! + +testimonials in action + +Here are some examples of the use of testimonials in OUTRAGEOUS advertising. + +This section will focus on the use of testimonials, but there are other aspects of OUTRAGEOUS advertising to point out as well. + +The coin mailer + +This example comes from England. That’s why the coin you see in the corner is an English tuppence. + +Jon McCulloch is a freelance copywriter and certainly understands the power of testimonials, so he uses them to attract more clients for himself. + +As you can see, he used the coin as a grabber to grab your attention, and then he goes on to talk in first person using some very good copy to reach the customer. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00076.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +"WhoELSEWantsCopy +ThatPuts S149.850.00In +TheirBank Account In +Just Nine days?" +auttisingnstaeineunSmeyPndetgivine + +Page 1 of Jon McCulloch’s COIN MAILER. You can see this in full color when you claim your FREE CD of all of the exhibits in this book by using the form on page 312. + +But then when you flip the page over, you see the back is loaded with twelve testimonials of “Success Stories From People Jon Is Making Rich.” Take a look. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00077.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +"Success Stories From People Jon Is Making BICH" +sww.MortggcMarusagGsiaumww.hondsbluaiagaess +Whoe1SptsanodtvatwihlusMCbockIwm inaialyscepical.Behiasconduninod +"Bwleeiiglepoecopwrifieacospfyennnindlesrfhtobhat +llgleyNylaPissarialPoaengMaonn +Mary Grepery.FabehemTasiumLae +lismaullecopdivggpotoidntcoAdieppgllhe +Mati Porr,Me FarirWh Deigr. +ThrnaBarTBloterorsE'emheidpe +LhsAeeros,BeniaroDncheorutMaaaKeCeaora latsr +rnecy.lfyeesmlayLatoleshcoadctnerhagec.1 + +Page 2 of Jon McCulloh’s COIN MAILER. You can see this in full color when you claim your FREE CD of all of the exhibits in this book by using the form on page 312. + +Jon placed twelve one-paragraph or so testimonials from satisfied clients on the back of his OUTRAGEOUS letter because he knows that what people say about you is ten times as effective as anything you could say about yourself. + +He further added credibility to each of the testimonials by giving their full names, business names, and Web sites. + +Carefully read each of the testimonials and pay close attention to how he mixes outcome and objection-overcoming testimonials. + +Accu-Tax advertisement in a Community Supplement Newspaper + +“Our appointment book has been three times as busy as last year.” + +That’s a testimonial that Gary Shapiro of Bullhead City, Arizona, wrote to me about some help I gave him in his advertising. Gary actually wrote me a two-page letter that I use in my advertising, but I want to point out how he uses testimonials in his successful OUTRAGEOUS advertising. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00078.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +RISK +RISK +SATISFACTIONGUARANTEED +FREE +FREE +OFFER +OFFER +OdieTiyiaPOeoouCrmrtimigMaofowddC +TheYeewdopyhdefedeonfiwedproosenendcoyothood +HOWCANWEGIVESUCHAGRBATGUARANTEET +ussTruodcaetymeidAmfierbeRSddeUSTCounWiaeboeqitlydingainofor0edimifire18 +AicoucookelicAcwuotrgMajoradhmeubarsesifialicmeduisiei tomnnot.RetremeatPaangLegeFonnMnatFut,Asoria,EderCu +SesaumsmfimldetptmldegorofEdicatonaudExjeimarnakeaGdiflooxmhowssdhmooryywgoskeop! +ThisygegeednesofiaiFatMheva6pHeySsueudmunyaferobtcreutoonetetsosoucieolestyyfiiny +WHY AREWEMARINOTHIS OPYERT +Su (otsoreefRamarRoedisndsdeseoioelcaedjetsuhafanesemirinFaMilamTeaeteutefindiemuihpritaarpellySeic +puliiningonpapliclywrheecpoedigsonebeepoiamenttimniahodwaeiotheins hringlemouafMmas bemtnefiesetBays +tunchiTasornadacuWeMatpoglepooddsofyoutlycidmenengtioesonenychinngcaomdkWalldpongominawim +WE LOVE +"My CP.madc.lax.utum showedme +tursed into arefund TAX REFUND and +SOLVING IRS +owing so much I was told to see Gary. +an IRS apology,1 tell people to see him if +Agril 15e and1saved over S12.000r +He looked it over Just days before +Coey huve ary IRS or AZ peotlems" +MobaveValley +PROBLEMS! +R, Workman Bullbead City +My IRS sudit disuppeered when he unoe letcrcating +"f leam something sew every time 1 come to +N.Bariman Ballheaf City +see youf" C, Procter Bullbead City +OurNCONDImOKALCUASANTEEiyenoYinpintyuGdeduiaswTxhpuntonSevin,weDeia lruting insemeswghe +YOUBBTHEJUDGEI +SASFACTCN GUARANTEE, fyoumy SLEDD.OESEGCE mlbet wr(eyos i it ssotyoer Ta ATinatcidcoiomi eowpsfi +EiosGith Jut Fu Yol +Cdsdeayueaoecitlenbetlyomminpbodiaidi +HERESWHATYOUSBOULDDOE +opewmroughfrconcPoesdoaielogndeyuwpcintoThisMarh2Hecertiesefierealy +(928)763-4360 +BULLHEADCITY +FT.MOHAVE +1966 Hwy 95 Ste 2 (et sob ofRmw R) +At Home Servioe available to Laughlin! +(lust south of Jenter's Fumiture) +FREEMOVIE TICKETTO +FREEDAILYCALENDAR +PUS-Oe Ma IDA +BOOKTOTRACKEXPENSES +STADIUM 9 CINEMAS + +Accu-Tax’s NEWSPAPER AD. You can see this in full color when you claim your FREE CD of all of the exhibits in this book by using the form on page 312. + +Of course, your eyes immediately go to the heart in the middle of the advertisement. “WE LOVE SOLVING IRS PROBLEMS!” But as you see that and realize what this is about, you also notice, right outside the heart, the words of satisfied customers. + +And if you look closely, you will see that only a first initial and last name is used. Although you do want to use full names whenever you can, sometimes, as in the area of tax returns, customers are more comfortable only putting part of their name where confidential information is talked about. + +The rest of the advertisement includes all the essential elements: a headline, an offer, and a deadline—one time only. But the adding of the extra element of testimonials resulted in helping them to triple their appointments from the previous year … THAT’S THE POWER OF TESTIMONIALS. + +gage 56th anniversary sale + +Don’t take our word for it, take a look at what our clients say about us … + +In this particular advertisement from my menswear store, we were sending out gift certificates for discounts off of our merchandise because of our anniversary. I put a headline on it and personalized it by writing it from me to you, and there was a deadline printed on the OUTRAGEOUS coupons. But there was more when you flipped it over. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00079.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Bow Would lou Like S256.oCEREEMenswrar +Jost forCominginBeloreNovember1othand +Gace +Hlelping Us Celebrate oer Soth.Anniversary? +hdwhfyl +ion mr iwarb ayding dhein the idinsouTp, Tufsye +GIFTCRRFICATE +look ot what Gage Clients say abost ws. +Don't foke eur word for it. +MENSWEAR +GAGE +GAG + +FRONT AND BACK OF GAGE ANNIVERSARY AD. You can see this in full color when you claim your FREE CD of all of the exhibits in this book by using the form on page 312. + +When the customer gets to the back of the letter, there is a clear section at the bottom of the page stating: + +Don’t take our word for it… Take a look at what Gage clients say about us... + +The important thing here is the use of the quotes and the font that is used. Each testimonial is in a different font, making it appear as if each was actually copied from the original letter. Again, just a little extra OUTRAGEOUS touch that increases the odds of the copy being read. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00023.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS resource + +Your business should conduct an anniversary sale or event every year because an anniversary is a credible reason for conducting something special. In fact, I’ve seen many survey results that prove this. Of course milestone anniversaries, such as 5, 10, 20, 25, and 50 years, should be handled as even more special because people really love to participate in them. I teach this strategy in great detail in my Platinum Business Building Marketing System, available at bgsmarketing.com. + +free wallet coupon in the gage nickel mailer + +In chapter 6, I described a campaign during which I sent out a nickel in the mail to promote a Buy-1-Get-1-for-5¢ sale. + +There was one more element to that campaign—a premium (see chapter 8 for more on premiums) of a free wallet with any purchase during the sale. I enclosed a coupon. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00080.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +FREELEATHERWALLET +Redeem this certificate for your +FREEgenmuine GeoffreyBeene leatherwallerwith +any purchase during our Buy-J-Ger-Onefor a Nickel Sale! +Gaoe +Onf ja, ife ydats tehaer nd sen dweer1 Cooe t +%n ge awpwis, pst ttag Tia ulig mpeoot rs llapyhe awau aaO (um, tapjheds sde) +Aiteu, Poiph Lauren, Calet.tlen, Tala, Mgo Bl. Trpx Br lai Mnnon ae Jonm Hge Se 36eat Shot (onpr e Doa Linpt +Dowatowa -200 W,Baltimore Strect +Owingx Mills -9616 Reientewa Reoad +Acroas from Is Mariecs.Arena 410-727-0763 +Babineh Wird Clan +Owings Mills in Valley Cemtre 410-581-5351 + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00081.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +We Couldn't Have Said it Better Ourselves. +Gigr Aruunr pweider pad paaliy ad anolor senice +/ luew abe iainyopr sr aotime ad lwsr ly the +asgaiut ue pnoy ay %gegy (tsam joj ,abnet, lu siabeg +(auyilimrsar / grt ae ngy olnthving +friendly mentwear store. You have an eacetlenit quality of dophing) +- Stnr Frindin, Rriwrniewem, AfD +Mary Cary, Baltimone, MD +Tbe solespeople ar Goge Worid Closs Menweor ore owesomel +rve been a Gage World Class Menswear chent for 30 years now and 1 have to +And, Goge corries sizes thor bit me well I've been shopping ot Goge +tel you...I have always been able to get the best quaity clothing at the +for over 37 yeors/ +absolutely best prices from day one/ Being able to find such well-made cloth += Von Willioms, Bolimore, MD +Jey Anderson, Batimore, MD +ue.skogluzesoybuddousseymweomsuiyyobeg +easy.enjoyable experiencet, We reoeive.just the right +Afher 15 yeors of shopping here, I Goge" the +amount of belp in finding the comect fieing sut Wth 5 +competition bosed on the knowledge of your soles stoff. +boys ste at home, T'm always looking for the nicest suits +Goge olfen good quolily, good service ond doesn1 try lo +seoudpsog ue +sel more fhon the client needs. += Chana Prioe, Baltimore, MD +Lorry Goidberg, Boltimore, MD + +FRONT AND BACK of Gage’s FREE wallet coupon. You can see this in full color when you claim your FREE CD of all of the exhibits in this book by using the form on page 312. + +When I first looked at the proof of the coupon, I noticed that the back of it was blank. As I’ve mentioned before, blank space won’t sell anything and is a waste. So I filled it up with six great testimonials—a much better use of space. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +You’ll typically get a better response in your advertising when you include multiple inserts. For example, when you open up the Publisher’s Clearing House mailing that comes to your home, a whole bunch of stuff falls out of the envelope. This is designed to keep you involved in the mailing. A simple way to understand this is BUSY FINGERS INCREASE RESULTS! + +scott tucker’s “babe” tear sheet mailing + +Scott Tucker is a former loan officer who now teaches other loan officers how to grow their businesses. This happens often when you get good at OUTRAGEOUS advertising. You exit your everyday job and start teaching others how to do what you’ve mastered. In fact, that’s exactly what happened to me. I became so good at marketing and advertising in my retail business that I began teaching it to others. + +Scott is an expert at creating what are commonly called “tear sheet” mailings. This is an advertisement that at first appears to be a newspaper or magazine article that’s been ripped out and mailed to you. Typically it has a Post-it note attached to it with a handwritten note on it that says something like, “(Your First Name), Try This, It Works! J.” + +Tear sheet mailings are very effective when you learn how to write them and design them so they appear to be an actual newspaper or magazine story. + +But Scott Tucker went an extra mile by making the following tear sheet mailing a long-form testimonial. It works on the tear sheet level and the testimonial level. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00082.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +scover why this +industryprofessional +MORTGACE BRONTRAGENEWS +VELY increasing his +"How a bed-ridden +NNIN +ingbudget'inan +ITARTS +Maryland mortgage broker +HTHE +right on the brink +ASICS +effortlessly raked-in S48,291.33 +recession!" +in fees! Without leaving his +hospital bed!" +In the worst month cver' Of the so-called +'mortgage meltdown" +H8,291L33 =,4 +866- +elght +ST! +etpin +1-5489 + +FRONT AND BACK of Scott Tucker’s “Babe” tear sheet mailing. You can see this in full size when you claim your FREE CD of most of the exhibits in this book by using the form on page 312. + +This is a great example of a long testimonial used to great advantage. And you’ll notice that this very long-form testimonial tear sheet actually BOTH offers outcome and overcomes objections. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +The attractive girls in bathing suits on both sides of the tear sheet appear to be part of the adjacent article in the newspaper, but they are not. They are like a border, and these girls actually increase response by as much as 30 percent. You noticed them and so does everybody else—both men and women. They do the same thing that grabbers do on a sales letter. + +NOTE: Don’t be offended. I’m onlyteaching what works. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00026.jpeg] +[No readable text recognized; consult the extracted image asset.] + +Sizzling Outrageous Summation + +1) What someone says about you is “at least” ten times more believable than what you say about yourself. + +2) The best testimonials either give a “specific” outcome or overcome an objection. + +3) The best way to get testimonials is to ask for them at the right time. + +4) Make it easy for people to give testimonials. + +5) If you have blank space, fill it up with testimonials. diff --git a/library/Outrageous Advertising That's Outrageously Successful/Chapter-08-Using-Premiums-To-Skyrocket-Response/Chapter-08-source-text.md b/library/Outrageous Advertising That's Outrageously Successful/Chapter-08-Using-Premiums-To-Skyrocket-Response/Chapter-08-source-text.md new file mode 100644 index 0000000..d86538d --- /dev/null +++ b/library/Outrageous Advertising That's Outrageously Successful/Chapter-08-Using-Premiums-To-Skyrocket-Response/Chapter-08-source-text.md @@ -0,0 +1,566 @@ +# Outrageous Advertising That's Outrageously Successful — Chapter-08: Using Premiums To Skyrocket Response +- **Source**: /library/Outrageous Advertising That's Outrageously Successful/source-file.epub +- **EPUB items**: text/part0015.html +- **Image note**: Embedded images were extracted to the book's images folder; OCR is included beside image markers when text was recognized. + +--- + + +OUTRAGEOUS ADVERTISING that’s outrageously successful + +8) Using Premiums To Skyrocket Response + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00008.jpeg] +[No readable text recognized; consult the extracted image asset.] + +“Hey, just by walking into that store, they GAVE me one of these!” + +When people get something for nothing (a premium—a free gift to entice the customer into the store), they love to brag about it. They tell everyone. And if they are offered a chance to get something for nothing just by being exposed to your merchandise, they’ll often jump at the chance. + +And then, while they’re in your store, of course, while waiting to pick up the free gift, they often see something that they want to buy. Or maybe the gift is only given with a purchase. + +Of course, stores are not the only place where premiums work. They work in just about any business. In addition to brick-and-mortar businesses, they work in direct mail; they work online; they work … just about anywhere when properly deployed. + +But here’s the most important fact you need to understand about premiums: they typically increase response by “as much as” 30 percent, and in keeping with the OUTRAGEOUS message of this book … they are fun to use. + +the perceived value of premiums + +When thinking about using premiums, you always want to keep in mind that a good premium has a much higher perceived value than its actual cost. + +When offering a premium, you want to purchase them in bulk at a reasonable cost but present them to your customers at the retail price. + +For instance, at my menswear store, we would often purchase items for less than five dollars and then we would give them away with a retail price value of as much as $30. + +Perceived value has real value, both to your customers and to you. By simply declaring that you are giving away a valuable gift, it brings more interest. Of course, you still have to give away something decent. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00023.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS resource + +Here are a couple of great places to find great quality premiums: + +Insert information for: + +* ASD/AMD: www.asdamd.com. + +* 3D Mailer: www.outrageous-advertising.com/3DMailings/. + +the free $20 umbrella + +By now, you may have noticed that all of these advertising concepts fit together. And that’s especially true of premiums—it is an important component part of a bigger campaign. + +For instance, at my menswear store, I gave premiums away, including a drip-free umbrella. But before I get to the premium, I’d like to quickly point out that it was sent in a very important-looking self-mailer … A WESTERN UNION MAILGRAM. + +The reason I chose this format was to get my mailing into the A pile. After all, when you think about receiving something from Western Union, what do you think? + +Most people are thinking that this has something to do with money. For years, Western Union telegrams were used to notify people that someone recently passed away and they were named in that person’s will. Western Union and money matters go hand in hand. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00083.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Banmoe:M021201 +PAD +Rauw Sentice Roquotied +WESTERN +UNION +hldalloldull.mudlbluldullollbolldl +21201/25 +Mhat +Iuportant-That +IHave +To.Send +Hessage By +Usion?* +my ee is will flanef,_oMber of Cegeele ClassFereosr ane1sece coefessis t sla. +s taech, 1 took * wtiot ctanc, snd revnd our very ssocessfs Henevesr Batia Jale fro the Tifentut +Btate Pairgroofds to :ny SfitoN Multiste itere. +mere that eme bedfsre, lut you. aiso nede it the woat.tueoesstsl sbe that. ve. mer. ad la our bistory. +Suts to ay deliot, you end peple Juet Tlke yoe, cane cut La hipe niaters and tot oely sived evem +So,No For +Good +The +Thecstore, e are cnpt apkia corducting.the ttennsiar Hania Sale at der Dowetom stece fee t-B1G +oi os de leoppoun moy Apeany m eeipunpaint aime pue buyads uygant mo Ty lvimtrel +since.Pow ss .peesioga Bmasar Masia shcecer.1 ta tee additionai pu sitts tor you in oci- +122.2e_-lcia.Leacetsslias (This ia arpably the beet untevlla that yex vill emer on-) +TURGOOTJUSYHBT +(LR,-99.8.) +INOAT MGUP 2ID +(,I,6130P,-) +(*e-wmt) +seiag yos July +2lat -gut Jnd at +Sage's lotto +FREE +... +$20.00 DRIP-FREE +UMBRELLA +Bill Glamr +ebeelia + +Western Union Mailgram. You can see this in full color when you claim your FREE CD of all of the exhibits in this book by using the form on page 312. + +And so as you can see, this letter was sent by an actual Western Union Mailgram, and in it I am announcing a new four-day sale (a good deadline, see chapter 5) and offering two free gifts—free parking at the lot next door and an umbrella that I make sure is clear to see in a coupon highlighted by one word: + +FREE + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +Free is one of the two most powerful words in advertising (the other being new). + +And then you read that you are getting a $20 umbrella. Plus, when you look deeper into the letter, you will see that I say, “This is arguably the best umbrella you will ever own.” + +And it was a really wonderful umbrella, an actual high-end mini umbrella. But here’s a secret … I bought all these mini umbrellas for $2 apiece when the supplier decided to close them out. As you can imagine, if I said that, it wouldn’t generate nearly the perceived value that I was able to generate just by … well, adding a zero to what I paid for them. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +Never overstate the retail value of the premium because it can challenge the credibility of your offer. For example, in the case of the umbrellas above, they actually did retail for $20. I just happened to find a resource that wanted to get rid of them, so I bought out his entire stock at an unheard-of price. + +It’s really cool how one extra zero can change the perceived value of something. And it’s so simple to do. + +And here’s the best part: it increased our response by 32 percent! + +the “your-choice” premium + +I offered a lot of different premiums in my menswear stores, and I did it in many different ways. But one thing I learned is that not everyone likes everything. So, as I’ve suggested in other areas of OUTRAGEOUS advertising, consider giving your customers a choice of premiums. + +For instance, when representatives of two different menswear manufacturers were coming to my store in association with a special money-savings event, I sent out an oversized postcard. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00084.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +GAGE MENSWEAR +Gage +Fe Ops +ASpectacular +gosephAllond +ONE-OAY +PAID +lachVhctor +Event +Wchaa +ONEDAYCNLY..Thursday,September6th,2001,you/reinmvitedtojoin +GageMenswarandJosephAbboudrepresentativeJeffreyRyen +andJackVictorrepresentativeJohnRequaforanexchusive +showcaseoftheNEWAbboudandVietorFalColections. +It'shepperingat ourDwnings Mils storelocatedin +theValleyCentre shoppingcenter, +SKU#26-115 +CASHER PeostKevl +Wohphispostcardtaeanaddtone +GetyourFREES25.0OGIFT! +20%0FF +Detalsandyourcoupon +Please donotmissthisrareopportunity +onthe other side.. +Join us at Gage Owings Mills +Locrted ot Valley Centre on Thursday,/ +410-581-5351 +We senpf.. +September 6th from 11 to 9 +EaedBeniDebirCardh +FVEE +TLSTNG +DON'TMISSOUTITHISEXCLUSIVEJOSEPHABBOUD&JACKVICTOREVENTwillbeheldatourOwingsMillsShoreONLYonSeptember6th! + +Gage Menswear’s special event OVERSIZED POSTCARD. You can see this in full color when you claim your FREE CD of all of the exhibits in this book by using the form on page 312. + +As you can see, this one-day event naming the manufacturers is part of the headline, but there is also a prominent offer for a premium—actually a “choice” of premiums. + +FREE GIFT – YOUR CHOICE + +And both are identified inside a big circle as a $25 value. The choice of a 35 mm camera or a traveling stationery set is an extra powerful way to use premiums. It appeals to different interests and customers, and yet anyone can recognize (because I pointed it out in a circle!) the value of either of these gifts. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +The best way to present a premium is to include three things: + +(1) a photo of it + +(2) a description of it including features and benefits + +(3) the retail value + +Let me give you another example of how you can (and should) give people a choice of which premium they want. Several years ago, I did some consulting for a bank that was looking to increase their market share in one of their branches. + +When I interviewed them, they reported to me that once they got one of their customer service representatives “face-to-face” with a prospect it usually resulted in acquiring some business for the bank. + +So, I developed a multi-step campaign using FREE premiums as the key marketing strategy. The first mailing was sent out in a bank deposit bag since I wanted to make sure that their mail got opened. After all, what better use of a bank deposit bag as an envelope than using it to actually promote a bank? + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00085.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +SVEMERS +BANK +INE"CONOVUNTTBAETNATPOTSPEOPLEFIEIT + +Farmers & Merchants’ bank deposit bag. You can see this in full color when you claim your FREE CD of all of the exhibits in this book by using the form on page 312. + +Of course a bank deposit bag will get opened in the BIG pile of mail because you’ve got to think that there’s money inside of it!!! + +Then I developed a three-page sales letter using the OUTRAGEOUSLY effective techniques taught in this book. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00086.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Why Is A Bank Manager Seading +Victor RodrigutzALefer +fo A Bak Deposit Bag? + +Farmers & Merchants’ three-page new customer sales letter. You can see this in full color when you claim your FREE CD of all of the exhibits in this book by using the form on page 312. + +And towards the bottom of page two and then continuing onto page three, you’ll see I gave the prospects a choice of six different premiums. Since the customer value was so high at the bank, I was able to offer someone the choice of any one of the following: + +1. electronic digital voice recorder + +2. three-piece pen, pencil, and letter opener in a wood and glass case + +3. Kassel wall clock + +4. Chefmaster eighteen-piece all stainless-steel barbecue set + +5. Maxam 101-piece tool set + +6. Yorkcraft 15-piece highway emergency kit + +As you can see, these aren’t the typical cheap toasters that a bank offers to new customers, but we were able to buy these in small quantities from a supplier, so they only cost a fraction of the retail value. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +Giving a choice of premiums instead of just one is a very powerful marketing technique, which is called “INVOLVEMENT.” In the case of the choice of premiums, you “involve” the prospect in thinking about which premium he wants versus whether he wants the premium at all. Typically involving the prospect will increase response even more. + +connecting the premium to the OUTRAGEOUS campaign + +Consistency is important in all aspects of OUTRAGEOUS advertising, and that includes the use of premiums. + +Giving something away is great. Giving something away that somehow connects with the message you are relaying is important so that the recipient doesn’t experience a disconnect. Let me give you an example of what I mean with the brown bag mailer. + +brown bag mailer + +Whenever I speak at a seminar on OUTRAGEOUS advertising, I always ask the audience how many of them have ever carried their lunch to school in a brown paper bag or have seen someone carry his or her lunch in a brown bag. + +Of course, every hand in the room goes up. + +So, everyone has seen a brown paper bag before, and they’re familiar with its use. Of course, few have ever seen a brown paper bag in their mailbox, and it will solicit a similar response as the diner placemat mailing (as seen in chapter 4), which is, “What’s this doing in my pile of mail?” + +Of course this once again has to wind up in the recipient’s A pile, which is exactly what you want! + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00087.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +BiLLGLAZERCIOGAGE +20o W.BAtTimoRe St +ForwardingSorviceRequested +BALfimoRe,MD2s2O1 +They LAuGheD When +GREATBIGBAGTOPUT +ALLYouRNewMenSweARI +FRee +But When They SAw OuR. +RockeBorTom +FENAL REDUCTTON +SACET + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00088.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +(See Insive FoR DetAils) +4-DAY ONLY +PRefeRReD cLient +FRee Gift! +Private Sule +ON OURROCK BOTTOM +FINAL REDUSTEN PRICES!! + +FRONT AND BACK of Gage Menswear’s BROWN BAG mailing. You can see this in full color when you claim your FREE CD of all of the exhibits in this book by using the form on page 312. + +And as you can see on the outside of the brown bag mailing, I intentionally draw attention to the absurdity of sending a brown bag in the mail by writing right on the envelope(er, outside of the bag): + +“They laughed when I said you’d need a great big bag to put all your new Menswear in.” + +And so right away, you see it is a bag and I am making reference to a bag, plus I also not-so-subtly slip in the words “all your new Menswear.” + +But then, as you see, is the inside of the bag with writing all over it. It’s a sea of information and precisely because it is written on a brown bag, you need to read more. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00089.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Shhh.. +PRIVATE4-DAYODLY +PReFeRReD CLient +ROKBOTTOMPRICESFinALReDUCTiONSSALe +3%OFF! +heinofLOWRicesYouCAntoeCt +MASCINITALYPURS +CASAmEReBLNT +158 +WooiSuits: +TOPSOATS +#1287 +DPERRYLUsLAnRin +LEATHERSALRETS +AGRPETER +KORSUROYSUACS! +SANSATELTDRESSSLACRSS +FREEBOsuS:wineinFsBownThePURinsTes-Sh! +FReE Bonos +GARNTBAGIT +ANTPURCLAE +*anuay19 + +Gage Menswear’s sales letter printed inside the BROWN BAG mailing. You can see this in full color when you claim your FREE CD of all of the exhibits in this book by using the form on page 312. + +On here you find all sorts of information personalizing it (preferred client), giving a deadline (4-day only), and making an offer (73 percent off!!!). Plus there are many details about specific merchandise and the deadline is repeated, but then, at the bottom, is a hand-drawn coupon for a FREE BONUS of a zippered garment bag with a little sketch of the bag next to it. + +So, this brown paper bag I sent in the mail to get attention includes a coupon for a garment bag that I am using to get attention. Synchronicity squared! + +film processing mailer + +You’ve got to give a reason why you are doing anything. That’s how OUTRAGEOUS becomes OUTRAGEOUSLY believable. + +So I came up with this great idea for sending out a pretend envelope for film processing and then explaining why I did it. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00090.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Convenient Film Processing +LM DEVELOPING +PRCE +HOUR +HLARGWENT +EHIO +As Iwns haking +myfiinintha +ofhrdey to get +it devepr,Iwrs +E002 +Cwid +dtgive +ClientsVhatthay +wAntThen1 +ont(snside) + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00091.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +insiele whut / have +rnohJgomp +NoT trying to +This is te +HOUR +DEVELOPING +jooh +Wnteon. + +FRONT AND BACK of Gage Menswear’s FILM DEVELOPING mailing. You can see this in full color when you claim your FREE CD of all of the exhibits in this book by using the form on page 312. + +As you can see, I hint that I came up with the idea I am about to present as I was taking my film to get developed. I put this on the front of the film development envelope in handwriting. And that’s the hint. + +But there’s one more thing on this envelope that you notice. It’s an extra. It’s a premium. It’s a circled note up on the right-hand side that says: + +“FREE 35 mm CAMERA inside” + +So, unlike other regular mail, this OUTRAGEOUS piece demands that you look inside. + +And inside, you find this. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00092.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +WHAM' (ALigt Banb huatoE) +Imeanietaun.MueinestemCanSiyeatRstpintfesteyintTAtYev +SePeennenuntiSuntsstTevCansetaFlesrn'sSuitfeartoyrn'ssittiA +ItintyeyuAemttoAtSsisTugAnAPArineSASepMpAyeuuE,YeuPtAant +turevttus incesifet Corctunity! +Gorye/ +Sust fetvt An> engy RcyM yewAs Apmrao Wkrt Ar scirete eit +Gony82 +[mantTtvteherist CoektfereatMu.msce>stufy eets"snhptrip +REE +55mm +Lomera] +HRey! +RLAAA +Gaoe +ENDSJUNE(S丛/ + +Gage Menswear’s sales letter printed inside the FILM DEVELOPING mailing. You can see this in full color when you claim your FREE CD of all of the exhibits in this book by using the form on page 312. + +I give an explanation of how I discovered a two-prints-for-one deal and thought that it would work for suits or for sport coats. And this offer of a premium has a different incentive-laden twist in that it is given WITH A PURCHASE!!! + +On the coupon, “FREE” is in big letters and “with suit or sport coat purchase” is in smaller letters. That was for the customer’s sake. In my mind, and in yours when you run such a sale fueled by a premium, the words “with a purchase” will be in bold. + +premiums as part of more than one offer + +When in doubt, pile it on. + +That’s the rule in so much of OUTRAGEOUS advertising, and it works as well with premiums as it does with everything else. OUTRAGEOUS advertising really does produce OUTRAGEOUS results. + +And what’s more OUTRAGEOUS than piling a premium on top of a discount for merchandise on top of a discount on gift certificates? I believe in the saying “the better the offer, the better the response.” And I also believe that the better you tease, the more they read. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00093.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Discover 3 MORE +reasons why our +competition hates vs +MORE THAN EVER +this Holiday. +LOOKINSIDE + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00094.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Gage +Frt Cans Met +PAID +200 W, Bolimsore Street Bolimore, MD 21201 +No wonder our +competition +hates us! +But you're going to loveus! +FREEHOLIDAY +QIFTOFFERIWSIDE! + +FRONT AND BACK of Gage Menswear’s HOLIDAY POSTCARD mailing. You can see this in full color when you claim your FREE CD of all of the exhibits in this book by using the form on page 312. + +By putting a silly image of myself on the card, I attracted attention, not to mention with a headline like: + +Discover three MORE reasons why our competition hates us MORE THAN EVER this holiday! + +That is a classic marketing headline that is sure to stir curiosity. Combined with my silly image, you are compelled to look inside. And just in case you are not, on the back is a circled reminder that a free gift offer is inside. + +And inside is a repeat of the headline written on the postcard (headlines come in many different forms, see chapter 5) of three more reasons why our competition hates us. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00095.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +3 more reasons why our competition +hatesus EvENMOREattheholidays, +By now you are aware that Gage has the LOWEST PBICES IN IOWNIt Over the last 90-days not one +client has come forth finding befter prices anywhere in town. Thaf's great news, but the best news +is that this Holiday season, even our lowest prices arent low enough for you -- a Vi.P.client, That's +right, you are one ot out. best clients and to thank you we want you to even SAVE MORE) +Take advantage of these extra savings before December 24th. +VLR. +FREE +The more yov bug the wore gov sae +Bonus +#2 +Bonus +SAVE10.,*20.,even*60.00 +Pair of +#1 +Designer +SAVE +$10.00 +On Any Purchate ot $100.00 io S199.99 ureen +Socks +$20.00 +On Arny Puchate ot $200.00 $299.99 9(3e +$60.00 +OnAnyPurdhaitor$300.00orMonel sco0c +Wah any purchase. +urhasrs cr preosa 1yiways Expm 0/24/t3 +A $9.00 vaiue. Limt one per +Chenit, whae tupies lat +Expres 12/24/00 +For V.I.P.ClientsOnly! +ive the gift that fits all... +#3 +20%0ffGiftCertificates +Buy as many as you want, in any denomination you want +Get Certtcates are vhtion Pyrchates made aher Jruary 2, 2004. O5er eopes 2/2/93. txuan48 +Gage +Downtown Across froem the Ist Mariner Arena +410-727-0763 Mon-Sat 9 to 6 & Sunday tt to 4 +200 W. Baitimore Street +Owings Mits in Valley Centre +410-581835t Mon-Sat 10 fo 9&.Sunday 12 to 5 +9616 Reisterstown Road +SINGES46 +Baltimore's World Clas +Men'sStores +www.gagemenswear.com +Join our Repeat Reisards program and save every time you shop + +Gage Menswear’s off er printed inside the HOLIDAY MAILING postcard. You can see this in full color when you claim your FREE CD of all of the exhibits in this book by using the form on page 312. + +And the payoff is that those three reasons are coupons! + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00096.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Coupon #1 is to save on merchandise,and it even +offers three different options to save depending on +how much is purchased. Again, I stress that customers +loveoptions. +Coupon #2 is for a free designer pair of socks wITH +ANYPURCHASE!!! +Coupon #3 is for a discount off of gift certificates. +This coupon is,if the new customer likes you, the +gift that keeps on giving... to you in terms of long- +term sales. + +Look again at the offer and you can see that it is compelling because there is so much to it. You may not even know my store and you may have never been in Baltimore, but because of how I present this, I bet you wish you could have profited from this offer! + +And as the retailer, I certainly profited from this offer. In fact, once I learned about the “power of the premium,” I used them as many times as I could. + +Premiums to Increase Referrals + +Premiums can be used in more than just direct mail. They can and should be used in every media. + +For example, several years ago I consulted with a client who was a dentist. He asked me for some advice in order to stimulate more referrals to his office. + +After a bit of thought, I realized that perhaps the best time to stimulate referrals from his existing patients was when they were in the midst of having a dental procedure. + +Think about it. When you’re sitting in a dental chair and your dentist or his hygienist has his or her hands in your mouth, you can’t move. + +So in each operatory, I strategically placed a large sign on the wall where patients would have to stare at it the entire time they’re in the chair. The sign would encourage them to refer their friends and family members to the dentist’s office. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00097.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +ear Patient riend.. +Agood dental practice doesn't just happen. +Wehavetoconstantlyworkhardtoprovide +you with thefinest state-of-the-art care +you deserve. +We are trulygratefulforthe waymanypatients +showtheirtrustandconfidencein ourstaffby +sending their friends and familyto us for +dental treatment. +As a token ofourappreciation,please select +any one ofthegifts belowforeach newpatient +yourefer. +Sincerely, +SiradtGSkateDDSaadShut +PSBythewayweresenespecial timescachweckjustocareferac +puticntsredferred to usby ourfricnds Me you, + +Dr. Ed Shaivitz’s REFERRAL SIGN in his operatories. You can see this in full color when you claim your FREE CD of all of the exhibits in this book by using the form on page 312. + +Beneath the sign, I had a shelf installed with three gifts displayed on it. Patients could choose from: + +1. a vibrating toothbrush ($97 value); + +2. an exam, x-rays, and cleaning ($150 value); + +3. a $50 gift certificate to a local Italian restaurant. + +You shouldn’t be surprised to hear that more people requested the certificate to the Italian restaurant than the other two premiums combined even though each of the other gifts had a much higher value. + +You also shouldn’t be surprised to hear that these signs tripled the referrals that patients sent to his office (and continue to do so today). + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00026.jpeg] +[No readable text recognized; consult the extracted image asset.] + +Sizzling Outrageous Summation + +1) Premiums increase response by as much as 30 percent. + +2) Perceived value of premiums is important, so make sure you tell prospects the value and show a photo with a description. + +3) Giving people a choice of premiums typically will increase response. + +4) Connecting premiums to your campaign strengthens your message. + +5) Use premiums in your OUTRAGEOUS advertising every chance you get. diff --git a/library/Outrageous Advertising That's Outrageously Successful/Chapter-09-Reminding-Sequentially-Until-They-Buy/Chapter-09-source-text.md b/library/Outrageous Advertising That's Outrageously Successful/Chapter-09-Reminding-Sequentially-Until-They-Buy/Chapter-09-source-text.md new file mode 100644 index 0000000..c7fa62d --- /dev/null +++ b/library/Outrageous Advertising That's Outrageously Successful/Chapter-09-Reminding-Sequentially-Until-They-Buy/Chapter-09-source-text.md @@ -0,0 +1,654 @@ +# Outrageous Advertising That's Outrageously Successful — Chapter-09: Reminding Sequentially Until They Buy +- **Source**: /library/Outrageous Advertising That's Outrageously Successful/source-file.epub +- **EPUB items**: text/part0016.html +- **Image note**: Embedded images were extracted to the book's images folder; OCR is included beside image markers when text was recognized. + +--- + + +OUTRAGEOUS ADVERTISING that’s outrageously successful + +9) Reminding Sequent Until They Buy + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00008.jpeg] +[No readable text recognized; consult the extracted image asset.] + +Remembering to shop at your business might not be on the top of all your customers’ to-do lists. + +In fact, chances are, you’ve lost some customers. People simply disappear for many reasons. + +These customers have purchased from you before, but for one reason or another, they haven’t been back. Why not? Where did they go? + +Here are the main reasons that people don’t continue to do business with you (in NO particular order): + +• They moved away, and it’s no longer convenient to do business with you. + +• They had a bad experience. + +• They’re “price shoppers” and found someone who provides a lower price for the same product or service. + +• They no longer need your product or service. + +But the number-one reason that people stop doing business with you is … THEY FORGET. + +It’s funny, but it’s not. In fact, it’s downright sad. Most businesses forget that it is not the job of the customer to remember that their business exists. And so the customers disappear because they forget that the business is still around. + +These are people whom I call “lost customers”—previous customers who have not returned to your business within the period of time that you think they should. + +For example, in my menswear stores, we identified lost customers as people who did not return within six months. Restaurants might identify lost customers as those who don’t return within three months. An optometrist might identify a lost patient as someone who doesn’t return every year. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00017.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +ATTLVING +OUTRAGEOUS +ADVEISING + +OUTRAGEOUS exercise + +Identify when someone becomes a lost customer of your specific business category. + +Yet the truth is that a lost customer is just someone who hasn’t been reminded enough times. That’s right. Lost customers need to be reminded, and not just with a campaign that says, “Remember us?” + +I am suggesting a step-by-step campaign to get to these specific customers until, finally, you have broken down as many barriers as you can. + +Usually, it takes three or four steps … but it’s worth it! + +learn to think differently + +Part of the secret to successful OUTRAGEOUS advertising is simply to learn to think differently. This happened to me, as I wrote in the preface, when I attended a marketing seminar for which Dan Kennedy was one of the speakers. + +One of the things that Dan talked about that day was the concept of sequencing—sending more than one advertising message to customers over a series of time. When I first heard of this concept, my jaw dropped. It made perfect logical sense. + +Not everyone thought so. My father, for instance, was still involved in the family business at the time, and I came back from that seminar and told him about the idea of mailing an offer two weeks apart to the same person. The second piece of mail would go to anyone who didn’t respond to the first, I told my father. + +“You’re crazy,” said my father. “Why would you want to waste money on people who didn’t respond the first time?” + +Crazy? + +No, more like understanding human nature. After all, everyone is a procrastinator. + +increase results… double your response! + +Whatever response you get in one mailing (or ad of any kind), you will double in three mailings. And usually, you do better than that. + +It’s actually simple. A lot of people will put you in the “maybe later” pile as discussed in chapter 2. And even though you’ve made it into that pile, you will often disappear along with everything else in that “maybe later” pile because people are busy. Remember, it’s not their job to remember your business. + +But by reminding them, you become more than a blip on their radar screen. You recapture their interest. + +Of course, doubling your response is only really helpful if your initial response to the first advertisement was significant. After all, zero times two equals zero. Or as Dan Kennedy says: “YOU CAN’T MULTIPLY ZEROS.” + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +If you are doing good marketing and not getting a good response, it lets you know you have problems elsewhere in your business—most likely with products, pricing, or service. + +There are things to weigh before moving forward. Typically, a sequential campaign is worth it, but you do have to do the math. It depends on the transaction size you are getting versus the cost of continuing a campaign, plus the size of the initial response. + +The mechanics of proceeding forward basically begin with a test. Trying a campaign on a core group of 500 customers will usually tell you if the OUTRAGEOUS idea you are implementing is working. From there you can expand to the entirety of your mailing list. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +Clean and update your customer list often. About 18 percent of the American population moves every year. Your customer list needs to be current in order to accurately judge results. + +Once you have determined that an initial mailing is effective, you can implement the sequential portion of the campaign. This means that about ten days to two weeks later, the customers who didn’t respond to the first mailing get another reminder. + +dean killingbeck’s cold birthday mailing + +Dean Killingbeck is a former sales representative to the home and garden store industry. He is a Glazer-Kennedy member, one of our independent business advisors in Michigan, and a master marketer in his own right. + +And Dean was once consulting for a restaurant when he came up with an idea of buying a list of birthdays for all women from the ages of thirty-five to sixty-five in a certain geographic area around the restaurant. + +Dean merged a lot of things together in this campaign, giving it a definite theme and look—starting right off with the stamp on the first envelope. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00098.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +M.T.JonLS +24223JfurSonAN +BIRTHDAY +St.ClairShovuS,M48080 +2195 +SauntClaurShoviS,MI48080-2622 + +Dean Killingbeck’s birthday envelope. You can see this in full color when you claim your FREE CD of all of the exhibits in this book by using the form on page 312. + +And then inside the envelope is a letter wishing a happy birthday and offering a free birthday meal. The letter uses all the essential elements and throws in extras like testimonials, personalization, and double readership. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00099.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +HappyBirthday +Amanda Adcock!! +GetaFREEBirthdayDinnerwith +AbsolutelyNoStringsAttached! +Happy Birthday Amanda, +Aspecialfficodofoutoldusir'syourbinbdytismoothaodtobelpyoucelebrate, wearebuyingyou +dinnert Just bring in the enclosed FREE entrte gift certificate valued to S6.95on or before December 31st +and use it any way you want It's your tirtbday and you deserve to be a VIP on your special day so come +and celetrate with us at The Brunchery Restaurant and Caterisg- +Tbrela'anycatchUse yourFREES6.95emregifcerticateamy timeeforeDecembr3stwih +What's the Catch and Why Are We Doing This? +abselstely_eo_srinasattashol +birthdays. It's a very happy and festive time and boy do we like happy peoplel! +We are doing this because we love people to come in and celebrate their +The Brunchey Resturant and Catecringhas hoensening the Tampe Bay areasine 198S.Wehave +What Makes Us So Special? +Brunch" by South Tampa News, and -Best of South Tampa" by Reader's Cholce Poll, However, wben we +recehed sumerous awards and acolades, incloding"Best for Breakfast"by the Tamgpa Tribune,-Best +were asked by the White House to cater.when President Bosh came to the Tampa Bay area. that was our +you've never tasted atything like this beforet Thick Texs toast with our special cream cheese sauce, +biggest compliment, One of our specialties is our Signature French Toast, which is so decadent, we bet +Cheese Crepes are a featured delicacy at food sbows, catering events and a favorite of tourists and locals +fresh strawberies,bananas,stivered almondsall topped with powdered sugat.Also,ourCrab & Cream +alike. -Not is the mood for breakfast? We also offer sadads, soups, sandwicbes and burgers. +TiceientfoodFrieullyheiphidoneeeasilydaMeduringlanchhour.ConnieDas +Here'sWhat Some Of Our Guests Had To Say? +“Great tbof and savol Defntey a fisorte piaoe fy dishg' Aian Rcrdst +Simply bring in your git ceriflcate and choose one of cur many popular dishes ce our memuWhutever +ClaimingyourFREE BirthdayDinner is Easy. +your craving, we are sure to satisfy your appetine here at The Brunchery Restaunant and Catering +come on ie, celebrate your birtbday with us, and expect to be impressed! +Looking forward to celcbrating with yout +ongpryEliot +Gregory Elliot, Owner +PS, Bring ls your enclosed FREEEntrde Gift Cerificate, valued to S6.95, anytime on or before December +31, 2006.No cos, no obligifioe to buy anything se.Justenjoy yourself +Tampa, FL33618-1608 +TheBrunchery +15706 Dale Mabry Hwy N +www.brunchery.com +Phone (813) 964-8143 + +Dean Killingbeck’s birthday letter. You can see this in full color when you claim your FREE CD of all of the exhibits in this book by using the form on page 312. + +But then, if the person still doesn’t come in for the free meal, a second attempt is made with a funny postcard featuring a baby with cake all over its face. On the back of the card is a gift certificate—a reminder again that this offer is one he or she should try to remember! + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00100.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Alan...WeMissedYouOnYourBirthdayil +ThisisyourLast +Chancetogeta +FREE +BirthdayDinner +worth$14.00! +Hurry,thisoffer +expires +10/31/06!! +We're really upset you didn't celebrate your birthday with us! + +Dean Killingbeck’s birthday postcard. You can see this in full color when you claim your FREE CD of all of the exhibits in this book by using the form on page 312. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00023.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS resource + +Dean Killingbeck’s company, New Customers Now, can manage the entire campaign for you to acquire new customers by buying birthday lists of your ideal prospects and mailing them out a sequence to attract them to your business using “Bill Glazer style” OUTRAGEOUS advertising. You can contact his company at www.Bill.NewCustomersNowMarketing.com. + +connecting the dots + +When you run a sequential campaign, you as the OUTRAGEOUS advertiser need to connect the dots. One thing needs to refer back to another, reminding the customer that “We’ve mailed you this offer once before.” + +Tying this together is an essential element for a sequential campaign to work. There are a number of creative ways to do this, as I will illustrate in the upcoming examples. But the overall point is that each step of the sequence must be tied together. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +The time between steps of a sequential campaign can vary significantly within this limit: typically never more than fourteen days apart. From fourteen days apart to a day apart can work in certain steps of any campaign. + +In a sequential campaign, you are reaching out to customers who have already seen step one. So it is important to tie step two to step one and, while referring back to step one, give a REASON WHY you are sending this again. Customers are smart and perceptive, and yet suggestible. + +farmers & merchants bank campaign + +How’s this for OUTRAGEOUS—a bank sending you a bank deposit bag in the mail as I showed you in chapter 8 when I used it to illustrate premiums. + +The bag itself, besides being an OUTRAGEOUS way to get a sales letter into the hands of the customer, is the very beginning of getting this message of who exactly sent this to the customer. + +And so with that, step one of the sequential campaign was complete, and quite successful. But the bank was not finished yet. + +A second mailing was then sent out connecting the dots to the first mailing of the bank bag. This mailing was a clear plastic bag full of shredded money, and another detailed sales letter. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00101.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +BusinessOwnerAtRylandHomes +WhyIsTheSameBankManagerWho +SentYouoetterInABankDepositBag +No. +Nesass Amr le +&MerchantsBankin Owings +ranchwe strive totreat you +FourBame +petonybecasa +Sonethingthityoucaniowithebgbaas +-yrmipog.TeBocyFad +icyoulixcccondtimeandsendyou somereal shreddedmoncyfortworeasce + +Farmers & Merchants Bank Shredded Money Mailing. You can see this in full color when you claim your FREE CD of all of the exhibits in this book by using the form on page 312. + +The letter was of the same design as the letter in the bank deposit bag, with an updated headline connecting the dots of the campaign and again asking and then answering the obvious question: + +“Why Is The Same Bank Manager Who Sent You A Letter In A Bank Deposit Bag Now Sending You A Bag Of Shredded Money?” + +Immediately “reason why” copy is hinted at; the dots are connected; and the campaign reminds the customers that they’ve seen something like this before. This is important because it triggers that “maybe later” memory that you are trying to access and turn into “I want this.” + +Finally, the third mailing was a pop-up envelope that again connected the dots and was OUTRAGEOUS in its own way. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00102.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +LASTCHANCE... +To Join Hundreds Of BusinessOwners InThe +OwingsMillsAreaAndClaimYourFREEGift +BeforeSeptember6thAsMySHAMELESSBRIBE!! +Rachel +BGregoryMcNeal +aall. +LiftFlaeWithCare! + +Farmers & Merchants Bank Pop-Up Envelope. You can see this in full color when you claim your FREE CD of all of the exhibits in this book by using the form on page 312. + +This had a coupon for one of the six premiums actually attached to the inside flap of the envelope. This made it so that as soon as you opened it, without even reaching inside, you had access to the coupon. + +As you can see, the bank followed up three times to create a very successful campaign in order to attract new customers. And I can tell you that if they just sent out one mailing, the results they achieved wouldn’t have been nearly as good. + +how many in the sequence? + +The idea of doubling your response in three mailings is obviously intriguing. + +But why stop there? + +Why indeed! In fact, I have used up to fourteen steps in my sequential marketing to promote my Platinum Business Building Marketing System (bgsmarketing.com) through the years—although I did scale that campaign back to a mere nine steps. In other words, keep going until it doesn’t work anymore. Some people just need to be reminded a lot or until they are finally ready to buy. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +If each step in your sequence is profitable, you should keep going until the last step no longer pays off. + +diversity leads to stability + +There are lots of ways to put together a sequence. And there is different media—various ways to time and sequence things together. + +If you remember, Yanik Silver’s “Save Yanik’s Marriage” campaign started with an e-mail, and it directed you to a Web page. + +So for instance, you can start with a piece of mail and then follow it with a phone message and an e-mail. Each is a different media. The reason to do this is that every one of your customers has different media habits, but if you reach into enough different media formats, you are going to find them. + +And then, by using sequential reminders to refer back to previous media messages, the dots will be connected to the point where the customer finally gives in and says, “I really have to go do business with these people.” + +thanksgiving sequence + +Have you ever received a holiday card in December from a business? Of course, you have received a bunch of these through the years—competing with personal holiday greeting cards from friends and family. + +Are holiday cards in December easy to ignore? + +YES! + +Does sending a holiday card in December resemble something OUTRAGEOUS? + +NO!!! + +But … + +What if you sent a greeting card at another time of year, when no one else is sending them? + +Well, I have a solution. I send out Thanksgiving greeting cards. After all, what better time to send out a greeting card to one of your best customers/clients/patients than Thanksgiving, the holiday when we give thanks. And besides, very few people send out Thanksgiving cards, so you won’t be lost in the clutter of cards. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00103.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Ittakestimeandeffort +togrowagreatbusiness +relationship.I'm grateful +for the part you've played +ingrowingours, +Happy Thanksgiving! +EATHAM +(Your company's personalization +here.Maximum 45 letters +and spaces per line.) + +Front And Inside Message Of Thanksgiving Greeting Card. You can see this in full color when you claim your FREE CD of all of the exhibits in this book by using the form on page 312. + +Check it out: A turkey with a sign that says “Eat Ham.” Now that’s funny, OUTRAGEOUS, and it gets attention! + +I started doing this at my menswear store, and I discovered that when you pick a different holiday to send out greeting cards, the cards you send actually get attention. And sending a Thanksgiving card gives you built-in “reason why” copy—you can thank your customers. + +Plus, sending a Thanksgiving card has an extra bonus of arriving the week of the busiest shopping day of the year—the day after Thanksgiving. All those people are shopping anyway. They may as well think of your business! After all, the best time to target people is when they already are in the mood to buy. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00023.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS resource + +The Thanksgiving greeting card promotion works great for every type of business including professional practices, B2B, service businesses, retail, sales organizations, restaurants, etc., etc. + +If you are interested in getting these cards to send from your own business, call BGS Marketing at 1-800-545-0414 and leave a message. A customer service representative will return your call within forty-eight hours Monday-Friday. + +But a Thanksgiving card was only part of a quick multi-media campaign. + +The card itself is typically sent out on a Saturday so that it arrives at the customer’s house on Tuesday before Thanksgiving. Inside the card is an insert telling the reader to … + +PLEASE OPEN THIS IMMEDIATELY + +(EVEN BEFORE YOU PLACE THIS THANKSGIVING CARD ON DISPLAY) + +As you can imagine, the recipient is so curious with the above message that he or she opens it up immediately, and inside is a special incentive to do business with you. + +But that is just step one of maximizing this Thanksgiving weekend promotion. For the first five years I used these cards, I stopped at the first step. And then one year, after hearing Reid Hoisington, a marketer to the mortgage industry, at one of Dan Kennedy’s Mastermind meetings, talk about voice mail, I added a couple extra steps. + +On Wednesday, before Thanksgiving, I left a voice mail on the customer’s answering machine. This is the same customer who received the Thanksgiving greeting card, and now I was wishing him or her a nice holiday and reminding him or her of the offer on the insert that accompanied the card. + +Thanksgiving Greeting Card Voice Broadcast Script: + +Hi, this is (your name), owner of (name of your store). I hope by now you’ve received the Thanksgiving card we sent you. I really appreciate your business. As a way of showing our thanks, don’t forget to bring in the enclosed Special Certificate for our Customer Appreciation Days this Friday, Saturday, Sunday, and Monday. + +Remember, as a preferred (name of your store) client, you are eligible for up to 18 percent off your purchase, and if you bring a friend or relative, I’ll give you both a full 20 percent off your purchases. + +Again, Customer Appreciation Days are this Friday through Monday only. If you have any questions, please call us at (your phone number). By the way, if you lost your certificate, just mention codeword TURKEY and I’ll give you another one in the store. + +On behalf of the entire (name of your store) family, I hope you and yours have a safe and happy Thanksgiving! + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00023.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS resource + +Below are the names of a couple companies you can contact to provide voice broadcast for your company: + +• AMS at http://www.automatedmarketingsolutions.com/broadcasting + +• Arch Telecom at http://archtelecom.com/products/voice_broadcast/index.asp + +When an answering machine picked up, my voice, sounding as if I called this machine myself, was on the line. And later, when I was in the store during the sale, many people actually came up to me and remarked how nice it was for me to call them and remind them of this sale. + +Plus—the best part—adding step two in a different media to the sequence increased response to 92 percent! + +what i did in 2000; taking advantage of a news event + +Thanksgiving in the year 2000 was an interesting time in the USA. If anyone remembers, there was a very tight presidential election that year, and by Thanksgiving, the race between George W. Bush and Al Gore had still not been decided because they were recounting the votes in Florida. + +So that year I added a twist to the voice broadcast as part of the sequential campaign featuring a celebrity impersonator voice delivering a message from President Bill Clinton. + +Bill Clinton impersonator voice broadcast script. You can hear this and other r ecordings mentioned in this book when you request the free OUTRAGEOUS CD-ROM. + +Bill Clinton Impersonator + +Hi there. This is NOT your president. But the president of Gage Menswear, Bill Glazer, asked me to give you a call to tell one important thing: Happy Thanksgiving to you and your family and friends. I’m sure by now that you’ve received the holiday card Gage Menswear sent you. You know, they feel your pain when it comes to paying way too much for great men’s clothing. So this Friday, they’re kicking off their customer appreciation event, and with the coupon Bill sent you inside your card, you can save up to 20 percent off your entire purchase. And, get a free large display calculator, valued at $20. Wish I had one of those for the Oval Office. If you can’t find your coupon, don’t worry; just come into either store and say the code word “Bubba” and they’ll give you one free. On behalf of everyone at Gage, have a wonderful holiday tomorrow, and they’ll see you Friday through Monday at Gage Menswear. + +WOW! This twist increased response another 21 percent over the previous year! + +Since this was so much fun, the next year I delivered a message from an Arnold Schwarzenegger impersonator as Governor Terminator. + +Arnold Schwarzenegger impersonator voice broadcast script. You can hear this and other recordings mentioned in this book when you request the free OUTRAGEOUS CD-ROM. + +Arnold Impersonator + +Hello, this is Arnold from California. You know, Governor Terminator? I’m checking in again to make sure you had a wonderful Thanksgiving and to remind you that it’s imperative that your plans for this weekend include getting over to Gage Menswear. Bill Glazer is making a Herculean effort to stimulate the economy by lowering all his prices. In addition, he is giving nineteen dollars and forty-six cents toward any purchase, free, no strings attached from now until Monday. This will terminate shopping debt. Don’t forget a terrific holiday gift suggestion from my lovely wife, Maria—Gage gift certificates. Stop into Gage and bring the money-saving certificate. You might even see me. They have my size and yours too. Don’t forget to pick up your two free gifts. Just use the code word “Terminator.” The locations are excellent—downtown and Owings Mills. I’ll be back, at Gage Menswear. They are open all weekend. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00023.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS resource + +Contact Mike DeJesus for hundreds of famous voice impersonations at mhaze993@aol.com or (413)297-3676 or (413)562-1566. + +In later years I also added e-mail marketing as a step in the Thanksgiving greeting card promotion, which not only added another media (diversity leads to stability) but also increased overall response. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00104.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Bill Glarer +Cage Wersesartrc,SoeGdeveicpetoeing cor +ont +Tundny.Noveeber20.3001425P +Thanksgiving Weekend Savings at Gage +As our holidoy gift of Thanks to you, Gage Menswear is letting +YOU decide bow much you save for 4 days ontyl Have a safe +Coupon: +For4daysonly,November +23,24,25&26,2001,you +selectwhich level of +savings you want: +up to $150. +Bronze level: 17% OFF.your entire purchase +Silver level: 20% Orf your entire purchase cf +Gaoe +$151-$250. +Gold level:25% OFFyour eetire purchase of +Platinum level: Wnopping 30% OFF1Simply +$251-$600. +bring in a friend or relative to Gage and we'll +your purchasest, And, no minimum purchase +giveyouahuge30%discount onBOTH of +required! +Peasepsntoust this Coupen and tring mte ether Gape +Caipen Vald: tiow. 23g - 2tta (nly. +locationd +200 w, Bettinore Sereel, atross bon the Baftmorr +Arera +Valiey Centre st 9516Reisterstonn Read m Owgn + +Gage Menswear’s Thanksgiving greeting cards e-mail reminder. + +specifically targeting lost customers + +Every business has lost customers, and you should NOT ignore them. The fact is they are the third easiest customers to sell—only third to + +1) active customers; + +2) referrals. + +Once again, lost customers are customers who have bought from you in the past but have NOT come back in the amount of time that you would have expected. + +So what do you do? + +Well, the first thing you want to do is make sure your customer list is clean and up to date. Then you want to let them know they are lost and you miss seeing them. Remember it’s not the job of the customer to remember you. It’s your job to remind them of the products and services you provide. + +The second step is to place these customers into a sequential campaign because lost customers typically take a little more work in order to get them to return. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +The first step in pursuing lost customers is to be sure your customer list is clean and up to date. + +For example, let me show you the four-step sequence that I used in my menswear stores in order to attract back lost customers. In fact, this campaign never delivered less than 13 percent of these customers back to my store. + +I’m not sure if you’re impressed with this 13 percent statistic, but you should be. The 13 percent represented hundreds of thousands of dollars in “lost” revenue each year, and it also represented a return of hundreds of customers that we would have otherwise lost for good. + +the gage lost customer campaign + +At my menswear store, we tested several lost customer campaigns throughout the years and found that a four-step campaign, which included three oversized postcards and a voice broadcast, was the winner. + +The first oversized postcard had a picture of a dangling carrot on it. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00105.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +We ReALLy Do miss You! +FREE$10.00GageGiftCertificate +lteverdoublesto$20wl +thyoutpurchaseor5100ctmorearid +triples to S60 wth +cuechaseotS200ormorwl +Gage +Harws 3 Raasons Why Our Conpetition Hates Us +But You're Gioing To Love Us +TIURLEYOUITMONEY BACK GUARANTEEVI +HahineviWiwCeo +An) Steres +ZWORDCLASSSERVICE +Sidefor FEE +SeeOther +Gat Carsificate +OfferExpiresApril25th +Steve +Gage +We miss you! +Free$1000 +Junt toGetYou Started! +FREE +Repeat Bewaris +Pregran +&SaveMore +Erery Tine Yeu Shog! + +Gage Menswear’s step #1, front and back of the lost customer “dangling carrot” postcard. You can see this in full color when you claim your FREE CD of all of the exhibits in this book by using the form on page 312. + +And the message is clearly, with a handwritten headline, that We Miss You. + +The carrot is there as a visual way of telling them something is there for them. And immediately, there is “reason why” copy: “Our records indicate it’s been too long since you’ve visited Gage Menswear.” + +From there, you see an offer, a deadline, and—referring to that big carrot—an offer of a gift certificate that becomes a bigger discount when a purchase is made. + +And on the back of the postcard is the actual coupon. Plus there is handwritten personalization and the addresses of the stores and other pertinent information. + +And that was the first mail in the campaign. + +But I learned that although response was pretty good on step one (about 4 percent) there were a lot more people to bring back if I continued. So I sent postcard number two, featuring a compass and a headline wondering if we should send out a search party … + +Immediately, the dots are connected with the first sentence that begins, “A few weeks ago, we mailed you …” + +And the second sentence—giving a reason why—begins, “Well in case you misplaced it, here’s another one …” + +And the compass replaces the carrot, but the offer remains the same, and the deadline is moved, and you are urged to flip the card over. + +This time, the back also has personalization—but with typewritten easiest-to-read font and a big coupon. The layout should look familiar—again connecting the dots. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00106.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Shall we send out the +Gage +SEARCH PARTY? +Afew.wseis ago,we maledyouaFREES10.00Gage Gift Certificate +HtoisWel.utincaseyouminplacedhere'sanotteroneonrefip +more and triples to S6ewih you purchuse ofS200armorell +Here'3ReasonsWhyOurCompetition HatesUs +But You're Golog To Love U +I)TRIPLEYOURMONEYBACKGUARANTEE:IYONCOnfndEe +baywithcontdencetnowingyouegemingthebestpnce +ZiWORLDCLASSSERVICEWbeleveThreisplaCsfor +men'sstorePatxnowsyoutyrare,ieepoackofyourpurchases. +SeeOthr +OfferExpires +SideFerFREE +3)NEWSPRING2004ARRIVALS:SutsfromJoeghAbboud,Tulia +MaySth +Git Cernificate +andFratPhurm.Newand exciting dressandsportsiti.maden +ItalyShoeslomMstan andFrcell +Gage +We're Still Looking For You! +Frees1000 +JusttoGetYouStartedl +Doubles to.s2ewinyeurpsethaeotS100grmorel +TriplestosseweyourpunhaofF200.rmoorl +May Sth +LLLL +Minon M0 2111 +Jaie Cur +FREE +Bepeat Bewarts +Proga +1.0815001 en-Se 10 $s Sinbry thts+ +&SoreMorr +Every TimeYou Shop/ + +Gage Menswear’s step #2, front and back of the lost customer “compass” postcard. You can see this in full color when you claim your FREE CD of all of the exhibits in this book by using the form on page 312. + +Of course, by this point, it would be easy for most companies to just quit and give up the customer to the ether of lost commerce. But not all companies—and not my company! + +You see, I knew better. So before I quit, I told the customers I was going to quit. I sent them a “last chance” postcard that used “Last Chance” as a headline and then pictured a legal pad with the words “WE QUIT!” written on it. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00107.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Last Chance! +Here's3ReasonsWhy Our CompetitionHates Us +WE QUIT! +But You're Going To Love Us... +I)TRIPLEYOURMONEYBACK GUARANTEE:IfYOU.CIN +area, within 14-day, we' give you back three times the +find the sarme merchandise.for less anywNere in the Balimore +dffenence. Now you can buy with corfdence knowing vou're +'0oyd itoq o bugiao +2) WORLD CLASS SERVICE: We beleve tbeneis sia +pisce fot a men's store that knows.you by name, keeps trac; +of.your purchases, and lets yog know sbout special evenits +that weE sive you mohey. +3)NEWSPRING2004ARRIVALS: +Suits from Joseph Atiboudt, Talia and Phat +Pharm. New and exoitino. dress and spoit +Gage +See Orher +shtts, made in ttaly. Ssoes froen Mezlan +and Fratefi. +Side ForFREE +Gifr Certificate +OfferExpires May23rd +Ares Srann +STEVE +Gage +LAST CHANCE.. +Offer Expires May 23rd +Frees1000 +Justto GetYou Started! +Doubles to s20 with your purchase of $100 or movet +Triples to s0 wish your purohate ot $200 or more! +See Badbepr +Join Our +FREE +Repeat Rewards +Program +Owingt Mth ik iy Cane +& Save More +410-581-5351 Mon-Se 10 to 5 S Sondry 12 to S +Every Time You Shop! + +Gage Menswear’s step #3, front and back of the lost customer “We Quit” postcard. You can see this in full color when you claim your FREE CD of all of the exhibits in this book by using the form on page 312. + +Right under the “WE QUIT!” headline is “reason why” copy, starting with, “Twice before we mailed you …” + +And then, the offer again looks similar to the previous two postcards. And on the back is more personalization and “last chance” messaging, and then there is the same coupon as the previous two postcards. + +By then, for sure, others would have given up. Not me. Not this campaign! + +The fourth and final step was a voice mail from me, the owner. People like to hear from the owner, and, as the owner of Gage Menswear, I was always happy to send a voice mail. Especially because I knew even a final effort, using a different media, would still bring some response. + +Gage Menswear’s step #4, lost customer campaign voice broadcast script. You can hear this and other recordings mentioned in this book when you request the free OUTRAGEOUS CD-ROM. + +Hi, this is (owner/manager/key employee name) from (name of your store). We recently sent you three postcards with (your offer). We really do want you back as a customer. Please bring in your (offer) before (expiration date). If you can’t find your postcards, that’s okay. Simply come into the store and say codeword (codeword) and we’ll still give you (the offer). + +Looking forward to seeing you in (name of your store) before (expiration date)! + +As you can clearly see, this is a very smart strategy for any business, and you should put some thought into how you will structure your own lost customer campaign … but I URGE you to put one in place. + +Remember, these are the third easiest customers/clients/patients to sell, and the number-one reason why they probably haven’t continued to do business with you is they have simply forgotten to do so. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +If customers do not respond to a lost customer campaign, you should not forget about them. I’d suggest you put them through “at least” one more campaign in six months before you decide on finally removing them from your database. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00026.jpeg] +[No readable text recognized; consult the extracted image asset.] + +Sizzling Outrageous Summation + +1) Every business has lost customers. + +2) It is not your customers’ job to remember your business. It is your job to remind them about your products and services. + +3) If you run a sequential campaign to lost customers, you can double your response. + +4) Keep your customer list clean to best gauge results. + +5) A sequential campaign must connect the marketing; each step should refer to the previous ones. + +6) Run a sequence until it doesn’t work anymore. + +7) Diversity leads to stability: a sequence in more than one media is most effective. diff --git a/library/Outrageous Advertising That's Outrageously Successful/Chapter-10-Swiping-Ideas-And-Deploying-Them-Into-Your-Business/Chapter-10-source-text.md b/library/Outrageous Advertising That's Outrageously Successful/Chapter-10-Swiping-Ideas-And-Deploying-Them-Into-Your-Business/Chapter-10-source-text.md new file mode 100644 index 0000000..8efcfb4 --- /dev/null +++ b/library/Outrageous Advertising That's Outrageously Successful/Chapter-10-Swiping-Ideas-And-Deploying-Them-Into-Your-Business/Chapter-10-source-text.md @@ -0,0 +1,658 @@ +# Outrageous Advertising That's Outrageously Successful — Chapter-10: Swiping Ideas And Deploying Them Into Your Business +- **Source**: /library/Outrageous Advertising That's Outrageously Successful/source-file.epub +- **EPUB items**: text/part0017.html +- **Image note**: Embedded images were extracted to the book's images folder; OCR is included beside image markers when text was recognized. + +--- + + +OUTRAGEOUS ADVERTISING that’s outrageously successful + +10) Swiping Ideas And Deploying Them Into Your Business + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00008.jpeg] +[No readable text recognized; consult the extracted image asset.] + +One year, a friend of mine sent me a box of Omaha Steaks as a gift. They were great steaks, and every year since then, I have been on their mailing list. + +At the time of this particular story, I was operating my menswear stores. Omaha Steaks were selling steaks. What could I possibly learn from them? + +How about a great idea? See, shortly after I received the box of steaks as a gift, I got on Omaha Steaks’ mailing list and an envelope arrived from them in my pile of mail. + +Instead of just being an envelope, it was what I call a pop-up envelope, where there’s an actual coupon attached to the back of the flap in the inside. + +So, as soon as I opened up the envelope, the coupon popped up for savings on an order for more steaks. As soon as I saw this, I said to myself, “This is great. I don’t even have to hunt for an offer.” + +Then I immediately did something else. I called my printer and asked if there was any way that I could do this. Not for steaks, mind you. I was still selling menswear. I just wanted to copy the concept of a pop-up envelope. + +That’s right, my best ideas aren’t mine. They are borrowed. + +The phrase I use is “S&D” (swipe and deploy). The idea of S&D marketing is that every idea out there is fair game for me to take and adjust to use to my advantage. In fact, I encourage you to do that with everything in this book. + +Front + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00108.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +OMAHASTEAKS +YOURGOURMETGIFTCERTIFICATE +includes the following for S59.99: 4 (5 oz.) Filet Mignons, 4 (7 oz.),Top +Omala Steals, Irc + 10909 Jshe Gat Bivd: +P.0. Box 3300 Omaha, Ntoraska 68103 +Sirloins, 4 (4 oz.) Boneless Pork Chops, 2 (4%: oz,) Stufted Sole with +Gourmet Gift Certificate No.: LMC420 +Scallogs & Crabmeat, 8 (3 oz.) Gourmet Franks, 4 (4.oz.) +Burgers) and FREE copy,of the Good Life Guide Cookbook, +Gourmet Burgers,10 Portionsot Potatoes su Gratin (+6FREE +Valid Until: 4/26/04 +PAY TOTHE +PLUS... FREE6-PIECE CUTLERY SET, +ORDER OF: +BillGlazer +THE +ONEHUNDREDFORT +$144.81 +SUM OF: +HNU +Not Transferable - Not Redeemable For Cash +OWNER +for credit card orders. Give certificate number to get special discount. +This certificate also valid on phone orders, Call FREE 1-800-467-4745 +To order by mail, please use crder.form enclosed. + +Back + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00109.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Unlike Anything You've Ever Tasted +haCrfvsGrog,lnc +24047-M + +Front and back of Omaha Steaks’ pop-up envelope. You can see this in full color when you claim your FREE CD of many of the exhibits in this book by using the form on page 312. + +But here’s the right and ethical way to do this. Look outside your industry. The best ideas to S&D aren’t going to come from copying what your competitors are doing. And, in fact, doing so is actually unethical. Instead, find someone doing something else in another industry and see if you can make his or her ideas work for you. + +first, avoid unethical s&d + +Borrow, but don’t borrow exactly word for word. Remember the “deploy” part of S&D. + +In other words, if you are in the same business as I am and in the same market, do more than take my logo off of my advertisements and slap yours on. Copying in such a blatant fashion is unethical—and it will probably backfire, as customers in the same market could recognize the campaign from another business and punish you for it. + +Stealing the ideas of your direct competition is unethical even if the customers don’t call you on it. It’s just wrong. But even more, it’s not nearly as effective as importing and tweaking an idea from another industry. + +When you take an idea from anywhere, tweak the words a little—as you will be forced to do to ethically S&D in order to make it suit your business. + +the many sources of ethical s&d + +Look, S&D is ethical. I just had to warn you in that previous section not to steal directly from your direct competition. + +On the other hand, if an idea has worked somewhere else, it will probably work for you. Good ideas translate easily into a second use across industries, and once you learn this simple concept, you will realize that S&D is easy, ethical, and it works. + +So if you are going to swipe and deploy for your own business, where do you look to swipe? Well … everywhere! + +Your eyes should be open to everything and anything, and at least one compartment of your mind needs to be in a constant state of marketing. Stay interested, stay curious. Look at everything! + +the top three sources to s&d + +You can find ideas anywhere, but some places are naturally more fertile than others. And it doesn’t matter who you are or what business you are in, once you start looking in these three areas, you will find a wealth of ideas. + +#1 - Your Own Mailbox + +You are not the only business in the world that is trying to sell something. If you look around the world, you will see that you are inundated with sales messages. But you don’t even have to venture into the world to find what I think is the best source of great ideas: YOUR OWN MAILBOX. + +Of course, in order to find things in your own mailbox, you have to be sure to get to the mail before it is sorted and thrown out. You, like me, may not live alone. I am married, and my wife usually gets to the mail before me. + +And I believe that I am like most every other husband in America in that by the time I get to the mail, my wife has already been through it and sorted it. She has her own interpretation of A pile, B pile, and C pile. Some of it is important. Some of it we have no use for. And some is to be looked at later. + +Except … + +I have a use for ALL of it. + +You see, even if you have no interest in responding at all to an offer, it’s still worth carefully studying. It’s like having a mini-marketing lesson every day for FREE! + +You want to study: + +• What others are doing + +• How they are doing it + +• How they’re trying to grab your attention + +When something comes into your mailbox, even if it is a bad campaign, you can use it as an opportunity to observe and even learn. + +And sometimes, you just might see something that is great and be able to swipe and then deploy. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +Create your own swipe files of OUTRAGEOUS advertising as a resource to give you ideas for your next OUTRAGEOUSLY successful advertising campaign. + +#2 Referrals + +I’ll guarantee this will happen to you. Once you start using more and more OUTRAGEOUS advertising, people will remember you as the person who does OUTRAGEOUS advertising. + +Since people love this stuff, you will inevitably have something like fans—people who are on your side and love your advertising so much that they are actually on the lookout for similar, or at least interesting, advertising to show you. + +“Hey, you’ve got to see this,” they’ll say. + +The true magic of this type of advertising is that it is actually memorable and interesting and therefore noticeable, and since it is all of those things, you end up developing a sort of silent army of admirers who will speak up from time to time when they see something that they think may interest you. These people are a tremendous resource. + +It happens to me all the time. For instance, I have a friend who owns a local Ford dealership, and he recently sent me a terrific example of OUTRAGEOUS advertising that he received in the mail because he knew I would enjoy seeing it and perhaps want to S&D it. + +It was a tin box with a window in it that contained a pair of special glasses and a sheet of paper containing his own personal URL (with his name written in it) for him to type into the browser of his computer and look at while wearing the special glasses. + +When he typed in the URL, the Web site welcomed him and told him to put on the glasses to see the rest of the message. How cool is that?!?!?! + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00110.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Bruce, +>goto: +www.Reveal4me.com/BruceSchindler + +3-D sunglasses mailing. You can see this in full color when you claim your FREE CD of many of the exhibits in this book by using the form on page 312. + +Now I haven’t figured out yet how I will S&D this, but it immediately went into my special box where I keep all this stuff for future reference. You can bet that I’ll figure out a great use for this. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +Notify your friends that you are always on the lookout for OUTRAGEOUS advertising that grabs their attention and ask them to save it for you whenever they come across something. + +#3 – All Media + +Everything is fair game. + +Whenever you are exposed to any category of media, always pay attention. Don’t make the mistake of thinking that you can only S&D a direct mail idea for direct mail. + +Anything is fair game. You might see something while watching TV and say, “This is great; I’ve got to S&D this and figure out how to use it for an OUTRAGEOUS billboard.” + +So, if it’s a radio ad, don’t change the station. Same with a fax you receive in your office, or an Internet site. Even if you are not interested in what they are selling, pay attention to how they are selling it … especially if they’ve grabbed your attention by doing something OUTRAGEOUS. There’s a good chance that there’s something in this idea that you can use. + +There are amazing ideas out there just waiting for your S&D tweaks, and they are all over every imaginable media. All that you have to do is pay attention and you’ll see how fun and easy this is to do. + +example #1 - the crayon letter + +Sometimes you see an idea and you automatically know it’s great. This happened to me in December 2003 when I received Dan Kennedy’s No-BS Marketing letter highlighting a campaign sent out by one of his subscribers, Buffy Dupont, who worked with her husband at his auto repair shop. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00023.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS resource + +You can subscribe to a free two-month trial of Dan Kennedy’s No BS Marketing Letter and test-drive over $600 of marketing and money-making information at www.dankennedy.com. + +The campaign Buffy Dupont used with great success was a letter to customers from her seven-year-old daughter. + +It wasn’t just any letter. It was written in crayon. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00111.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +youre newhone +is Grocie.Will yoube +aod Ootly cun an honest +auto repane chep and ffs +rite doun theradI ve +talkel thin no ging +a free ikCHNoe +moneysaysTin Im + +Buffy Dupont’s Crayon Letter. You can see this in full color when you claim your FREE CD of many of the exhibits in this book by using the form on page 312. + +A letter written in different color crayons with words misspelled the way a seven-year-old child would write it, asking, “Would you like to come into my Daddy’s shop to get a free oil change?” was something that I noticed immediately. I knew it was a great idea, and I had to figure out a way to S&D it. + +But I also knew that, as executed, it was a great idea for Buffy Dupont. You see, she had a real seven-year-old daughter. This made it a believable letter. It had “reason why” copy—and an actual story of a real child behind it. + +At the time, I had an eighteen-year-old daughter and a twenty-one-year-old son. Obviously, their crayon days were long behind them. And they weren’t getting younger. + +But I knew there had to be a way to make it work, and then, when I realized how a simple twist could make it work, I was ready to spring into action. I knew better than to immediately disqualify such a good idea. There had to be a way. + +Sure, my son, Josh, was twenty-one. But … he wasn’t always twenty-one. + +And that was it. There it was—an idea was born, and Josh suddenly had written a crayon letter when he was six and he made me promise that when he graduated from college … well, check it out. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00112.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Joeh +Look +Glazer +1989 +Inzide +has something +foryoue + +Outside Of Josh Glazer’s Crayon Letter. You can see this in full color when you claim your FREE CD of many of the exhibits in this book by using the form on page 312. + +Tweaking this idea to make a crayon letter work for my twenty-one-year-old son was all it took to swipe this idea and deploy it into my own business. I actually did a lot more tweaking, but this tweak on the sales idea itself turned it into an original-enough piece to make it work for me. + +And on the inside is an actual photo of my twenty-one-year-old son and me standing together on his graduation day. And the letter itself is from “Josh Glazer’s proud Dad.” + +And you see immediately my “reason why” copy of “Making Good On The Promise I Made To My Son Over Fifteen Years Ago!” + +In the letter, I tell the story of the promise that I made to my son fifteen years earlier, which was the reason for the offer, and of course there was a deadline. + +Then continuing with the theme of the campaign, I include a coupon for a premium of a free umbrella, and I call this “Josh’s Gift To You.” + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00113.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +FronBill Glozer... +JoskGlazer'sproudDad! +I'mMakingGoodon The +PromiseIMadeToMySon +OverFifteenYearsAgo! +Ber Fred +LeteponorysyopydyroyfnlyaneMessesHea +MesiernorHoodSotdo +NidheTistGradntedAndNouW'sPayBackTrd +BuPOne-Get-One-FREESale +NowUntilJuneBk +ON EVERYTHNGIII +oreyouyf +ridedForefrytteeier +BlCAde,ore +Bonus- +FREE $ZO +Umbrella! +GFTSFORTOSBUTJEASAGFTFOROd +Gaoe +Deeten-2ieW,Bahimnry Somdt +OuinpMile91sRrhierstumRoed +410-581-5051MonSaL18to94San.17t05 + +Inside Of Josh Glazer’s Crayon Letter. You can see this in full color when you claim your FREE CD of many of the exhibits in this book by using the form on page 312. + +This campaign, which was a pure S&D endeavor inspired by Buffy Dupont’s letter, generated $23 in sales for every dollar we spent. Yes, crayons work wonders. + +example #2 - omaha steaks + +At the beginning of this chapter I began to tell the story of the pop-up envelope with a coupon on the back that I received from Omaha Steaks and how I had to call my printer to see if I could duplicate the idea. + +The truth is that I couldn’t duplicate the idea. Omaha Steaks is a huge company that sent out thousands of mailings, and their huge volume was the only way they could afford such an intricate mailing. How did I know? I called the printer that printed up the mailing for Omaha Steaks and asked them what they charged. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00023.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS resource + +You can get pop-up mailings done by City Print USA: +Contact Steve Harshbarger +Phone: 1-866-907-1222 +E-mail: sales@cityprintusa.com + +But I didn’t let this bit of news discourage me. Instead, I called the printer I typically used and he came up with a similar idea with a lot less complicated execution and at one-quarter the cost. + +At the time, I was looking for a New Year’s Day promotion for my menswear retail stores, and since it was for the year 2001, I came up with a “no-strings-attached” gift certificate for $20.04. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +When you make a no-strings-attached offer, very few will take advantage of you. In fact, most people spend a multiple of what you are giving away for free. This is called the law of reciprocity, and it is very real. + +This was a New Year’s Day special, and we were swamped with people. In fact, this was the second most effective campaign (next to the five-page sales letter, see chapter 1) that I ever ran. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00114.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +SgaiCTCERIIFCATT +phiniDat +open Carefuly! + +Gage Menswear’s 2001 New Year’s Day pop-up envelope. You can see this in full color when you claim your FREE CD of many of the exhibits in this book by using the form on page 312. + +And then, to show the power of S&D, a company that prepares tax returns, headquartered in Virginia, took the same pop-up envelope idea and tweaked it again and made it work for that business. + +This is a great example of the power of what I call S&D marketing. You’ve just seen how an OUTRAGEOUS idea can be used for three different companies that on the surface have nothing in common—from selling steaks to selling menswear to selling tax returns. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00115.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +"Amazing Secret Discorered By... +Mr.X Adds 27% More Money To Your +Refund Check -- +.. Eliminates IRSHaslesAnd +Headaches .... +I'ajiandder +lipadhdotsaivea +And Can Reduce Your Tax Refund Loan +Wait TimeToLess Than 29 Minutes +RdManrad +Guaranteed!" +*SeePRESP9CIXLS35.00CP? +wr.X.otsoxam inside... +LIFTHERE + +Pro-Tax pop-up envelope. You can see this in full color when you claim your FREE CD of many of the exhibits in this book by using the form on page 312. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00017.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +ATTLVING +OUTRAGEOUS +ADVEISING + +OUTRAGEOUS exercise + +Since the pop-up envelope places its offer right in front of a customer or prospect as soon as he or she lifts the flap, this is a great promotion to use when you have a truly great offer. Develop the most generous (and OUTRAGEOUS) offer you can think of for your products or services. + +example #3 – x-ray mailing + +In the spectrum of A pile, B pile, and C pile, medical results including x-rays and the like would certainly end up in the A pile. After all, I think you’ll agree that medical results need to be opened now. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00116.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +TROM +AFirnt Clam +Letter Eocloved +X-RAYFILM +Do Not Fold +WirEORO CCPSACtiC OrCt + +Front Of Dr. Greg Nielsen’s X-Ray Mailing Envelope. You can see this in full color when you claim your FREE CD of many of the exhibits in this book by using the form on page 312. + +Well, Dr. Greg Nielsen, a chiropractor, knows this, and he came up with a brilliant marketing technique built on this concept. For a campaign, he had his staff send out x-rays of his own yellow pages ad and a letter inside from the staff. + +The letter included “reason why” copy—that they mistakenly x-rayed their yellow pages ad and now didn’t know what to do with them. + +So, they decided to mail the 100 copies of the mistaken x-rays that they created along with a prescription for a free office visit to 100 of their past patients. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00117.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +STAFFMEMO +YouNeedToCallDr.Nielsen +antPainKeliet +-YesGatAFREEOmlerViit-Beorese +IWautYonToHearMySide +LPLE-HEW + +Staff memo and x-ray from Dr. Greg Nielsen’s x-ray mailing. You can see this in full color when you claim your FREE CD of many of the exhibits in this book by using the form on page 312. + +I thought this was a brilliant campaign. In fact, I liked it so much … you guessed it, I just had to S&D it. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00118.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +WATERFORDCHIROPRACTICOFFICE +DR.G.E.NIELSEN'DOCNIELSEN@AOLCOM +5O5ABERDRIVE,P.O.BOX86 +WATERFORD,WI531850086 +PHONE:(262)534-3767 +FAX(262)5342363 +(PATIENT'S NAME) +(DATE) +Rx:OneFreeofficeVisit +EXPIRES: +(DOCTOR'S SIGNATURE) + +Prescription coupon inserted inside Dr. Nielsen’s x-ray mailing. You can see this in full color when you claim your FREE CD of many of the exhibits in this book by using the form on page 312. + +I only had a slight problem. Hopefully you figured it out by now. I am NOT a doctor. + +So I had to come up with a way to S&D Dr. Nielsen’s brilliantly done x-ray mailing from a menswear store owner. + +After giving it about thirty-three seconds of thought, for the purpose of my x-ray mailing I became Dr. Bill Glazer, DDS. Of course, when you see DDS after a person’s name, you automatically assume it is Doctor of Dental Surgery. But not me. I was Dr. Bill Glazer, DDS … aka Doctor of Discount Designer Suits. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00119.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +CLIENT +MEMO +Rater +Dt,_p11- Glaer D.D:B, (ooetor:ofotscoot -Detigoer Ssits) +Thoteday, 2r3T pe +"WhyIn TheHeck Is Bill +Glazer Sending YouAn +X-Ray To Celebrate Gage's +57thAnniversary? +Dear Vit,F,ettent snd Trtest, +Bight-eloutnowyou've_probably-returnedhone-frowivorkr-mmd-sftergoing-through your +ane.qestLo0 i L.rectived.tbia_usiaalpeckageis-the.nall. +mll are_auxlng youtpelf the_above.queacice.Oulte_trankly.I'dbe asksng wyseit the +The nsverIa Sinplel +Yoa_eutve are celebrating pur S7th Arniverary ofprovidlng thenen Sn Bsttlore the +Jelsity_aod.yalve_fsoarstBeta.we.alee.ssas.aade.the.aoor.oox_is.our +to shire ny nn. +Here St the change that knos you ste really gnieg,to like,se have decided to, take +yoar Minevear purchansa,ho we bave lovered all of,our prlces on Junt about everything +merchaodise you purchased vithin 14 dars,sold misewhero tor Jeap,ws-it Tetund,yos_] +Ethe Mealfrareoci +Butr The Mere Juet Sot A lot Better ror Xout +eslhosca.k.Boya-ClotLng.Stetibe,siaosee-ase-GelebtatingE-anniversaryrhwee +tso very spectal $ltt* Tor you, +SImply hrlig In Ut mnelosed prewcxiptlon bernre Sunday, ov, ano and you can redeon 1t for +2.Plus,you'1l also recetvean ADDITIotL 5.7% orryour entire parchase, +Very_neerely_and_tratetoly_Youre. +P.8.a, Don't forpet to bring In the mclosed +prescriptiom-se yoe-can-redect-it fer yeor Tree Olft +aod Anbt71oL $.11 DLscount teloce Nevenber 2nd. +hat_cel.for_the.lovent.prlce_ja_tosn.or.m.vould +P.8.12, Tou'd better belleve ve ar, going to nake sure +go broke vith a Triple Your Money Sacx cuRmeg. +inile co theenelosed X-pay telongo te atypical +Osge-tHinntlteyourrelf-vto ha ustsisooveret +out nev Loueat Pricee in Jaltlmore OwATBE...See ya +Dutoce_Soweber_2od +PREz 17- Genulne Leather Tote Bag! +A.457 +.value.Youre.free.xith.aty.porchase-ot-s57-or.aore. + +Gage Menswear Client Memo Inside The X-Ray Mailing. You can see this in full color when you claim your FREE CD of many of the exhibits in this book by using the form on page 312. + +And the x-ray I sent out was of a big smile—the typical smile of a satisfied Gage customer. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00120.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Tpical smileofaGageclientafter +visih'ngeue57thonniversary +celebrwhen +and receimns thai- fwe FREE gifts. +lokin: + +Gage Menswear x-ray inserted inside mailing. You can see this in full color when you claim your FREE CD of many of the exhibits in this book by using the form on page 312. + +Plus I combined this with our 57th anniversary campaign—giving a 5.7 percent discount and a free tote bag, which was a $57 value. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00121.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +DR. BILL GLAZER, D.D.S. (Doctor of Discount Designer Suits) +DOWNTOWN +OWINGSMILLS +200W.BALTIMOREST. +9616REISTERSTOWNRD +(410)727-0763 +(410) 581-5351 +(PATIENTS NAME) +(DATE) +FREE +Rx: +5.7% OFF +Leather Bog +Your Entire +w/anypurchase +Purchase +of$57ormere +S8U# 30-%7 +5U0 30-906 +EXPIRES: +02NOV2003 +(Dr.BlLLGLAZER,D.D.S.SIGNATURE) + +Gage Menswear prescription savings coupon. You can see this in full color when you claim your FREE CD of many of the exhibits in this book by using the form on page 312. + +Sure, it took a bit of tweaking to make the x-ray campaign work for my menswear store. But I proved that with a bit of imagination I could transfer a great idea across industries and find success. + +Of course this idea would only work for chiropractic offices or menswear stores … right? + +WRONG! + +You can S&D it for just about any business if you put your mind to it. + +For example, Rory Fatt, a marketing consultant to the restaurant industry, used the same idea of sending an x-ray of a smile to his customers. He cited the fact that people who attended his boot camp earned an extra $65,000 in six months, and then he asked, “Would an extra $65,000 in six months make you smile?” + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00122.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Restaurant Marketing Man's X-ray +VisionRevealsTypicalSmileOf +RMSBootCamp2004Attendee +WouldAnExtraS65.000ln6Months +MakeYOUSmile? +bther sirevwthrcor Binsr Gaoyrm nalera ap24.3% onsfmy bo0om line pnfit irap S65,oo0 +sihat'ieomhySXmomhs/ehrmrmartiseforsoyfamilywmiciThuoolyow +SeutiHoomes,NiherCityRefaurant&BrrveryNlserdale,W +GetRestaurantMarketingManOnYourSideToo. +$65,000 +FOR-YOURRESTAURANT + +Rory Fatt’s S&D of the x-ray mailing that he used to sell seats to one of his seminars. You can see this in full color when you claim your FREE CD of many of the exhibits in this book by using the form on page 312. + +This is yet another example of a great idea that traveled with great success across many industries. + +example #4 - pill bottle mailing + +Another example of a campaign that on first glance might appear to be specific to the medical industry is the pill bottle mailer. + +You know, a pill bottle, just like you get prescriptions in. And again, Dr. Greg Nielsen was the first person I saw use this idea. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +When you find people who do great OUTRAGEOUS advertising, ask if they will put you on their mailing list so you can see everything new that they are doing. I’ve been on Dr. Nielsen’s mailing list for years as he’s been on mine. This is a great way to get new OUTRAGEOUS ideas. + +His was a good campaign. Of course, a prescription bottle in the mail is something you have to open. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00123.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +ingin +your +BCHROPRACTICOFFICE +IDIvE,P.O.BoX86 +WI53165-0086 + +Dr. Greg Nielsen’s pill bottle mailing. You can see this in full color when you claim your FREE CD of many of the exhibits in this book by using the form on page 312. + +On the inside of his prescription bottle was a tiny yo-yo with a letter from Marie in Dr. Nielsen’s office asking if you wanted a prescription to stop your health problems from going up and down like a yo-yo. + +This was a good campaign. The yo-yo was not perfectly connected to the pill bottle, but it was still effective, and when I saw it, I immediately liked the idea. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00023.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS resource + +Information about the pill bottle mailers is available at www.pharmacyautomationsupplies.com. + +I am not the only person who liked this campaign. Nina Herschbeger, a marketing consultant, used the pill bottle mailer to send out a mini newsletter asking people to subscribe to her regular newsletter. + +And then Bill Marvin, a consultant to the restaurant industry who calls himself “The Restaurant Doctor,” sent out a pill bottle with a letter inside highlighted by a headline: “Where does it hurt?” + +Also inside he included two aspirin, a list of possible symptoms, and then a prescription for two and a half days at his seminar. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00124.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Where does it hurt? +njorpenoioroortrg+stfayofadundFess? +BAnjowthaignenejtHstteanenirsynno +ThisisJustWhatThe +Fyoureinpein +DoctorOrdered +Greaingthe Eifortiess0 +GoldGreupScholarship + +Bill Marvin’s letter inside his pill bottle mailing. You can see this in full color when you claim your FREE CD of many of the exhibits in this book by using the form on page 312. + +Each generation of use of this idea created a different and almost unique version of this catchy idea. At the risk of sounding redundant, this is a great example of how you can S&D from one unrelated industry to another … which is the BIGGEST point of this chapter. + +example #5 - file folder mailing + +A file folder in the mail? What’s kept in a file folder? Well, important information! + +So if you get a file folder in the mail, you have to see what’s inside. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00125.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Cant + +Examples of file folder mailings used by three people in completely unrelated industries. You can see this in full color when you claim your FREE CD of many of the exhibits in this book by using the form on page 312. + +Plus, a file folder has size. It’s not a typical white envelope; it’s 11½ by 9½ inches. That’s big. You’ll notice it in your mailbox. + +Nina Herschbeger, a marketing consultant, started using this idea with great success, and soon it found its way into other industries. + +Dr. Greg Nielsen, a chiropractor, then used the file folder to market his practice, and then Dr. Tom Orent, a dentist who helps other dentists build their practices, used it. + +Dr. Tom Orent included his photo and handwritten notes all over the inside sales letter so that it really does have the appearance of coming from a doctor. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00126.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Date: +May 4, 2007 +CONEIDENTIAL: ONLY FOR: +PATIENTS.PROFITS&POWER +De. Robert Cunniogham +FNALY-THEDDNTALPRACTICE +Dr.Tom Oreet +YOUHOEEDTOHAVE +From: +URGENTEINALNOTICE +Re: +ofenasidbrntlystiracting +FaiureToRespoed byMay31,2007 +thinyoscon bandeon +More Idral NewPaticats +ForfeitsS100.00To$72,000.00 +witboutsrsia,strgle +(2)Re: D. Par Waht, Dr Yar Zok +ER +(3) Re:ASafe, Government-Insured Investmient + +The inside of Tom Orent’s file folder mailing. You can see this in full color when you claim your FREE CD of many of the exhibits in this book by using the form on page 312. + +This execution of the idea by Dr. Orent was tremendous use of “reason why” copy by making it a confidential offer, and then all the elements of a deadline and offer are clearly visible. + +Ideas, as Dr. Orent and others throughout this chapter have shown, are readily available. Just look back in previous chapters and keep reading for more. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00017.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +ATTLVING +OUTRAGEOUS +ADVEISING + +OUTRAGEOUS exercise + +Now that you’ve seen some terrific examples of S&D marketing and how they were transferred from one unrelated industry to another, take each of the above examples and determine how you can S&D them for your business. + +1. Crayon Letter: _______________________________ +_____________________________________________ +_____________________________________________ +_____________________________________________ +2. Pop-Up Envelope: ____________________________ +_____________________________________________ +_____________________________________________ +_____________________________________________ +3. X-Ray Mailing: _______________________________ +_____________________________________________ +_____________________________________________ +_____________________________________________ +4. Pill Bottle Mailing: _____________________________ +_____________________________________________ +_____________________________________________ +_____________________________________________ +5. File Folder Mailing: ____________________________ +_____________________________________________ +_____________________________________________ +_____________________________________________ + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00026.jpeg] +[No readable text recognized; consult the extracted image asset.] + +Sizzling Outrageous Summation + +1) Swiping and deploying great ideas is the easiest way to get ideas. If it works somewhere else, it will probably work for you. + +2) Don’t borrow exactly word for word from someone in your industry and market. That is unethical. + +3) Ideas are everywhere. + +4) The three best places to get ideas are your own mailbox, referrals, and all media. + +5) Don’t immediately disqualify an idea just because it seems like it doesn’t fit. Chances are you can make it fit and do it brilliantly. diff --git a/library/Outrageous Advertising That's Outrageously Successful/Chapter-11-Celebrating-Holidays-Special-Occasions/Chapter-11-source-text.md b/library/Outrageous Advertising That's Outrageously Successful/Chapter-11-Celebrating-Holidays-Special-Occasions/Chapter-11-source-text.md new file mode 100644 index 0000000..66ba892 --- /dev/null +++ b/library/Outrageous Advertising That's Outrageously Successful/Chapter-11-Celebrating-Holidays-Special-Occasions/Chapter-11-source-text.md @@ -0,0 +1,669 @@ +# Outrageous Advertising That's Outrageously Successful — Chapter-11: Celebrating Holidays & Special Occasions +- **Source**: /library/Outrageous Advertising That's Outrageously Successful/source-file.epub +- **EPUB items**: text/part0018.html +- **Image note**: Embedded images were extracted to the book's images folder; OCR is included beside image markers when text was recognized. + +--- + + +OUTRAGEOUS ADVERTISING that’s outrageously successful + +11) Celebrating Holidays & Special Occasions + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00008.jpeg] +[No readable text recognized; consult the extracted image asset.] + +I celebrate Leap Day. + +That’s right, I celebrate the extra day in February that comes around once every four years. It’s an extra day! Why wouldn’t you celebrate … especially when you can use it as an excuse to make an offer to your customers? + +Well, in my menswear business, I used to invite my customers to celebrate right along with me, and I found that it was a successful, fun promotion that benefited my customers as well as my store. + +I sent out a postcard once every four years to tell customers I was celebrating Leap Day, and since it was an extra day, I looked upon it as a free rent day. And I wanted to share my good fortune with my customers, so I offered them 29 percent off (only on February 29th) of anything they bought on that day. + +You might not have thought of Leap Day as something to celebrate. But you should now. More important, you should remember that the year is full of events to celebrate and your OUTRAGEOUS advertising should take full advantage of the special days on the calendar. + +why people respond better to holidays & special occasions + +People always respond to what’s already on their minds. + +What’s on your mind? Well, what time of year is it? + +You see, if it’s the middle of October, you’ve probably at least thought of Halloween. And if it’s early February, you are most likely thinking of Valentine’s Day. + +And that’s why people respond better to special occasions. They are already thinking of them. + +Robert Collier, one of the godfathers of direct-response marketing, is famous for having said, “You always want to enter the conversation already happening in someone’s mind.” + +In other words, they’re already thinking of the approaching holiday, so you may as well be part of their thinking. + +Others are, in fact, enforcing this idea, so joining into that conversation every time you can is a smart decision. + +the power of the anniversary promotion + +The anniversary of your business is not necessarily on your customers’ minds. In fact, it isn’t on their minds at all because they probably don’t even know when it is. + +But … + +Your business’s anniversary is a great reason to hold an event because it is a believable reason for you to communicate with them and to make them an offer in celebration of it. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +Even more believable than anniversaries are milestone anniversaries—5 years, 10 years, 15 years, 20, 25, 50, etc. These are special and extra believable. + +Customers and prospects have been conditioned to do so. Others are already reminding people that the anniversary events are legitimate. You see them all the time. Businesses often hold anniversary events, and customers accept them as legitimate. This is your “reason why.” + +thetop four holidays + +You should celebrate every chance you can, but there are four holidays that should be at the top of your radar screen. + +1) Christmas. This season seems to start as early as October, and if you have a reason at all to take advantage of it, you should remember that almost everyone gets and gives presents in December. + +2) Halloween. Boo! No, it’s not scary, but it offers a million opportunities to take advantage of this day of ghouls and goblins and dress-up and candy. In fact, it is the second most celebrated holiday. + +3) Valentine’s Day. Love is a wonderful selling point, and Valentine’s Day is an actual must-buy-something holiday for anyone in a relationship or even trying to get into one. With all those lovers on the loose, you have an audience waiting to hear your message. + +4) Mother’s Day. Good old … “MOM.” ‘Nuff said. But I’ll say more anyway because Mother’s Day is, again, a must-buy holiday. Not all businesses can tap into this holiday, but a lot more can than think they can. + +yanik silver’s succinct marketing planning calendar + +Yanik Silver, an online marketing expert mentioned many times in this book, has drawn up a succinct list of major holidays and possible promotions that is a great tool to get you thinking about how to use holidays in your marketing throughout the year. So, here it is … + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00127.jpeg] +[No readable text recognized; consult the extracted image asset.] + +Jan: New Year’s +Ideas: “New Year’s - New You/New Start,” “Get rid of +last year’s inventory” + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00128.jpeg] +[No readable text recognized; consult the extracted image asset.] + +Feb: Valentine’s Day +Ideas: “Give yourself the ______ you’ll love,” “We love you +and want to do something special for you” + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00129.jpeg] +[No readable text recognized; consult the extracted image asset.] + +Feb: Mardi Gras +Idea: Mardi Gras theme promotion + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00130.jpeg] +[No readable text recognized; consult the extracted image asset.] + +Feb: Chinese New Year +Idea: Year of the rooster “Wake up your ___ +____financial genius_____” + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00131.jpeg] +[No readable text recognized; consult the extracted image asset.] + +Feb: Groundhog Day +Idea: “You’ll get an extra 6 weeks to pay because the +groundhog saw his shadow” + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00132.jpeg] +[No readable text recognized; consult the extracted image asset.] + +March: St. Patrick’s Day +Ideas: “Make Your Friends Green with Envy with +_______” “Your lucky day” + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00133.jpeg] +[No readable text recognized; consult the extracted image asset.] + +March: Spring Break +Ideas: Spring break savings, getaway contest + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00134.jpeg] +[No readable text recognized; consult the extracted image asset.] + +April: April Fool’s Day +Idea: “These discounts are so low my accountant thought +this was an April Fool’s Day joke” + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00135.jpeg] +[No readable text recognized; consult the extracted image asset.] + +April: Tax Day +Idea: “I need to pay for my taxes” + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00136.jpeg] +[No readable text recognized; consult the extracted image asset.] + +May: Mother’s Day +Idea: “Mother always said you should__________” + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00137.jpeg] +[No readable text recognized; consult the extracted image asset.] + +June: Father’s Day/Graduation +Idea: “Graduate to a new______” + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00138.jpeg] +[No readable text recognized; consult the extracted image asset.] + +July: 4th of July +Ideas: “Watch fireworks explode when you _______”, +“Celebrate your independence ___________” + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00139.jpeg] +[No readable text recognized; consult the extracted image asset.] + +August: Back to school +Idea: “Kids aren’t the only ones that can get a new look +for back to school” + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00140.jpeg] +[No readable text recognized; consult the extracted image asset.] + +Sept: Fall +Ideas: “Fall Special,” “Harvesting Big Savings” + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00141.jpeg] +[No readable text recognized; consult the extracted image asset.] + +October: Halloween +Idea: “Give yourself a treat this month” + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00142.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +★★★★★ +VOTE + +November: Election Day +Idea: “Elect a new _____” + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00143.jpeg] +[No readable text recognized; consult the extracted image asset.] + +November: Thanksgiving +Idea: “Thank you to our best customers” + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00144.jpeg] +[No readable text recognized; consult the extracted image asset.] + +Dec: Holidays +Idea: “Happy Holidays - winter sale,” “Ho ho ho - Can’t +beat the fat man so we’re having a sale” + +example #1 - valentine’s day taj mahal postcard + +Connecting a story with a holiday is one of my favorite OUTRAGEOUS techniques. + +And so one year at my menswear store, I connected Valentine’s Day to the greatest gift of love ever given. That’s right, I claimed the Taj Mahal as an OUTRAGEOUS gimmick. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00145.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +India.It wasbuit by Mughal Emperor Shahjahan as +whodiedinchildbirth +AIFLOFLOVETO +Take an +14%off +Your entire +additional +purchase. +Now until Valenbine's Day, February 14th, +Gaoe +JonourRepeatRevardsprogram +andsaveeverytimeyoushopf + +Gage Menswear Valentine’s postcard front and inside. You can see this in full color when you +claim your FREE CD of all of the exhibits in this book by using the form on page 312. + +And there it is, in handwriting surrounded by hand-drawn hearts—“What’s the most fantastic gift of love… [and at the bottom] Open to discover the answer!” + +And behind it, as you see, is a photo of the Taj Mahal. + +And so, of course, you open to discover the answer is … + +The most fantastic gift of love ever given was the Taj Mahal, and, as you see, the inside of the card goes on to tell the story of why it was built, and then in a quick “reason why” twist, I explain how my sincere appreciation is my Taj Mahal gift. + +And, tying the theme of love into Valentine’s Day, the coupon is, of course, for 14 percent off. + +The essential elements are there, including the offer and deadline, and at the bottom, as expected, is the pertinent information of location, store hours, phone number, etc. + +example #2 - ben glass’s 4th of July wallet mailing + +How cool would it be to go to a Fourth of July party and pull out a flag wallet to show your friends and family? + +Pretty cool! + +And Ben Glass, a lawyer who helps other lawyers with marketing (www.greatlegalmarketing.com), knew this. So one year in late June, while trying to reach some unconverted leads, he sent out exactly that—a flag wallet with a sales letter headlined “Effective, Ethical and Outside The Box Marketing For Personal Injury Attorneys.” + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00146.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +SON GASSS +HREAT +LegalMarketing,Llc +EVeerNLErecLAND OUTSCE Tit SoY MEETNg Foe PEEsoOL INFEY SrTeeYS. +June 23, 2006 +Fellow Trial Lanwyert +FndgysyfywaefacFinwtino +betyouwilletheonlycoeat theputyithrod,whiteanuwallet. +yeat,'sapood tite ltorelecton afew things,Takeaminteandthinkaboutthis +Thcoedeaeayohewalleisecamethofolymarlheulf +thee qucstiosc +Thure found thut succeisfud cetreyrecun, mo muter what buniness thcy sre i +whatdoTocmonrdutIdidibbadteheeImadmyNneTear'E +My lainrn +Myomyetiticn +Mydiene +The liermnt +WanLte.kinmee? +ongmoankgoccgloukedunoeudawakuoiaice +SccalmoathsagayooreguoedadmuloouCpagepo +hooul,theaacceptmycongratliaion aodbestwithesOniheotherhand,ifahalfwilh +hswioess.codbcnsfilfmesthchoouthaweuldhs.smiolh.kxkin.stuktch +Ben +PSAmumyfyouknowmyieSndidoeitheokforyfmilyandmyloheo +lsosfourfeemonhsfmyprin/odewsetter(S9.9monthhatuntfyouel +stop). +PSAaTfud +PPPSSinoe hinsaoubyfler.itepiressntheofJuly + +Ben Glass’s wallet mailing. You can see this in full color when you claim your +FREE CD of all of the exhibits in this book by using the form on page 312. + +I, at first, can’t get past the headline without thinking he missed an opportunity for a lawyer joke. But that’s just my way of drawing attention to the elephant in the room, and besides, all lawyers know all the good lawyer jokes anyway. + +But that is a minor difference of opinion on approach. The rest of the campaign is brilliant. It ties the holiday to the gift, which is memorable and will most likely be used, and the letter itself even has a little flag at the top. + +Obviously a flag wallet on the Fourth of July is fun, and it’s memorable! Once again, he’s entering the conversation going on in the person’s head with the approaching holiday. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +Unconverted leads are those people who have requested information from you in the past but have not yet purchased. A holiday is a great time to reach out to these people again because it gives you a “reason why.” One of the things I that Dan Kennedy always teaches is there is money to be gotten from people who have expressed interest in the past but have not bought yet. + +example #3 - yanik silver’s Halloween campaign + +A few Halloweens ago, Yanik Silver was about to release his “Ultimate At Home Internet Copywriting Course” when he decided to take advantage of the holiday. + +Halloween may be the easiest holiday to have fun with, and Yanik Silver is a master. Yanik first remembered that he had been to a Halloween party the previous year and had dressed as “The Count” from Sesame Street. + +So he had a photo. All he needed was a campaign to go with it. + +The first thing he did was send out a short eight-line e-mail from “Count Yanik” to his customer list. He then directed his readers to a Web site for a “terrifyingly profitable message.” + +And that’s when his message became really fun. + +His Web site had Flash animation with an animated bat that turned into Count Yanik, using his real voice to relay his message. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00023.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS resource + +For flash animation at a reasonable price, see www.rentacoder.com + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00147.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Clickhereforanexchusivel43pagePDFpreviewand +aspecialhourcopvwitingSecretscall +Send thispage to a friendl +YourNane: +YourEmad +FriendNunir: +Ftirnd Enall +SendThs PogetoYourFriend +Aona-tinermtdribreenttoyourfisendtrlingthrnsboutthispigr + +Yanik Silver’s online Halloween promotion. +You can see this in full color when you claim your FREE CD of all of the exhibits in this book by using the form on page 312. + +At that page, as you can see, is another link to a PDF preview, keeping the customer engaged. + +And then Yanik continues his Halloween-themed campaign in a step-by-step process until you almost can’t wait to see what he’s going to do next. + +Of course, in his regular e-mail communications he uses phrases like “monster wealth” and “frightening profits,” but he continues to have fun with the holiday theme later in a more elaborate Web landing page with his sales letter “written” in blood—or rather, a dripping bloody font. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00148.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Hurry!Only7772DiscountedPackagesAvailable +YoumissedoutonmyUitimateInternet +CopywritingWorkshop.-Don'tmissoutTWICE! +It'sSpooky!You'reExactlyOneAd,WebSiteorSalesLetter +AwayFromaTerrifyingFortuneWhenYou... +"DISCOVER HOW TO MASTERTHE +SHOCKINGLY SCARY SKILL THAT POURS +MONEY INTO YOUR BANK ACCOUNT +DAY & NIGHT..ALMOST LKE MAGIC!" +Here'sTheSecretFormulaForCreatingMoreGhastlySales. +MoreFrighteningProfits,MoreMonsterWealth& +MoreofANYTHINGElseYou CouldEverWant... +UsingNothingMoreThanYourKeyboardoraPen +Listen to an audio tnessage from +Yanik"The Count"Silver + +Yanik Silver’s landing page for his ONLINE Halloween promotion. +You can see this in full color when you claim your FREE CD of all of the exhibits in this book by using the form on page 312. + +As you notice, there is also an audio message from “The Count” and a continuing use of the Halloween theme. + +It just shouts out, “Fun! … OUTRAGEOUS FUN!!” + +And Yanik goes on to present a Frankenstein image, a boiling cauldron, and even a bat next to the sentence “Am I batty?” + +But he still wasn’t finished as he continued with a follow-up e-mail that contained a link to another audio message from “The Count.” + +And Yanik says this campaign sold 114 packages of his material for $114,350—pretty good for one holiday campaign! + +example #4 - the count glazula glazer-kennedy halloween promotion + +I can “Count” too! + +And so I did when Dan Kennedy sent out an e-mail letter with the subject: “This is Frightening!” + +In Dan’s letter, he told the story of how I wanted to lower prices for our Glazer-Kennedy products and how he was scared that the prices were too low, and then the reader was directed to a Web site where I was dressed as Count Glazula. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00149.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +ITSCARESMETOTHINK... +YOUMIGHTBEMISSINGALLOFTHE +TOOLSYOUNEED. +Ir soares.ire to zhuaak thar yow dour? lone all of the tesod and pronv rea +srorld stnategies 1ow eed to exglode sour profirs md crvate rea/ realth +So1haveput togethera savings sohuge that it mayjust haveouraccountantso +tightened that hewilgoout and howf at themoon/ ir you areabusiness +owner/practice owner,speaker.info-marketer or entrepreneur of anykind.you willfind +thetools youneedtosucceedatasavingswe have never offered before. +Brt yor/ must hurry._because.when the clock strikes twelve on November +1st, this offer will disappear like a ghost in the night +Look belowformore infoonthese TerrifyinglyTerrific Opportunities! + +Glazer-Kennedy Insider’s Circle “Count Glazula” Online Promotion. +You can see this in full color when you claim your FREE CD of all of the exhibits in this book by using the form on page 312. + +This was an OUTRAGEOUSLY successful Halloween campaign, proving the power of “The Count” in marketing. + +But what it really proves again is that holidays offer a great “reason why” to hold a campaign. And, they also offer you an opportunity to have fun! + +example #5 - royalty rewards program by rory fatt + +Rory Fatt is the top marketing consultant to the restaurant industry in the world, and I’ve worked with him to develop an outstanding loyalty program for many categories of businesses including restaurants, retailers, and auto repair shops, which is called Royalty Rewards. + +Royalty Rewards is a swipe card program that allows customers to accumulate points from purchases and then to redeem those points with gift certificates that they can use at their businesses. + +Frankly, I believe that EVERY business should have some form of loyalty program because it works! For example, those businesses who use Royalty Rewards find that their customers return much more often and spend more each year. How could you ask for more? + +Rory’s original idea was to teach businesses to do this for themselves. But he found they’d rather have it done for them, and now he has nearly 1,000 businesses with more than 3 million customers enrolled in the program. + +But the program is more than just a loyalty program. It also is a marketing program because everyone who is in the program is on a list. And that list includes great information including purchase history. + +Rory then took the program a step further by creating holiday-themed campaigns for customers enrolled in the program. Each campaign is different, but the idea is to marry holiday-themed campaigns to your customer loyalty program—called Royalty Rewards if you do business with us. Here is a collage of holiday-themed cards that Rory sends out for businesses in our program. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00150.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Janice +Atkinson +Happy Anniversary +Comein and Celebrate! +AtPremierJewelersWeWantToHelpYou +CelebrateYourAnniversarySoWe'dLike +FREES10.00NoStrings +ToGiveYouA +AttachedCertificate! +But it'sOnlyGoodUntilJune30,2008! +HAPPYBIRTHDAYJAMES +James,we've justheardthatMarchisaveryspecial +monthbecauseyouarecelebratingyourBirthday!! +SeeothersideforyourFREEBirthdayCertificate +OfferExpiresMar31,2008 +Bill Turton,TimeToCelebrateFather'sDay +ALLMonthEongAtAbe'sAutoCare! +We Want To Help YouCeletrate +Father'sDayAlMonthLongSo +We'dEikeToGiveYouA +FREE$10.00 +No Strings Attached +Certificato ForDadl +Good untutJune30,20086 + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00151.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Bobbie Ritchie, +Hiappy falloween! +No Tricks Hern But silverstone'sHas +Some TraatsForYoul +FREES10.00 +No Strings Attached +Certificate! +This specisl offer expires on +October.31,2008F +TimetoCelebrateMom'sMonth +Joanne Woodward +AtTheDressingRoom! +David Johnson +AMonthof +Romance! +At Cippriano's We're making Valentines Day +Last All Month! +FREES10.00NoStrings +Attached Certificate! +But It'sOnlyGood Until February28,2008 + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00152.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +GE YOUR +Love Is Knecking +But It's Only Good Until June30,20081 +When's the Last +OutOnaDate? +Everyone'sSche +ToHelpYouGetOutTheDoorl +FREE$13.00 NoStrings +AttachedCertificate +SoWe'd LiketoGiveYouA +Linda, +eThink It'sTime, +meYouTwoWent +le Gets So Busy... +See botkifor det +JamesSmith +HappyHaliBirthday! +We've Checked Our Records and It's +Only Six Months Until Your Special Day +andWeWanttoHelpYouCelebrate! +aes +FREEDinnerValuedto$10 +Please accept this gift of a +to come back and see us. +See back for offer details! + +Examples of Royalty Rewards trademark-protected holiday postcards +for Father’s Day, Halloween, Valentine’s Day, anniversaries, Mother’s Day, +half anniversaries, birthdays, and half birthdays. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00015.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS resource + +If you would like to find out about the “best” loyalty program that I know about where everything is practically “done for you,” go to www.Royaltyrewards.com/outrageous. + +example #6 - b2b marketing using oddball holidays + +In 2007, Glazer-Kennedy Insider’s Circle held a Holiday Promotions Contest, and the winner was an orthodontist who was aiming to get referrals from general dentists’ offices in his area. + +This orthodontist’s name is Dr. Brian Bergh, and he cleverly took advantage of oddball holidays such as National Pistachio Day and National Ice Cream Day to send gifts with a personal letter to dentists’ offices (B2B/peer-to-peer marketing). + +The letter always included some bit of personal information, and then the gift was tied to the letter and the oddball holiday. It was brilliant. + +Here, for instance, is the letter for National Pistachio Day. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00153.jpeg] +[No readable text recognized; consult the extracted image asset.] + +Dr. Brian Bergh’s National Pistachio Day letter. You can see this in full color when you +claim your FREE CD of all of the exhibits in this book by using the form on page 312. + +This works brilliantly because he’s reminding the dentists out there that he exists, and he is sending a gift. + +It is so well written and so personal. The National Pistachio Day letter begins with a reference to his father, who loved pistachios, which makes it memorable on a different level and he comes across as the kind of person you would want to refer a patient to. + +And by choosing the oddball holidays, he stands out from those using the common holidays that everyone is aware of. + +For example, Dr. Bergh also used follow-up letters of other oddball holidays such as National Siblings Day, the birthday of Winnie the Pooh creator A.A. Milne, and National Ice Cream Day. + +In the case of National Ice Cream Day, Dr. Bergh sent a gallon of ice cream along with a nice letter. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00154.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +OhLordgIvedied andgonetoheaven. +Tody,Wednesay,hoe20.isNationallceCream.Sodaday +wmtPalmdalcadLancancr,CANotbocaneofthebeutifuloountrysdeorfanistic +Wwsddvelcatwwsueseuackmetsandoeofayfauriepacestogy +vless Oh,halbutbecanesflereverytrackmeetwehad in thesetwo citn,osrtrem +waloslopheAAwRooceerResoorntGtwaskindofadive,adT'misstees +wa+ 14 yuss old. +Lnprod huoittuttaticeCrcamsodawasaccideotallydiseevenodisI871byreitiunstrur +Oup Baur,inDonver.Thitcoeooctioeqgicktybocimepopularwithtocmsistheare,o +michsoticuneiluicntfightofpeunape,ButMkemoridhinpbelovedhyecel +purentsstbomod iAccording totislegeol,dheigecruussodawasbannnd,either +mtintlyroeholydan.byomoeofeelocalpovemechTheootconeatsaidto +tharesawill thee'sa way. +havegivmriselotheioecuamsundae (athooghbcversuhtantided),Youknow,wbert +Ifrogaeets itore inEagle Rock called Galco'sOidTime Soda Sheppe (it'soe York +Boulerandysod ifyouhaveafievoritechild-bood sodasutyou just cenfindseywhert +Oustecmttiptoptmygraodpaemitsandfathertheirfanoritedriak,Schappe'sllir +Lemon.Icmeaooutlepunykegofrooocr.Whatafisd,Tthoughandoowyou +Maseilt +ThepeyoucojoyourrooerflouesbuecaridtheyeadctineTalay +loesreamBecsrefuthoueitdh wiy therootheerlodh lofiCupahil +Dr.Bergh +GareIg-xkisBmetbeerandKg-tm + +Dr. Brian Bergh’s National Ice Cream Day letter. You can see this in full color when you +claim your FREE CD of all of the exhibits in this book by using the form on page 312. + +Here’s the best news. By using oddball holidays and related gifts to stimulate referrals, Dr. Bergh’s referrals went up 300 percent. + +Three hundred percent!!! + +example #7 - gage memorial day ad + +So what happens on Memorial Day that you can take advantage of? + +How about a cookout? + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00155.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +What would we have +to do this Memorial Day +to get you to start the +cookout after 5pm? +TODAY +(How About) +ONLY +OFF +Cage'severyiry +towprices +storewifeinventory ef designep Suits +girigtcoats,BressSlacks,Cssuahwear +BVERYTHING! +Gage +Nothing wil be hold hack. +JUST +HOURS +MENSWEARSINCE1946 +Lzle Prios Bran)-Name Desiger Appared_ Ligendarg Sertice +AND IncrediblyLoyPrices. +BothlocationsopenTODAY10to5 +DOWNTOWN/410-727-0763 +OWNGSMILLS/410-581-5351 + +Gage Menswear Memorial Day +newspaper ad. You can see this in full color +when you claim your FREE CD of all of the +exhibits in this book by using the form on +page 312. + +Well, that’s exactly what we did at my menswear store one year when we asked, “What would we have to do this Memorial Day to get you to start the cookout after 5 p.m.?” + +But we didn’t just ask. We designed a catchy newspaper ad to look like a coupon and draw you in. + +This ad features an eye-catching headline, a prominent deadline, and something else—a heavy-dashed border that gives the appearance of a coupon even though the ad is NOT a coupon. Americans love coupons, so your eyes naturally go to that dashed-line border and what’s inside it. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +Putting “dashed” borders around display ads will increase readership even when you are not making a coupon offer. + +example #8 - gage leap day ad + +February 29 is special. + +As I mentioned at the beginning of this chapter, once every four years, we get to leap, and so in my menswear business we used the special day as a chance to have a sale. It even gave us great “reason why” copy—we called it a rent-free day. + +This was a really easy and fun promotion that only involved sending out an inexpensive 4 × 6 inch postcard. + +We discovered that Leap Day is as good a day as any to hold a promotion. It’s actually rather advantageous, but then tying a promotion to any holiday is advantageous if you can deliver the “reason why.” + +In fact, a member of one of my private coaching groups ran a seminar over a Leap Day and used the “rent free” ballroom theme as the reason why he could make the seminar registration fee lower. He got more sign-ups than ever before. As you can see, what works in one business is easily transferred to another when you put your mind to it. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00156.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +For some,every +ONEDAYONLY +PreferredClient +(detals onthe oerside of tiscard.) +Gage Menswear's +FEBRUARY29TH +410-7274763 +DOWNTOWN +OnlyHappensOnce +day is'Leap Day. +20%0FF +Takeanextra +TUESDAY +Savings! +Butit onlycomes +OWNGSMILLS +410-581-5351 +dONLY. +onceeveryfouryears +atGageMenswear! +Gage Menswear's Preferred Client +"LeapDay'Savings! +ONEDAYONLY-Tuesday,February29th +decidedtotakethermertcostswe'dnomalypayforthatday +Onoe everyfour years, we get anendhee day- So we've +and pess t on to you in the form of aostonai discount! +TakeanEXTRA20%OFFyourentirepurchase +evtscaoueFltaiBedacticsaitemsssdNEWSpringArrivals + +Gage Menswear’s front and back Leap Day postcard. You can see this in full color when +you claim your FREE CD of all of the exhibits in this book by using the form on page 312. + +Take a look around. Our Congress has created a holiday for every single date on the calendar, and a little imagination can make any of these days special, if you so desire. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00023.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS resource + +For a more detailed list of all holidays you can use for possible marketing campaigns, see Appendix B at the back of the book. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00026.jpeg] +[No readable text recognized; consult the extracted image asset.] + +Sizzling Outrageous Summation + +1) Holidays are already on people’s minds, so enter the conversation in their minds and use the holidays to create OUTRAGEOUSLY successful advertising. + +2) Businesses have anniversaries every year, and you should use them to hold a promotion because they are believable. + +3) The top four holidays are Christmas, Halloween, Valentine’s Day, and Mother’s Day. + +4) Tying a promotion to a holiday increases response. + +5) Oddball holidays are attention-grabbing days. diff --git a/library/Outrageous Advertising That's Outrageously Successful/Chapter-12-Sampling-Some-Really-Outrageous-Ideas/Chapter-12-source-text.md b/library/Outrageous Advertising That's Outrageously Successful/Chapter-12-Sampling-Some-Really-Outrageous-Ideas/Chapter-12-source-text.md new file mode 100644 index 0000000..bd719ac --- /dev/null +++ b/library/Outrageous Advertising That's Outrageously Successful/Chapter-12-Sampling-Some-Really-Outrageous-Ideas/Chapter-12-source-text.md @@ -0,0 +1,384 @@ +# Outrageous Advertising That's Outrageously Successful — Chapter-12: Sampling Some Really Outrageous Ideas +- **Source**: /library/Outrageous Advertising That's Outrageously Successful/source-file.epub +- **EPUB items**: text/part0019.html +- **Image note**: Embedded images were extracted to the book's images folder; OCR is included beside image markers when text was recognized. + +--- + + +OUTRAGEOUS ADVERTISING that’s outrageously successful + +12) Sampling Some Really OUTRAGEOUS Ideas + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00008.jpeg] +[No readable text recognized; consult the extracted image asset.] + +What if a gorilla wearing a gold bow tie, a gold vest, and a gold top hat brought you a package? Would you accept it and open it? Okay, let’s say it was a courier wearing a gorilla suit, not a real gorilla. Would you accept it and open it then? + +Kellene Bishop dispatched a coordinated set of such gorilla couriers one afternoon in Atlanta, proving that these techniques translate into all markets—even those that deal with people who deal with more affluent customers or with large transaction sizes. + +Kellene, you see, arranges financing for multi-million-dollar commercial real estate purchases, and once she got into the business, she realized there was a huge opportunity for many people just like her. + +She knew how to do it. So she started teaching classes—seminars really—on how to take advantage of the huge market, which is $1 trillion in commercial real estate that NEEDS to be refinanced in the next three years. It was a big, open market. + +Kellene knew that she could teach smaller lenders how to think big and become big lenders and make big money in the process. That is, they’d make big money, and she’d make big money teaching them. + +So she used a number of techniques to get her message out, but my favorite was one she used in Atlanta in 2006 when she sent out the gorillas. + +She realized that the $1 trillion that needed to be refinanced was like an 800-pound gorilla in the room. Thus, the gorilla suits. + +It actually turned into a bit of a publicity stunt that received free coverage in local media, bringing even more success to her promotion. + +Of course, it wasn’t easy. There was a lot of coordination that went into it, including acquiring the proper gifts for the gift boxes that the gorillas presented, getting the couriers to agree to wear gorilla suits in Atlanta’s scorching hot weather, and handwriting an individual sales letter to each prospective client. + +She was selling a $10,000 seminar and promising that if they followed her program they would earn at least $700,000. It was OUTRAGEOUS on all counts, and the gorilla certainly proved the point. + +no limit to how OUTRAGEOUS you want to be? + +OUTRAGEOUS doesn’t mean offensive. + +However, OUTRAGEOUS sometimes can be offensive to some. If you dare walk that line, just remember that it’s a steep fall off of the wrong end. And yet, it certainly can draw attention. + +Of course, it is important to know your audience and also their limits. This is not demographic rocket science. It is just ordinary smart guesswork—and using your good OUTRAGEOUS instinct for what’s funny versus what’s potentially offensive, and to whom. + +Although you do need to be warned about being offensive, you need to equally and perhaps doubly be warned against being timid or boring. Your advertising NEEDS to be noticed … remember, people are receiving thousands of advertising messages every week, and just about all of them are boring (and forgettable). + +So, how OUTRAGEOUS do you want to be? Enough to GUARANTEE that you will be noticed! + +OUTRAGEOUS … OUTRAGEOUS ideas + +No, that headline is not from the Department of Redundancy Department. It means that everything I teach is OUTRAGEOUS advertising, but some of those ideas are outrageous even in the realm of OUTRAGEOUS. + +Some of them you’ve already seen in this book. For instance, in chapter 4, I described a few crazy mailers such as the coconut mailer and the garbage can mailer. Those were outrageous OUTRAGEOUS ideas. + +Here are some more. + +the wizmark interactive urinal communicator + +There are certain places where you can get a captive audience. + +I wrote in chapter 8 about an advertisement on the wall of a dentist’s office directly in view of where a patient looks when he or she is being treated. That’s a captive audience. + +Another is a men’s urinal. Yes, a men’s urinal can be a good place to advertise. You wouldn’t think of it, would you? + +And yet, someone has figured out the whole “captive audience” thing and designed a urinal deodorizer that is, well, activated by fluid hitting it. And that “action” then triggers a flashing light or a message running across it. + +Who would use such a thing? I know of an attorney who uses it to great success in bars where he advertises for DWI clients. I also know of a professional speaker who uses it at seminars to encourage attendees to come to his session. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00157.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +WIEMARR +-LNDLAR +*A3007 (S +roctiveUrinolCommunicalor +MARK +THEWORLDSFIRST&ONLY.- +ITISNCHIVETALAINGMEYSROOMADTETISING +Coehae io yre sd sidr slaang iagnile pe ccey sih + +Wizmark Interactive Urinal Communicator. You can see this in full color when you +claim your FREE CD of all of the exhibits in this book by using the form on page 312. + +If you are a man, you might laugh when you’re standing in front of a urinal, but you’re not going anywhere until you finish what you came in to accomplish (said with political correctness). + +Think about it! This is OUTRAGEOUS advertising that you will remember, which is the point of advertising. In fact, I’ll bet that when you leave the men’s room, you’ll tell everyone else about the experience you just had and why all of the other males that are with you have to go and check it out. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00023.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS resource + +You can find information about Wizmark Interactive Urinals at www.wizmark.com. + +And now, I’ll change the subject. You’re welcome. + +the b2b “foot in the door” mailer + +When you are in sales, especially in B2B sales, what are you trying to do? You are trying to get your “foot in the door.” Right? + +Well, of course you are. + +So why not specifically say so? + +In fact, why not just send a foot? You know … to the door … or in the mail. + +No, really. Why not? + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00158.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +BillGlazer +President +Insider'sCircle +Towson,MD 21286 +Phone:410.825 +Fac4108253 + +Foot In The Door Mailing. You can see this in full color when you claim your +FREE CD of all of the exhibits in this book by using the form on page 312. + +After all, one of the biggest struggles of all salespeople is simply getting in to see the decision maker. So, this campaign allows you to send a box in the mail that is opened up and accompanied by the foot with your business card wedged between two of the toes and a letter that begins, “You’re probably wondering why I am sending you this rubber foot in the mail. Well, I’m trying to get ‘my’ foot in the door” to see you. + +It’s OUTRAGEOUS, and it works! + +the payroll pro cruiser + +I’m a big believer in looking for opportunities in your business where you can grab attention with OUTRAGEOUS advertising. For example, earlier in the book I wrote about how you can use pre-recorded testimonials on your “on-hold” message or how a dentist’s office can place a sign in its operatories to promote new patient referrals. + +Well, if you have a business where you have vehicles on the street that travel around a lot, why not place an OUTRAGEOUS sign on them to grab attention? + +In fact, why not just drive a sign? They do it in NASCAR; why can’t you? + +That’s what David Reckford thought, and so he paid to have his car wrapped in his logo to promote his business. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00159.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Payroll Pro +（805)683-8888 +First +Month Free! +wwthepayrolipro.com +einblefas3 + +Payroll Pro wrapped vehicle. You can see this in full color when you claim your +FREE CD of all of the exhibits in this book by using the form on page 312. + +And now, whenever his vehicle parks to drop off a business’s payroll or drives around town, it is an OUTRAGEOUS moving message. And best of all, once you have this down, it’s like the Energizer Bunny … it keeps on working and working and working and working!!!! + +the half-birthday campaign + +We all know that birthdays are just about always observed, but how many people older than the age of nine celebrate half birthdays? + +Not many, right? + +And that’s exactly why Dean Killingbeck decided to use that concept as an OUTRAGEOUS promotion. Killingbeck, as you may recall from chapter 9, is a master marketer who has used demographic and birthday lists to great advantage for the turnkey systems he has put in place for many businesses. + +So he also took it a step further. + +Once he saw the extraordinary success his clients had with using his turnkey mailings for birthdays, he realized he could get twice the results by also developing mailings for half birthdays. Of course, he does it in an OUTRAGEOUS manner. + +After all, a half-birthday celebration for an adult is OUTRAGEOUS in itself. But what really made it special was the approach. There was half an envelope with half a letter. + +Connecting the OUTRAGEOUS dots in an OUTRAGEOUS way made this campaign OUTRAGEOUSLY successful. + +And inside the half envelope, there was of course a half letter from the business owner with the half-birthday offer. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00160.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +H5bN.ColoradoAv +BruSh,Co80123 +Taylor Fizourald +123Anu$+t +cituy,st +12345 + +Half Birthday Envelope. You can see this in full color +when you claim your FREE +CD of all of the exhibits in +this book by using the +form on page 312. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00161.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Taylor... +Happy 1/2 Birthday +FromDiggersDinerll +TaslorFitogerald +123 Any Sereet +City, ST 1234S +Heppy Birthday Toylor! +Would you believe that sbx months have passed +sinoe yourbireday?Technicaly,thatwouldmake this +month your L2 birthday montht So, in onderto celebrate, +we'se sending you this 1/2 letter giving you a special offer. +Bring in this letter +anytimebeforeJuly31st +and recelve50%off any sntrfe! +RealytThat's1/2 ofl anyenttis.ofyour.choice, +GuaranfeediAter all, syour1/2birthdasymonthand +you'respecialto us,so we want toTHANKYOUforbeing +agvat customer,But hury, this ofler Expires on +July31,2007 +See you soon, +Jeff & Tawnie Maroas +P.S, Bring in this lener and necelve 1/2 of any entree of +your cholce! +P.P.5., Remember, this offer epirns July 31, 200171 +P.P.P.5, Bring aloeg 3 or * + +Half Birthday Letter. You can see +this in full color when you claim your +FREE CD of all of the exhibits in this +book by using the form on page 312. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00015.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS resource + +Dean Killingbeck’s company, New Customers Now, offers a turnkey service to mail half-birthday mailings as a terrific strategy to attract existing customers/clients/patients or “new” customers to your business. You can contact his company at www.newcustomersnow.net. + +scent mailing + +Scratch and sniff? + +How about scent and sell!!! + +That’s exactly what ScentiSphere has done. They have created dozens of different scents that your printer can add to anything you mail in order to add another sense to your mailing. + +So you no longer just read it. Now you read and also smell it. Best of all, the possibilities are endless. Here’s a partial list of the different scents you can add to your mailings: + +Apple Pie + +Latte + +Asphalt + +Marijuana + +Banana + +Lemon + +Buttered Popcorn + +Leather + +Cherry + +Mint + +Chocolate + +New Car Smell + +Christmas Tree + +Orchid + +Clean Cotton + +Peach + +Coffee + +Peppermint + +Daisy + +Pineapple + +Dill Pickle + +Red Licorice + +Fireplace Smoke + +Stinky Cheese + +French Fries + +Suntan Lotion + +Gingerbread + +Tulips + +Grass + +Vanilla + +Green Apple + +Watermelon + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00162.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +It'sRosesfora"Scent." +Call usandwewillsendrosesinaplainboxtomend,to +thank,toexpresssympathy,oranyexpressionyoumay +wishto send. +Call +316.555.9787 +Rosesfora"Scent" +(We may even save +amamiage) +Didyouknowaboutaprinting +companyrighthereinWichitathat +haswonawardsfortheirclientsin +NationalMarketsbecauseoftheir +"Outof theBoxThinking + +Scent Mailing Example. You can see this in full color when you claim your +FREE CD of all of the exhibits in this book by using the form on page 312. + +That’s the idea of the scent mailing; it can send an actual aroma through the mail—aromas as diverse as the smell of a new car for an automobile dealership to the smell of marijuana for someone who sells plant food. Yes, that would be OUTRAGEOUS! + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00023.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS resource + +You can find information about ScentiSphere at www.scentisphere.com. + +your own postal stamp + +The US Postal Service will now let you put almost any image you want on a stamp. You’ve probably seen Elvis and all the celebrities, but one of our Glazer-Kennedy Insider’s Circle members, Bob Battle, an attorney, sent out a mailing with his own face on the stamp and above it the slogan, “In Bob We Trust.” + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00163.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +InBobWeTrust +39 + +Bob Battle’s postage stamp. You can see this in full color when you claim your +FREE CD of all of the exhibits in the book by using the form on page 312. + +Obviously this is a very smart way to increase the open rate of your mailings when the recipients are already familiar with you. They’re going to say, “What is your picture doing on the stamp? I’ve just gotta open this up and find out what this is all about.” + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS resource + +You can find information about customized stamps at photo.stamps.com. + +fortune cookie + +Here is an OUTRAGEOUS idea: advertise inside of food. + +That’s what you can do if you try the fortune cookie advertisement. There are a lot of uses for this as you can print anything you want on the message inside of the fortune cookie. + +For example, at my menswear stores I once ran a promotion where I sent out a postcard with a picture of a fortune cookie on it and told my customers to bring in the postcard to redeem it for a fortune cookie to discover how they could save a fortune with the discount inside the cookie when they opened it up. + +These are really fun to do because as the casinos have taught us … just about everybody loves “games of chance.” + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00164.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Dowhat cveryonee +cvrryoneelsegets +Call 866-99) + +The Gage Fortune Cookie Postcard. You can see this in full color when you claim +your FREE CD of all of the exhibits in this +book by using the form on page 312. + +I’ve seen this fortune cookie approach applied to numerous businesses, typically with great success. In fact, in many cases an actual fortune cookie was delivered in the mail with headlines along the lines of: + +“Here’s The Secret To Making +Your FORTUNE In ___________” +“There a FORTUNE in Your Future” +“You Save A FORTUNE When You _______________” + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00026.jpeg] +[No readable text recognized; consult the extracted image asset.] + +Sizzling Outrageous Summation + +1) More OUTRAGEOUS gets more attention. + +2) Know your audience; don’t be offensive but never be boring. + +3) You can advertise really OUTRAGEOUSLY in some really OUTRAGEOUS places. + +4) You can be really OUTRAGEOUS without spending a lot of money by identifying opportunities you already have such as a message on hold, vehicles, signs, etc. + +5) You can be really OUTRAGEOUS by using the senses of hearing, seeing, feeling, and even smelling. diff --git a/library/Outrageous Advertising That's Outrageously Successful/Chapter-13-Putting-All-The-Pieces-Together/Chapter-13-source-text.md b/library/Outrageous Advertising That's Outrageously Successful/Chapter-13-Putting-All-The-Pieces-Together/Chapter-13-source-text.md new file mode 100644 index 0000000..c797528 --- /dev/null +++ b/library/Outrageous Advertising That's Outrageously Successful/Chapter-13-Putting-All-The-Pieces-Together/Chapter-13-source-text.md @@ -0,0 +1,735 @@ +# Outrageous Advertising That's Outrageously Successful — Chapter-13: Putting All The Pieces Together +- **Source**: /library/Outrageous Advertising That's Outrageously Successful/source-file.epub +- **EPUB items**: text/part0020.html +- **Image note**: Embedded images were extracted to the book's images folder; OCR is included beside image markers when text was recognized. + +--- + + +OUTRAGEOUS ADVERTISING that’s outrageously successful + +13) Putting All The Pieces Together + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00008.jpeg] +[No readable text recognized; consult the extracted image asset.] + +Throughout this book, there have been a lot of lessons about how to do a number of different OUTRAGEOUS things and all the various elements that make them OUTRAGEOUSLY successful. They all work, but the truest and surest approach is to actually put it all together. + +Every element, when put together, makes the sum greater than the parts. + +There’s a jewelry store in Daytona Beach, Florida, that knows all about this. The story of W.M. Ritzi & Co. Jewelers is a great example of OUTRAGEOUS growth from an OUTRAGEOUS and well-executed campaign. + +This jewelry store launched a program to get Rolex repair business. According to a letter written to me from the owner, Cindi Ritzi, “My business is up over 30 percent this year, in a climate where most jewelry businesses, across the board, are way down. My Rolex repair solicitation, 5-step sequence, has generated over $35,000 in new business for repairs alone with a 37 percent response rate and a total cost to implement of $1,350.” + +She spent $1,350 and generated $35,000 in business. + +OUTRAGEOUS! + +Here’s what she did—she used all the elements in chapters 5-9 of this book. She used a headline, offer, and deadline. She personalized her greeting and used graphics to enhance her message. + +And what was her message? She was repairing Rolex watches at a fair price. She had testimonials. She sent a jumbo postcard. She sent a personalized #10 envelope. She sent a voice broadcast and finally a “follow-up” letter of regret. That’s right, she was sequential. + +And when all of the elements come together like this, the results are OUTRAGEOUSLY successful. + +ONE … theworst number in marketing + +If you have one campaign that works in one particular media, don’t mess with success. However … + +Just because you have one campaign that works in one particular media doesn’t mean the world can’t change in an instant. It can and will, and you’d better be ready. After the fact is too late. + +Therefore, the worst number in marketing is “ONE.” There is simply too much risk involved with throwing everything you have into one media. + +Instead, the advice here is the same as any good financial advice … diversify. + +diversity leads to stability + +For example, I work with a guy who was having great success advertising in his local market on a particular radio program hosted by a particular radio host. This host had helped this business grow greatly when he advertised my client’s business, but when I suggested that the business needed more than one media to get its message out, the owner said he was doing just fine with the radio personality’s sixty-second spots. + +Well, one day the radio host landed a new job in another market. Good for the radio host … not so good for the business owner. + +And that’s the problem. It’s very seductive for an entrepreneur to fall prey to success and ignore stability. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00017.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +ATTLVING +OUTRAGEOUS +ADVEISING + +OUTRAGEOUS exercise + +Here is a list of twenty different media. Check off those you are using. Try to devise ways you could use the other media to make them part of an overall campaign. + +• Newspaper ads + +• Magazine ads + +• Free standing inserts + +• Radio + +• Web sites + +• E-mails + +• Door hangers + +• Postcards + +• Publicity + +• Self mailers + +• Billboards + +• Exterior signs + +• Interior signs + +• TV + +• Voice broadcast + +• Telemarketing + +• Sales letters + +• Advertorials + +• Referral marketing + +• Online banner ads + +Perhaps the most seductive of all current media is the Internet. And that’s really all the Internet is—a form of media. Sure, it’s still new and seductive to use. But it’s not so different than any other media. It’s one option. But it’s not the only option, and you can be very vulnerable if it is the ONLY form of media you use. + +In fact, there is no “only option.” Instead, the best option to guarantee success is to diversify and get your message across in many different media. By having several different things going on, you increase your exposure across a broad spectrum of customer media habits. + +And the best part about stability under this program of OUTRAGEOUS advertising is that, by design, diversity leads to more than stability—it leads to more success as the cumulative message gets heard in different ways. + +One final advantage of diversity is your ability to gauge results in many different media so you actually find out what works instead of simply guessing and hoping. This then gives you the confidence to spend more money on campaigns and media that work. + +realizing the business you’re in + +Are you ready to make a real leap in sales and profits? + +Then it’s time to realize the real business that you are in, which is different than the sign you hang above your door. Success means shifting the paradigm so that you think in terms of being a marketer for your business. That, truly, is your business. + +And so a professional dedicated approach to marketing your business and learning everything you can to market it better is the proper response to this new realization. Even with my experience, I attend at least two seminars a year just to keep myself engaged and learning. I am always on the lookout for new ideas. The marketing guru Zig Ziglar calls this “sharpening your axe,” meaning that in order to be very productive at chopping down trees, you have to constantly keep a sharp axe instead of allowing the one you have to go dull. The same applies with constantly being a student of marketing. I find this process incredibly useful. + +And hopefully, by now, you realize how important this paradigm shift is to your future success. Think like a marketer because marketing is your job. Without it, all your other jobs would disappear. + +And by thinking like a marketer, you will find diverse paths to the same goal of sales. In fact, diversity is your friend and ally, and knowledge is your weapon, and a multi-tiered campaign is always your best option. + +the bob davidson ford campaign + +When the Bob Davidson Ford dealership in Baltimore, Maryland, purchased another local dealership and merged the two, they wanted to get the word out to customers—especially of the dealership that was being acquired. + +So the first OUTRAGEOUS step taken was to send a sales letter out in an oversized (9 × 12) envelope labeled “Rush Priority Express.” + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00165.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +RUSHTOADDRESSEE +EXTREMELYIMPORTANT +RUSHPRIORITY +EXPRESS + +Bob Davidson Ford/Lincoln/Mercury Rush Priority Express Envelope. +You can see this in full color when you claim your FREE CD +of all of the exhibits in this book by using the form on page 312. + +This envelope is an example of something delivered in the mail looking important and demanding attention. When you receive something that says, “Rush Priority Express,” you have to open it. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00015.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS resource + +“Rush Priority Express” envelopes are available through Handy Mailing Service. You can contact them by phone at (316) 944-6258. + +And inside, the dealer sent a three-page sales letter announcing the merger and some deals. The first thing you notice, of course, is the headline, and then you see another trick you’ve learned earlier in this book—personalization. That’s right, this letter is addressed to a specific name. + +And so it begins to fit together. But wait, there’s more! + +And that is the point of putting it all together—giving more. In the letter itself are offers and deadlines and graphics and double readership and multiple aspects to the message. But wait, there’s more! + +The letter also included three separate coupons for different discounts on service at the dealership. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS boost + +The more individual items that are in a piece of mail, the better the response because it keeps the reader involved for longer. + +And so the campaign with its mailing was very successful. But wait, there’s more! + +After the initial mailing campaign, the dealership then sent out a voice broadcast to the customers of the old dealer and announced the exact information in the three coupons. This extra step really pushed things forward. + +bob davidson ford/lincoln/mercury voice broadcast script: + +Hi, this is Fred Onnen from Towson Ford just following up on a letter I sent you about THE MOST IMPORTANT MESSAGE I HAVE EVER SENT OUR CUSTOMERS IN THE PAST SIXTY YEARS. + +Frankly, I’ve been swamped with phone calls, so I thought I’d try to contact our valued customers to clear up any confusion. I decided to merge our market area with Bob Davidson Ford, which now provides you with an experience like never witnessed before in the Baltimore area. Now when you patronize Bob Davidson Ford at 1845 E. Joppa Road, you will experience The ULTIMATE Ford Store. + +This is just a reminder that the three great gift certificates I sent you expire this Monday, March 12th, and one of them is good for a FREE oil and filter change. If you can’t find your certificates, that’s no problem. Just go into the Service Department at Bob Davidson Ford and tell them that Fred from Towson Ford sent you. + +Thanks so much for your previous support and enjoy The ULTIMATE Ford Store at Bob Davidson Ford. + +By the way … if you have any questions, give Bob Davidson Ford a call at 410-823-3131. + +The campaign, in fact, was so successful that they wished they had sent out only half the list and then followed up with the other half later because the shop literally became too busy to keep up. + +the infusion software campaign + +Infusion Software is a company that produces a customer relationship software (CRM) product that helps companies keep track of customers and their marketing campaigns. + +It is a rather sophisticated, but affordable, software that makes it easy for companies to track results and make sure the steps in campaigns go out when they are designated to do so. + +When Infusion wanted to market an optimization information kit for their Infusion CRM software, the company wanted to get the word out to existing customers in a fun yet deliberate way. + +So, Infusion launched a nine-step campaign to sell their Marketing Excellence Kit. Yes, nine steps. + +The company took advantage of a scenario involving some of their customers, who were actually Ultimate Fighting coaches, martial arts coaches, and wrestling coaches … “a group of folks you don’t want to mess around with,” claimed part of the Infusion marketing team. + +It worked like this: These Ultimate Fighters attended a live customer event on optimizing the use of the software. Then the company sold DVDs of the seminar along with the manual from the event as its Marketing Excellence Kit. The campaign was based on the concept that the Ultimate Fighters didn’t want Infusion giving their secrets away. + +It started with a three-page e-mail describing the seminar and how optimizing the software with “insider secrets” would make profits skyrocket. + +Following the e-mail came a fax, then another e-mail, and then another fax. Five e-mails, three faxes, and finally a letter was sent in the sequence. + +Each step in this nine-step approach to existing customers then funneled readers to an online sales page, and it was focused on all customers who had not yet purchased the kit. + +Here is a capsule look at their campaign. + +Step + +Media Type + +Subject + +Drive To … + +1 + +E-mail #1 + +Leverage Infusion CRM to the hilt + +Online Sales Page/Order (infusionsoft.com/me) + +2 + +Fax #1 + +This man’s fate is in YOUR hands…! + +Online Sales Page/Order (infusionsoft.com/me) + +3 + +E-mail #2 + +Infusion CRM Power Users Share Their Secrets + +Online Sales Page/Order (infusionsoft.com/me) + +4 + +Fax #2 + +This is YOUR last chance! + +Online Sales Page/Order (infusionsoft.com/me) + +5 + +E-mail #3 + +From the desk…Err… Hospital Bed of Clate Mask! + +Online Sales Page/Order (infusionsoft.com/me) + +6 + +Fax #3 + +The Phoenix Customer Relationship Trauma Center + +Online Sales Page/Order (infusionsoft.com/me) + +7 + +E-mail #4 + +URGENT: Time is RUNNING OUT… + +Order through single click from e-mail + +8 + +E-mail #5 + +A Big Fat ‘Sorry’ from Clate Mask! + +Order through single click from e-mail + +9 + +Letter + +“Congratulations… and an apology!” Study/use the kit - reinforce the benefits + +Study/use the kit—reinforce the benefits + +Results: 141 orders ($210,000) and a bunch of interest around our next customer event. + +Reported interesting results back from Infusion after the promotion was completed: + +• We used our own software to manage and automatically execute the entire campaign and orders. + +• Steps 1-6 generated 41% of the orders and ran over a period of 58 days. + +• Steps 7 and 8 generated 59% of the orders and ran over a period of 9 days. + +• Steps 7 and 8 employed a new CRM feature allowing our existing customers to order by simply clicking a link in an e-mail. When we removed barriers to ordering, our sales skyrocketed. + +• Feedback on the campaign was very positive: customers liked seeing we enjoy having fun (not just a bunch of software nerds), they got a kick out of the cartoons, and it generated a lot of interest in our next customer event. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00023.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS resource + +The InfusionSoft COMPLETE nine-step campaign can be seen in full color when you claim your FREE CD of all of the exhibits in this book by using the form on page 312, but for now let me tell you about some of the highlights. + +When you look at the campaign on the FREE CD, you’ll notice that it all fits together. First of all, you’ll notice that there actually is a flow to the campaign filled with personality. It’s, in fact, a bit of a story … an OUTRAGEOUS story. + +And the story keeps people engaged. Even if they don’t buy after the first steps, the story gains power with each retelling and tweaking of the general idea that these Ultimate Fighters were upset with the owner of the company for giving away their “insider secrets.” + +It’s funny and it’s fun—and best of all, it’s memorable because it is OUTRAGEOUS. + +The first letter simply introduces the product and the story behind it—including the Ultimate Fighters. + +The next correspondence in the sequence is a fax that shows a fun image of the president of Infusion, Clate Mask, being held in a headlock. + +And, as in each correspondence, this has all the essential elements of a great ad including a headline, an OUTRAGEOUS image, personalization, an offer, and a deadline. And it connects and refers back to the previous correspondence. + +A lot of why this works is because of the personality that Clate Mask displays in his correspondence—a fun, funny pitch that keeps the reader reading. + +In e-mail number three, the fifth correspondence, Clate pretends to be writing from a hospital bed because one of the Ultimate Fighters hurt his neck. In it, he tells of his fanatic interest in getting the information out. It’s funny, and it keeps the interest. Check it out. + +As the campaign wears down, on the seventh and eighth correspondences, Clate pushes the concept of a deadline and a great opportunity flying by. And, as you can see in the chart about the campaign, those last two there-really-is-a-deadline pieces generated 59 percent of all the orders in just nine days. + +Finally, the last correspondence is sent to customers who agreed to try the material on a trial basis and then purchase. It is a letter of thanks with many reinforcements of the benefits of the kit. + +This letter, with a clever apology for sending this decide-now material during the busy Christmas season, comes with the trial material. + +The subject moves completely away from the Ultimate Fighter theme and into a cheery Christmas theme with the promise of lots of profits. This final, personalized reinforcement is a nice touch, showing involvement to the end. + +I also want to point out that this campaign didn’t use just one media. NO! This is a combination of three different diverse media: + +1) E-mail + +2) Fax + +3) Snail mail + +After all, “diversity leads to Stability” even when you are a software provider that delivers everything online. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00023.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS resource + +Information about InfusionSoft can be found at http://infusionsoft.com/outrageous. + +the glazer-kennedy super conference campaign + +YES, I practice what I preach. + +So when Dan Kennedy and I set out to promote our 2008 MARKETING & MONEY-MAKING SuperConference in Nashville, Tennessee—featuring Gene Simmons of the rock band KISS—we put all of these lessons into practice. The seminar also featured George Ross, who is Donald Trump’s vice president and often seen on the hit TV show The Apprentice, as well as the president of High Point University and chairman of the board of The Great Harvest Bread Company, Nido Quebin. + +Since we wanted to make this our highest attended SuperConference ever, we were methodical and yet OUTRAGEOUS in our approach. Oh … and we were also relentless. + +a three-phase campaign + +The SuperConference campaign is built in phases. + +Phase one is for the first early bird discount, which begins in November and ends December 31. + +Once we see where we are with registrations, we then have a strategy meeting to schedule out phase two, which includes some breakout campaigns such as one to new members and another one to long-time members who have never been to a SuperConference before. + +Then we move to phase three, which is again to see where we are with registrations and then decide what we need to do from there. + +PHASE 1 + +Starting in mid-November, we sent out a big mailing to our members announcing the details of the SuperConference. This was a very elaborate mailing that actually went out in a UPS envelope that was sent through the U.S. Postal Service. You wouldn’t believe how many of our Glazer-Kennedy Insider’s Circle members asked us how we were able to send out a UPS envelope through a U.S. post office. This certainly put us in their A pile! + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00166.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +ups +ExpeditedMail +byUPSMail Innovations +Synchronizing the world of commerce + +The Glazer-Kennedy Insider’s Circle UPS envelope. You can see this in full color when +you claim your FREE CD of all of the exhibits in this book by using the form on page 312. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00023.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS resource + +RST Marketing has the exclusive contract to mail UPS envelopes through the U.S. Postal Service. You can find details about them at http://rstmkt.com/. + +As I mentioned above, inside this envelope was a very elaborate mailing comprising twenty-eight pages explaining everything about the SuperConference. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00167.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +-KennedyInsider'sCircleMembers +andMembers'Convention +SIMMONS +ngerofKim, +atthe20b8 +onference! +DID YOUSOTICETCE +PACXASR RAS SENTTOTOU +000 +000 +WARNING +READSHESPONDNOLATERTHA +12/31/07 + +COVER of the Glazer-Kennedy Insider’s Circle SuperConference +twenty-eight-page mailing. You can see this in full color when you claim your +FREE CD of all of the exhibits in this book by using the form on page 312. + +But we didn’t just stop with the twenty-eight-page letter. Inside the letter was another letter with a SuperConference keychain that promoted the fact that we were giving away a brand-new Ford Mustang convertible at the SuperConference. + +A plastic bag was the first thing you saw when you opened the envelope, and the bag contained a key ring with our SuperConference logo on it—looking much like the Superman logo—and a card asking, “May I give you the keys?” + +And then inside was a photo of a beautiful red Ford Mustang convertible asking the same question. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00168.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +MayIGive +YoUTheKeys? +MayIGive +youfind an OfcisiGlszer-Kennedy lesider's Circlenm +e Key Chain. Why have we sent you a speciaf keychain? +YoUThe +oasons. +I'm.awarding.the.lop.prize.abrand.new.Mustang. +tie wincer ol my Nationsl Saies Leltec/Marketing Cortest at Bis +Keys? +itraby te handing you he keys to a new carim +plus other great prizes to runners-up. I you haventertered there's +kers.each.pcepared.to.hand.you.thgic.keys.to.their. +s.impgrtance.we.haxe.assembleda.ioe.sup.of.tnue. +icess.wealth.power.and.prominence.No'seminar +leaders,and Super-SuperStasas this.Somesherein +u.need.mos.ja.bum.cn.al..gow.aod.ogtmoa.in.ysu +Sosod inomation,youwllcertainty seethattherearegolden +pecliches.in.miod.hal.mey.wac.lo.add.o.tbei.kecbain, +nwardto._colecfinggoldenkeysthatcpenpreviouslylocked +So, thekeychain ls meant as symbotfofthe experience +Exaggeration? Consider tre commeres fiom previous +esatPeend of ihisbookietConsidertheincrediblepeopie +d best stratogies wth you. +.to.get locked.oulnybe cbvious as you see who +orferencestagos,thatthisyea'seventwilselleutfast +hsuiSteuteCotanEayirtEStmotiondsade + +Super Conference Ford Mustang giveaway insert. You can see this in full color when you +claim your FREE CD of all of the exhibits in this book by using the form on page 312. + +And also included was a letter explaining the Mustang giveaway and introducing the seminar, its benefits, and the deadline for the fast-filling event. + +The campaign had begun, and we received great response to our first mailing. But we were not going to stop at just one attempt to get people to come to our great seminar. + +Instead, we just went more OUTRAGEOUS. + +Beginning on December 10 at 6 a.m., we began sending out e-mails to our top-level Gold-Club members talking about our upcoming seminar and our December 31 deadline to register and get an “Early Bird Discount” of $500. + +And in that initial e-mail, a KISS was given. The e-mail, which came from Dan Kennedy, talked extensively about this “real life superhero,” Gene Simmons, coming to our seminar to give business-building information. This genius who owns all the licensing rights to the KISS brand was easy to sell as a featured speaker. + +It was a great introduction, but it was only the beginning. Talk about putting it all together. This campaign was put all together. + +Between December 10 and our early bird deadline of December 31, we sent eighteen e-mails. Each was extensive and detailed a continuation on our message that we were selling out quick and this was the opportunity of a lifetime. + +Putting eighteen of these e-mails in here might be overkill, although let’s face it, it would be OUTRAGEOUS! Instead, here is an example of one of these e-mails. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00169.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +EMAILN18 Sundax._ Decemher.3e" (6am) +From: Lois Lane (infusdauksumslyssm) +Semt: +Subject: Last Chince. Finul Notice +LASTCHANCE FINAL NOTICE. +Dear (Finst Name), +altend The SuperConferenoe: Slisk.lers; +You've got to see Greg Woodley's Comments about why he traveled 3)-hours firom Auastralia to +WITHIDAN KENNEDY, +THERE ARE ONLY 24 HRS LEFT TO CLAIM THE FREE BONUS DAY EXCLUSIVELY +Lois Lane here....Ace Reporter for THE DAlLY PLANET with a... +NEWS FLASH: NEARLY 800 KENNEDYIZED ENTREPRENEURS AND MARKETERS +SUPERSTAR SPEAKERS FOR THREEDAYS OF ENCHANGING MONEYMAKING +GATHER WTTH THE2008 LEAGUE OF EXTRAORDINARY EXPERTS,AND +GREATER FORCE THAN THE ASTEROID SHOWER OF 1998...- +SECRETS SO EARIHSHAKINGLY POWERFULIT ROCKS METKOPOLIS WTIH +And YOUare about to MISSIT...cowering lke that chicken Clad:Kent umder your covens at +home istead of aixing it up with the movers 'n shakers of the tarketitg werld: +Is that really what you want for yourself?..do you want to be a meek and mild-mannered +ordinary buiiness owner or a Super-Entreprencur in possession of SUPER MARKETING & +MONEY-MAKING Marketing Powers umlike any mere mortal can imagine..Jmnd a Ssper bank +accourt to rsatch? +Make the tight choice..egister online at swww.dankennedussLeom/Super2008 +DECEMBER 31"at mnsdnight Metropolis time, and you1l get your LAST CHANCE to reecive a +before +SSO0.00 EARLY BIRD DISCOUNT +Your Reporter For Life, +Lois +PS: What would a SUPER-Conference be without a SUPER-GUARANTEE? +Guarantee: If, at the dinner break of Day1, you do NOT agree that you are participating in a +Life-Altering Event and Experiemce of SUPER Importance and Value to you, you may advise us +of your disappointment, esxit the Conference (and the Hlotel), with a FULL, 100% REFUND OF +YOUR FEE plus up to S500.00 REBMBURSEMENT of documentad Air Travel and Hotel Costs +www.dankernedyssl.com/Super2008 + +So, eighteen e-mails in twenty days is a lot, huh? + +Well wait, there’s more! + +In addition to the e-mails, as the deadline approached, two faxes and one voice mail were sent out from “The Riddler” wondering why the person was late registering. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00170.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +FrvaTheRisler +ONLY72HOURSLEFT! +The oddler hare and RIbtLE ME THESI Wha db Dorid +pregancy Telt et the pharmacy, fme 10~ lenrg, U.5. mal 30% +Lettermor, the Chehire Cot,o wimon bwyng ohome +of the tiet, andYOU bove in coneon? +Anewer iATErYeo e ote,ry lo,foeovery +ingortont die-ondTmobotto STEALYOUR SS00.00 EARLY TRDbTSCOUNT,if +yiu dont hurry sp andregiter for the 2008 MARXETD6.S/(ONEY-MAKNS +SuperCanference in the next 71 hour: ard 59 minutes +Herett oredl ridle whot ARE youwaing for Rightaow,yecanevenregister for the +POwER'.Urieashing the SspenPpwers ef Price Elatticity, Price Creotivety,Price +Optiardl Bonis Day entirely with DANKENNEDY entitledPRECE,PROFIT & +Pretentition te QUtOaY Inoretse Tncone ondYeie ef ANy Buinetr. +ThisngeDgy-wab-OANKENNEDY(perionely)lleqiorchurdredsofdrferentwys +homel +te enployprice etrgtegiesto qudlyboott incomettartingwithin daytofreturnang +Thit ppertunity EXPTRES.WTONTGHT DECE%BER 31. +Andyoytlbe askng quethiontof eLeague OFExtraxedinonyExpertsimbued with greoter +eoneyndhing tuper-poseri than me, the. Taker, The Penguin and. Two-Faor't combined +criminolgenutl +SedenishogongsoierthnBa-Bibhighainge +regiedsimplylltndfabokeachedeguratnfcmidng +cruce chp buffet far 10 doyr Anpeer: YOU, if you miet cut on thit, If youhaerT yet +Deotmber.31 +THEANSwERS:The2008SeerCoeferenot THEplce totk, ifywvortnger. +(harge your euriboreyndirg phwers lhe nper before. THE QUESTONIS: doye +The siddier +P.S.OneFINALKEDtLE:Wher wauldaSUPER-Conferencebe withefSUPER +GUARANTEE? +porticipeting is e Ufe-Altering Evest osd Experienoe ef SUreR Tnpertosoe end Vele +Guorosteei Zf, ot the dinser breck of Deys1, yow d NOT ogree thot yos ore +Hotel),witheFULL,100%REFUNDCFYOURFEEplspteS500.00 +RETMaURSEmENT ef docuneated ArTrovel ondHetel Cests. +PPSREGISTERAIGHTNOWSYFILLINSOUTANDFAXINSBACKTHE +ATTACHEO RESTSTRATZONFONMTHEEADLINEEXZRESATMZOAZOHT +ONDECEMER 3P) + +The Riddler fax sent out to Glazer-Kennedy Insider’s Circle members. + +Of course, a running theme throughout all of this initial campaign was that we were filling up fast and we could very well sell out at any moment. + +Then we were even more OUTRAGEOUS. Since we were inviting the founder of the rock band KISS to speak at our conference, we had our Graphic Department photoshop Dan Kennedy, Peak Performance Coach Lee Milteer, and myself dressed up in something resembling a KISS rock band look and sent it out as an OUTRAGEOUS holiday greeting card. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00171.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +HAPPYHOLIDAYSANDABIGKISS +FROMYOURNOB.S.BAND! +Tohis.wgopgRociny.Wetnewwtedtsecsoine +PY +AYS! +FROMYOURNOB.S.BAND! +ABIG +aigut fotel +Phenomenon +LEEUTUTECR +PeaxPerfornance +HAPPYHOLIDAYS + +The No B.S. Band holiday greeting card. You can see this in full color when you claim +your FREE CD of all of the exhibits in this book by using the form on page 312. + +And then the insert in that mailing told our members again about the SuperConference and discounts offered and all the benefits and, of course … the deadline. + +But then the deadline passed. So we had our strategy meeting and went on to … + +PHASE 2 + +We really did put it all together after we saw the results of phase one (which were spectacular). Of course, at Glazer-Kennedy, we already had some pieces in place that would help us immensely. For one, we have a monthly newsletter with over 20,000 subscribers. + +So for our next three monthly newsletters we included an insert advertising our SuperConference to our members. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00172.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Look ass coslng +EORGEROSS +The'god of Rock'n Roll +PROFIT&POWER +Peativity.PrioePresentation +eSuper-PowersOfPrice Eiasticity, + +SuperConference newsletter inserts. You can see this in full color when you claim +your FREE CD of all of the exhibits in this book by using the form on page 312. + +Next, we segmented our list and found 700 names of people who had attended our SuperConference in previous years but, for whatever reason, had not yet signed up for the 2008 seminar. + +This mailing went out in an envelope with two Superman Band-Aids on the envelope and the words “Your SuperConference Alumni protection is enclosed.” + +This specifically focused part of the bigger overall campaign generated twenty-three responses. It was effective for a number of reasons including, again, that even this step in the bigger campaign had all the essential elements and even some extra elements such as a grabber—in this case, Band-Aids all over the envelope and inside sales letter. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00173.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Eroms:.Dan.Kcnoedy +"(First Name), As A SuperConference Alumni +You've Been Selected To Participate In My +purhelsayfirERELWeheamngedaspecid +Le ctrordiuryhoeet inNahville.You'llsotice +Most Unusual Marketing Test EVER!!" +79 Siss.o0y So,you doeteves have sewomy abeetmy +BACKRagicrdoFam heSISS.00iaalrealy +weacabydedaede2FREEeighebotdsyfor +Dear (fint name). +Youmigtbe wonderingwbyThaveaffiuedaSupemasBand-Aidsothetopofias +Jetter, THREE reasons: +eredilycewe'acatyoloutB +(I)Im sure with allofthe hype boutGENESIMMONS'(Thegudarod'sRun +seuualmwetingetaodesidwereallywan +GEORGEROSS'(DcealdTnmpydfkplodhoneusen.indfNIDOQUBEINS +(Supor SuocesfEaenopeinur)Appearances at the2008MARKETING&MONEY- +MAKING SuperConferemce.you alrealyknow thatthis iagoingtohe thecan'1miss +aouttySupCeefece.Butifyueddeuil +event oftheycar (perhupseven the decade). +pelhy.oom aad cdidkce tbr link foxc the +(2) Since the SuperConfemce issboutmoncymaking.Ilhoghkyou'dnoedSupemn +new fouod moecythat yoeclcaos by inplemienting stustyou hewm while attooding +AGAIN, +(pretty clever hub/). +AND +(3)Iwanted to make suteTgratbed youratiemtion because ao a Prevlous +rofstrategiesforseftingpriceshipherhanyou +ullyhedetiveringanALL-NEW,"BONUSDAY"cn +SuperConfereeceAttendee whohas set yet registered forthe 2008 +SuperCoefereme, I wanied to malke you s"V,SLO." (Very Special Alumni Offlen) +ai my most unosusl marketing test ever. +HERE'SHOWTHISCAMEABOUT.... +po. +As you probubly know, Bilt Glarer and boch have imaty clionts that +SUPERCONFERENCE BEWITHOUT A SUPER- +conduct scmitans which we contisually coasult with and we mre always +DAUERDRUAKON DAYSYOUDONOTAGREE +lookingfornewsrategiesforthemtosneinondertoellseats tothcir +ATING IN A LIFE-ALTERNG EVENT AND +events. +MPORTANICEANDVALUETOVOULYOUMAY +PPOINTMENT,EDITTHE CONFERENCECANDTHIE +So, we arr using this umuul marketing test with the V,S.A.O, to oer +LMENTED AIR FARE AND SHOTEL COSTS. +own SuprConderence Alumni to test how it works before we suggest it to +%REFUNDOFYOURFEEPLUSUPTO5500.00 +cur ciests. For the sout 18-dnys uetl January 31st, or until all 19 +Registntion Spots we've set side are pooe* you can: +MeciatSuperConfermceAlunti OflerisCSLY +·Reghter for The 2oos MARKETING & MONEY-MAKING SeperConfereee +en December 31, 2007, +jual ouckuting tes. +idDsotalededctioefore2FREEoeyy +mmierderseSLceeSo0ooy +metFAXBACKsecicsedRepisntieFmOnioeRegitrate +NOT recoynise tis odfer. + +SuperConference Band-Aid mailing to previous attendees. You can see this in full color when you claim your FREE CD of all of the exhibits in this book by using the form on page 312. + +Next, as part of the “Member” offer we featured what we called a “Very Special Member Offer” with details of how to save money in a number of ways. + +Next, I compared myself to a jackass. + +Hey, opportunity knocked, and by now you know I’m willing to be OUTRAGEOUS. + +Here’s what happened. My wife and I had gone on vacation in Greece earlier in the year, and when we were there, we encountered a man offering donkey rides. Well, I didn’t want to ride the donkey up the hill, but I saw a great opportunity to get my photograph taken atop the jackass. + +So when this phase of the campaign started, the photo was a natural to add to my OUTRAGEOUS attention-getting approach. + +With a photograph of me aboard a jackass in my arsenal, all we needed to do now was build an approach. And so I decided to publicly compare myself to a jackass, proving again the old adage that the best humor is self-deprecating humor. + +And it was. It was funny. Therefore, it caught attention. Check it out below. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00174.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +WHICH ONE +ISTHE +BIGGER +ASS? +President of +Glazer-Kennedy, +Bill Glazer +riding a Donkey in +Santorini,Greece + +SuperConference jackass mailing. You can see this in full color when you claim your +FREE CD of all of the exhibits in this book by using the form on page 312. + +As you can see, the mailing included a red-stamped tease about a CD enclosed and $200 in savings as well. And then the copy was funny and attention-getting. + +Also included was something that looked like a letter “written” by “the Jackass who gave Bill Glazer a ride.” And the card, in the donkey’s writing, explains how the reader would feel like a jackass if he or she didn’t attend the SuperConference. + +Throughout the copy, the donkey kept writing about the SuperConference and even explained that there was a free CD enclosed with a preview of all the speakers. + +And by including that audio CD we raised the level of the campaign significantly by entering into another powerful media. + +This audio CD was one of our most successful pieces in the entire campaign. This combination of mail and audio media struck a chord. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00023.jpeg] +[No readable text recognized; consult the extracted image asset.] + +OUTRAGEOUS resource + +Audio CD self mailers are available at City Print USA. Call Steve Harshbarger at 1-866-907-1222 or e-mail sales@cityprintusa.com. + +By now we were just at about the capacity the room would hold in Nashville (about 1,400 people), but we weren’t giving up yet. We moved to … + +PHASE 3 + +We continued to remind our list with our final newsletter inserts and an e-mail to let them know that the final member discount was about to expire. We were prepared to do more marketing, but fortunately we didn’t have to because we reached our capacity. + +As you would expect, the SuperConference was a great event, and I hope someday I can personally meet you at one of them. I don’t know anyone who ever leaves one of these withOUT dozens of money-making strategies to take home and apply immediately to his or her business. Besides, the networking opportunities with “like-minded” entrepreneurs are priceless!! + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00175.jpeg] +[No readable text recognized; consult the extracted image asset.] + +Photo Of A Glazer-Kennedy Marketing & Money-Making Superconference. + +In addition, at every SuperConference I always like to show the latest OUTRAGEOUS advertising examples that I have come across since the previous year. Everyone who attends learns “in living color” what you have learned throughout this book … + +OUTRAGEOUS Advertising +Is Outrageously Successful! + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00026.jpeg] +[No readable text recognized; consult the extracted image asset.] + +Sizzling Outrageous Summation + +1) One is the worst number in marketing; use multiple steps and multiple media. + +2) The business you are in is really the marketing business, and once you accept that, you’ll see your sales and income skyrocket. + +3) Creating a theme for a big campaign creates energy for that campaign. + +4) Make yourself into a personality—and have fun with it. + +5) It’s not necessary to plan out a campaign from start to finish at the beginning. Often results dictate how complicated and elaborate your campaigns need to be. diff --git a/library/Outrageous Advertising That's Outrageously Successful/Front-Matter/Front-Matter-source-text.md b/library/Outrageous Advertising That's Outrageously Successful/Front-Matter/Front-Matter-source-text.md new file mode 100644 index 0000000..fc312ef --- /dev/null +++ b/library/Outrageous Advertising That's Outrageously Successful/Front-Matter/Front-Matter-source-text.md @@ -0,0 +1,693 @@ +# Outrageous Advertising That's Outrageously Successful — Front-Matter: Front matter, endorsements, foreword, preface, and contents +- **Source**: /library/Outrageous Advertising That's Outrageously Successful/source-file.epub +- **EPUB items**: titlepage.xhtml, text/part0000.html, text/part0001.html, text/part0002.html, text/part0003.html, text/part0004.html, text/part0005.html, text/part0006.html, text/part0007.html +- **Image note**: Embedded images were extracted to the book's images folder; OCR is included beside image markers when text was recognized. + +--- + + +Cover + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00201.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Full +FUSA +BusinessWeek +Red +TODAY +BEST·SELLER +108 +OUTRAGEOUS +JBA +REHTO +EWD +advertising +outrageousl +successful +Createdforthe99%of SmallBusiness +OwnersWhoareDissatisfied withthe +Results They Get From Their Current Advertising +BILL GLAZER +foreword by Dan Kennedy + + +OUTRAGEOUS ADVERTISING that’s outrageously successful + +“In selling different is good. You need to stand out from the crowd of sales people and businesses that are trying to capture your potential clients’ attention and money. In OUTRAGEOUS Advertising, That’s OUTRAGEOUSLY Successful, Bill Glazer does just that. In fact, in reading it, I discovered some great strategies to apply to my own marketing efforts. Thanks Bill!” + +Tom Hopkins +Author of How to Master the Art of Selling + +“I learned long ago that there are ads that win awards and there are ads that make money. Bill Glazer’s book is full of the latter. In fact, I’ve paid copywriters $10,000 or more to write ads that weren’t half as good as the ones in this book. Grab your copy because you’ll pay for it twenty times with your very first campaign.” + +Bill Harrison, Partner, +FreePublicity.com + +“What I love about Bill Glazer is that he not only delivers OUTRAGEOUSLY Successful Advertising through traditional offline media, he has conquered it online as well. There isn’t a business owner or entrepreneur alive who couldn’t profit from this. + +Derek Gehl, Co-Founder and Chief Creative Officer +The Internet Marketing Center +Internetmarketing.com + +“I’m disappointed with and dislike this book. I am disappointed Bill has packed it so full and given away so much for such a small, token price and I unsuccessfully argued for stripping it back when I reviewed the manuscript. As-is, this should be a $1,000.00 or $2,000.00 info-product sold as a kit of resources, not a book sold for the price of a Starbucks® coffee and scone. As an author, I admit to some unhappiness at having the bar raised. He has made the job tougher for the rest of us but so badly over-doing it here. Your gain, our headache.” + +Dan Kennedy +Author, Speaker, Consultant +Dankennedy.com + +“I read LOTS of business and marketing books… and a lot of them are really good. But “Outrageous Advertising” is one of the rare breed with specific, actionable techniques that I can start using IMMEDIATELY. In fact, you don’t even need to read the whole book - I’m not sure Bill will be happy with me saying this, but you can open it to nearly any page and pull out one of the promotions and drop it directly into your business. Best of all, even though most of the examples are OFFLINE… the same techniques are going to work just as well in my ONLINE business.” + +Jeff Walker, +ProductLaunchFormula.com + +“This is one of the best books on advertising ever written, full of simple, proven, practical techniques to get more customers immediately.” + +Brian Tracy +Author, The Way to Wealth + + +OUTRAGEOUS ADVERTISING that’s outrageously successful + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00001.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Special Opporniy Jor Redors of OLTdGEOLSddbertisisg Ihet'sO/TR4GEOSLLScoeetfel: +TheMostIncredible +FREEGiftEver +($573.94WorthofPureMoney-MakingInformation) +Dan Kennedy&Bill Glazerareeffering m incrediblkopportunityforyou tosee WHY GlactKenned +reater.Centcol. lndccodetce_aad.Security.some.togcther,_ Dan & Bill want to give yov S573.94 werth ef +Isider's.Cirsleis.known.as.IHEPLACE" shere.enirepreaeurs.secking EASTand.Dramatic.Gronth.nd +Insider's Cirele'M, You'll receive a steady streum of MILLIONAIRE Maker Information including: +psre Money-Making Iaformation inchading aFREEmonth as an'EliteGolc Member of Glazer-Kennedy's +*Glazer-Kennedy University: Series of3Webinars (Value =$387.00) +The 10"BIG Breakthroughs in Business Life wah Dao Kenedy +BOW AmrEntrepreneur or Sals Professional ean Mulbiply INCOME hy 10X +Theidde.ScolfmisinEverycneBusiness and HOwte Capitalureon it +Andthe iSaL-.Gerting Custxmers Sedking You Out. +TheESSENTIALStoWritingMillionDollarAds&SalesLettersBOTH +Online&OfflinewithMarkefng&AdversisingCoach,BlGlazer +How to INCREASE the Seling Power of I Your Advertising ly Lesming the J3Mus BaC Disst +Key Ehmcet that Determinr the Sacoss of Your Wclsite +BepmueErinsipka +HOWte Cafta Headline the Girats the Reader's Aneeticn +Hou ts Creatras Irresistisle Ofler that Melis AwayAm Resistance te Biy +-fmlider Srengio" io INCREASE Ropose dat yoe Ma te wlag both ONLNE & Olisr +The Bes Wnys to Creite Utgency and lospise IMMEDIATE Response +TheESSENTIALSofProductivity&lmplementationforEntrepreneursw +PeakPerfbmvnce Coach LeeMifeer +Hoe to Alnos INSTANTLY be MORE Efiecsive. Creative, Preftabl, and Take MORE Time Off +HOW to Master the "lancr Came"of Persoal Pesk Prodeetivity +How to Ge MORE Done it Less Tine +HOWtoCet OtherstoWork OYoarSchedule +AndFinallythBiiEEowteSpTakingadPlatingYouDansandSnpemng +How to Creite ClearGoslsfor SUCESSFUL leplementation +Then ino Keiliky +**Elite' Gold Insider's Circle Membership (One Month Value = S$59.97): +An Issue of TheNoB.S.*Marketing Letter: +MoneyMakingStrategiesCurentmmsefroitasdaxnziatnucscminainoriaarrivingy +Each issue is at least 20 pages usually MORE Overflowing with tbe latest Marketing & +Strategies, timcly Marketing news, trends, cagoing teaching of Dan.KcnndsMostMPORTANT +first class mail every month. Thcre are ALWAYS terrific examples of "Whar's-Werking-NOw" +Straecgics- and MORE_As soon as it artives in your mailbox you'll wart to find a quiet plact, grab a +highlishter,anddevour everyword. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00002.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +CD of an EXCLUSIVE GOLD AUDIO INTERVIEW: +These are EXCLUSIVE interviews wits sgsesstidsics.efdinsttespousuadcetising,kadling.sspsts +commuting hours ieto "PO/wER Thinking" bours. +and.ctitcpsnsusjn.direst.nkeling.andJamesus.bssitess.authos.aad.spsakers Usethem to tum +: The New Member No B.S. Income Explosion Guide & +CD (Value =$29.97) +This resouree is setsiall.desienedfor.NEWMEMBERS to show them HOW +PROFIT growth in their Besines, Practioes,or Sales Caven Grauta +they ean join the thousands of Establisbed Members ereating exeiting sales and +SUCCESS in thcir Buainess lives +Income Explosion FAST START Tele-Seminarwith Dan Kennedy, Bill Glazer, +Ataed flom the prlvacy and cemfort ofyourhome or offlee.heara DYNAMIC discsson gSay +and Lee Milteer (tahe-sr.sm) +Aduxtisog.Maksint.Pnxstion.Ecrszsasurial&.Pisosmcnonsctcgiss,FLUS answersto the mos +Frequmtly Asked Questions about these Strategies +* You'll also get these Exclusive"Members Only" Perks: +Special FREE Gold Member CALL-IN TIMES: Several times a year, Dan & 1 schedule +Geld Member RESTRICTED ACCESS WEBSITE: Past issues ofthe Ne B.S*Merketing +Gold-Member ONLY Call-In tines +Leaer, articles, special news, etc. +Continsally Updated MILLION DOLLAR RESOURCE DIRECTORY with Contacts and +Resources Dan & his clients use. +To activate yeur MOST INCREDIBL.E FRER GIFT EVE3 you cnly pay a one-time charge of S4.95 (er +S8.9 for Irr1 subscribers) te cover postage (this is fir everything). After your 1-Moath FREE test- +yos decide to cancel yourmembership,yoa can de se at any time bycalling Glazer-Kennedy +drive.yeuwil autematically coatinueat taelomct Gold MemberpriceofS59.97per nosth.Should +Insider's Circlerm at 410-825-8600 or faxing a cancellation nste te 410-825-3301 (Menday threugh +memhenhipfeeuntilthebeginaingeftheecstmcnth,whichmeansyoesilreccive1fall isaes +Circle Gold Menbor. And of coerse,it's inpessible fer you te lose,beceuse if yes doe'tabsolatety +read,test, and profit from all aftbe powerfut techiniques ind strategies yoe gect from bcing an Insider's +LOVE everythisg yos get.yo can simplycancel your membership before next mosth and nererget +billed a single pensy for meabership +GLAZER-KENNEDY UNIVERSITY WEBINARS AND FAST START TELESEMINAR* +*EMAILREQUIREDINORDERTONOTIFYYOUABOUTTHE +Name +Business Name +Address +City. +State +Postal Code +Country +e-mai +Phone +Fax +Credit Card Instructions to Cover S4.95 ($8.95 Int') for Shipping & Handling: +Visa +MasterCard +American Express +Discover +CreditCard Number +Exp.Date +Signature +Dale +sognappepugebarotpeaoeCsepuosyopsulpeuueyaioguuudnofsrusucosogeuususegDepud +vamaleralfax,andphone +Ormailto:401JeffersonAve,Towson,MD21286 +FAXBACKTO410-825-3301 + + +OUTRAGEOUS ADVERTISING that’s outrageously successful + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00003.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +OUTRHGEOUS +advertising +outrageoushy + +BILL GLAZER + +foreword by Dan Kennedy + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00004.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Glazer-Kennedy +publishing +animprintofMorgan JamesPublishing + + +OUTRAGEOUS ADVERTISING that’s outrageously successful + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00005.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +UUTRHGEOUS +avers +outrageoushy +successful + +BILL GLAZER + +© 2009 Glazer-Kennedy Publishing. All rights reserved. + +No part of this publication may be reproduced or transmitted in any form or by any means, mechanical or electronic, including photocopying and recording, or by any information storage and retrieval system, without permission in writing from author or publisher (except by a reviewer, who may quote brief passages and/or show brief video clips in a review). + +Disclaimer: The Publisher and the Author make no representations or warranties with respect to the accuracy or completeness of the contents of this work and specifically disclaim all warranties, including without limitation warranties of fitness for a particular purpose. No warranty may be created or extended by sales or promotional materials. The advice and strategies contained herein may not be suitable for every situation. This work is sold with the understanding that the Publisher is not engaged in rendering legal, accounting, or other professional services. If professional assistance is required, the services of a competent professional person should be sought. Neither the Publisher nor the Author shall be liable for damages arising herefrom. The fact that an organization or website is referred to in this work as a citation and/or a potential source of further information does not mean that the Author or the Publisher endorses the information the organization or website may provide or recommendations it may make. Further, readers should be aware that internet websites listed in this work may have changed or disappeared between when this work was written and when it is read. + +ISBN 978-0-98237-930-1 (paperback) + +Published by: + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00006.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Glazer-K +publishing +-Kennedy + +an imprint of + +Cover Design by: +Megan Johnson +Johnson2Design +www.Johnson2Design.com +megan@Johnson2Design.com + +Morgan James Publishing +1225 Franklin Ave. Ste 325 +Garden City, NY 11530-1693 +Toll Free 800-485-4943 +www.MorganJamesPublishing.com + +Interior Design by: +Bonnie Bushman +bbushman@bresnan.net + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00007.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Habitat +forHumanity +Peninsula +BuildingPartner + +In an effort to support local communities, raise awareness and funds, Morgan James Publishing donates one percent of all book sales for the life of each book to Habitat for Humanity. + +Get involved today, visit www.HelpHabitatForHumanity.org. + + +OUTRAGEOUS ADVERTISING that’s outrageously successful + +Acknowledgments + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00008.jpeg] +[No readable text recognized; consult the extracted image asset.] + +I want to thank all of those who helped me become the person who could write this book. These are the special people who helped to shape my “OUTRAGEOUS Millionaire Marketing Mind.” The list of people I could thank would fill up another entire book, but let me mention a few who had the greatest influence on me. There is my father, Harry Glazer, who taught me my prolific work ethic. Dan Kennedy, my mentor, who first showed me the “real” magic of marketing and continues to do so today. My management mentor, Vince Zirpoli, who taught me how to get so much done through others. My friend Brian Tarcy, who helped me to organize the book and kept me on the right path. The two very special ladies in my life, Karen, my wife, and Ruth, my mother, who always make sure I take the high road and do things the right way. Finally, I want to share my sincere appreciation for the dedication, hard work, and creativity of my second family, at the Glazer-Kennedy Insider’s Circle offices. + + +OUTRAGEOUS ADVERTISING that’s outrageously successful + +Foreword + +confessions from an ad man +by dan s. kennedy + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00008.jpeg] +[No readable text recognized; consult the extracted image asset.] + +I grew up in advertising and have spent thirty years as an ad man, at least in part. And I have an insider’s confession. Most advertising is abject failure. It makes a lot more money for the ad agencies, production houses, and media than for the actual advertisers. At the corporate level, millions are spent on advertising that everybody notices but nobody remembers what it’s selling, that wins awards but loses market share, and that is deliberately designed to defy accurate measurement and accountability. At the small business and entrepreneurial level, bland, vanilla, me-too ads are copied ad infinitum, in a parade of the blind leading the blind, again absent accurate measurement and accountability. As a result, just about every business owner goes through life endlessly disappointed and frustrated with his or her advertising, grudgingly investing, often only under duress or with an attitude of surrender. + +Bill Glazer first changed all that in his own main-street retail businesses, then for several thousand retailers throughout America in his same category, and then for thousands more retailers in a wide variety of product categories, and now for an even broader range of businesses. I can’t imagine there is another person who has as much influence and impact on business owners’ movement from antiquated, traditional, poorly performing advertising to entirely new and radically different, direct-response-based advertising that consistently delivers extraordinary return on investment and competitive advantage. He is quietly cursed in some traditional advertising circles. He is celebrated daily by tens of thousands of business owners. + +I have worked with highly successful business owners—from small, local shop owners to CEOs of privately held mid-sized companies including those on the Inc. 500 fastest-growth companies list to CEOs of companies as large as $1 billion in annual sales—and evaluated their advertising and marketing, for which I am paid very substantial fees, beginning at $16,800 a day. When I saw what Bill Glazer had done with his “advertising transformation” for his own retail businesses, I instantly recognized he’d braved the bold and outrageous to do something unique that could go far beyond simply turbo-charging his own stores’ sales and profits. His results spoke loudly as well. I urged him to take what he had learned, developed, and perfected to the other business owners in his industry, and a new, influential changeagent was born; a literal revolution in advertising—in a rather stodgy retail category—was launched. + +Thanks to this unusual book, you can harvest the best benefits of all this for your own business quickly and easily. + +I say this is a very unusual book for three reasons. + +First, its overall approach to advertising is not just different—it’s outrageously different! Most books about advertising are anything but. They are, frankly, regurgitated mush with old labels papered over with new. + +Second, it is based on real-world, real-business results. Maybe big company executives can afford the luxury of endlessly experimenting with ideas and theories about advertising birthed by fuzzy-headed professors at Harvard Business School and Madison Avenue’s ad agency “creatives,” who love drum-beating bunnies, talking and dancing lizards, and angry cavemen despite the fact that most consumers can’t correctly name the products or companies being advertised, let alone enunciate any beneficial reasons to immediately seek out the product or company. Maybe they can afford such foolishness. You probably can’t. But you CAN take confidence from the fact that every single one of the 108 different examples shown to you in this book, and by extension at its Web site, come from proven, successful use by real businesses. No matter how radical and outrageous it appears, it’s the real advertising that really works. No other author on this subject has ever assembled so many completely proven, highly valuable examples in one low-priced book. + +When I say “valuable,” I mean it. On the rare occasions that Bill accepts private clients and develops advertising for them, he is paid such huge sums that most freelance ad copywriters are shocked and dismayed. To get any one of the winning campaigns you see here done for you from scratch could easily cost upwards from $10,000 to $25,000. This kind of experience-based expertise is pretty much unavailable to most main-street businesses—made accessible for the first time ever, right here. Further, these examples have produced, in aggregate, millions and millions of dollars for the business owners using them, and for many of the individual owners, transformed the competitive position and profitability of their businesses. Any way you wish to do the accounting, this book hands over to you more than a million dollars’ worth of proven, profitable advertising easily translated and used by you. Further, there are breakthrough strategies for every media and purpose: yellow pages, newspaper, magazine, radio, TV, signage, direct-mail; attracting new customers or clients; bringing present customers back more often; upgrading customers; rescuing lost customers; bringing people in to your place of business in a steady stream or massive stampede; creating appointments for salespeople at your business or in the field—it’s ALL here. + +Third, it is a book to be used, not merely read. If you have a good, fun read and then place this on a high shelf, you miss the point and cheat yourself. It’s actually a misnomer to even call this a book at all. It is more of a “magical toolbox,” a cross between a sorcerer’s secrets and a skilled mechanic’s best tools, to be drawn from again and again, day in and day out; to repair your present advertising and fix the erratic and disappointing return on your present advertising investments; to build new and different ways of reaching out to new and present customers that amaze you with their results. This book provides the strategies you need to know and rely on; the samples that can speed your preparation of winning advertising and serve as essential shortcuts in a busy, multitasking business life; and the tools that belong right at your desk, at your right hand, to use to uncover and unleash your business’s true attractant powers. + +Incidentally, be sure to take advantage of the extensions of this book. The printed book you hold in your hands is actually one of several component parts of an entire advertising transformation system Bill has assembled for you. There is a free CD with all the samples and exhibits shown to you in this book, in full color and complete detail; a special Web site; a free gift collection of advertising, marketing, and business resources including a trial subscription to the No B.S. Marketing Letter and three Webinars; and referrals throughout the book to experts, specialists, and vendors who support implementation of all the outrageous advertising shown here. + +Since I started with a confession, I’ll end with one. I am disappointed with and dislike this book. I am disappointed Bill has packed it so full and given away so much for such a small, token price, and I unsuccessfully argued for stripping it back when I reviewed the manuscript. As is, this should be a $1,000 or $2,000 info-product sold as a kit of resources, not a book sold for the price of a Starbucks coffee and scone. I worry about it spoiling people. Or being taken for granted. Also, as an author, I admit to some unhappiness at having the bar raised. He has made the job tougher for the rest of us by so badly overdoing it here. Your gain, our headache. + + +OUTRAGEOUS ADVERTISING that’s outrageously successful + +PREFACE + +who is bill glazer? why should you listen to me? + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00008.jpeg] +[No readable text recognized; consult the extracted image asset.] + +My name is Bill Glazer, and I have a crazy idea for you. How would you like to make OUTRAGEOUS amounts of money from your advertising? + +You might be wondering right now why you should listen to a crazy idea from a guy in a straitjacket, and why, in fact, I am even in a straitjacket. The answer is simple: TO GET NOTICED. + +You noticed, didn’t you? Of course you did! + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00009.jpeg] +[No readable text recognized; consult the extracted image asset.] + +This is a book about OUTRAGEOUS advertising that is OUTRAGEOUSLY successful in a “must-see” kind of way. Here you will learn crazy-powerful tools to completely disarm the advertising-killing conditions known as clutter and boredom. In here, you will learn to create campaigns that shout: Look here NOW! + +I cut through the clutter because I know how to get noticed, and I want to teach you how to use OUTRAGEOUS tactics to be OUTRAGEOUSLY successful too. It doesn’t matter what you do. In fact, my OUTRAGEOUS strategies have been OUTRAGEOUSLY successful with entrepreneurs, service business operators, authors, speakers, consultants, e-commerce and Internet marketers, small business owners, B2B manufacturers, doctors, lawyers and others in private practices, sales professionals, and even people planning to start a new business. + +On the following pages, you’ll find that I’ve sold from inside of a jail cell (sorta!) and off the deck of a cruise ship steaming towards Alaska. I’ve gained customers by sending them a tiny garbage can in the mail and leaving a message from the King (aka Elvis) on their answering machines. + +Of more importance, you’ll discover that I am not shy, especially about making money, and I believe that customers only simply need to be reminded that they want to give me as much money as I desire. + +So before we get started and to make sure we are right for each other, let me ask you a simple question. + +Do you like money? + +I assume that if you have a business and you’re reading this book, you’d like more money. My goal is to lead you down the path where you don’t make just more money; you actually make OUTRAGEOUS amounts of money. If this sounds good, then read on. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00010.jpeg] +[No readable text recognized; consult the extracted image asset.] + +MY STORY: When I first joined my father’s menswear business—Gage Menswear of Baltimore, Maryland—in 1974, I thought of marketing in the same traditional way that every other menswear business in the world did. We copied what every other menswear retailer did, treated our customers right, and hoped they would remember us the next time they needed to buy something. + +At that time in Baltimore, there were fourteen menswear stores we were competing with. But over the years, the market changed and stores didn’t survive. + +There was movement from the city to the suburbs and changes in fashion, and our struggle in that market was to stay alive. No one actually believed we could thrive. + +My father, in the late 1960s, had actually opened a side business to help troubled menswear stores either liquidate their assets or hold a big sale to get them back on their feet. I became part of that side consulting business when I joined the family retail business. + +So, my early education was on two tracks: what I learned by working in the family menswear business and what I learned from consulting with other retailers. + +You’ll find it no surprise that the area I became particularly interested in, actually fascinated with, was marketing and advertising. + +I began collecting customers’ names, addresses, phone numbers, and purchase histories. I knew, based on their previous sales history, who to invite back and when to invite them. Of course computers, with point-of-sale software, helped a lot. + +For instance, if a customer were strictly a sales customer, we would invite him back for a sale. If another customer wanted the “new” thing in the beginning of the season, we would invite him back when our newest merchandise arrived. + +And all of this certainly helped us survive. + +Meanwhile, I was reading a book a week, trying to learn about business and especially marketing. I was attending trade shows and going to the optional seminars—all with the goal of improving. + +But it wasn’t until 1995, when I was invited by a good friend to attend a success seminar in Philadelphia, that I really began to understand what it takes to market my business to its full potential. + +There were a number of famous speakers there, including Zig Ziglar and Tom Hopkins. At the end of the seminar, there was a bonus speaker, a marketing guy named Dan Kennedy, whom I had never heard of before but perhaps became the most profitable happenchance meeting of my entire life. + +As Dan walked towards the stage to speak, my friend suggested we leave, but I said I wanted to hear the marketing guy. It was the end of the day. At that point, about 9,500 of the 10,000 people in the hall had gotten up and left. + +At first, I thought maybe I’d made a mistake by staying. I wondered if we should leave too. But we figured the parking lot would be jammed with everybody trying to exit at one time, so we stuck around to hear what he might say. + +Within minutes, I was totally mesmerized. He said new and different things about marketing, things I had never heard of before. Best of all, it all made sense. It was astonishing, a true “aha” moment. I just kept thinking, “I should be doing this in my own business.” + +He had one idea after another, and they were all great—really great. So I ran to the back of the room to purchase his Home Study Tools and Resources and began to dive into them during the train ride back to Baltimore from Philly. + +Then I did something that unfortunately few do. I put these tools and resources into motion in my business. He had actual templates that were smart and cost-effective. These were items that would have cost tens of thousands of dollars to produce myself. + +I took his specific tools and reworked them for my business. This is what I call “S&D marketing,” which you’ll read more about in chapter 10. For the first time, I wasn’t copying what everyone else in the menswear business was doing. I was creating my own marketing system using Dan’s proven and successful concepts. + +For example, I incorporated sequential mailings to a list of my customers that generated a response ten times better than I had ever experienced before. + +My menswear business really took off. + +Of the fourteen menswear stores that were in Baltimore in 1974, only one survived. My store, Gage Menswear, was the sole survivor. But more than that, we THRIVED. + +How did we do it? I figured out how to get noticed and also how to be remembered with a systematic and yet OUTRAGEOUS approach to marketing that works. + +Why does it work? I don’t know. I am superman, but understanding why is not one of my superpowers. I really don’t know why it works. + +But here’s the important thing to know: it doesn’t matter why it works; it’s ONLY important to know that it does work. In fact, it works OUTRAGEOUSLY well. + +For example, one year I mailed a five-page handwritten letter on legal pad paper to 10,200 of my best customers telling them about an upcoming sale. You’re probably thinking, “Who has time to read five pages?” I’ll be showing it to you later in this book, but for now you just need to understand that this sales letter was the number-one most effective mailing I ever sent to my customers, and it has now worked equally as effective in dozens and dozens of businesses and industries. + +In it, I told a personal story and I included handwritten SHAMELESS BRIBE coupons. I used different-sized writing and something about it seemed hopelessly amateurish, and yet it was all done by design because it also came across as compelling—something that demanded to be read. + +Funny thing, this crazy mailing ended up winning the prestigious Multi-Media RAC Award at the 2002 Retail Advertising Conference. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00011.jpeg] +[No readable text recognized; consult the extracted image asset.] + +2002 Multi-Media RAC Award + +There were 500 entries, including many from major companies you have certainly heard of, but my little two-store chain won one of the highest awards given out in retail advertising. Simply OUTRAGEOUS! + +But the best part wasn’t the award. The best part was the results. Those were truly OUTRAGEOUS. And when you see the OUTRAGEOUS results that come from a well-developed OUTRAGEOUS campaign—taught in this book—you will realize that the only kind of crazy I really am is CRAZY SUCCESSFUL! + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00010.jpeg] +[No readable text recognized; consult the extracted image asset.] + +BACK TO DAN KENNEDY: Two years after I heard Dan speak in Philadelphia, I noticed he was coming to Baltimore to participate in the same seminar I heard him speak at before. I wrote him a letter, stating that I would love to take him out to dinner and thank him personally for what he had done for my business in the past two years (over a 53 percent increase in sales and profits). + +So I was delighted when he responded and I had a chance to meet him personally. When we met, I used the time wisely and brought along a huge stack of direct-response advertising that I created over the past two years, including my first effort at OUTRAGEOUS advertising, which was a campaign that took advantage of a sprinkler malfunction I’d suffered in my store. + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00012.jpeg] +[OCR from embedded image; verify layout in the extracted image asset.] +Sprinkler malfunction +prompts insurance +settlement for Gage. +ntadirgegrmigh +baisrnx + +Gage Menswear Sprinkler Malfunction Ad + +Dan was impressed. In fact, Dan was more than impressed. He actually suggested I go into business and teach other retailers how to use my strategies in their own businesses. And that’s how this started. + +Until that day, I had never considered that my strategies were something I could sell to others. It turns out—and I have lots of evidence—that my strategies are valuable to businesses in every field. And my most successful strategies are the OUTRAGEOUS ones because quite simply, OUTRAGEOUS advertising works. + + +OUTRAGEOUS ADVERTISING that’s outrageously successful + +Contents + +[Embedded image: /library/Outrageous Advertising That's Outrageously Successful/images/00008.jpeg] +[No readable text recognized; consult the extracted image asset.] + +Foreword by Dan Kennedy + +Preface + +1) Take The OUTRAGEOUS Path To OUTRAGEOUS Success + +the path less traveled, think differently + +OUTRAGEOUS yet systematic + +translating to other media + +OUTRAGEOUS produces results from … everyone + +ideas are in every industry + +ideas are everywhere + +defining results + +2) Defining Advertising And The Three Possible Responses + +this is direct response, not branding + +good news!!! often direct response leads to branding + +yellow pages: a yellow brick road + +three piles of advertising + +yes or no - or maybe later + +options equal opportunities + +options equal profits + +3) Applying OUTRAGEOUS Advertising + +who cares why it works; it works! + +OUTRAGEOUS works everywhere + +help wanted OUTRAGEOUSLY + +outrageous in vegas + +selling the statler brothers OUTRAGEOUSLY + +an OUTRAGEOUS sign selling results not products + +OUTRAGEOUS on the radio, #1 + +OUTRAGEOUS on the radio, #2 + +automotive training institute mailing + +the bill glazer $100 business card + +stand out or get thrown out! + +7 steps to apply OUTRAGEOUS advertising in your business, career, and your life + +4) Using The Most Powerful Tool - Direct Mail + +why use direct mail? + +who wants your mail? + +unusual-looking mail + +genuine imitation official-looking envelope + +wallet mailer + +invitation mailer + +dimensional mail + +mini-trashcan mailing + +coconut mailing + +the tube mailer + +5) Presenting Critical Components + +essential direct-response element #1: headlines + +headlines for all kinds of advertising + +essential direct-response element #2: the offer + +essential direct-response element #3: deadlines + +the gage million dollar bill mailer + +canfield’s sporting goods advertorial + +the automotive training institute advertorial + +the gage menswear placemat letter + +6) Going The Extra Mile For Extra Money + +response boosters + +personalize it + +double readership path + +puzzle piece mailer + +rubber band mailer + +photos & illustrations + +bill behind bars + +illustrations - no b.s. + +copydoodles + +7) Harnessing The Power Of Testimonials + +why you need testimonials + +how to get testimonials + +people are skeptical + +how to present testimonials + +in all media + +testimonials in action + +the coin mailer + +accu-tax advertisement in a community supplement newspaper + +gage 56th anniversary sale + +free wallet coupon in the gage nickel mailer + +scott tucker’s ‘babe’ tear sheet mailing + +8) Using Premiums To Skyrocket Response + +the perceived value of premiums + +the free $20 umbrella + +the ‘your-choice’ premium + +connecting the premium to the OUTRAGEOUS campaign + +brown bag mailer + +film processing mailer + +premiums as part of more than one offer + +premiums to increase referrals + +9) Reminding Sequentially Until They Buy + +learn to think differently + +increase results…double your response! + +dean killingbeck’s cold birthday mailing + +connecting the dots + +farmers merchant bank campaign + +how many in the sequence? + +diversity leads to stability + +thanksgiving sequence + +what i did in 2000; taking advantage of a news event + +specifically targeting lost customers + +the gage lost customer campaign + +10) Swiping Ideas And Deploying Them Into Your Business + +first, avoid unethical s&d + +the many sources of ethical s&d + +the top three sources to s&d + +example #1 - the crayon letter + +example #2 - omaha steaks + +example #3 - x-ray mailing + +example #4 - pill bottle mailing + +example #5 - file folder mailing + +11) Celebrating Holidays & Special Occasions + +why people respond better to holidays & special occasions + +the power of the anniversary promotion + +the top four holidays + +yanik silver’s succinct marketing planning calendar + +example #1 - valentine’s day taj mahal postcard + +example #2 - ben glass’s 4th of July wallet mailing + +example #3 - yanik silver’s halloween campaign + +example #4 - the count glazula glazer-kennedy halloween promotion + +example #5 - royalty rewards™ program by rory fatt + +example #6 - b2b marketing using oddball holidays + +example #7 - gage memorial day ad + +example #8 - gage leap day ad + +12) Sampling Some Really Outrageous Ideas + +no limit to how OUTRAGEOUS you want to be? + +OUTRAGEOUS…OUTRAGEOUS ideas + +the wizmark interactive urinal communicator + +the b2b “foot-in-the-door” mailer + +the payroll pro cruiser + +the half-birthday campaign + +scent mailing + +your own postal stamp + +fortune cookie + +13) Putting All The Pieces Together + +one…the worst number in marketing + +diversity leads to stability + +realizing the business you’re in + +the bob davidson ford campaign + +the infusion software campaign + +the glazer-kennedy super conference campaign + +Appendix A - The 100 Greatest Headlines Ever Written + +Appendix B - Holidays To Inspire You + +Appendix C - “Out To Save The Retail World From Mass Destruction” + +Bonus diff --git a/library/Outrageous Advertising That's Outrageously Successful/book-structure.md b/library/Outrageous Advertising That's Outrageously Successful/book-structure.md new file mode 100644 index 0000000..91f06f7 --- /dev/null +++ b/library/Outrageous Advertising That's Outrageously Successful/book-structure.md @@ -0,0 +1,28 @@ +# Outrageous Advertising That's Outrageously Successful — Book Structure + +- **Title**: *Outrageous Advertising That's Outrageously Successful: Created for the 99% of Small Business Owners Who Are Dissatisfied with the Results They Get* +- **Author**: Bill Glazer +- **Foreword**: Dan S. Kennedy +- **Source**: `/library/Outrageous Advertising That's Outrageously Successful/source-file.epub` +- **Structure**: 13 chapters, three appendices, and bonus material across 26 EPUB spine items. +- **Extraction**: All spine items are exported exactly once. The EPUB's 201 unique embedded images were extracted to `/library/Outrageous Advertising That's Outrageously Successful/images/`; OCR is included beside image markers when text was recognized. + +| Section | EPUB item(s) | Title | Source text | +| --- | --- | --- | --- | +| Front Matter | `titlepage.xhtml`, `part0000`–`part0007` | Front matter, endorsements, foreword, preface, and contents | `/library/Outrageous Advertising That's Outrageously Successful/Front-Matter/Front-Matter-source-text.md` | +| Chapter 01 | `part0008` | Take The OUTRAGEOUS Path To OUTRAGEOUS Success | `/library/Outrageous Advertising That's Outrageously Successful/Chapter-01-Take-The-OUTRAGEOUS-Path-To-OUTRAGEOUS-Success/Chapter-01-source-text.md` | +| Chapter 02 | `part0009` | Defining Advertising And The Three Possible Responses | `/library/Outrageous Advertising That's Outrageously Successful/Chapter-02-Defining-Advertising-And-The-Three-Possible-Responses/Chapter-02-source-text.md` | +| Chapter 03 | `part0010` | Applying OUTRAGEOUS Advertising | `/library/Outrageous Advertising That's Outrageously Successful/Chapter-03-Applying-OUTRAGEOUS-Advertising/Chapter-03-source-text.md` | +| Chapter 04 | `part0011` | Using The Most Powerful Tool - Direct Mail | `/library/Outrageous Advertising That's Outrageously Successful/Chapter-04-Using-The-Most-Powerful-Tool-Direct-Mail/Chapter-04-source-text.md` | +| Chapter 05 | `part0012` | Presenting Critical Components | `/library/Outrageous Advertising That's Outrageously Successful/Chapter-05-Presenting-Critical-Components/Chapter-05-source-text.md` | +| Chapter 06 | `part0013` | Going The Extra Mile For Extra Money | `/library/Outrageous Advertising That's Outrageously Successful/Chapter-06-Going-The-Extra-Mile-For-Extra-Money/Chapter-06-source-text.md` | +| Chapter 07 | `part0014` | Harnessing The Power Of Testimonials | `/library/Outrageous Advertising That's Outrageously Successful/Chapter-07-Harnessing-The-Power-Of-Testimonials/Chapter-07-source-text.md` | +| Chapter 08 | `part0015` | Using Premiums To Skyrocket Response | `/library/Outrageous Advertising That's Outrageously Successful/Chapter-08-Using-Premiums-To-Skyrocket-Response/Chapter-08-source-text.md` | +| Chapter 09 | `part0016` | Reminding Sequentially Until They Buy | `/library/Outrageous Advertising That's Outrageously Successful/Chapter-09-Reminding-Sequentially-Until-They-Buy/Chapter-09-source-text.md` | +| Chapter 10 | `part0017` | Swiping Ideas And Deploying Them Into Your Business | `/library/Outrageous Advertising That's Outrageously Successful/Chapter-10-Swiping-Ideas-And-Deploying-Them-Into-Your-Business/Chapter-10-source-text.md` | +| Chapter 11 | `part0018` | Celebrating Holidays & Special Occasions | `/library/Outrageous Advertising That's Outrageously Successful/Chapter-11-Celebrating-Holidays-Special-Occasions/Chapter-11-source-text.md` | +| Chapter 12 | `part0019` | Sampling Some Really Outrageous Ideas | `/library/Outrageous Advertising That's Outrageously Successful/Chapter-12-Sampling-Some-Really-Outrageous-Ideas/Chapter-12-source-text.md` | +| Chapter 13 | `part0020` | Putting All The Pieces Together | `/library/Outrageous Advertising That's Outrageously Successful/Chapter-13-Putting-All-The-Pieces-Together/Chapter-13-source-text.md` | +| Back Matter | `part0021`–`part0024` | Appendices A-C and bonus material | `/library/Outrageous Advertising That's Outrageously Successful/Back-Matter/Back-Matter-source-text.md` | + +All 26 EPUB spine items are covered exactly once. diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00001.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00001.jpeg new file mode 100644 index 0000000..f27dada Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00001.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00002.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00002.jpeg new file mode 100644 index 0000000..2a2cbcf Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00002.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00003.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00003.jpeg new file mode 100644 index 0000000..9e05cae Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00003.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00004.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00004.jpeg new file mode 100644 index 0000000..6df6e91 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00004.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00005.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00005.jpeg new file mode 100644 index 0000000..4f2d602 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00005.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00006.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00006.jpeg new file mode 100644 index 0000000..50149cc Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00006.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00007.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00007.jpeg new file mode 100644 index 0000000..2b615a5 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00007.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00008.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00008.jpeg new file mode 100644 index 0000000..d74c0ee Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00008.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00009.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00009.jpeg new file mode 100644 index 0000000..f99c8ea Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00009.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00010.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00010.jpeg new file mode 100644 index 0000000..f08ce19 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00010.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00011.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00011.jpeg new file mode 100644 index 0000000..5333459 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00011.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00012.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00012.jpeg new file mode 100644 index 0000000..963f182 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00012.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00013.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00013.jpeg new file mode 100644 index 0000000..10c4853 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00013.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00014.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00014.jpeg new file mode 100644 index 0000000..66d9bb7 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00014.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00015.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00015.jpeg new file mode 100644 index 0000000..f838d0c Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00015.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00016.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00016.jpeg new file mode 100644 index 0000000..1f77bc4 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00016.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00017.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00017.jpeg new file mode 100644 index 0000000..a48c058 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00017.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00018.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00018.jpeg new file mode 100644 index 0000000..acb0f4b Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00018.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00019.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00019.jpeg new file mode 100644 index 0000000..69a610b Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00019.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg new file mode 100644 index 0000000..58f917d Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00021.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00021.jpeg new file mode 100644 index 0000000..09f8883 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00021.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00022.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00022.jpeg new file mode 100644 index 0000000..b83f485 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00022.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00023.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00023.jpeg new file mode 100644 index 0000000..f99c8ea Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00023.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00024.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00024.jpeg new file mode 100644 index 0000000..84c1c6d Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00024.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00025.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00025.jpeg new file mode 100644 index 0000000..cc9a586 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00025.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00026.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00026.jpeg new file mode 100644 index 0000000..5c17ebb Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00026.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00027.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00027.jpeg new file mode 100644 index 0000000..8a026f2 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00027.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00028.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00028.jpeg new file mode 100644 index 0000000..d2bd095 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00028.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00029.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00029.jpeg new file mode 100644 index 0000000..be6e826 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00029.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00030.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00030.jpeg new file mode 100644 index 0000000..758e9d9 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00030.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00031.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00031.jpeg new file mode 100644 index 0000000..a48119d Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00031.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00032.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00032.jpeg new file mode 100644 index 0000000..30fd3d9 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00032.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00033.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00033.jpeg new file mode 100644 index 0000000..fa7d8b0 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00033.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00034.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00034.jpeg new file mode 100644 index 0000000..a1354a6 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00034.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00035.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00035.jpeg new file mode 100644 index 0000000..088e919 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00035.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00036.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00036.jpeg new file mode 100644 index 0000000..8fd19e0 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00036.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00037.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00037.jpeg new file mode 100644 index 0000000..0b9a103 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00037.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00038.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00038.jpeg new file mode 100644 index 0000000..7d74c7e Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00038.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00039.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00039.jpeg new file mode 100644 index 0000000..4e36de1 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00039.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00040.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00040.jpeg new file mode 100644 index 0000000..f0aac74 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00040.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00041.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00041.jpeg new file mode 100644 index 0000000..c365df3 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00041.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00042.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00042.jpeg new file mode 100644 index 0000000..b12a238 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00042.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00043.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00043.jpeg new file mode 100644 index 0000000..9ed1d0a Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00043.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00044.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00044.jpeg new file mode 100644 index 0000000..45f42bf Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00044.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00045.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00045.jpeg new file mode 100644 index 0000000..e02edc0 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00045.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00046.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00046.jpeg new file mode 100644 index 0000000..653c91c Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00046.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00047.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00047.jpeg new file mode 100644 index 0000000..855cff6 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00047.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00048.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00048.jpeg new file mode 100644 index 0000000..b00b869 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00048.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00049.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00049.jpeg new file mode 100644 index 0000000..624da16 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00049.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00050.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00050.jpeg new file mode 100644 index 0000000..3862978 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00050.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00051.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00051.jpeg new file mode 100644 index 0000000..00a9c45 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00051.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00052.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00052.jpeg new file mode 100644 index 0000000..cef048f Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00052.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00053.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00053.jpeg new file mode 100644 index 0000000..4d1b9d0 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00053.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00054.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00054.jpeg new file mode 100644 index 0000000..5f25a61 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00054.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00055.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00055.jpeg new file mode 100644 index 0000000..46cd36d Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00055.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00056.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00056.jpeg new file mode 100644 index 0000000..6acaf28 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00056.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00057.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00057.jpeg new file mode 100644 index 0000000..cb9fd79 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00057.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00058.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00058.jpeg new file mode 100644 index 0000000..ef7622b Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00058.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00059.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00059.jpeg new file mode 100644 index 0000000..42cc031 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00059.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00060.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00060.jpeg new file mode 100644 index 0000000..1853a6f Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00060.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00061.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00061.jpeg new file mode 100644 index 0000000..ba1a974 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00061.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00062.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00062.jpeg new file mode 100644 index 0000000..6e637aa Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00062.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00063.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00063.jpeg new file mode 100644 index 0000000..0dfe270 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00063.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00064.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00064.jpeg new file mode 100644 index 0000000..5ea742c Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00064.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00065.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00065.jpeg new file mode 100644 index 0000000..9fada1b Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00065.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00066.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00066.jpeg new file mode 100644 index 0000000..980e6da Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00066.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00067.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00067.jpeg new file mode 100644 index 0000000..fc1e393 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00067.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00068.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00068.jpeg new file mode 100644 index 0000000..382d9e7 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00068.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00069.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00069.jpeg new file mode 100644 index 0000000..bd2de1e Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00069.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00070.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00070.jpeg new file mode 100644 index 0000000..3653d7a Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00070.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00071.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00071.jpeg new file mode 100644 index 0000000..d17d8da Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00071.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00072.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00072.jpeg new file mode 100644 index 0000000..01624b2 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00072.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00073.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00073.jpeg new file mode 100644 index 0000000..615dded Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00073.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00074.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00074.jpeg new file mode 100644 index 0000000..db4ea00 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00074.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00075.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00075.jpeg new file mode 100644 index 0000000..c7b60d1 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00075.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00076.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00076.jpeg new file mode 100644 index 0000000..e3af544 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00076.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00077.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00077.jpeg new file mode 100644 index 0000000..169c727 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00077.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00078.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00078.jpeg new file mode 100644 index 0000000..dede915 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00078.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00079.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00079.jpeg new file mode 100644 index 0000000..b0846f4 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00079.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00080.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00080.jpeg new file mode 100644 index 0000000..714cdda Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00080.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00081.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00081.jpeg new file mode 100644 index 0000000..00ad651 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00081.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00082.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00082.jpeg new file mode 100644 index 0000000..ee1f866 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00082.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00083.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00083.jpeg new file mode 100644 index 0000000..8c60c35 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00083.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00084.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00084.jpeg new file mode 100644 index 0000000..9108b6a Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00084.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00085.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00085.jpeg new file mode 100644 index 0000000..8d80288 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00085.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00086.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00086.jpeg new file mode 100644 index 0000000..b54ff5f Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00086.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00087.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00087.jpeg new file mode 100644 index 0000000..69f9ce9 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00087.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00088.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00088.jpeg new file mode 100644 index 0000000..18e3797 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00088.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00089.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00089.jpeg new file mode 100644 index 0000000..0d14dc1 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00089.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00090.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00090.jpeg new file mode 100644 index 0000000..b57a7bc Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00090.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00091.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00091.jpeg new file mode 100644 index 0000000..ad21f2d Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00091.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00092.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00092.jpeg new file mode 100644 index 0000000..7392ce4 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00092.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00093.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00093.jpeg new file mode 100644 index 0000000..1a0fc29 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00093.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00094.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00094.jpeg new file mode 100644 index 0000000..bd71719 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00094.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00095.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00095.jpeg new file mode 100644 index 0000000..7411f43 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00095.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00096.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00096.jpeg new file mode 100644 index 0000000..d7d4464 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00096.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00097.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00097.jpeg new file mode 100644 index 0000000..983b91c Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00097.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00098.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00098.jpeg new file mode 100644 index 0000000..b5e1d88 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00098.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00099.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00099.jpeg new file mode 100644 index 0000000..208b260 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00099.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00100.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00100.jpeg new file mode 100644 index 0000000..328c8ad Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00100.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00101.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00101.jpeg new file mode 100644 index 0000000..0faad70 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00101.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00102.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00102.jpeg new file mode 100644 index 0000000..cffb1fd Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00102.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00103.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00103.jpeg new file mode 100644 index 0000000..000c819 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00103.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00104.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00104.jpeg new file mode 100644 index 0000000..6512a2d Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00104.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00105.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00105.jpeg new file mode 100644 index 0000000..8b3cdc4 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00105.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00106.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00106.jpeg new file mode 100644 index 0000000..1e78518 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00106.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00107.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00107.jpeg new file mode 100644 index 0000000..36218ea Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00107.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00108.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00108.jpeg new file mode 100644 index 0000000..1a5076b Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00108.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00109.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00109.jpeg new file mode 100644 index 0000000..91e5b3d Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00109.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00110.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00110.jpeg new file mode 100644 index 0000000..7e5c8de Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00110.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00111.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00111.jpeg new file mode 100644 index 0000000..fe6e43b Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00111.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00112.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00112.jpeg new file mode 100644 index 0000000..2e6a1fa Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00112.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00113.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00113.jpeg new file mode 100644 index 0000000..4f7b2fe Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00113.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00114.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00114.jpeg new file mode 100644 index 0000000..bcc2d54 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00114.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00115.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00115.jpeg new file mode 100644 index 0000000..a48106f Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00115.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00116.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00116.jpeg new file mode 100644 index 0000000..cb557eb Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00116.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00117.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00117.jpeg new file mode 100644 index 0000000..0618930 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00117.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00118.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00118.jpeg new file mode 100644 index 0000000..7aa78ad Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00118.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00119.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00119.jpeg new file mode 100644 index 0000000..2e9f4e8 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00119.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00120.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00120.jpeg new file mode 100644 index 0000000..a03e837 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00120.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00121.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00121.jpeg new file mode 100644 index 0000000..1deb35f Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00121.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00122.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00122.jpeg new file mode 100644 index 0000000..1c7a59b Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00122.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00123.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00123.jpeg new file mode 100644 index 0000000..a122f48 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00123.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00124.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00124.jpeg new file mode 100644 index 0000000..72c8120 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00124.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00125.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00125.jpeg new file mode 100644 index 0000000..5b9261d Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00125.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00126.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00126.jpeg new file mode 100644 index 0000000..9ad5f40 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00126.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00127.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00127.jpeg new file mode 100644 index 0000000..865ae7d Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00127.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00128.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00128.jpeg new file mode 100644 index 0000000..f7658cc Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00128.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00129.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00129.jpeg new file mode 100644 index 0000000..65e4a10 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00129.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00130.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00130.jpeg new file mode 100644 index 0000000..a2f2015 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00130.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00131.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00131.jpeg new file mode 100644 index 0000000..3dd31f1 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00131.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00132.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00132.jpeg new file mode 100644 index 0000000..799610d Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00132.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00133.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00133.jpeg new file mode 100644 index 0000000..919f19e Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00133.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00134.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00134.jpeg new file mode 100644 index 0000000..1ca4f6d Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00134.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00135.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00135.jpeg new file mode 100644 index 0000000..83c29c7 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00135.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00136.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00136.jpeg new file mode 100644 index 0000000..41b6df3 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00136.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00137.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00137.jpeg new file mode 100644 index 0000000..8b88e35 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00137.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00138.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00138.jpeg new file mode 100644 index 0000000..01f539e Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00138.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00139.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00139.jpeg new file mode 100644 index 0000000..602d667 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00139.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00140.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00140.jpeg new file mode 100644 index 0000000..68cca94 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00140.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00141.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00141.jpeg new file mode 100644 index 0000000..4f1462e Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00141.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00142.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00142.jpeg new file mode 100644 index 0000000..3c66a3d Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00142.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00143.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00143.jpeg new file mode 100644 index 0000000..cd8a629 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00143.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00144.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00144.jpeg new file mode 100644 index 0000000..a7bf016 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00144.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00145.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00145.jpeg new file mode 100644 index 0000000..1c39050 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00145.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00146.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00146.jpeg new file mode 100644 index 0000000..f197cc7 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00146.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00147.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00147.jpeg new file mode 100644 index 0000000..c867651 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00147.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00148.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00148.jpeg new file mode 100644 index 0000000..77bbbff Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00148.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00149.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00149.jpeg new file mode 100644 index 0000000..7a15b5f Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00149.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00150.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00150.jpeg new file mode 100644 index 0000000..d5e28da Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00150.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00151.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00151.jpeg new file mode 100644 index 0000000..0b96f27 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00151.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00152.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00152.jpeg new file mode 100644 index 0000000..83b1e8f Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00152.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00153.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00153.jpeg new file mode 100644 index 0000000..3776c99 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00153.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00154.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00154.jpeg new file mode 100644 index 0000000..5c65815 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00154.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00155.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00155.jpeg new file mode 100644 index 0000000..be28ffb Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00155.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00156.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00156.jpeg new file mode 100644 index 0000000..3c2f81b Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00156.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00157.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00157.jpeg new file mode 100644 index 0000000..83ed43a Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00157.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00158.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00158.jpeg new file mode 100644 index 0000000..5e8b83e Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00158.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00159.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00159.jpeg new file mode 100644 index 0000000..76a2f0c Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00159.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00160.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00160.jpeg new file mode 100644 index 0000000..46510eb Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00160.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00161.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00161.jpeg new file mode 100644 index 0000000..253a757 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00161.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00162.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00162.jpeg new file mode 100644 index 0000000..8155621 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00162.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00163.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00163.jpeg new file mode 100644 index 0000000..0efee65 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00163.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00164.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00164.jpeg new file mode 100644 index 0000000..19b6b47 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00164.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00165.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00165.jpeg new file mode 100644 index 0000000..1001162 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00165.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00166.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00166.jpeg new file mode 100644 index 0000000..13fdec6 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00166.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00167.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00167.jpeg new file mode 100644 index 0000000..77dc854 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00167.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00168.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00168.jpeg new file mode 100644 index 0000000..c54955e Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00168.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00169.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00169.jpeg new file mode 100644 index 0000000..429f2bd Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00169.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00170.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00170.jpeg new file mode 100644 index 0000000..258c962 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00170.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00171.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00171.jpeg new file mode 100644 index 0000000..433ffbe Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00171.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00172.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00172.jpeg new file mode 100644 index 0000000..54ea5f0 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00172.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00173.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00173.jpeg new file mode 100644 index 0000000..2148079 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00173.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00174.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00174.jpeg new file mode 100644 index 0000000..271f163 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00174.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00175.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00175.jpeg new file mode 100644 index 0000000..856c10d Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00175.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00176.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00176.jpeg new file mode 100644 index 0000000..509e4ea Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00176.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00177.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00177.jpeg new file mode 100644 index 0000000..91b1979 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00177.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00178.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00178.jpeg new file mode 100644 index 0000000..bbb9a34 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00178.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00179.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00179.jpeg new file mode 100644 index 0000000..605adde Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00179.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00180.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00180.jpeg new file mode 100644 index 0000000..635485a Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00180.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00181.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00181.jpeg new file mode 100644 index 0000000..a69a5df Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00181.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00182.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00182.jpeg new file mode 100644 index 0000000..ab920c5 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00182.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00183.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00183.jpeg new file mode 100644 index 0000000..41b6df3 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00183.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00184.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00184.jpeg new file mode 100644 index 0000000..8c8b9a8 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00184.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00185.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00185.jpeg new file mode 100644 index 0000000..a435f8f Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00185.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00186.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00186.jpeg new file mode 100644 index 0000000..943d646 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00186.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00187.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00187.jpeg new file mode 100644 index 0000000..e6b1f4e Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00187.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00188.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00188.jpeg new file mode 100644 index 0000000..af7f1d4 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00188.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00189.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00189.jpeg new file mode 100644 index 0000000..d073b09 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00189.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00190.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00190.jpeg new file mode 100644 index 0000000..d6852b6 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00190.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00191.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00191.jpeg new file mode 100644 index 0000000..8ce1e75 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00191.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00192.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00192.jpeg new file mode 100644 index 0000000..9eeb09e Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00192.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00193.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00193.jpeg new file mode 100644 index 0000000..aacdb1f Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00193.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00194.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00194.jpeg new file mode 100644 index 0000000..a5dcc5b Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00194.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00195.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00195.jpeg new file mode 100644 index 0000000..ebc977c Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00195.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00196.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00196.jpeg new file mode 100644 index 0000000..3947221 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00196.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00197.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00197.jpeg new file mode 100644 index 0000000..915d31d Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00197.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00198.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00198.jpeg new file mode 100644 index 0000000..2c05ac6 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00198.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00199.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00199.jpeg new file mode 100644 index 0000000..f27dada Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00199.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00200.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00200.jpeg new file mode 100644 index 0000000..2a2cbcf Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00200.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/images/00201.jpeg b/library/Outrageous Advertising That's Outrageously Successful/images/00201.jpeg new file mode 100644 index 0000000..8c14e01 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/images/00201.jpeg differ diff --git a/library/Outrageous Advertising That's Outrageously Successful/ocr-embedded-images.json b/library/Outrageous Advertising That's Outrageously Successful/ocr-embedded-images.json new file mode 100644 index 0000000..3f6affc --- /dev/null +++ b/library/Outrageous Advertising That's Outrageously Successful/ocr-embedded-images.json @@ -0,0 +1,1007 @@ +{ + "images/00001.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00001.jpeg", + "references": 1, + "text": "Special Opporniy Jor Redors of OLTdGEOLSddbertisisg Ihet'sO/TR4GEOSLLScoeetfel:\nTheMostIncredible\nFREEGiftEver\n($573.94WorthofPureMoney-MakingInformation)\nDan Kennedy&Bill Glazerareeffering m incrediblkopportunityforyou tosee WHY GlactKenned\nreater.Centcol. lndccodetce_aad.Security.some.togcther,_ Dan & Bill want to give yov S573.94 werth ef\nIsider's.Cirsleis.known.as.IHEPLACE\" shere.enirepreaeurs.secking EASTand.Dramatic.Gronth.nd\nInsider's Cirele'M, You'll receive a steady streum of MILLIONAIRE Maker Information including:\npsre Money-Making Iaformation inchading aFREEmonth as an'EliteGolc Member of Glazer-Kennedy's\n*Glazer-Kennedy University: Series of3Webinars (Value =$387.00)\nThe 10\"BIG Breakthroughs in Business Life wah Dao Kenedy\nBOW AmrEntrepreneur or Sals Professional ean Mulbiply INCOME hy 10X\nTheidde.ScolfmisinEverycneBusiness and HOwte Capitalureon it\nAndthe iSaL-.Gerting Custxmers Sedking You Out.\nTheESSENTIALStoWritingMillionDollarAds&SalesLettersBOTH\nOnline&OfflinewithMarkefng&AdversisingCoach,BlGlazer\nHow to INCREASE the Seling Power of I Your Advertising ly Lesming the J3Mus BaC Disst\nKey Ehmcet that Determinr the Sacoss of Your Wclsite\nBepmueErinsipka\nHOWte Cafta Headline the Girats the Reader's Aneeticn\nHou ts Creatras Irresistisle Ofler that Melis AwayAm Resistance te Biy\n-fmlider Srengio\" io INCREASE Ropose dat yoe Ma te wlag both ONLNE & Olisr\nThe Bes Wnys to Creite Utgency and lospise IMMEDIATE Response\nTheESSENTIALSofProductivity&lmplementationforEntrepreneursw\nPeakPerfbmvnce Coach LeeMifeer\nHoe to Alnos INSTANTLY be MORE Efiecsive. Creative, Preftabl, and Take MORE Time Off\nHOW to Master the \"lancr Came\"of Persoal Pesk Prodeetivity\nHow to Ge MORE Done it Less Tine\nHOWtoCet OtherstoWork OYoarSchedule\nAndFinallythBiiEEowteSpTakingadPlatingYouDansandSnpemng\nHow to Creite ClearGoslsfor SUCESSFUL leplementation\nThen ino Keiliky\n**Elite' Gold Insider's Circle Membership (One Month Value = S$59.97):\nAn Issue of TheNoB.S.*Marketing Letter:\nMoneyMakingStrategiesCurentmmsefroitasdaxnziatnucscminainoriaarrivingy\nEach issue is at least 20 pages usually MORE Overflowing with tbe latest Marketing &\nStrategies, timcly Marketing news, trends, cagoing teaching of Dan.KcnndsMostMPORTANT\nfirst class mail every month. Thcre are ALWAYS terrific examples of \"Whar's-Werking-NOw\"\nStraecgics- and MORE_As soon as it artives in your mailbox you'll wart to find a quiet plact, grab a\nhighlishter,anddevour everyword." + }, + "images/00002.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00002.jpeg", + "references": 1, + "text": "CD of an EXCLUSIVE GOLD AUDIO INTERVIEW:\nThese are EXCLUSIVE interviews wits sgsesstidsics.efdinsttespousuadcetising,kadling.sspsts\ncommuting hours ieto \"PO/wER Thinking\" bours.\nand.ctitcpsnsusjn.direst.nkeling.andJamesus.bssitess.authos.aad.spsakers Usethem to tum\n: The New Member No B.S. Income Explosion Guide &\nCD (Value =$29.97)\nThis resouree is setsiall.desienedfor.NEWMEMBERS to show them HOW\nPROFIT growth in their Besines, Practioes,or Sales Caven Grauta\nthey ean join the thousands of Establisbed Members ereating exeiting sales and\nSUCCESS in thcir Buainess lives\nIncome Explosion FAST START Tele-Seminarwith Dan Kennedy, Bill Glazer,\nAtaed flom the prlvacy and cemfort ofyourhome or offlee.heara DYNAMIC discsson gSay\nand Lee Milteer (tahe-sr.sm)\nAduxtisog.Maksint.Pnxstion.Ecrszsasurial&.Pisosmcnonsctcgiss,FLUS answersto the mos\nFrequmtly Asked Questions about these Strategies\n* You'll also get these Exclusive\"Members Only\" Perks:\nSpecial FREE Gold Member CALL-IN TIMES: Several times a year, Dan & 1 schedule\nGeld Member RESTRICTED ACCESS WEBSITE: Past issues ofthe Ne B.S*Merketing\nGold-Member ONLY Call-In tines\nLeaer, articles, special news, etc.\nContinsally Updated MILLION DOLLAR RESOURCE DIRECTORY with Contacts and\nResources Dan & his clients use.\nTo activate yeur MOST INCREDIBL.E FRER GIFT EVE3 you cnly pay a one-time charge of S4.95 (er\nS8.9 for Irr1 subscribers) te cover postage (this is fir everything). After your 1-Moath FREE test-\nyos decide to cancel yourmembership,yoa can de se at any time bycalling Glazer-Kennedy\ndrive.yeuwil autematically coatinueat taelomct Gold MemberpriceofS59.97per nosth.Should\nInsider's Circlerm at 410-825-8600 or faxing a cancellation nste te 410-825-3301 (Menday threugh\nmemhenhipfeeuntilthebeginaingeftheecstmcnth,whichmeansyoesilreccive1fall isaes\nCircle Gold Menbor. And of coerse,it's inpessible fer you te lose,beceuse if yes doe'tabsolatety\nread,test, and profit from all aftbe powerfut techiniques ind strategies yoe gect from bcing an Insider's\nLOVE everythisg yos get.yo can simplycancel your membership before next mosth and nererget\nbilled a single pensy for meabership\nGLAZER-KENNEDY UNIVERSITY WEBINARS AND FAST START TELESEMINAR*\n*EMAILREQUIREDINORDERTONOTIFYYOUABOUTTHE\nName\nBusiness Name\nAddress\nCity.\nState\nPostal Code\nCountry\ne-mai\nPhone\nFax\nCredit Card Instructions to Cover S4.95 ($8.95 Int') for Shipping & Handling:\nVisa\nMasterCard\nAmerican Express\nDiscover\nCreditCard Number\nExp.Date\nSignature\nDale\nsognappepugebarotpeaoeCsepuosyopsulpeuueyaioguuudnofsrusucosogeuususegDepud\nvamaleralfax,andphone\nOrmailto:401JeffersonAve,Towson,MD21286\nFAXBACKTO410-825-3301" + }, + "images/00003.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00003.jpeg", + "references": 1, + "text": "OUTRHGEOUS\nadvertising\noutrageoushy" + }, + "images/00004.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00004.jpeg", + "references": 1, + "text": "Glazer-Kennedy\npublishing\nanimprintofMorgan JamesPublishing" + }, + "images/00005.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00005.jpeg", + "references": 1, + "text": "UUTRHGEOUS\navers\noutrageoushy\nsuccessful" + }, + "images/00006.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00006.jpeg", + "references": 1, + "text": "Glazer-K\npublishing\n-Kennedy" + }, + "images/00007.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00007.jpeg", + "references": 1, + "text": "Habitat\nforHumanity\nPeninsula\nBuildingPartner" + }, + "images/00008.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00008.jpeg", + "references": 20, + "text": "" + }, + "images/00009.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00009.jpeg", + "references": 1, + "text": "" + }, + "images/00010.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00010.jpeg", + "references": 2, + "text": "" + }, + "images/00011.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00011.jpeg", + "references": 1, + "text": "" + }, + "images/00012.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00012.jpeg", + "references": 1, + "text": "Sprinkler malfunction\nprompts insurance\nsettlement for Gage.\nntadirgegrmigh\nbaisrnx" + }, + "images/00013.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00013.jpeg", + "references": 1, + "text": "DearReader,\nSinc Hhisisabok about OUTRAGEOUS\nadverhisinoIfetCompelLed toStar+\nby writing ycu a letlerto Prave a\nPointYa con always beaderent\naod when yau are, yo getnaead.\nYou aluays get nsficed!\nThinkabtitTueonlyotehne\nyovivt Seenoeevioheord about\na book hat wasmass-prodlueed\nand handwcillen,hepreduehon\nCrew Consisled of chonhnguonks.\nImomonk.Idvessbellerwm\nadmerethyaretand aait\nmeh biggerPapheck!\nMyPointisHhatby hand wahng\nthebegouigofhishapkes工\nfocced you noheo and tmenbe\ncurious enougl to ask,\"I wonder\nwhatHhnsisabout.\"" + }, + "images/00014.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00014.jpeg", + "references": 1, + "text": "" + }, + "images/00015.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00015.jpeg", + "references": 4, + "text": "" + }, + "images/00016.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00016.jpeg", + "references": 1, + "text": "FRom:BillGlegoR\n6:43pm\nBuver/CogMenSueak\nllSmETimes wHen Times AeE\nTovGH -You'vEGor To Do\nSOMEPRETTYDRASTIC\nTHINGS...\nDeon Gag Cunt andFiud\nLl Igjist got lis very mpulsue idedIhad toimp\nONLY\noutcesrl\nA-PER\nOFTHESE\nJustinCaneyiudtKuboe,LimHhy war\nuyle ValleyCendtfe Shsppimg Contek inOwings Mills.\nCLEMS\nLxe\npustedinwmarLim lringt\nalonut1oFell yo\nooLapologuganLlihandwillen NoTE..Bur\nmgtrou Lim imKeroYoek siingatyk aiprt\nwauring fn myFlighthoe.paabanPrsblam\nis.my busimessono diffauutfhomanyoYhare\nTARCA\niS going to START airing:\nTHE\nBY\"SRANELSS" + }, + "images/00017.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00017.jpeg", + "references": 26, + "text": "ATTLVING\nOUTRAGEOUS\nADVEISING" + }, + "images/00018.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00018.jpeg", + "references": 1, + "text": "NeweRLwekdoe Lefone andI Hope\nlo Tlu my mhieSTock of\"THis SEASou\"\n格YATUPTO70%OFE\nCAiNmOsT\nmayor difbrence buneis h fate\nAvusTotyoend eSellnySunsav\nand wo ouk Solsttion'sts lowut.\n>THArsRl6T!l gouwegung togetEveRymHins!\nZveRySUiTSVeRySPORTCoT!EVERy\nPOiL g DRESSSUACKS/ EVERy SPORT\nKNIT SHiRT! EueRyykngot 6\nAu Lu NaT goung tohek bock any bends\n%t60\nothee..JosephAbboudDKNYZonathi og\nBxstyThalyCHAPs hyPhepl LoueneJack\niscudel." + }, + "images/00019.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00019.jpeg", + "references": 1, + "text": "+AND KNIT SHiRTS\nals0Frm#1999！！\nLIrow gou alady Krwfhe Bulity\nSebriswsl\nYou Know Hhw OuBeueyAbue ykoul\nBur hese prices\nAeEU'T GCOD EvOUGH\nFor Yol!\nIMehu itJwetgbu o Coam nglfwou\nDBES BRIBES.\">(SCETHELASTIGC)\nust come mto thur store lehre Sunday\ngueg Ish on Tol gwegon Yhaae Coupow's\nerey SuT$lOe OPEBveey SPoncoe\nOnd5OFFoerypaiofDRessPaTS.\n*FReepad of dlesiner socks yust fn" + }, + "images/00020.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00020.jpeg", + "references": 48, + "text": "" + }, + "images/00021.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00021.jpeg", + "references": 1, + "text": "New, ybu mighf ask gewvel,why's Bitt\nave already Pock-Bottou...l\nmiyhtSoundabitCoeny,ButIHhinkYou\ndesenvEit!Im ONuy'Sonlungoutafaw\nhane kelpud mahe us\"Baltimoter Best Men's\nCLotingSToeE.\nSelotonol bSwbcttoluFree.Foe-Aul\na nguiar cuslonunswlowiul-no SouBr\nWiaPidkyhurghouSeloethinandtake\nHoMEle\"BesTofHBesT\".So,DaNT MIssour!\nIURGE YOUTO NOT WAIT ANOTHER DAY!\nThanksfozTalers heTmto Aaa\nRiskordwHon awlprsoaleydiicult\nto Naad leteR.Cutefranhly\naaut to e boad my f\nSoeyuat\nTHESHHHIELESS\nGaee\nBRIBES\"ARE\nWantregaids-\nON THE\nNET" + }, + "images/00022.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00022.jpeg", + "references": 1, + "text": "*Ps.DouT Fngt lo bing w\nYe \"SHAMEESS BRIBE\"Cos\nlelsw...Do it BeforeJuen isyh,zool\nlo get you aklitionae dis couuhs.\nBnibe Coupou Fozau ABSoLUTeLy\ntFpeey pan oy DasigmoR Socks!\nSHAMELESS ISHAMELESS\nrroel\nTaeanaltimul\nCFFIOOFF\nEVERySPORICOAT!!\nEVERYSUIT\n(exp.7is0sku:o0\nSHAMELESS\nSHAMELESS\nITaluoadlitiyul\nFREE\n$S0OFF\nPAR OFDESIGNER\nEVERYPMROE\nSocks!\nDRESSSUACKS!\n(p.7/sjoSru:05909\n(o%p:7/8/0)sxu:o25A10" + }, + "images/00023.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00023.jpeg", + "references": 35, + "text": "" + }, + "images/00024.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00024.jpeg", + "references": 1, + "text": "I'm in the Negev Desert\ninthe Middle Last\nlooking For you!\nBill" + }, + "images/00025.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00025.jpeg", + "references": 1, + "text": "Greetings from Alaska!" + }, + "images/00026.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00026.jpeg", + "references": 13, + "text": "" + }, + "images/00027.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00027.jpeg", + "references": 1, + "text": "\"YouGettheMost SparklingClean,\nFresh and Flfy Carpet Ever eenor It's FREE!\"\nMyPromiseto You:\nIf all you want is a cheap“brush the dirt ofr the surface\" cleaning, I respect-\nfitly ask that you call someone clse. You willfeel my Allergy Clean Processrw\nis the most thorough deaning you have ever had, The contaminasts that five in\nyour dirty traflie lanes will be gone making your entire home healtuer. No\nspots will come back or I will redlean it for FREE. If you are stillnot pleased, 1\nwill efund your payment\"Larry Conn\nLonyCoy\ndedicatrd so molbing\nHere'sSome of Hundreds of Testimonials on File:\ngour bome healriier\nand cleaneir Suor\n\"An excellent job, You take the time to do it rightr\n1977,Ae har peromaly\ndewwd poer\nJennifer MacKenzie, Castaways, Newport Beach\nButched, dfooded\n\"Very good and thorough!*\nThe Friedlanders, Bonita Canyon, Newport Beach\nand wparod28747+\ncarperz,so le wowbe\n\"My carpets are clean, spot-free and ook great! Lary is very lknowl.\nedgable in the business and gave us quality caref Thank you, you did a\n- 10s Moneyback\nCynthiaFrhling,BonitaCanyn,NewportBea\ngreat jobe\"\nGusrantee\n\"Our chairs were very dirty and they came out like new. Excellent!\"\n-Alergr Cean\nProrssfor Carpet\nAnna Jean Sweet, President Oasis Senior Center, CDM\n\"Excllent workt My carpets were restoned to\"like-new\" condition.\nWater Damige\nRestoration\nPhillip Schwartz,PhD, College Park, Irvine\n-Carpet Restrech\n\"The,restretching and dleaning mademy carpet ook like new and\nand Repair\nsared us fhoasands in replacenernt costs!\"\n·Oriemtal\nAnn Bohks, Belcourt, Newport Beach\nFabrik Protectant\nRug Cleaning\nDon'GambleWhen Choosinga Carpet CleaningCompany!\nA-ALLERGY\nAllergy.\nOffer forNew Clients:\nReliefHotline:\nCLEAN\n$770ff\n\"Discover 7Ways\non Can Find Allergy\nPROCESS\nFour First Service\nReliefat Home\"\n1835 Newport Blvd.\n1(800)777-7777\nCALL LARRY NOW\nA109-291 • Costa Mesa\nar(949) 650-3068\n24Hours\n24Homrs" + }, + "images/00028.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00028.jpeg", + "references": 1, + "text": "MEGAMANIS2O\nMEGA\n2007" + }, + "images/00029.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00029.jpeg", + "references": 1, + "text": "OfficeHelp Wanted Now!\nCould you be the great assistant I'm seeking\ntoworkpart-timeandhandlemanyofthe\npeskyadministrativedetails of runningmy\ngrowingLansdownebusiness?\nBusybusiness ownerconstantlyburied withfartoomuch\ntodoneeds very organized, detail-orientedassistant\n28hoursweeklyinhisLansdowneoffice\nIt's 10:07 pm on a Wednesday night and I'm still in my office working!\nLansdowne, where we've been for 16 years now.\nI'm stuck working late again tomight because P've just got too many things to\ndo --- all the paperwork, invoices, scbedules, faxes and adminstrative details\nthat go with running abusiness arekilling me!\nCan you belp make my headaches vanish by handling some of these details?\nAre you somebody who's superb at handling details...aloyal,hardworking\nbehind-the-scenestype person who alwaysfollows-through and almost\nnevermissesadeadline..soproductiveyourlastemployerconsidered\nhiringtwopeopletoreplaceyou afteryouleft...astrongtypistwithgood\nprioritiescan changequickly...super-organizedget-it-donetypeperson\ncomputerskills ...comfortable ina small business environmentwhere\nwho's also very good on the phone talking with people?\nIfso,weshould talkbecause you just mightbethegreatassistantI'm\nlookingfor28hoursaweek (9:30am till3:00pm,Mondaythrough\ncare if you haven't worked in a while and you don'tneed aresume to apply.\nThink youmight be theperson I'm looking for?Formore details,pickup\nthephonenowandcallmy24-hour voicemail at610-259-0707x760\nHopefully with your help Pllbe ableto start leaving work at a decent bour!" + }, + "images/00030.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00030.jpeg", + "references": 1, + "text": "OUTRAGEOUSexercise\nCreateyour ownOUTRAGEOUShelp-wantedflyer.\nMostbusinessesarelookingforgoodemployeesfromtime\ntotime but dontconsiderthis creative alternativeto theusual\nmethods. In this exercise, create a narrative that describes your\nreason for needing help.the duties that will be performed, and\nthetypeofperson youwant Startbymakingtheselists.\nThese lists will help you write your ad.\nReasons for requiring new or replacement hires:\n1.\n3.\n5.\nDuties:\n3.\n4.\n5.\nSkills Required:\n3:\n4.\nFinally. list all of the newspapers in your area and all other\nplacesyoucanpostit" + }, + "images/00031.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00031.jpeg", + "references": 1, + "text": "R.SCOTT'SWILD\nHYPNOSIS!\nIncludesFREESOUVENIR\n$295\nLas Vegas'WILDEST Hypnosis Show!\n(VIP)\nMondays Only\n9PM\nCOMEDY\nS6\n(GENERAL)\n$22\nDirtregees\nRivieraHotek\nComedy Hypnosie" + }, + "images/00032.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00032.jpeg", + "references": 1, + "text": "THESTATLERBROTHERSSAYGOODBYEFORTHEFINALTIME\nFarewell ConcertEnds Glorious 40Year Careerfor GroupTharTouchedOurHearts\nCHIOOSEFROMANYOFTHESEFOAMATS\nCD, DVD and VHS of Coneert Now Available - Ssc.Bdgx lot.EREE.8CxL19.Ptint.Oiict\nStastea, Virginia Yes, its erue aftor 40 yean, 52 albumi and 100 million\nmeondsold, ZhcMntdmoidLGozis.acllinoafCamg.Murha\nJO-2DNDMSTVAEI\nretied.The Suader Brochen tecently hdd asoldeut.Final Apprecucon\nFmeeeeConcetright back whess itadl startrd-niar thcirhomnctoen of\nSumton, Viegnia snd give arplendid peformatce to thooiads ef\nadoting fans thut undortununrly wil neior be cepeatod.\nBuldaniLls.inatbled erm if you weremt oor of thr locky fow to be\nIpedfir de ride aay\nthenr, you stil can enjoy the mcmotalc2:host.sanistt dhroogh dhis special\nffelnapineringhemdis,seringecimentaodnjoyngon\nlut momnit in time with a poup that embodied the ouce spirit of AmrticE\ntheStatler\nBrothers\nORDERTODAY-3EASYWAYS!\nfith._fumilzaod.sumsn\nIfyoe orde the 2-CD. 2-bour DVD er 2-hour VHS, you1 liten wich\nONUNE\ndeiphtto50ersdaofyouerfieoeinesperfoned LIVE:D+lisRowuler\nThe Stideriepyafaal somentugrthe\nThor, De lis Kuw li.dr My Saulin, CGe gf 37, Bof ef Rrs Aemn\nPearsoeformuttoeonAiv\nMAIL\nTe Rrmrmler Wurpda Resdopb Sam, Aferr TheeA Nomr OwA Wall Fns On Tle Wall Elisileok L\nand MAKEPAILLTO:\nGe Te Afy Gsne Labg lin Nee Gr ThewArc Throk Jie Winiland Aaue Gont.\nSuderbrothersFuran\n1ousianu, MD 6335)\nEXCLDSIVE FREE BONUS s' x 10* Pint A S9.99 Vlut youn fret Onder dhe\nDept,SBC.A7OPO.Bo-SAA\n2-CD eu/ 2-bover DVD or the 2-CDs anf 2-boer VHS foe S34.57, and you11 roccine\nCALL\na high-quality print suitable for fruming of The Seatler Brothen it their Fareeell Concert\n1-600-715-6248 tr\nabuolutdy FREE, Viniting ot oelinc. call us toB-fior or simply send your deck ar\nmoncy-onder by muil to roerr.youns TODMIT\nRS: Onder the CD/DVD er CD/VHS and SAVE 146% plus get the FREE PRINTI" + }, + "images/00033.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00033.jpeg", + "references": 1, + "text": "drop a\ndress\nsize!\nFlatten\ntummies\n& reduce\nhips&thighs!\nIfyouareinneed ofa slim-fast\nmigcletofitintothatlittleblack\ndress-thisisthebodywrapforyoul\nThiswrapdetoxifiesyourbody\nLiftsandshapesandflattens\"bulges'\nLosobotwoen6-f4inchesonyour\nfirst wrap!\nIt'squitenomalforapersontocome\ndown a conpietedresssize,withoutlosing\napoundofweight,overacourseofwraps!\nresultsl-no dietwill shifttoxinbuild like\nifyouareonadiotoxpoctovenbetter\nthisslimmingwrap canl" + }, + "images/00034.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00034.jpeg", + "references": 1, + "text": "Minaeapois,MN..yoycarancndfrowthecoafotfyowrounofficrorhoe\nheigJnayandfyownccLelw\nCubyireudryur\n\"Bill, what if there\nincreaseyourcar cou\nshat he is yiy ong for\nLookattis lettar teuk\nprofit,attractand ke\nyour stress in half...\nsmarter,notharderi\nFREE!\ndreamer\n-Dau Robino\nDu's Chuyion\nMokato, Mi\nPuiint ef the A..\nJanuary 24, 2007\nDear Bill.\nNot too long ago, having a good auto repeir shop with decent senvice was all it tock to make pleely of\ncompetitionguick-lufranciscsarcsokingupthlucraivemainnaceuninesmginsanedryingp.a\ncar dealer vehicle retention marketing have car counts dropping like a rock.\nIs it a hopeless situation or an amazing opportunity?\nthas everbefore.Theircarcounts will goup.Cashprofit willincreasetoasmuchas30%.Attractingandkeeping\nIn the nest llmonths a select fewshop omnerswill make moremoneywithless workand less stress\nthey love instcad of strcssing over the things they hate.\nmotivated techs will become easier than ever before. Best of all, they'll be able to spend more time doing the things\nThey'll do it all becausc of these 3 things:\n2industrshaking trash that hardlysmyoce isaware ofandevea fewer understand.There are3\nform aperfect stormthat will destroy some shops (or leave them with bottoem-barrel price shoppers as\nElimiatingthemastwantod\"tiayfgrgfit-draininemitake.99ofallshopcnesmakethesame\nthcir only clients) and make a select few owners wcalthy.\n2)\nhandfulofpeofit-killingmotakes,Thcsemisakesslacnetprelt.takethefunoutofbeing intheauto\nrepairbusiness,and even resull in unmotivated and disloyaltechs.,Most shop ownershaveno idea thcyare\nmaking thcse mistakes because the competition is doing the same thing --.and some industry\"expens\neventeach them as\"best practices\"-\nrepairbuinessmanagementinduitry.Whatyoureallymeedtogrowyourbusiness isstreet-smartadvice\nabout what really works in wildly successfuf shops in your area ... something 1 am uniquely qualified to\nMyame isChrisFrederick,bueveryone callsmeChubby.I'vehelpedovera.oo0repuirshopsbecom\ngive you.Let me explain...\nmore peofitable overthe lasyears.My company.ATL, is the onlymanagement training.tcam endonsed by the\nTire Industn.Association (TIA)and theAutomotive ManagementInstitute (AMl).I'vewrittenarticlesandbeen\nfeatured in ire Revicw,Auto, Inc,and other industrypublications.I'm not telling,you this tobrag, just want you\ntoknow that I'm an industry vet who has seen it all... good times and bad... andT've niever seen abetter\nopporfunity for smart owners to grow thcir businesses.\nI've sever done before: I'm offering you a limited opportunity tobe oee of only47 Minntapolis-area shop\nI fecl so stroagly about getting this ioformation in your hands while ar's hor that I'm doing something\nownerseeEREEtclkphonsseminarthatwillchangeyourbesinesforever.filceveal3urendsrockingthc\nindustryand how lo prola Iroenthem.prefit-drainingmistikesandwhet todo about them,andmore.Ifyeu are\nhalfassericusaboutgrowingyourbusiness aslamabouthclpingyudoyoucanaloedtomissou\nHereareafewoftheamazingsecretsterepairshopsuccess\nTherawtruthaboutpricingbestgnactices.Howtoecapethe\"profit-killingloopalmostallshop\nT'mgoiagtorevealonthisFREEtelephonestminar...\nownegetstuckinHerehint:ouanglokothecopticnssetingpricesedlihig\nmargins. I'lltell you why, how getting over this hurdle can add 30-50% to youroet profit is less than 11\nmonths, and what the only good source of pricing best practices is.\n(Kr ed)" + }, + "images/00035.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00035.jpeg", + "references": 1, + "text": "Whatdoes it really take togttract high-quality,hich-paxing slicata?I'mpat talking aboutsomeone\nwhobrings incar.acaseofoilaodanatitudeaboutpyingpenaiesfordollarswonhfwork.Iam\nfor a lifetime, including maintenance ..and clients who nsyst fiuss gust gtise-\ntalking about clients who value quality and personal service ...clients who want you to care for their cars\nEscapetherepairshopratrassforever.Payyourbillsontime,havemoney inthebank,andgetmore\n\"Themarriagesaver.\" How a struggling,stressed-out and overworked shop owner and his stressed-out\ndoneby working fewer hours withmuchless stress.\nandoverworkedwifewentfrom1shourdaysto takingseveralweeks worthofvacations.peryear.How\nmuch would being able to take days or weeks off \"at-wil\" to spend with your spouse, children, er loved\nones mcan to them?\nsecuring yourswn penonalwgalthand futurs,Doingwhatyou'vealways donejustharder,willnever\nproducea quantum leap in yourbusiness.This\"mindset shift\"will,and I'f reveal itoethe call.\nLitle-knowe\"tricks\"tohicing,sompcnsatingund leadins fechsso thystayloyul.,motivated and\ntest hatwillrevealwhatreallymotivatesyourtechs.'rorelymongyand'lproetoyo\nT'm eveehaving 2specialgeests on the telephose seminar,These shopownen have put the strategies\nand tactics I'll be tillcing about to work and will tell you exactly how their businesses haive transfomed.\nIMPORTANT:Fmsending.this lettertoover4200owners in yourarea,butIcanonlyaccept47\nClaim your EREEspot before it's too late...\nsocond...oryourisklosingyourseattoacompetitorwhoactsquicker.Doyoureallywanthemtohave\nthis information while you miss out?\nYoucan attend theseminarthat best fits yourschedule.All you need is itelephone,a quietspot to listen to the\nnow, while it's fresh on your mind and we still have space on the call.\nRemember..,only 4Z total seats available for this seminar. That's it. If you want to take part, register right\nC.L.Frudrick\nChris~Chubby\"Frederick, President ofthe Automotive Training Institute\nBill,Your3-MinuteFREERegistrationForm\nThisFREE telephone seminar is hoppening on Tuesday,January 30en.There are 3ways to resenve your spot rightnow:\nMoreCashProfitWithLessStress&LessWorkThanEverBefore.\"\n1,\nCat 1-877-599-3879 and press extension 7600 to register by phone.(Note: This is an sutomatic process. youi can\nFif out this form and FAX it to 1-301-498-9088\nShop Name:\nWhat time is best for you to attend? (Circle one.)\n10AMor\n7:30 PM\nYour Name:\nMailing Address:\nYour FAX Number.:\nBusiness Phones\n(VERY IMPORTANT ycur instructions to get on she helepbone seminar ws be FAXed to shis namber)" + }, + "images/00036.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00036.jpeg", + "references": 1, + "text": "PutmoreProfit\nin your Pocket!\nAC30290185B\nCat the Fat Wast,aad Frestration\nC7\ncatof yourRetailAcvertising\nandMarketingDollars\nOutside of Bill Glazer's\nInside of Bill Glazer's\nOUTRAGEOUSbusi\nOUTRAGEOUSbusiu" + }, + "images/00037.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00037.jpeg", + "references": 1, + "text": "welcometo\nOPEN\n24\nSEVEN\nWEUL\nCOOKIN\nHOME\nFEED\nFAT EDDIE'S\nYOUUKEA\nHGHWAY\nTRUCKER\nONTE\nDINER\nBREAKFASTLUNCH\nDINNER\nDESSERTS\nCOCKTAILS\nLAP DANCES" + }, + "images/00038.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00038.jpeg", + "references": 1, + "text": "BillGlarerosGAGE\n200w.Baltomore5T.\nBalrororeMD2120f\nLAPDANC\nCOOKIN\n3HLNO\nHIGHWAY\nSORRyabontticoHfeEetalr,bot\nalfadtoariteowwasthisstapldplaoemat\nPereatthsDirerwkerewaskastrg\nbreakfasrgsay.jastopenthis\nUpraltronosucntSeliegwhat'm\nBillGlaea\napew.blhwoeSt\nKTAILS\nbahmorewDalao" + }, + "images/00039.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00039.jpeg", + "references": 1, + "text": "FRESH\ncorl\nPopcom,vogolobleols,juchascoconut\nol, solf,natural and arificial colons\nand fiavors.May conilalin Yelow #5 and#6\nCerfifledFoodColor" + }, + "images/00040.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00040.jpeg", + "references": 1, + "text": "Don'tBoy and Girl\nMisslScout Weeks\nber 4th through Sunday,September16th.\nWhy\narewemailing gou\nOfferends Sunday\na popeorn bag?\nSeptember16th\nOn Sunday\nThe answer will surprise\nand delight youl!\ner16th,From12-3p.m.\nEEPonyRidesoewtcue\nWhy the heck-are we mailing you a\ntableObstacleCourse\npopcorn bag? 4 Important Reasons:\nDogsChipsndopwu\nREECamouflagePopcorn\nypurchase your Scout gets the\nVe3RDANNUALCOLLECTOR\nOUTPATCHFREE\nthe store\negularand\nnouFlape\ncorn\nFCanfields\nIncredible Money Saving Coupon!!\nSIwant:13% off everythingIpurchase evensale items!\nabsolutely free with any purchaself\ntt15,200" + }, + "images/00041.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00041.jpeg", + "references": 1, + "text": "FINANCEOFFICE\nBolimone,Mo21201\nEXPRESS\nFirstClassMail\noundsonMarch13,14,15,and16,20\nFirstClassMail\nwillnowtakeplaceattheirDowntown" + }, + "images/00042.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00042.jpeg", + "references": 1, + "text": "$100off\nFarrCard\nUnirersal\nBECAUSE YOU CONTDMUETO COME\nBCX,WE'DLDAETOGZVEICXl\nSPECIALSAVINGSTO\nOURLOYALCLIENTS" + }, + "images/00043.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00043.jpeg", + "references": 1, + "text": "A Imitation\nJoeemb\nforaOne Day Shopprunity" + }, + "images/00044.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00044.jpeg", + "references": 1, + "text": "send nes.\nSetherewillbe\nigmyselfon theline\ncond chance everynow\nnext\nwhen\nImef\nOne Man's\nTrash\nIs Another Man's\nTreasure" + }, + "images/00045.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00045.jpeg", + "references": 1, + "text": "TAPA2004" + }, + "images/00046.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00046.jpeg", + "references": 1, + "text": "" + }, + "images/00047.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00047.jpeg", + "references": 1, + "text": "BennWeNeigleWcllYoosSdoeLGeMontiasHarAnEucorcDe\nmTookeRintalOllesFoYon\naRIGCOUPO\nTheWorld'sLargestDisCouNT\nPROMTUXEDORentalCoupon!\nONLYwiththisjumbo coupon canyoutakea whopping\n$20\noff!\nYourcompletePromTusedoRertal\nGage\nDouitovnAorenhromtheTtMarinerAresa\nOoingMisVileyCen\n410-7234763\nGage\n6/15/05\nwww.gagemendwear.com" + }, + "images/00048.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00048.jpeg", + "references": 1, + "text": "[[firstname]l, save Yanik's marriage sale..\nHi [[firstnane]],\nI need your help to put me back into good graces with my wife.\nLast night when I heard the yelling from the basement I knew I\nwasintrouble.Big trouble.\n\"Y--A--N--I--KI!\nGet down here NOw!\"\nOh oh...\nI came downstairs and inmy sweetest,most innocent voiceI\nasked,\"Yeshoney,what'sup?\",..\nMissy pointed to our...(to be continued)\nYou canfind out therest of thisstoryalongwith\npictures of my'big mess'right here:\nhttp://www.surefiremarketing.com/saveyanik/\nI sure hope you can help.\nBest,\nYanik Silver\nP.S. Get over there now because my screw-up is actually\nyour BIG opportunity to save on some of our best-selling\nproducts and resources. You'il find out the whole scoop\nhere:\nhttn://www.surefiremarketing.com/saveyanik/" + }, + "images/00049.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00049.jpeg", + "references": 1, + "text": "Help\"SaveYanik's Marriage\"SALE\nDearlatemetPriend\nI ped yoer belp to put me back ito good graces with my wife.\nLast night when Theard tbe yelling froen the basement Iknew I was in troeble. Big\ntrouble,\n\"Y.-A--N.-I.-K!! Ger down hereNOwr\"\nOhoh...\nCopyrighe.All righo rerenvef SarefireMarketisg lsc" + }, + "images/00050.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00050.jpeg", + "references": 1, + "text": "OUTRAGEOUSexercise\nBelowaresomeofthemost commonheadlinetemplates\nthat I have used over the years. Fill in the blanks for\nyourbusiness to create some winning headlines.\nHeadline Template #1:\nThat Other\nDon't Want You to Know About\nHeadline Template #2:\nDiscover the Secret of\nand\nSlash Your\nHeadline Template #3:\nIfYou\nYou'll LoveOur\nHeadline Template #4:\nRemember When You Could Have,\nand Didn't\nHeadlline Template #5:\nWant to Save aBundle? An Open Letter to Everyone\nWho.\nHeadline Template #6:\nWould You Buy a\nfor" + }, + "images/00051.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00051.jpeg", + "references": 1, + "text": "Who else wants to look like a MILION BUCKS?\ncosts INHALF!\nOFF\nThes, rave even moee! Uw this \"LOOK. LIKE A MILUON BUCKS\" Coopee\nANDTAKEANADOIONAJO%OFF YOURENTIREFERCHASE\nON TGPONTSNECFTNSLITIREIFSUOUOFON AN\nPLIKBONTFORCETYOCR\nTIESOPTERIS ONYGOODENTILSUNDAXJUNEJADE\nTENLYTSNGICANDOBRREHUGESALE\nCUMEASLPETUAYGIVINGCLOTHESARAYFREET\nHOW?\nGage\nSNOTSXSFIOKSLOSOMLS ABSOLETEY FRTE)\nGace" + }, + "images/00052.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00052.jpeg", + "references": 1, + "text": "ADVERTISEMENT\nADVERTISEMENT\nFrustrated Female Angler Lands\nBig Idea by Offering Fishing Products\nand Accessories Just For Women\nOmahaNEAngleMchaelss\nfor sale incuding Pe much talked\nFISHHERSwaturesthrtyproducts\noneofPe.mostpassionatefemale\nfrustratoowithPhe lack offishing\ngearforwomen alsogrew.InMarch\naboutAspireRodslavender\nof 2006FISHHERwas oficiallyborm\nbecamefrustratedatnotbeingabie\npuesdioaeusaspoutunsy\nepuepousJeebuusgpuyon\nand FISHHER.com becamea place\nshorlerleng'sdesignedespecisly\nMothersDayofts.\nworked wel for her, she decided lo\nwherewomen ofalages andal\nforwomer.Theserodsmakeideal\nstarherown company-FISHHER\njoyeucopnosspuno/typeg5ussy\nHerwebse,FISHHER.com,state\nsdsepeutsapsooubuusypueJeg\nEXCLUSIVEAPPEARANCE\n\"FISHHER was createdbecause\nappeuranceat Canfield's Sporting\nAogiewil be makingan exdusive\nsometningsomehowhad sipped\ngnbweghtsracive-tacoeloes.\napoerel,rods,and.acoessories-all\nGoods,84thand Center,on Sat\nsporting the FISHHER lavender\nurday,April28thfrom11am-4pm\navaisble formen, but what about\nMaiedandamotherofteo,Angie\nand Sunday.April 29thfrom noon\nfishinggearforwomen?\nBuusy noge bunaogosey Au, shes\n4pm.Shewil be showing and seling\nAngie Michaels has boen fshing\nis watching mykids ealyenicy the\nheruniqueproducts.Angiewoul\nAngieMichaels,founderFISHHERGear\nsincetheageoftve.Treabyenioy\nloveto meet youandget your.irput\nforWomen.Shewilbeappearingaf\nidnuouunpuadscehemesebusg\non herproducts.Formoreinfogoto\neach otherwhen teyland afsh'\nCanfeld'sSat.&Sun,Apni28th&29th\nFISHHER.com orcanfields.com" + }, + "images/00053.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00053.jpeg", + "references": 1, + "text": "EXPOSED\nAuto Repair Shop Owner Speaks Out and Reveals the Raw Truth About That \"Management\nConsultant,\" Chubby Frederick, Who Advertises in This Magazine All the Time,\nTlis pes, Chubby Frederick,\ntueneshnshepouosgesaucud\nNaves/1reposdel.1denYksow why.Muphe\nouhinkyou'eoosmufand lsoeal\nseestyos richsne hapey? Mybeyouet\nWios to inoeaehepenprnigairordat\nHruccobarbelCostcogetitionand\no on, Every timt I mad ootefhisadh, t\noup,who coulche dumbetoeghtofit\nfor bin gayh nap Nw,Fm going tohell\niwr ofyourharderodinoeryAout\nyoe tbe riv ie aboot thin piyand hiat\nsul.\n'managomest secrets.\nTe pot over Ss00,000 restoes why\ndrin Tuent to collepe in Pemvgbranisiod\nefflerWhutrrsomt de yoe hane NOTse\nSock at aidAnt henhey l it\nSm Omen\nPPO-WATSOFALLOWNEES\nChuthyhungeepredsstignua, deailed\nS1,so,o00 a rfprefxcisyeer.Thuneaer\nNEVERFINDOUTABOUTMAKINGA\nDONTKNOWABOUTANDWILL\nn daany.o.otewein charyrandter\n001inonle inupanthomerere fme tine\n29.30% CASI PROPIT IN THEOR AL/TO\ntogetomyfanilyod churitin ampica\nome how cpindetiv Slocautiots\nHEPAR SOPwtichyi ceeNOW\ngpnSantopisiplaeodeaas t\nEvee thongh I hod S om, I didr\neadanddcidrfaryouneifwhetherarsot\nshsolutlyFREEofoororobhpeionGeta\nmilyknew what1ws dong knee\nuapLapaSapompndfiane\nbomendpepsto vhit orbeachhosse is\nChuteyfarover20ytarsbutnotat\nyouweltte anesd Chutbynestseminat\nNap Heat, NC oach'more freqiestly\nYosrFREERETORT.pickspSrphoeat\n: Hrw, you ad, coud sh a ning\nhuepen? The aower, simp, is leiming bo\ncall 1-800-0-1245. Yo v Mir : brirt\nmoins.IrepemedmyS.muagen.CFO\neslpenvessnd effectinynanagenestoytens\nfheesocordedmeisage ind besbletolet\nwork,from themaarr,OhobbyFeedorick\ntobelitskmoroyetmiadedsboolinew\nyowr.santandaldistsoyourpopotcane\nad Gereit idonBut,onillhafeveny\nmailed io you.Or wre'mpon'en yoer\nintentbonefsitting fheosgh itsll dayand\nDoiins curdor lenoheadindpopiiinde\nokingforaeodAerallr\nfaxmachineOubby'sfaxmnbers30\nyran ln dis bnleen, uhat the hedk coudd\nover S1,200pershognwywwa yutfoom\nopimingnigortrmbedsoyos.frs.\niaisChubby\"pay teach ne?\nsew castomem (and itootjunt fer hocka)-\npenyargen snythinete ritthissbout\nthasks te Chubty'h ryytemi, inipiration and\nminaratusllyscaadmemotofitwaiso\nceengenst\nyoeTdidijnttwyofsngtanko\nChtey,Tamstiedesenhipenoerjislae\nbeestaogkkocbelieveLAawelatenod to\noChdbyfarybongMsdoefiree\nChstey'sisdomuticn,we srawhole\nwastkpriglenyrefemhanafeced\nAnd 1assothr only Pnos sho feca tdis\nSfferonwvy te drvtip ahigh ncooebusi.\npaceomilitealeantahg20%phus\nofactul commeshs brom soec efthc oret\nbotoe linr proft on every po.1kacv this\n10,000+o0erato.puirshepoonmtu\nmarketing,and foedom fron chespeifpnce\noltmundinemal,Sanorwhihegline\nhas helped Mou, lait me, sre ew mking\nBis39Key.Perfomuscelsdicatons.He i1\nBert ofall, welamedctulystemsse\nseengocerourbaitea Toekekeis Se\ncery diypnoduhdity All vr (an sy k,\nothenssdhoped deyknrewhatthey wet\ndon Yeriy t..Joit F.\nsulilceg sbout Suhert's de rw irvth sbou\ntetenitir wia s wodboxs fut of ideas.\ntsCuteyFrmederickpeyLollkcnotsf\nSTEVE CRAVEN\nixdifferentChubbyFroderick smnepes\nFairfat, Vieginia\nzeawho caedeyoung boe tling\nfo tratafoening7ourbusinesk,eyoso\nlylralotofmoe.botyoscatn.\ncaefuhe lan uling bo\nOur totfiCyofunglememing\nCan inagine. Asd, in my oponion, yos'te+\nCnthyssratrpeswis 200).Thutyear osr\nfooltigorehim\nS80.00d an eefarpt t" + }, + "images/00054.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00054.jpeg", + "references": 1, + "text": "AnnOuncingtheGAGEMENSWEAR\nROCK-BOTTOMPRICESFINALREDUCTIONSSAE\nYouDoN'twanttomissand\n(out Only urtal Febraory Tth)O\n60m-t\nDearProterredGageCllertordFrkerd.\nIt'etarabeoaecareerooawhereboporatowtsgperatnI'tttuyere\natthsdirerkasogreaktastadgoogermylastonetoryreport.ANDBaNt!\nIrealizedIastadtoetartthustalsroitansaPipred.ttwssiounpabrpofat\nthedose\nIxhardoertiog-.Plos,wartedvoatooonobotutBEFOREIadsertteetxths\nepapetsdoradibsrdThasgarkeddormetoreoareteasononertory\nupo0%0EEllAndaveevermarkedthue inertorydocolo\nbefore,butmastmovetroxtbetorealltherenemermerohadiee\nbeabrstoarrlae.bo,coebtoeltheGngestorebeloreFoart7adtakeastayef\nPIEASETAKEADIANTAFETEMEAo'llaotallybehelpogreostofatmsknhustor\nHlere'sfastabrtottisaofthekirdottoprlosyoaoarexpeot..\nOREALialaxbultetromSt5800\nAleyarserTxllantoo%baskmere\nRalphLasrenbashmereBlerd\nSpartoaretorJast5tszopchbe\nTopboattor Jastt(5800\n100%sottowsordorogtlaoks.aset24mmeumuntneum\nArsthetastrgearylastasecodonouerthirgtuoughantthsetoroeo.\nPootllo\nthieplaoeratbotoreALENTINE'sDARandoeearaddiropae-BUDKsCFFoars\nparokaefTOOorore--JastehopBEFUREFohraaretets!(preyslaer.balrt4-slssh\nsoushopbthstr)\nRooBorckForalRoiaottsSaloox'llsontortelfa.bordleOrfasrgtapdaltbe\nmaKirgakagestaks.DRUPakateox'rsboogudgstbotsGAEAtWm\nBest regards...\nPP...Bathsws.thaparsak\nP..Doa'ttarget,broyoxthia plaoerat bolore\nFehnurefettogtradiroralteCEE\narerealiggoodiereat\nFarEidie't" + }, + "images/00055.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00055.jpeg", + "references": 1, + "text": "EPHON\nGLAZER\nBILL\nNTLESSBATTLESOF\nKEINGMAVEN\nSEMINARAESTREFISTRON\nGLAZER'SWSEEHAIDTSTDR\nSURVIVAI SEMINARI\nTHE10MOSICOSIY\nADVERTISINGMISTANIS\nAREYOUMAKINGTHIM?\nHOWTOSKYROCKET\nYOURSTORE'S PROFITS\nWITHBILLGLAZER'S\n3-STEPBUSINESS\nBUILDING FORMULA!\nDUT TO SAVE\nTHE RETAIL WORLD\nFROM MASS DESTRUCTION!\nPresentedb\nMRMSC\neandSpensored\nNeemaCotingFooressUA+CrounCiottingCon\nCAMCommerceSoutons+MACiCntervafandl\nOUOLXOXDONSLOYACOSSOOSALUL" + }, + "images/00056.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00056.jpeg", + "references": 1, + "text": "Precoried\nU.S.Poslage\nPAID\nSteve\nDiscover Why Gage World Class\nMenswear is Sending You This?...\nSteveHarshbarger\nYourFREE\n2308MeganCourt\nBaltimore,MD21221" + }, + "images/00057.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00057.jpeg", + "references": 1, + "text": "Steve\nDiscover Why Gage World Class\nMenswear is Sending You This?...\nSneHaedhwpe\nZesMegnCoon\nnieon,MD2221\nBuy-1-Get-1For 5e\nFREEWET/DRYAUTOVAC\nGage\n4567114%3\nJont ls car thrmhany.roaed,et mrtg it mr apelet\n419-581-081\nwnaigonmw.com" + }, + "images/00058.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00058.jpeg", + "references": 1, + "text": "From: Dan Kennedy (info@.dankennedy.com)\nSent:\nSubject: (first name), LAST CHANCE TO SAVE S300!\nDear Bill,\nA few wecks ago Isent you a special invitation to our one-\nof-a-kind event, the annual Info-SUMMIT. The Info-\nSUMMIT is NOT a run-of-the-mill seminar. As I said in\nprevious emails, The Info-SUMMIT is a true EVENT, It is\nthe place and time once each year when the most\nexperienced and successful info-marketers from all over the\nworld gather to exchange information and make\ndeals....and generously share thecir business strategies with\nnew members of this Most Unusual Millionaires Society\nNothing like it occurs anywhere else - and couldn't.\nThe Bad News is that there's only 48 hours\nleft foryou toregisterat a S300Discount.\nThis is your LAST CHANCE and you'll need to hurry to\nsecure your seat.Seating capacity is limited, and are given\non a first come, first serve basis, Once they're gone, they're\ngone.\nto get all the details click on the link below:\nLinktosalesletterchoices.com\nDedicated To Multiplying Your Income,\nDan Kennedy\nPS: I will even guarantee that your trip to the Info-\nSUMMIT proves to be one of the most fruitful trips of your\nentire life: if, at. ANY time during the three days of the\nInfo-SUMMIT,you honestly believe you've made a\nmistake and that you don't belong here or that I somehow\nmisled you or you are otherwise disappointed, you nced\nonly say so to receive a full 100% fee refund PLUS UP TO\nS750.00 toward your documented travel and lodging\nexpenses.\nLinktosalesletterchoices.com" + }, + "images/00059.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00059.jpeg", + "references": 1, + "text": "I'm Puzzled?\nAreYouAbsolutelySure\nYour BestPossibleDecision\nIs To Miss This?\nBring it to theConference &EXPOto fnd out it\nIs thias the winning puztie piece?\nor strategy exposed to you at The American Retail Supply.\noure the winner of a Royal Camibean Cruise.\nBILLGLAZER\non Conference &Expobyoneof the speakers oroneof the\nyour income in 2007?\nHURRY!YOUR\nstofeveryone who isalready registeredtoatiendwhat istuming intothe\nOPPORTUNITY TO\nBUILDING Event ever put together for Independent Retailers andIwas\ngistered, Seriously, what the devil are you thinking?\nREGISTERFORTHIS\ntingocrastinatingisgoingockyuuWe're\nFREEEYENT EXPIRES\nearly85%soldout.\nONAUGUST21, 2004.\nztioes come in.IFYOUMESSAROUND MUCHLONGERYOU\ns nothing I can do to make more room, (The Convention Center has very\nInotallowonepersonovertheirallowable number.)\nLooking forwarato Sting\nrations between now and the endofthemomth because allofthe speakers\nyou in Seattie,\neirown lists.\nBinGiazer\nng to GUARANTEE the extraordinary value\nDUof thisFREEConference&Expo\nI will put S100.00ofmy ownmoney right on the line\nPERSONAL,MAKE-YOU-HAPPYGUARANTEE\nTHATTHISWILLBETHEMOSTVALUABLEEVENT\nINTHERETAILINDUSTRY\nIwant youtoregisterforthisFREEevent (mygifto you)withoutan ounceofconcemoverhowmuch it\nwill beworthtoyou,EventhoughtheseminarisFREE,you'll sillhavetocoveryourairfane,hotel and\nfood, sowant youtohavean ironclad,unwaveringconfidencethatyou aremaking a wisedecision for\nyourself and'or your family. So,I'm going to go way, way,out on a limb for you.\nAttend BOTH days, in their entirety, and if you honestly feel I have\noverstated the valueof this event, under-delivered onmy promises," + }, + "images/00060.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00060.jpeg", + "references": 1, + "text": "STAFF MEMO\nHow To Use Your“Flex-Plan\"\nToGiveYourself TheBest\nChristmas Gift Ever!\nIf You'reABusy Woman, ThenYouHaveToHurry\nAnd UseYour Group InsuranceFlex-Plan\nBeforeTheErd Of This Year!\nPRomiDr,Mielsen'sStaft\n(fust Karie this time)\n505AberDrive\nPhobe1 (262) ·5343767\nwaterford,wr53185-0086\nHd CCIZ*AepuON\nDear Friend:\nHappy Holidays!\nIt'sme (Marie)from Dr.Nielsen's office.Asyou can see,I've\nenclosed a big\"hot pink\"\nI do this,\nrubberbandwiththisletter.So,whydid\nyou ask?\nWell,\nthere are xo really fmportant reasons:\n1)\nI have sonething uRcrr to tezl you and I vanted to make\ncertain I got your undivided attentioa ...and...\n2)\nabout to expire at the end of this year, I decided to enclose\na rubber band that you can wear on your wrist to remind you\nto use these benefits up!\nAnysay, I was checking our records today and I noticed that many\npatients still have unused health benefits that expire at the end or this\nyear,After Decenber 3lst,they can never be used again. Oh man, ir you have\n(please go to the next page)\n-Poge 1-" + }, + "images/00061.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00061.jpeg", + "references": 1, + "text": "BecauseOurAccountantNoticedSomethingThatNobodyElse\nPricesSo,SoLowYou'llSwearIP'm...CRAzy!\nCRAIY\nWA 3\nCRAZY" + }, + "images/00062.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00062.jpeg", + "references": 1, + "text": "BillGlazer\n200 W.Baltimore Street\nBaltimore,MD21201\nFORWARDINGSERVICEREQUESTED\nPLEASEOPENATONCE:\nSOMEPEOPLEAREALREADYCALLING\nTHIS\"ILLEGAL...\nBUTONCEYOULEARNTHEFACTS\nYOU'LLWANT\"IN\"TOO!" + }, + "images/00063.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00063.jpeg", + "references": 1, + "text": "BeTHis Bobtay Sesson\n) Shop at the mam?\nfb)ShopatGagand\nMEMEREAL\nMONEXTF\nGBARGANSFRONBALTIMORE'SWORLD-CLASSMEN'SSTORE\nAnnouncingPrices SeLew.\nYou'llSwearThlsIs lllegall" + }, + "images/00064.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00064.jpeg", + "references": 1, + "text": "" + }, + "images/00065.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00065.jpeg", + "references": 1, + "text": "ChatWise\n1-CAN(50 S004120\nAreYowAnOnneSusinessOwnerWhoyNotHappyWaYour\nBefore\nCovesion Ran?\nNeed\nHelp?\nAt This Very Moment\nCopyDoodles\nPeople Are Leaving Your Website\nWithout Buying AThing --\nAnd There's NotMuchYouCanDoAbout It..\n4%Response\nUntil Now.\nYoe eem sdnebosinm-\nPheseaoEedajuttm\nDhey an byiog tir?major ntone\nThiniCeyersno\nBUSINESS2.0\nSOMETNEIR" + }, + "images/00066.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00066.jpeg", + "references": 1, + "text": "ChatWise\n1E46813007864\nAreYouAnOnineBusinessOwnerWho'sNerHappyWthYour\nCoeveionRane?\nNeed\nHelp?\nAfter\nPeople Are Leaving Your Website\nWithout Buying A Thing -\nAnd There's Not Much You Can Do About IL.i\nCopyDoodles\nUntil Now.\nYovunanoiebiirnss\n44%Response\nTheyasthsyinghr2mtpemaans\nAn\nBUSINESS2.0\n2.Tht a3Cyir toin pescs ba\nSONTER" + }, + "images/00067.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00067.jpeg", + "references": 1, + "text": "Gvestios uhat doaPuper Buy soneDvetTape,Aud a Papur\nClig hue to de with you ukiy A Ton nors monny!\nASES, GVGRYTHNG!\nBefore\nDear ,\nCopyDoodles\nletter and mailed it te you in a Pisin Broun Beg.\nYes wie notice that 1haveattached a piece otDuct Tape and a Papendig te his\nWhy weule haveT dose such a'thing? Wel_actually, thare aire 2very impotast\n2.5%Response\nreasons.\n1) First,ths letter is very importast ane (traniklyl, teefed some eye-catchisg\n2) Seced.Tused thesedesices toshewyee utigsemprte creeteafleed dneu\nway to set yourattentiot.\nCuttomerswho can'Twait toREADWHATYOU HAVETOOFFER.\nYoisee,thaformula formarketingsuccess is iverysimple:\n2.Compel prospect to beceme custemer..\nL-Fisd prospedt..\n3. Retain customer..\n4.Delver sech valiethat custemerreders\nS.Lather.rinse_repeat.\ntcross.Beck inourgrasdparent'sSrs,at itteok wsoeesimplead teget tem into\n\"Gecel, Maude, at's a coupon, we HAVE to use itr\nAmerican views as few as 253 and as many as 3000 aidvetising metsages per day.\nNowsdays,t aint sosimgle,tnfact, experts estimate that the aveagt\nWehalof thscye-bombardment,yoineed tomalesureyourmessag+ stands out at\nBeth as pessibie betaruse." + }, + "images/00068.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00068.jpeg", + "references": 1, + "text": "Clip huilt ro do wiris you malkiny A Ton wort inoney?\nAfter\nCopyDoodles\nDeernme,\nYouwitnebcethatIhevesttechedagieceofCuctTapeandaPapercliptothis\n13.8%\nletner and maled it to you in a Pain Brewn Bag.\nWhy would have I done such a ming? Wel.actualy, there are 2 very iroortant\nreasons\nResponse\n1) First_ this leeter is very imgortatt and (ftransiy), 1 needed some eye-cat(hirg\n2)Second.Tusedthesedevicestoshew.youaunige.waytocreste.fodofce\nwaytogetyour.attenten.\nCsitoeterSwho CanTwatoREAD.WHATYOULHAYETO.QEEER\nYou see, the fomule for marketing success is very simple:\nI rind prnpect\n2, Compel prossect te become customer.\n3.Recancuitomer-\n4.Dehver such velue that ounstomer refers.\n5. Latherrirse..repest\nacross, tack in our prandparent's Caryf, oll it took was one simple ad to get.them into\nThe only problem is thot itrsa lot anderthan itusedto beto get yourmessage\nthe store--\n\"Geeez, Maude, It's a coupon, we HAvt to zse itr\"\nAmerican Vviews as few as 253 and as mary as 3000 advertising mesages per tey.\nNpwadeys, it ain'tso simple,Tsfpct, esperts estimatethot the averege\nwith all ot tte eye-baneardnent, you need to make sure your message stands out as\neuch as possible because-\nONeR\nPLENSE" + }, + "images/00069.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00069.jpeg", + "references": 1, + "text": "Jane Doe\nABc Consulting Group\nBefore\n337\nPOBoX\nWi11sboro,NC21555\nCopyDoodles\n1.1%Response" + }, + "images/00070.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00070.jpeg", + "references": 1, + "text": "AS2mPA 1999P\nAfter\nJane Doe\nABc Consulting Group\nCopyDoodles\nPOBOX\n337\nwi11sboro,NC 21555\nYOUR TICKETS\n8.7%Response\nAREENCOSED" + }, + "images/00071.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00071.jpeg", + "references": 1, + "text": "CopyDoodlesTM\nProfessional Edition\nFastActionForm\nceiv tht CenDeodsPefnviceai CD-RCSiEdticefer eyiprcit, edayeely\nYEstE.sanmgetyoumcopyefCoDoodiaeighuayttsadenedlw\ntem2mtefS47,00.\ntfore ta (c famwt\nBefore\nCopyDoodles\n13.8%Response\nChy. Stde Ep\nImo:\nOdtcorde\nSigndire\nTodarDde\nHandback in before\nyou leave!" + }, + "images/00072.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00072.jpeg", + "references": 1, + "text": "PROFESSIONAL EDINON\nFAST ACTION FORM\ntctistCopDoodinsPnsielCD.ROuEdmitfarawypecialieneetad\nYEsMa.TertegtteyeuncoyerCogsDooetrightmaymuadentanduit\nThtini peckagt inctsdtialefet fotewing efoetCD-R.O\nAfter\naTnatentrh (ndudigReaneRrwien)\nCopyDoodles\n33.1%\nHome:\nResponse\nCihy, Stae Zp:\nPhona't:\nImol:\nCredtcorderprofon\nSgohrs\nTedoy Dote\nHandbackinbeforeyquleave!\nVALIDTODAY ONLY" + }, + "images/00073.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00073.jpeg", + "references": 1, + "text": "Write a Bock, Make More Money\npessauingtgiw\n2900UmvetyAve\nSan Diego CA 32184\nReady to write your book and make more money\nBeforeyouwaste onemoredimeon\nwww.MyBigBusinessCard.com\nan ineffective website or useless brochure...\nBefore\nCopyDoodles\n0.0%Response" + }, + "images/00074.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00074.jpeg", + "references": 1, + "text": "Wrne a Boox,Make More Money\nMyBig Business Cad\nSan Diego CA 12104\nReady to write your book and make more money\nSTOP!\nBeforeyouwasteonemoredimeon\nwww.MyBigBusinessCard.com\nan ineffective website oruseless brochure...\nAfter\nCopyDoodles\n3.3%Response" + }, + "images/00075.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00075.jpeg", + "references": 1, + "text": "OUTRAGEOUSbooSt\nBelowisthesimpleone-pagetestimonialformweused in\nmy retail stores to acquire testimonials.You can use it as\na template to help you create your own testimonial form.\nNOTE:Wealways includeintheformanareawherethe\nperson giving the testimonial grants permission for using it.\nTestimonial Form\nName:,\nAddress:\ncity\nState\nzip\nCccupation:,\nBumber of years as our client:\nWhat is your overall feeling about (store name)?\nDeseribe in detail what part of your shopping experience\nnade you the happiest:\nDescribe the one_or two most important benefits you've\ngotten the most from shopping vith us..-\nspeeitically what you've gained from the expersence:\nPleaseexpiain\nThank you... We really appreciate your honest answers.\nor ali of your pronotional materials.\nI do not mind f you use.my name and comments in any\nSignaturer\nDate:" + }, + "images/00076.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00076.jpeg", + "references": 1, + "text": "\"WhoELSEWantsCopy\nThatPuts S149.850.00In\nTheirBank Account In\nJust Nine days?\"\nauttisingnstaeineunSmeyPndetgivine" + }, + "images/00077.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00077.jpeg", + "references": 1, + "text": "\"Success Stories From People Jon Is Making BICH\"\nsww.MortggcMarusagGsiaumww.hondsbluaiagaess\nWhoe1SptsanodtvatwihlusMCbockIwm inaialyscepical.Behiasconduninod\n\"Bwleeiiglepoecopwrifieacospfyennnindlesrfhtobhat\nllgleyNylaPissarialPoaengMaonn\nMary Grepery.FabehemTasiumLae\nlismaullecopdivggpotoidntcoAdieppgllhe\nMati Porr,Me FarirWh Deigr.\nThrnaBarTBloterorsE'emheidpe\nLhsAeeros,BeniaroDncheorutMaaaKeCeaora latsr\nrnecy.lfyeesmlayLatoleshcoadctnerhagec.1" + }, + "images/00078.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00078.jpeg", + "references": 1, + "text": "RISK\nRISK\nSATISFACTIONGUARANTEED\nFREE\nFREE\nOFFER\nOFFER\nOdieTiyiaPOeoouCrmrtimigMaofowddC\nTheYeewdopyhdefedeonfiwedproosenendcoyothood\nHOWCANWEGIVESUCHAGRBATGUARANTEET\nussTruodcaetymeidAmfierbeRSddeUSTCounWiaeboeqitlydingainofor0edimifire18\nAicoucookelicAcwuotrgMajoradhmeubarsesifialicmeduisiei tomnnot.RetremeatPaangLegeFonnMnatFut,Asoria,EderCu\nSesaumsmfimldetptmldegorofEdicatonaudExjeimarnakeaGdiflooxmhowssdhmooryywgoskeop!\nThisygegeednesofiaiFatMheva6pHeySsueudmunyaferobtcreutoonetetsosoucieolestyyfiiny\nWHY AREWEMARINOTHIS OPYERT\nSu (otsoreefRamarRoedisndsdeseoioelcaedjetsuhafanesemirinFaMilamTeaeteutefindiemuihpritaarpellySeic\npuliiningonpapliclywrheecpoedigsonebeepoiamenttimniahodwaeiotheins hringlemouafMmas bemtnefiesetBays\ntunchiTasornadacuWeMatpoglepooddsofyoutlycidmenengtioesonenychinngcaomdkWalldpongominawim\nWE LOVE\n\"My CP.madc.lax.utum showedme\ntursed into arefund TAX REFUND and\nSOLVING IRS\nowing so much I was told to see Gary.\nan IRS apology,1 tell people to see him if\nAgril 15e and1saved over S12.000r\nHe looked it over Just days before\nCoey huve ary IRS or AZ peotlems\"\nMobaveValley\nPROBLEMS!\nR, Workman Bullbead City\nMy IRS sudit disuppeered when he unoe letcrcating\n\"f leam something sew every time 1 come to\nN.Bariman Ballheaf City\nsee youf\" C, Procter Bullbead City\nOurNCONDImOKALCUASANTEEiyenoYinpintyuGdeduiaswTxhpuntonSevin,weDeia lruting insemeswghe\nYOUBBTHEJUDGEI\nSASFACTCN GUARANTEE, fyoumy SLEDD.OESEGCE mlbet wr(eyos i it ssotyoer Ta ATinatcidcoiomi eowpsfi\nEiosGith Jut Fu Yol\nCdsdeayueaoecitlenbetlyomminpbodiaidi\nHERESWHATYOUSBOULDDOE\nopewmroughfrconcPoesdoaielogndeyuwpcintoThisMarh2Hecertiesefierealy\n(928)763-4360\nBULLHEADCITY\nFT.MOHAVE\n1966 Hwy 95 Ste 2 (et sob ofRmw R)\nAt Home Servioe available to Laughlin!\n(lust south of Jenter's Fumiture)\nFREEMOVIE TICKETTO\nFREEDAILYCALENDAR\nPUS-Oe Ma IDA\nBOOKTOTRACKEXPENSES\nSTADIUM 9 CINEMAS" + }, + "images/00079.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00079.jpeg", + "references": 1, + "text": "Bow Would lou Like S256.oCEREEMenswrar\nJost forCominginBeloreNovember1othand\nGace\nHlelping Us Celebrate oer Soth.Anniversary?\nhdwhfyl\nion mr iwarb ayding dhein the idinsouTp, Tufsye\nGIFTCRRFICATE\nlook ot what Gage Clients say abost ws.\nDon't foke eur word for it.\nMENSWEAR\nGAGE\nGAG" + }, + "images/00080.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00080.jpeg", + "references": 1, + "text": "FREELEATHERWALLET\nRedeem this certificate for your\nFREEgenmuine GeoffreyBeene leatherwallerwith\nany purchase during our Buy-J-Ger-Onefor a Nickel Sale!\nGaoe\nOnf ja, ife ydats tehaer nd sen dweer1 Cooe t\n%n ge awpwis, pst ttag Tia ulig mpeoot rs llapyhe awau aaO (um, tapjheds sde)\nAiteu, Poiph Lauren, Calet.tlen, Tala, Mgo Bl. Trpx Br lai Mnnon ae Jonm Hge Se 36eat Shot (onpr e Doa Linpt\nDowatowa -200 W,Baltimore Strect\nOwingx Mills -9616 Reientewa Reoad\nAcroas from Is Mariecs.Arena 410-727-0763\nBabineh Wird Clan\nOwings Mills in Valley Cemtre 410-581-5351" + }, + "images/00081.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00081.jpeg", + "references": 1, + "text": "We Couldn't Have Said it Better Ourselves.\nGigr Aruunr pweider pad paaliy ad anolor senice\n/ luew abe iainyopr sr aotime ad lwsr ly the\nasgaiut ue pnoy ay %gegy (tsam joj ,abnet, lu siabeg\n(auyilimrsar / grt ae ngy olnthving\nfriendly mentwear store. You have an eacetlenit quality of dophing)\n- Stnr Frindin, Rriwrniewem, AfD\nMary Cary, Baltimone, MD\nTbe solespeople ar Goge Worid Closs Menweor ore owesomel\nrve been a Gage World Class Menswear chent for 30 years now and 1 have to\nAnd, Goge corries sizes thor bit me well I've been shopping ot Goge\ntel you...I have always been able to get the best quaity clothing at the\nfor over 37 yeors/\nabsolutely best prices from day one/ Being able to find such well-made cloth\n= Von Willioms, Bolimore, MD\nJey Anderson, Batimore, MD\nue.skogluzesoybuddousseymweomsuiyyobeg\neasy.enjoyable experiencet, We reoeive.just the right\nAfher 15 yeors of shopping here, I Goge\" the\namount of belp in finding the comect fieing sut Wth 5\ncompetition bosed on the knowledge of your soles stoff.\nboys ste at home, T'm always looking for the nicest suits\nGoge olfen good quolily, good service ond doesn1 try lo\nseoudpsog ue\nsel more fhon the client needs.\n= Chana Prioe, Baltimore, MD\nLorry Goidberg, Boltimore, MD" + }, + "images/00082.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00082.jpeg", + "references": 1, + "text": "scover why this\nindustryprofessional\nMORTGACE BRONTRAGENEWS\nVELY increasing his\n\"How a bed-ridden\nNNIN\ningbudget'inan\nITARTS\nMaryland mortgage broker\nHTHE\nright on the brink\nASICS\neffortlessly raked-in S48,291.33\nrecession!\"\nin fees! Without leaving his\nhospital bed!\"\nIn the worst month cver' Of the so-called\n'mortgage meltdown\"\nH8,291L33 =,4\n866-\nelght\nST!\netpin\n1-5489" + }, + "images/00083.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00083.jpeg", + "references": 1, + "text": "Banmoe:M021201\nPAD\nRauw Sentice Roquotied\nWESTERN\nUNION\nhldalloldull.mudlbluldullollbolldl\n21201/25\nMhat\nIuportant-That\nIHave\nTo.Send\nHessage By\nUsion?*\nmy ee is will flanef,_oMber of Cegeele ClassFereosr ane1sece coefessis t sla.\ns taech, 1 took * wtiot ctanc, snd revnd our very ssocessfs Henevesr Batia Jale fro the Tifentut\nBtate Pairgroofds to :ny SfitoN Multiste itere.\nmere that eme bedfsre, lut you. aiso nede it the woat.tueoesstsl sbe that. ve. mer. ad la our bistory.\nSuts to ay deliot, you end peple Juet Tlke yoe, cane cut La hipe niaters and tot oely sived evem\nSo,No For\nGood\nThe\nThecstore, e are cnpt apkia corducting.the ttennsiar Hania Sale at der Dowetom stece fee t-B1G\noi os de leoppoun moy Apeany m eeipunpaint aime pue buyads uygant mo Ty lvimtrel\nsince.Pow ss .peesioga Bmasar Masia shcecer.1 ta tee additionai pu sitts tor you in oci-\n122.2e_-lcia.Leacetsslias (This ia arpably the beet untevlla that yex vill emer on-)\nTURGOOTJUSYHBT\n(LR,-99.8.)\nINOAT MGUP 2ID\n(,I,6130P,-)\n(*e-wmt)\nseiag yos July\n2lat -gut Jnd at\nSage's lotto\nFREE\n...\n$20.00 DRIP-FREE\nUMBRELLA\nBill Glamr\nebeelia" + }, + "images/00084.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00084.jpeg", + "references": 1, + "text": "GAGE MENSWEAR\nGage\nFe Ops\nASpectacular\ngosephAllond\nONE-OAY\nPAID\nlachVhctor\nEvent\nWchaa\nONEDAYCNLY..Thursday,September6th,2001,you/reinmvitedtojoin\nGageMenswarandJosephAbboudrepresentativeJeffreyRyen\nandJackVictorrepresentativeJohnRequaforanexchusive\nshowcaseoftheNEWAbboudandVietorFalColections.\nIt'shepperingat ourDwnings Mils storelocatedin\ntheValleyCentre shoppingcenter,\nSKU#26-115\nCASHER PeostKevl\nWohphispostcardtaeanaddtone\nGetyourFREES25.0OGIFT!\n20%0FF\nDetalsandyourcoupon\nPlease donotmissthisrareopportunity\nonthe other side..\nJoin us at Gage Owings Mills\nLocrted ot Valley Centre on Thursday,/\n410-581-5351\nWe senpf..\nSeptember 6th from 11 to 9\nEaedBeniDebirCardh\nFVEE\nTLSTNG\nDON'TMISSOUTITHISEXCLUSIVEJOSEPHABBOUD&JACKVICTOREVENTwillbeheldatourOwingsMillsShoreONLYonSeptember6th!" + }, + "images/00085.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00085.jpeg", + "references": 1, + "text": "SVEMERS\nBANK\nINE\"CONOVUNTTBAETNATPOTSPEOPLEFIEIT" + }, + "images/00086.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00086.jpeg", + "references": 1, + "text": "Why Is A Bank Manager Seading\nVictor RodrigutzALefer\nfo A Bak Deposit Bag?" + }, + "images/00087.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00087.jpeg", + "references": 1, + "text": "BiLLGLAZERCIOGAGE\n20o W.BAtTimoRe St\nForwardingSorviceRequested\nBALfimoRe,MD2s2O1\nThey LAuGheD When\nGREATBIGBAGTOPUT\nALLYouRNewMenSweARI\nFRee\nBut When They SAw OuR.\nRockeBorTom\nFENAL REDUCTTON\nSACET" + }, + "images/00088.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00088.jpeg", + "references": 1, + "text": "(See Insive FoR DetAils)\n4-DAY ONLY\nPRefeRReD cLient\nFRee Gift!\nPrivate Sule\nON OURROCK BOTTOM\nFINAL REDUSTEN PRICES!!" + }, + "images/00089.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00089.jpeg", + "references": 1, + "text": "Shhh..\nPRIVATE4-DAYODLY\nPReFeRReD CLient\nROKBOTTOMPRICESFinALReDUCTiONSSALe\n3%OFF!\nheinofLOWRicesYouCAntoeCt\nMASCINITALYPURS\nCASAmEReBLNT\n158\nWooiSuits:\nTOPSOATS\n#1287\nDPERRYLUsLAnRin\nLEATHERSALRETS\nAGRPETER\nKORSUROYSUACS!\nSANSATELTDRESSSLACRSS\nFREEBOsuS:wineinFsBownThePURinsTes-Sh!\nFReE Bonos\nGARNTBAGIT\nANTPURCLAE\n*anuay19" + }, + "images/00090.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00090.jpeg", + "references": 1, + "text": "Convenient Film Processing\nLM DEVELOPING\nPRCE\nHOUR\nHLARGWENT\nEHIO\nAs Iwns haking\nmyfiinintha\nofhrdey to get\nit devepr,Iwrs\nE002\nCwid\ndtgive\nClientsVhatthay\nwAntThen1\nont(snside)" + }, + "images/00091.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00091.jpeg", + "references": 1, + "text": "insiele whut / have\nrnohJgomp\nNoT trying to\nThis is te\nHOUR\nDEVELOPING\njooh\nWnteon." + }, + "images/00092.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00092.jpeg", + "references": 1, + "text": "WHAM' (ALigt Banb huatoE)\nImeanietaun.MueinestemCanSiyeatRstpintfesteyintTAtYev\nSePeennenuntiSuntsstTevCansetaFlesrn'sSuitfeartoyrn'ssittiA\nItintyeyuAemttoAtSsisTugAnAPArineSASepMpAyeuuE,YeuPtAant\nturevttus incesifet Corctunity!\nGorye/\nSust fetvt An> engy RcyM yewAs Apmrao Wkrt Ar scirete eit\nGony82\n[mantTtvteherist CoektfereatMu.msce>stufy eets\"snhptrip\nREE\n55mm\nLomera]\nHRey!\nRLAAA\nGaoe\nENDSJUNE(S丛/" + }, + "images/00093.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00093.jpeg", + "references": 1, + "text": "Discover 3 MORE\nreasons why our\ncompetition hates vs\nMORE THAN EVER\nthis Holiday.\nLOOKINSIDE" + }, + "images/00094.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00094.jpeg", + "references": 1, + "text": "Gage\nFrt Cans Met\nPAID\n200 W, Bolimsore Street Bolimore, MD 21201\nNo wonder our\ncompetition\nhates us!\nBut you're going to loveus!\nFREEHOLIDAY\nQIFTOFFERIWSIDE!" + }, + "images/00095.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00095.jpeg", + "references": 1, + "text": "3 more reasons why our competition\nhatesus EvENMOREattheholidays,\nBy now you are aware that Gage has the LOWEST PBICES IN IOWNIt Over the last 90-days not one\nclient has come forth finding befter prices anywhere in town. Thaf's great news, but the best news\nis that this Holiday season, even our lowest prices arent low enough for you -- a Vi.P.client, That's\nright, you are one ot out. best clients and to thank you we want you to even SAVE MORE)\nTake advantage of these extra savings before December 24th.\nVLR.\nFREE\nThe more yov bug the wore gov sae\nBonus\n#2\nBonus\nSAVE10.,*20.,even*60.00\nPair of\n#1\nDesigner\nSAVE\n$10.00\nOn Any Purchate ot $100.00 io S199.99 ureen\nSocks\n$20.00\nOn Arny Puchate ot $200.00 $299.99 9(3e\n$60.00\nOnAnyPurdhaitor$300.00orMonel sco0c\nWah any purchase.\nurhasrs cr preosa 1yiways Expm 0/24/t3\nA $9.00 vaiue. Limt one per\nChenit, whae tupies lat\nExpres 12/24/00\nFor V.I.P.ClientsOnly!\nive the gift that fits all...\n#3\n20%0ffGiftCertificates\nBuy as many as you want, in any denomination you want\nGet Certtcates are vhtion Pyrchates made aher Jruary 2, 2004. O5er eopes 2/2/93. txuan48\nGage\nDowntown Across froem the Ist Mariner Arena\n410-727-0763 Mon-Sat 9 to 6 & Sunday tt to 4\n200 W. Baitimore Street\nOwings Mits in Valley Centre\n410-581835t Mon-Sat 10 fo 9&.Sunday 12 to 5\n9616 Reisterstown Road\nSINGES46\nBaltimore's World Clas\nMen'sStores\nwww.gagemenswear.com\nJoin our Repeat Reisards program and save every time you shop" + }, + "images/00096.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00096.jpeg", + "references": 1, + "text": "Coupon #1 is to save on merchandise,and it even\noffers three different options to save depending on\nhow much is purchased. Again, I stress that customers\nloveoptions.\nCoupon #2 is for a free designer pair of socks wITH\nANYPURCHASE!!!\nCoupon #3 is for a discount off of gift certificates.\nThis coupon is,if the new customer likes you, the\ngift that keeps on giving... to you in terms of long-\nterm sales." + }, + "images/00097.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00097.jpeg", + "references": 1, + "text": "ear Patient riend..\nAgood dental practice doesn't just happen.\nWehavetoconstantlyworkhardtoprovide\nyou with thefinest state-of-the-art care\nyou deserve.\nWe are trulygratefulforthe waymanypatients\nshowtheirtrustandconfidencein ourstaffby\nsending their friends and familyto us for\ndental treatment.\nAs a token ofourappreciation,please select\nany one ofthegifts belowforeach newpatient\nyourefer.\nSincerely,\nSiradtGSkateDDSaadShut\nPSBythewayweresenespecial timescachweckjustocareferac\nputicntsredferred to usby ourfricnds Me you," + }, + "images/00098.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00098.jpeg", + "references": 1, + "text": "M.T.JonLS\n24223JfurSonAN\nBIRTHDAY\nSt.ClairShovuS,M48080\n2195\nSauntClaurShoviS,MI48080-2622" + }, + "images/00099.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00099.jpeg", + "references": 1, + "text": "HappyBirthday\nAmanda Adcock!!\nGetaFREEBirthdayDinnerwith\nAbsolutelyNoStringsAttached!\nHappy Birthday Amanda,\nAspecialfficodofoutoldusir'syourbinbdytismoothaodtobelpyoucelebrate, wearebuyingyou\ndinnert Just bring in the enclosed FREE entrte gift certificate valued to S6.95on or before December 31st\nand use it any way you want It's your tirtbday and you deserve to be a VIP on your special day so come\nand celetrate with us at The Brunchery Restaurant and Caterisg-\nTbrela'anycatchUse yourFREES6.95emregifcerticateamy timeeforeDecembr3stwih\nWhat's the Catch and Why Are We Doing This?\nabselstely_eo_srinasattashol\nbirthdays. It's a very happy and festive time and boy do we like happy peoplel!\nWe are doing this because we love people to come in and celebrate their\nThe Brunchey Resturant and Catecringhas hoensening the Tampe Bay areasine 198S.Wehave\nWhat Makes Us So Special?\nBrunch\" by South Tampa News, and -Best of South Tampa\" by Reader's Cholce Poll, However, wben we\nrecehed sumerous awards and acolades, incloding\"Best for Breakfast\"by the Tamgpa Tribune,-Best\nwere asked by the White House to cater.when President Bosh came to the Tampa Bay area. that was our\nyou've never tasted atything like this beforet Thick Texs toast with our special cream cheese sauce,\nbiggest compliment, One of our specialties is our Signature French Toast, which is so decadent, we bet\nCheese Crepes are a featured delicacy at food sbows, catering events and a favorite of tourists and locals\nfresh strawberies,bananas,stivered almondsall topped with powdered sugat.Also,ourCrab & Cream\nalike. -Not is the mood for breakfast? We also offer sadads, soups, sandwicbes and burgers.\nTiceientfoodFrieullyheiphidoneeeasilydaMeduringlanchhour.ConnieDas\nHere'sWhat Some Of Our Guests Had To Say?\n“Great tbof and savol Defntey a fisorte piaoe fy dishg' Aian Rcrdst\nSimply bring in your git ceriflcate and choose one of cur many popular dishes ce our memuWhutever\nClaimingyourFREE BirthdayDinner is Easy.\nyour craving, we are sure to satisfy your appetine here at The Brunchery Restaunant and Catering\ncome on ie, celebrate your birtbday with us, and expect to be impressed!\nLooking forward to celcbrating with yout\nongpryEliot\nGregory Elliot, Owner\nPS, Bring ls your enclosed FREEEntrde Gift Cerificate, valued to S6.95, anytime on or before December\n31, 2006.No cos, no obligifioe to buy anything se.Justenjoy yourself\nTampa, FL33618-1608\nTheBrunchery\n15706 Dale Mabry Hwy N\nwww.brunchery.com\nPhone (813) 964-8143" + }, + "images/00100.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00100.jpeg", + "references": 1, + "text": "Alan...WeMissedYouOnYourBirthdayil\nThisisyourLast\nChancetogeta\nFREE\nBirthdayDinner\nworth$14.00!\nHurry,thisoffer\nexpires\n10/31/06!!\nWe're really upset you didn't celebrate your birthday with us!" + }, + "images/00101.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00101.jpeg", + "references": 1, + "text": "BusinessOwnerAtRylandHomes\nWhyIsTheSameBankManagerWho\nSentYouoetterInABankDepositBag\nNo.\nNesass Amr le\n&MerchantsBankin Owings\nranchwe strive totreat you\nFourBame\npetonybecasa\nSonethingthityoucaniowithebgbaas\n-yrmipog.TeBocyFad\nicyoulixcccondtimeandsendyou somereal shreddedmoncyfortworeasce" + }, + "images/00102.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00102.jpeg", + "references": 1, + "text": "LASTCHANCE...\nTo Join Hundreds Of BusinessOwners InThe\nOwingsMillsAreaAndClaimYourFREEGift\nBeforeSeptember6thAsMySHAMELESSBRIBE!!\nRachel\nBGregoryMcNeal\naall.\nLiftFlaeWithCare!" + }, + "images/00103.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00103.jpeg", + "references": 1, + "text": "Ittakestimeandeffort\ntogrowagreatbusiness\nrelationship.I'm grateful\nfor the part you've played\ningrowingours,\nHappy Thanksgiving!\nEATHAM\n(Your company's personalization\nhere.Maximum 45 letters\nand spaces per line.)" + }, + "images/00104.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00104.jpeg", + "references": 1, + "text": "Bill Glarer\nCage Wersesartrc,SoeGdeveicpetoeing cor\nont\nTundny.Noveeber20.3001425P\nThanksgiving Weekend Savings at Gage\nAs our holidoy gift of Thanks to you, Gage Menswear is letting\nYOU decide bow much you save for 4 days ontyl Have a safe\nCoupon:\nFor4daysonly,November\n23,24,25&26,2001,you\nselectwhich level of\nsavings you want:\nup to $150.\nBronze level: 17% OFF.your entire purchase\nSilver level: 20% Orf your entire purchase cf\nGaoe\n$151-$250.\nGold level:25% OFFyour eetire purchase of\nPlatinum level: Wnopping 30% OFF1Simply\n$251-$600.\nbring in a friend or relative to Gage and we'll\nyour purchasest, And, no minimum purchase\ngiveyouahuge30%discount onBOTH of\nrequired!\nPeasepsntoust this Coupen and tring mte ether Gape\nCaipen Vald: tiow. 23g - 2tta (nly.\nlocationd\n200 w, Bettinore Sereel, atross bon the Baftmorr\nArera\nValiey Centre st 9516Reisterstonn Read m Owgn" + }, + "images/00105.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00105.jpeg", + "references": 1, + "text": "We ReALLy Do miss You!\nFREE$10.00GageGiftCertificate\nlteverdoublesto$20wl\nthyoutpurchaseor5100ctmorearid\ntriples to S60 wth\ncuechaseotS200ormorwl\nGage\nHarws 3 Raasons Why Our Conpetition Hates Us\nBut You're Gioing To Love Us\nTIURLEYOUITMONEY BACK GUARANTEEVI\nHahineviWiwCeo\nAn) Steres\nZWORDCLASSSERVICE\nSidefor FEE\nSeeOther\nGat Carsificate\nOfferExpiresApril25th\nSteve\nGage\nWe miss you!\nFree$1000\nJunt toGetYou Started!\nFREE\nRepeat Bewaris\nPregran\n&SaveMore\nErery Tine Yeu Shog!" + }, + "images/00106.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00106.jpeg", + "references": 1, + "text": "Shall we send out the\nGage\nSEARCH PARTY?\nAfew.wseis ago,we maledyouaFREES10.00Gage Gift Certificate\nHtoisWel.utincaseyouminplacedhere'sanotteroneonrefip\nmore and triples to S6ewih you purchuse ofS200armorell\nHere'3ReasonsWhyOurCompetition HatesUs\nBut You're Golog To Love U\nI)TRIPLEYOURMONEYBACKGUARANTEE:IYONCOnfndEe\nbaywithcontdencetnowingyouegemingthebestpnce\nZiWORLDCLASSSERVICEWbeleveThreisplaCsfor\nmen'sstorePatxnowsyoutyrare,ieepoackofyourpurchases.\nSeeOthr\nOfferExpires\nSideFerFREE\n3)NEWSPRING2004ARRIVALS:SutsfromJoeghAbboud,Tulia\nMaySth\nGit Cernificate\nandFratPhurm.Newand exciting dressandsportsiti.maden\nItalyShoeslomMstan andFrcell\nGage\nWe're Still Looking For You!\nFrees1000\nJusttoGetYouStartedl\nDoubles to.s2ewinyeurpsethaeotS100grmorel\nTriplestosseweyourpunhaofF200.rmoorl\nMay Sth\nLLLL\nMinon M0 2111\nJaie Cur\nFREE\nBepeat Bewarts\nProga\n1.0815001 en-Se 10 $s Sinbry thts+\n&SoreMorr\nEvery TimeYou Shop/" + }, + "images/00107.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00107.jpeg", + "references": 1, + "text": "Last Chance!\nHere's3ReasonsWhy Our CompetitionHates Us\nWE QUIT!\nBut You're Going To Love Us...\nI)TRIPLEYOURMONEYBACK GUARANTEE:IfYOU.CIN\narea, within 14-day, we' give you back three times the\nfind the sarme merchandise.for less anywNere in the Balimore\ndffenence. Now you can buy with corfdence knowing vou're\n'0oyd itoq o bugiao\n2) WORLD CLASS SERVICE: We beleve tbeneis sia\npisce fot a men's store that knows.you by name, keeps trac;\nof.your purchases, and lets yog know sbout special evenits\nthat weE sive you mohey.\n3)NEWSPRING2004ARRIVALS:\nSuits from Joseph Atiboudt, Talia and Phat\nPharm. New and exoitino. dress and spoit\nGage\nSee Orher\nshtts, made in ttaly. Ssoes froen Mezlan\nand Fratefi.\nSide ForFREE\nGifr Certificate\nOfferExpires May23rd\nAres Srann\nSTEVE\nGage\nLAST CHANCE..\nOffer Expires May 23rd\nFrees1000\nJustto GetYou Started!\nDoubles to s20 with your purchase of $100 or movet\nTriples to s0 wish your purohate ot $200 or more!\nSee Badbepr\nJoin Our\nFREE\nRepeat Rewards\nProgram\nOwingt Mth ik iy Cane\n& Save More\n410-581-5351 Mon-Se 10 to 5 S Sondry 12 to S\nEvery Time You Shop!" + }, + "images/00108.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00108.jpeg", + "references": 1, + "text": "OMAHASTEAKS\nYOURGOURMETGIFTCERTIFICATE\nincludes the following for S59.99: 4 (5 oz.) Filet Mignons, 4 (7 oz.),Top\nOmala Steals, Irc + 10909 Jshe Gat Bivd:\nP.0. Box 3300 Omaha, Ntoraska 68103\nSirloins, 4 (4 oz.) Boneless Pork Chops, 2 (4%: oz,) Stufted Sole with\nGourmet Gift Certificate No.: LMC420\nScallogs & Crabmeat, 8 (3 oz.) Gourmet Franks, 4 (4.oz.)\nBurgers) and FREE copy,of the Good Life Guide Cookbook,\nGourmet Burgers,10 Portionsot Potatoes su Gratin (+6FREE\nValid Until: 4/26/04\nPAY TOTHE\nPLUS... FREE6-PIECE CUTLERY SET,\nORDER OF:\nBillGlazer\nTHE\nONEHUNDREDFORT\n$144.81\nSUM OF:\nHNU\nNot Transferable - Not Redeemable For Cash\nOWNER\nfor credit card orders. Give certificate number to get special discount.\nThis certificate also valid on phone orders, Call FREE 1-800-467-4745\nTo order by mail, please use crder.form enclosed." + }, + "images/00109.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00109.jpeg", + "references": 1, + "text": "Unlike Anything You've Ever Tasted\nhaCrfvsGrog,lnc\n24047-M" + }, + "images/00110.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00110.jpeg", + "references": 1, + "text": "Bruce,\n>goto:\nwww.Reveal4me.com/BruceSchindler" + }, + "images/00111.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00111.jpeg", + "references": 1, + "text": "youre newhone\nis Grocie.Will yoube\naod Ootly cun an honest\nauto repane chep and ffs\nrite doun theradI ve\ntalkel thin no ging\na free ikCHNoe\nmoneysaysTin Im" + }, + "images/00112.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00112.jpeg", + "references": 1, + "text": "Joeh\nLook\nGlazer\n1989\nInzide\nhas something\nforyoue" + }, + "images/00113.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00113.jpeg", + "references": 1, + "text": "FronBill Glozer...\nJoskGlazer'sproudDad!\nI'mMakingGoodon The\nPromiseIMadeToMySon\nOverFifteenYearsAgo!\nBer Fred\nLeteponorysyopydyroyfnlyaneMessesHea\nMesiernorHoodSotdo\nNidheTistGradntedAndNouW'sPayBackTrd\nBuPOne-Get-One-FREESale\nNowUntilJuneBk\nON EVERYTHNGIII\noreyouyf\nridedForefrytteeier\nBlCAde,ore\nBonus-\nFREE $ZO\nUmbrella!\nGFTSFORTOSBUTJEASAGFTFOROd\nGaoe\nDeeten-2ieW,Bahimnry Somdt\nOuinpMile91sRrhierstumRoed\n410-581-5051MonSaL18to94San.17t05" + }, + "images/00114.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00114.jpeg", + "references": 1, + "text": "SgaiCTCERIIFCATT\nphiniDat\nopen Carefuly!" + }, + "images/00115.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00115.jpeg", + "references": 1, + "text": "\"Amazing Secret Discorered By...\nMr.X Adds 27% More Money To Your\nRefund Check --\n.. Eliminates IRSHaslesAnd\nHeadaches ....\nI'ajiandder\nlipadhdotsaivea\nAnd Can Reduce Your Tax Refund Loan\nWait TimeToLess Than 29 Minutes\nRdManrad\nGuaranteed!\"\n*SeePRESP9CIXLS35.00CP?\nwr.X.otsoxam inside...\nLIFTHERE" + }, + "images/00116.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00116.jpeg", + "references": 1, + "text": "TROM\nAFirnt Clam\nLetter Eocloved\nX-RAYFILM\nDo Not Fold\nWirEORO CCPSACtiC OrCt" + }, + "images/00117.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00117.jpeg", + "references": 1, + "text": "STAFFMEMO\nYouNeedToCallDr.Nielsen\nantPainKeliet\n-YesGatAFREEOmlerViit-Beorese\nIWautYonToHearMySide\nLPLE-HEW" + }, + "images/00118.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00118.jpeg", + "references": 1, + "text": "WATERFORDCHIROPRACTICOFFICE\nDR.G.E.NIELSEN'DOCNIELSEN@AOLCOM\n5O5ABERDRIVE,P.O.BOX86\nWATERFORD,WI531850086\nPHONE:(262)534-3767\nFAX(262)5342363\n(PATIENT'S NAME)\n(DATE)\nRx:OneFreeofficeVisit\nEXPIRES:\n(DOCTOR'S SIGNATURE)" + }, + "images/00119.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00119.jpeg", + "references": 1, + "text": "CLIENT\nMEMO\nRater\nDt,_p11- Glaer D.D:B, (ooetor:ofotscoot -Detigoer Ssits)\nThoteday, 2r3T pe\n\"WhyIn TheHeck Is Bill\nGlazer Sending YouAn\nX-Ray To Celebrate Gage's\n57thAnniversary?\nDear Vit,F,ettent snd Trtest,\nBight-eloutnowyou've_probably-returnedhone-frowivorkr-mmd-sftergoing-through your\nane.qestLo0 i L.rectived.tbia_usiaalpeckageis-the.nall.\nmll are_auxlng youtpelf the_above.queacice.Oulte_trankly.I'dbe asksng wyseit the\nThe nsverIa Sinplel\nYoa_eutve are celebrating pur S7th Arniverary ofprovidlng thenen Sn Bsttlore the\nJelsity_aod.yalve_fsoarstBeta.we.alee.ssas.aade.the.aoor.oox_is.our\nto shire ny nn.\nHere St the change that knos you ste really gnieg,to like,se have decided to, take\nyoar Minevear purchansa,ho we bave lovered all of,our prlces on Junt about everything\nmerchaodise you purchased vithin 14 dars,sold misewhero tor Jeap,ws-it Tetund,yos_]\nEthe Mealfrareoci\nButr The Mere Juet Sot A lot Better ror Xout\neslhosca.k.Boya-ClotLng.Stetibe,siaosee-ase-GelebtatingE-anniversaryrhwee\ntso very spectal $ltt* Tor you,\nSImply hrlig In Ut mnelosed prewcxiptlon bernre Sunday, ov, ano and you can redeon 1t for\n2.Plus,you'1l also recetvean ADDITIotL 5.7% orryour entire parchase,\nVery_neerely_and_tratetoly_Youre.\nP.8.a, Don't forpet to bring In the mclosed\nprescriptiom-se yoe-can-redect-it fer yeor Tree Olft\naod Anbt71oL $.11 DLscount teloce Nevenber 2nd.\nhat_cel.for_the.lovent.prlce_ja_tosn.or.m.vould\nP.8.12, Tou'd better belleve ve ar, going to nake sure\ngo broke vith a Triple Your Money Sacx cuRmeg.\ninile co theenelosed X-pay telongo te atypical\nOsge-tHinntlteyourrelf-vto ha ustsisooveret\nout nev Loueat Pricee in Jaltlmore OwATBE...See ya\nDutoce_Soweber_2od\nPREz 17- Genulne Leather Tote Bag!\nA.457\n.value.Youre.free.xith.aty.porchase-ot-s57-or.aore." + }, + "images/00120.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00120.jpeg", + "references": 1, + "text": "Tpical smileofaGageclientafter\nvisih'ngeue57thonniversary\ncelebrwhen\nand receimns thai- fwe FREE gifts.\nlokin:" + }, + "images/00121.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00121.jpeg", + "references": 1, + "text": "DR. BILL GLAZER, D.D.S. (Doctor of Discount Designer Suits)\nDOWNTOWN\nOWINGSMILLS\n200W.BALTIMOREST.\n9616REISTERSTOWNRD\n(410)727-0763\n(410) 581-5351\n(PATIENTS NAME)\n(DATE)\nFREE\nRx:\n5.7% OFF\nLeather Bog\nYour Entire\nw/anypurchase\nPurchase\nof$57ormere\nS8U# 30-%7\n5U0 30-906\nEXPIRES:\n02NOV2003\n(Dr.BlLLGLAZER,D.D.S.SIGNATURE)" + }, + "images/00122.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00122.jpeg", + "references": 1, + "text": "Restaurant Marketing Man's X-ray\nVisionRevealsTypicalSmileOf\nRMSBootCamp2004Attendee\nWouldAnExtraS65.000ln6Months\nMakeYOUSmile?\nbther sirevwthrcor Binsr Gaoyrm nalera ap24.3% onsfmy bo0om line pnfit irap S65,oo0\nsihat'ieomhySXmomhs/ehrmrmartiseforsoyfamilywmiciThuoolyow\nSeutiHoomes,NiherCityRefaurant&BrrveryNlserdale,W\nGetRestaurantMarketingManOnYourSideToo.\n$65,000\nFOR-YOURRESTAURANT" + }, + "images/00123.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00123.jpeg", + "references": 1, + "text": "ingin\nyour\nBCHROPRACTICOFFICE\nIDIvE,P.O.BoX86\nWI53165-0086" + }, + "images/00124.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00124.jpeg", + "references": 1, + "text": "Where does it hurt?\nnjorpenoioroortrg+stfayofadundFess?\nBAnjowthaignenejtHstteanenirsynno\nThisisJustWhatThe\nFyoureinpein\nDoctorOrdered\nGreaingthe Eifortiess0\nGoldGreupScholarship" + }, + "images/00125.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00125.jpeg", + "references": 1, + "text": "Cant" + }, + "images/00126.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00126.jpeg", + "references": 1, + "text": "Date:\nMay 4, 2007\nCONEIDENTIAL: ONLY FOR:\nPATIENTS.PROFITS&POWER\nDe. Robert Cunniogham\nFNALY-THEDDNTALPRACTICE\nDr.Tom Oreet\nYOUHOEEDTOHAVE\nFrom:\nURGENTEINALNOTICE\nRe:\nofenasidbrntlystiracting\nFaiureToRespoed byMay31,2007\nthinyoscon bandeon\nMore Idral NewPaticats\nForfeitsS100.00To$72,000.00\nwitboutsrsia,strgle\n(2)Re: D. Par Waht, Dr Yar Zok\nER\n(3) Re:ASafe, Government-Insured Investmient" + }, + "images/00127.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00127.jpeg", + "references": 1, + "text": "" + }, + "images/00128.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00128.jpeg", + "references": 1, + "text": "" + }, + "images/00129.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00129.jpeg", + "references": 1, + "text": "" + }, + "images/00130.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00130.jpeg", + "references": 1, + "text": "" + }, + "images/00131.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00131.jpeg", + "references": 1, + "text": "" + }, + "images/00132.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00132.jpeg", + "references": 1, + "text": "" + }, + "images/00133.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00133.jpeg", + "references": 1, + "text": "" + }, + "images/00134.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00134.jpeg", + "references": 1, + "text": "" + }, + "images/00135.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00135.jpeg", + "references": 1, + "text": "" + }, + "images/00136.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00136.jpeg", + "references": 1, + "text": "" + }, + "images/00137.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00137.jpeg", + "references": 1, + "text": "" + }, + "images/00138.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00138.jpeg", + "references": 1, + "text": "" + }, + "images/00139.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00139.jpeg", + "references": 1, + "text": "" + }, + "images/00140.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00140.jpeg", + "references": 1, + "text": "" + }, + "images/00141.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00141.jpeg", + "references": 1, + "text": "" + }, + "images/00142.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00142.jpeg", + "references": 1, + "text": "★★★★★\nVOTE" + }, + "images/00143.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00143.jpeg", + "references": 1, + "text": "" + }, + "images/00144.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00144.jpeg", + "references": 1, + "text": "" + }, + "images/00145.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00145.jpeg", + "references": 1, + "text": "India.It wasbuit by Mughal Emperor Shahjahan as\nwhodiedinchildbirth\nAIFLOFLOVETO\nTake an\n14%off\nYour entire\nadditional\npurchase.\nNow until Valenbine's Day, February 14th,\nGaoe\nJonourRepeatRevardsprogram\nandsaveeverytimeyoushopf" + }, + "images/00146.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00146.jpeg", + "references": 1, + "text": "SON GASSS\nHREAT\nLegalMarketing,Llc\nEVeerNLErecLAND OUTSCE Tit SoY MEETNg Foe PEEsoOL INFEY SrTeeYS.\nJune 23, 2006\nFellow Trial Lanwyert\nFndgysyfywaefacFinwtino\nbetyouwilletheonlycoeat theputyithrod,whiteanuwallet.\nyeat,'sapood tite ltorelecton afew things,Takeaminteandthinkaboutthis\nThcoedeaeayohewalleisecamethofolymarlheulf\nthee qucstiosc\nThure found thut succeisfud cetreyrecun, mo muter what buniness thcy sre i\nwhatdoTocmonrdutIdidibbadteheeImadmyNneTear'E\nMy lainrn\nMyomyetiticn\nMydiene\nThe liermnt\nWanLte.kinmee?\nongmoankgoccgloukedunoeudawakuoiaice\nSccalmoathsagayooreguoedadmuloouCpagepo\nhooul,theaacceptmycongratliaion aodbestwithesOniheotherhand,ifahalfwilh\nhswioess.codbcnsfilfmesthchoouthaweuldhs.smiolh.kxkin.stuktch\nBen\nPSAmumyfyouknowmyieSndidoeitheokforyfmilyandmyloheo\nlsosfourfeemonhsfmyprin/odewsetter(S9.9monthhatuntfyouel\nstop).\nPSAaTfud\nPPPSSinoe hinsaoubyfler.itepiressntheofJuly" + }, + "images/00147.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00147.jpeg", + "references": 1, + "text": "Clickhereforanexchusivel43pagePDFpreviewand\naspecialhourcopvwitingSecretscall\nSend thispage to a friendl\nYourNane:\nYourEmad\nFriendNunir:\nFtirnd Enall\nSendThs PogetoYourFriend\nAona-tinermtdribreenttoyourfisendtrlingthrnsboutthispigr" + }, + "images/00148.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00148.jpeg", + "references": 1, + "text": "Hurry!Only7772DiscountedPackagesAvailable\nYoumissedoutonmyUitimateInternet\nCopywritingWorkshop.-Don'tmissoutTWICE!\nIt'sSpooky!You'reExactlyOneAd,WebSiteorSalesLetter\nAwayFromaTerrifyingFortuneWhenYou...\n\"DISCOVER HOW TO MASTERTHE\nSHOCKINGLY SCARY SKILL THAT POURS\nMONEY INTO YOUR BANK ACCOUNT\nDAY & NIGHT..ALMOST LKE MAGIC!\"\nHere'sTheSecretFormulaForCreatingMoreGhastlySales.\nMoreFrighteningProfits,MoreMonsterWealth&\nMoreofANYTHINGElseYou CouldEverWant...\nUsingNothingMoreThanYourKeyboardoraPen\nListen to an audio tnessage from\nYanik\"The Count\"Silver" + }, + "images/00149.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00149.jpeg", + "references": 1, + "text": "ITSCARESMETOTHINK...\nYOUMIGHTBEMISSINGALLOFTHE\nTOOLSYOUNEED.\nIr soares.ire to zhuaak thar yow dour? lone all of the tesod and pronv rea\nsrorld stnategies 1ow eed to exglode sour profirs md crvate rea/ realth\nSo1haveput togethera savings sohuge that it mayjust haveouraccountantso\ntightened that hewilgoout and howf at themoon/ ir you areabusiness\nowner/practice owner,speaker.info-marketer or entrepreneur of anykind.you willfind\nthetools youneedtosucceedatasavingswe have never offered before.\nBrt yor/ must hurry._because.when the clock strikes twelve on November\n1st, this offer will disappear like a ghost in the night\nLook belowformore infoonthese TerrifyinglyTerrific Opportunities!" + }, + "images/00150.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00150.jpeg", + "references": 1, + "text": "Janice\nAtkinson\nHappy Anniversary\nComein and Celebrate!\nAtPremierJewelersWeWantToHelpYou\nCelebrateYourAnniversarySoWe'dLike\nFREES10.00NoStrings\nToGiveYouA\nAttachedCertificate!\nBut it'sOnlyGoodUntilJune30,2008!\nHAPPYBIRTHDAYJAMES\nJames,we've justheardthatMarchisaveryspecial\nmonthbecauseyouarecelebratingyourBirthday!!\nSeeothersideforyourFREEBirthdayCertificate\nOfferExpiresMar31,2008\nBill Turton,TimeToCelebrateFather'sDay\nALLMonthEongAtAbe'sAutoCare!\nWe Want To Help YouCeletrate\nFather'sDayAlMonthLongSo\nWe'dEikeToGiveYouA\nFREE$10.00\nNo Strings Attached\nCertificato ForDadl\nGood untutJune30,20086" + }, + "images/00151.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00151.jpeg", + "references": 1, + "text": "Bobbie Ritchie,\nHiappy falloween!\nNo Tricks Hern But silverstone'sHas\nSome TraatsForYoul\nFREES10.00\nNo Strings Attached\nCertificate!\nThis specisl offer expires on\nOctober.31,2008F\nTimetoCelebrateMom'sMonth\nJoanne Woodward\nAtTheDressingRoom!\nDavid Johnson\nAMonthof\nRomance!\nAt Cippriano's We're making Valentines Day\nLast All Month!\nFREES10.00NoStrings\nAttached Certificate!\nBut It'sOnlyGood Until February28,2008" + }, + "images/00152.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00152.jpeg", + "references": 1, + "text": "GE YOUR\nLove Is Knecking\nBut It's Only Good Until June30,20081\nWhen's the Last\nOutOnaDate?\nEveryone'sSche\nToHelpYouGetOutTheDoorl\nFREE$13.00 NoStrings\nAttachedCertificate\nSoWe'd LiketoGiveYouA\nLinda,\neThink It'sTime,\nmeYouTwoWent\nle Gets So Busy...\nSee botkifor det\nJamesSmith\nHappyHaliBirthday!\nWe've Checked Our Records and It's\nOnly Six Months Until Your Special Day\nandWeWanttoHelpYouCelebrate!\naes\nFREEDinnerValuedto$10\nPlease accept this gift of a\nto come back and see us.\nSee back for offer details!" + }, + "images/00153.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00153.jpeg", + "references": 1, + "text": "" + }, + "images/00154.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00154.jpeg", + "references": 1, + "text": "OhLordgIvedied andgonetoheaven.\nTody,Wednesay,hoe20.isNationallceCream.Sodaday\nwmtPalmdalcadLancancr,CANotbocaneofthebeutifuloountrysdeorfanistic\nWwsddvelcatwwsueseuackmetsandoeofayfauriepacestogy\nvless Oh,halbutbecanesflereverytrackmeetwehad in thesetwo citn,osrtrem\nwaloslopheAAwRooceerResoorntGtwaskindofadive,adT'misstees\nwa+ 14 yuss old.\nLnprod huoittuttaticeCrcamsodawasaccideotallydiseevenodisI871byreitiunstrur\nOup Baur,inDonver.Thitcoeooctioeqgicktybocimepopularwithtocmsistheare,o\nmichsoticuneiluicntfightofpeunape,ButMkemoridhinpbelovedhyecel\npurentsstbomod iAccording totislegeol,dheigecruussodawasbannnd,either\nmtintlyroeholydan.byomoeofeelocalpovemechTheootconeatsaidto\ntharesawill thee'sa way.\nhavegivmriselotheioecuamsundae (athooghbcversuhtantided),Youknow,wbert\nIfrogaeets itore inEagle Rock called Galco'sOidTime Soda Sheppe (it'soe York\nBoulerandysod ifyouhaveafievoritechild-bood sodasutyou just cenfindseywhert\nOustecmttiptoptmygraodpaemitsandfathertheirfanoritedriak,Schappe'sllir\nLemon.Icmeaooutlepunykegofrooocr.Whatafisd,Tthoughandoowyou\nMaseilt\nThepeyoucojoyourrooerflouesbuecaridtheyeadctineTalay\nloesreamBecsrefuthoueitdh wiy therootheerlodh lofiCupahil\nDr.Bergh\nGareIg-xkisBmetbeerandKg-tm" + }, + "images/00155.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00155.jpeg", + "references": 1, + "text": "What would we have\nto do this Memorial Day\nto get you to start the\ncookout after 5pm?\nTODAY\n(How About)\nONLY\nOFF\nCage'severyiry\ntowprices\nstorewifeinventory ef designep Suits\ngirigtcoats,BressSlacks,Cssuahwear\nBVERYTHING!\nGage\nNothing wil be hold hack.\nJUST\nHOURS\nMENSWEARSINCE1946\nLzle Prios Bran)-Name Desiger Appared_ Ligendarg Sertice\nAND IncrediblyLoyPrices.\nBothlocationsopenTODAY10to5\nDOWNTOWN/410-727-0763\nOWNGSMILLS/410-581-5351" + }, + "images/00156.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00156.jpeg", + "references": 1, + "text": "For some,every\nONEDAYONLY\nPreferredClient\n(detals onthe oerside of tiscard.)\nGage Menswear's\nFEBRUARY29TH\n410-7274763\nDOWNTOWN\nOnlyHappensOnce\nday is'Leap Day.\n20%0FF\nTakeanextra\nTUESDAY\nSavings!\nButit onlycomes\nOWNGSMILLS\n410-581-5351\ndONLY.\nonceeveryfouryears\natGageMenswear!\nGage Menswear's Preferred Client\n\"LeapDay'Savings!\nONEDAYONLY-Tuesday,February29th\ndecidedtotakethermertcostswe'dnomalypayforthatday\nOnoe everyfour years, we get anendhee day- So we've\nand pess t on to you in the form of aostonai discount!\nTakeanEXTRA20%OFFyourentirepurchase\nevtscaoueFltaiBedacticsaitemsssdNEWSpringArrivals" + }, + "images/00157.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00157.jpeg", + "references": 1, + "text": "WIEMARR\n-LNDLAR\n*A3007 (S\nroctiveUrinolCommunicalor\nMARK\nTHEWORLDSFIRST&ONLY.-\nITISNCHIVETALAINGMEYSROOMADTETISING\nCoehae io yre sd sidr slaang iagnile pe ccey sih" + }, + "images/00158.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00158.jpeg", + "references": 1, + "text": "BillGlazer\nPresident\nInsider'sCircle\nTowson,MD 21286\nPhone:410.825\nFac4108253" + }, + "images/00159.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00159.jpeg", + "references": 1, + "text": "Payroll Pro\n（805)683-8888\nFirst\nMonth Free!\nwwthepayrolipro.com\neinblefas3" + }, + "images/00160.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00160.jpeg", + "references": 1, + "text": "H5bN.ColoradoAv\nBruSh,Co80123\nTaylor Fizourald\n123Anu$+t\ncituy,st\n12345" + }, + "images/00161.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00161.jpeg", + "references": 1, + "text": "Taylor...\nHappy 1/2 Birthday\nFromDiggersDinerll\nTaslorFitogerald\n123 Any Sereet\nCity, ST 1234S\nHeppy Birthday Toylor!\nWould you believe that sbx months have passed\nsinoe yourbireday?Technicaly,thatwouldmake this\nmonth your L2 birthday montht So, in onderto celebrate,\nwe'se sending you this 1/2 letter giving you a special offer.\nBring in this letter\nanytimebeforeJuly31st\nand recelve50%off any sntrfe!\nRealytThat's1/2 ofl anyenttis.ofyour.choice,\nGuaranfeediAter all, syour1/2birthdasymonthand\nyou'respecialto us,so we want toTHANKYOUforbeing\nagvat customer,But hury, this ofler Expires on\nJuly31,2007\nSee you soon,\nJeff & Tawnie Maroas\nP.S, Bring in this lener and necelve 1/2 of any entree of\nyour cholce!\nP.P.5., Remember, this offer epirns July 31, 200171\nP.P.P.5, Bring aloeg 3 or *" + }, + "images/00162.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00162.jpeg", + "references": 1, + "text": "It'sRosesfora\"Scent.\"\nCall usandwewillsendrosesinaplainboxtomend,to\nthank,toexpresssympathy,oranyexpressionyoumay\nwishto send.\nCall\n316.555.9787\nRosesfora\"Scent\"\n(We may even save\namamiage)\nDidyouknowaboutaprinting\ncompanyrighthereinWichitathat\nhaswonawardsfortheirclientsin\nNationalMarketsbecauseoftheir\n\"Outof theBoxThinking" + }, + "images/00163.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00163.jpeg", + "references": 1, + "text": "InBobWeTrust\n39" + }, + "images/00164.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00164.jpeg", + "references": 1, + "text": "Dowhat cveryonee\ncvrryoneelsegets\nCall 866-99)" + }, + "images/00165.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00165.jpeg", + "references": 1, + "text": "RUSHTOADDRESSEE\nEXTREMELYIMPORTANT\nRUSHPRIORITY\nEXPRESS" + }, + "images/00166.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00166.jpeg", + "references": 1, + "text": "ups\nExpeditedMail\nbyUPSMail Innovations\nSynchronizing the world of commerce" + }, + "images/00167.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00167.jpeg", + "references": 1, + "text": "-KennedyInsider'sCircleMembers\nandMembers'Convention\nSIMMONS\nngerofKim,\natthe20b8\nonference!\nDID YOUSOTICETCE\nPACXASR RAS SENTTOTOU\n000\n000\nWARNING\nREADSHESPONDNOLATERTHA\n12/31/07" + }, + "images/00168.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00168.jpeg", + "references": 1, + "text": "MayIGive\nYoUTheKeys?\nMayIGive\nyoufind an OfcisiGlszer-Kennedy lesider's Circlenm\ne Key Chain. Why have we sent you a speciaf keychain?\nYoUThe\noasons.\nI'm.awarding.the.lop.prize.abrand.new.Mustang.\ntie wincer ol my Nationsl Saies Leltec/Marketing Cortest at Bis\nKeys?\nitraby te handing you he keys to a new carim\nplus other great prizes to runners-up. I you haventertered there's\nkers.each.pcepared.to.hand.you.thgic.keys.to.their.\ns.impgrtance.we.haxe.assembleda.ioe.sup.of.tnue.\nicess.wealth.power.and.prominence.No'seminar\nleaders,and Super-SuperStasas this.Somesherein\nu.need.mos.ja.bum.cn.al..gow.aod.ogtmoa.in.ysu\nSosod inomation,youwllcertainty seethattherearegolden\npecliches.in.miod.hal.mey.wac.lo.add.o.tbei.kecbain,\nnwardto._colecfinggoldenkeysthatcpenpreviouslylocked\nSo, thekeychain ls meant as symbotfofthe experience\nExaggeration? Consider tre commeres fiom previous\nesatPeend of ihisbookietConsidertheincrediblepeopie\nd best stratogies wth you.\n.to.get locked.oulnybe cbvious as you see who\norferencestagos,thatthisyea'seventwilselleutfast\nhsuiSteuteCotanEayirtEStmotiondsade" + }, + "images/00169.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00169.jpeg", + "references": 1, + "text": "EMAILN18 Sundax._ Decemher.3e\" (6am)\nFrom: Lois Lane (infusdauksumslyssm)\nSemt:\nSubject: Last Chince. Finul Notice\nLASTCHANCE FINAL NOTICE.\nDear (Finst Name),\naltend The SuperConferenoe: Slisk.lers;\nYou've got to see Greg Woodley's Comments about why he traveled 3)-hours firom Auastralia to\nWITHIDAN KENNEDY,\nTHERE ARE ONLY 24 HRS LEFT TO CLAIM THE FREE BONUS DAY EXCLUSIVELY\nLois Lane here....Ace Reporter for THE DAlLY PLANET with a...\nNEWS FLASH: NEARLY 800 KENNEDYIZED ENTREPRENEURS AND MARKETERS\nSUPERSTAR SPEAKERS FOR THREEDAYS OF ENCHANGING MONEYMAKING\nGATHER WTTH THE2008 LEAGUE OF EXTRAORDINARY EXPERTS,AND\nGREATER FORCE THAN THE ASTEROID SHOWER OF 1998...-\nSECRETS SO EARIHSHAKINGLY POWERFULIT ROCKS METKOPOLIS WTIH\nAnd YOUare about to MISSIT...cowering lke that chicken Clad:Kent umder your covens at\nhome istead of aixing it up with the movers 'n shakers of the tarketitg werld:\nIs that really what you want for yourself?..do you want to be a meek and mild-mannered\nordinary buiiness owner or a Super-Entreprencur in possession of SUPER MARKETING &\nMONEY-MAKING Marketing Powers umlike any mere mortal can imagine..Jmnd a Ssper bank\naccourt to rsatch?\nMake the tight choice..egister online at swww.dankennedussLeom/Super2008\nDECEMBER 31\"at mnsdnight Metropolis time, and you1l get your LAST CHANCE to reecive a\nbefore\nSSO0.00 EARLY BIRD DISCOUNT\nYour Reporter For Life,\nLois\nPS: What would a SUPER-Conference be without a SUPER-GUARANTEE?\nGuarantee: If, at the dinner break of Day1, you do NOT agree that you are participating in a\nLife-Altering Event and Experiemce of SUPER Importance and Value to you, you may advise us\nof your disappointment, esxit the Conference (and the Hlotel), with a FULL, 100% REFUND OF\nYOUR FEE plus up to S500.00 REBMBURSEMENT of documentad Air Travel and Hotel Costs\nwww.dankernedyssl.com/Super2008" + }, + "images/00170.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00170.jpeg", + "references": 1, + "text": "FrvaTheRisler\nONLY72HOURSLEFT!\nThe oddler hare and RIbtLE ME THESI Wha db Dorid\npregancy Telt et the pharmacy, fme 10~ lenrg, U.5. mal 30%\nLettermor, the Chehire Cot,o wimon bwyng ohome\nof the tiet, andYOU bove in coneon?\nAnewer iATErYeo e ote,ry lo,foeovery\ningortont die-ondTmobotto STEALYOUR SS00.00 EARLY TRDbTSCOUNT,if\nyiu dont hurry sp andregiter for the 2008 MARXETD6.S/(ONEY-MAKNS\nSuperCanference in the next 71 hour: ard 59 minutes\nHerett oredl ridle whot ARE youwaing for Rightaow,yecanevenregister for the\nPOwER'.Urieashing the SspenPpwers ef Price Elatticity, Price Creotivety,Price\nOptiardl Bonis Day entirely with DANKENNEDY entitledPRECE,PROFIT &\nPretentition te QUtOaY Inoretse Tncone ondYeie ef ANy Buinetr.\nThisngeDgy-wab-OANKENNEDY(perionely)lleqiorchurdredsofdrferentwys\nhomel\nte enployprice etrgtegiesto qudlyboott incomettartingwithin daytofreturnang\nThit ppertunity EXPTRES.WTONTGHT DECE%BER 31.\nAndyoytlbe askng quethiontof eLeague OFExtraxedinonyExpertsimbued with greoter\neoneyndhing tuper-poseri than me, the. Taker, The Penguin and. Two-Faor't combined\ncriminolgenutl\nSedenishogongsoierthnBa-Bibhighainge\nregiedsimplylltndfabokeachedeguratnfcmidng\ncruce chp buffet far 10 doyr Anpeer: YOU, if you miet cut on thit, If youhaerT yet\nDeotmber.31\nTHEANSwERS:The2008SeerCoeferenot THEplce totk, ifywvortnger.\n(harge your euriboreyndirg phwers lhe nper before. THE QUESTONIS: doye\nThe siddier\nP.S.OneFINALKEDtLE:Wher wauldaSUPER-Conferencebe withefSUPER\nGUARANTEE?\nporticipeting is e Ufe-Altering Evest osd Experienoe ef SUreR Tnpertosoe end Vele\nGuorosteei Zf, ot the dinser breck of Deys1, yow d NOT ogree thot yos ore\nHotel),witheFULL,100%REFUNDCFYOURFEEplspteS500.00\nRETMaURSEmENT ef docuneated ArTrovel ondHetel Cests.\nPPSREGISTERAIGHTNOWSYFILLINSOUTANDFAXINSBACKTHE\nATTACHEO RESTSTRATZONFONMTHEEADLINEEXZRESATMZOAZOHT\nONDECEMER 3P)" + }, + "images/00171.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00171.jpeg", + "references": 1, + "text": "HAPPYHOLIDAYSANDABIGKISS\nFROMYOURNOB.S.BAND!\nTohis.wgopgRociny.Wetnewwtedtsecsoine\nPY\nAYS!\nFROMYOURNOB.S.BAND!\nABIG\naigut fotel\nPhenomenon\nLEEUTUTECR\nPeaxPerfornance\nHAPPYHOLIDAYS" + }, + "images/00172.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00172.jpeg", + "references": 1, + "text": "Look ass coslng\nEORGEROSS\nThe'god of Rock'n Roll\nPROFIT&POWER\nPeativity.PrioePresentation\neSuper-PowersOfPrice Eiasticity," + }, + "images/00173.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00173.jpeg", + "references": 1, + "text": "Eroms:.Dan.Kcnoedy\n\"(First Name), As A SuperConference Alumni\nYou've Been Selected To Participate In My\npurhelsayfirERELWeheamngedaspecid\nLe ctrordiuryhoeet inNahville.You'llsotice\nMost Unusual Marketing Test EVER!!\"\n79 Siss.o0y So,you doeteves have sewomy abeetmy\nBACKRagicrdoFam heSISS.00iaalrealy\nweacabydedaede2FREEeighebotdsyfor\nDear (fint name).\nYoumigtbe wonderingwbyThaveaffiuedaSupemasBand-Aidsothetopofias\nJetter, THREE reasons:\neredilycewe'acatyoloutB\n(I)Im sure with allofthe hype boutGENESIMMONS'(Thegudarod'sRun\nseuualmwetingetaodesidwereallywan\nGEORGEROSS'(DcealdTnmpydfkplodhoneusen.indfNIDOQUBEINS\n(Supor SuocesfEaenopeinur)Appearances at the2008MARKETING&MONEY-\nMAKING SuperConferemce.you alrealyknow thatthis iagoingtohe thecan'1miss\naouttySupCeefece.Butifyueddeuil\nevent oftheycar (perhupseven the decade).\npelhy.oom aad cdidkce tbr link foxc the\n(2) Since the SuperConfemce issboutmoncymaking.Ilhoghkyou'dnoedSupemn\nnew fouod moecythat yoeclcaos by inplemienting stustyou hewm while attooding\nAGAIN,\n(pretty clever hub/).\nAND\n(3)Iwanted to make suteTgratbed youratiemtion because ao a Prevlous\nrofstrategiesforseftingpriceshipherhanyou\nullyhedetiveringanALL-NEW,\"BONUSDAY\"cn\nSuperConfereeceAttendee whohas set yet registered forthe 2008\nSuperCoefereme, I wanied to malke you s\"V,SLO.\" (Very Special Alumni Offlen)\nai my most unosusl marketing test ever.\nHERE'SHOWTHISCAMEABOUT....\npo.\nAs you probubly know, Bilt Glarer and boch have imaty clionts that\nSUPERCONFERENCE BEWITHOUT A SUPER-\nconduct scmitans which we contisually coasult with and we mre always\nDAUERDRUAKON DAYSYOUDONOTAGREE\nlookingfornewsrategiesforthemtosneinondertoellseats tothcir\nATING IN A LIFE-ALTERNG EVENT AND\nevents.\nMPORTANICEANDVALUETOVOULYOUMAY\nPPOINTMENT,EDITTHE CONFERENCECANDTHIE\nSo, we arr using this umuul marketing test with the V,S.A.O, to oer\nLMENTED AIR FARE AND SHOTEL COSTS.\nown SuprConderence Alumni to test how it works before we suggest it to\n%REFUNDOFYOURFEEPLUSUPTO5500.00\ncur ciests. For the sout 18-dnys uetl January 31st, or until all 19\nRegistntion Spots we've set side are pooe* you can:\nMeciatSuperConfermceAlunti OflerisCSLY\n·Reghter for The 2oos MARKETING & MONEY-MAKING SeperConfereee\nen December 31, 2007,\njual ouckuting tes.\nidDsotalededctioefore2FREEoeyy\nmmierderseSLceeSo0ooy\nmetFAXBACKsecicsedRepisntieFmOnioeRegitrate\nNOT recoynise tis odfer." + }, + "images/00174.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00174.jpeg", + "references": 1, + "text": "WHICH ONE\nISTHE\nBIGGER\nASS?\nPresident of\nGlazer-Kennedy,\nBill Glazer\nriding a Donkey in\nSantorini,Greece" + }, + "images/00175.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00175.jpeg", + "references": 1, + "text": "" + }, + "images/00176.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00176.jpeg", + "references": 1, + "text": "" + }, + "images/00177.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00177.jpeg", + "references": 1, + "text": "" + }, + "images/00178.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00178.jpeg", + "references": 1, + "text": "" + }, + "images/00179.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00179.jpeg", + "references": 1, + "text": "" + }, + "images/00180.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00180.jpeg", + "references": 1, + "text": "" + }, + "images/00181.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00181.jpeg", + "references": 1, + "text": "" + }, + "images/00182.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00182.jpeg", + "references": 1, + "text": "" + }, + "images/00183.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00183.jpeg", + "references": 1, + "text": "" + }, + "images/00184.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00184.jpeg", + "references": 1, + "text": "" + }, + "images/00185.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00185.jpeg", + "references": 1, + "text": "" + }, + "images/00186.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00186.jpeg", + "references": 1, + "text": "" + }, + "images/00187.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00187.jpeg", + "references": 1, + "text": "" + }, + "images/00188.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00188.jpeg", + "references": 1, + "text": "" + }, + "images/00189.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00189.jpeg", + "references": 1, + "text": "" + }, + "images/00190.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00190.jpeg", + "references": 1, + "text": "" + }, + "images/00191.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00191.jpeg", + "references": 1, + "text": "" + }, + "images/00192.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00192.jpeg", + "references": 1, + "text": "HAPPY\nYEAR" + }, + "images/00193.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00193.jpeg", + "references": 1, + "text": "EPHONI\nBILL GLAZER\nTHERELENTLESSBATTLESOF\nNEINCMAEN\nSEMINARCESTRACES CROM\nSURVIVAF SEMINERI\nTHE10MOSTCOSTY\nAOVERTISINGMISTAMES\nAREYOUMAKINGTHEM?\nHOWTOSKYROCKET\nYOURSTORESPROFITS\nWITHBILLGLAZER'S\n3-STEPBUSINESS\nBUILOINGFORMULA!\nOUT TO SAVE\nTHERETAIL WORLD\nFROM MASSDESTRUCTION!\nPresentedby\nMRMa\nheandS\nNoomaCotring*PootossUSACrownCoingCot\nCAMCommercoSolutions*MAGiC indomational\nJimmySales/StocyAdomsNociwoarTuliono" + }, + "images/00194.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00194.jpeg", + "references": 1, + "text": "HOW ONE RETAILER-TURNED-\nMARKETING-GURUISDETERMINED\nSURVIVE...BUT THRIVE!\nSPECIALTYSTORE\nAnMR LasWegas Seminr abstract\nBa CisecScteuMenseegewtalerane\nSURVIVAL:\nFeateing tit Giasr\nWHO IS BILL GLAZER?\nware, Best Buy in electronies, Bames & Noble in\nPerhaps you've read his\"Marketing Maven\"\nbooks, and so on.\narticles in MR, Magazine.-perhaps you've seen\nteen competing,Menswear stores, each indepen-\nIn downtown Baltimore, there once were four-\neven attended his most recent engagement.at\nMAGIC in August where more than 240 profit-\ncities, Over a handful ofyears, as suburban malls\ndently and locally owned just like in many\nproliferated and giant nafional chain stores en-\nusing smart, cost-effectrve ways to increase\nlered the market, thirteen of those stores - some\nprofits and build their businesses for the long\nstore standing, Gage\"World Class\"Menswear.\nhaul, Many of you may have already invested in\nthere for decades closed their doors, The last\nhis BGS Marketing System and are using it with\ncaptained by Ball Glazer, has not only survived, it\ngreat results.\nhas prospered beyond any rational expectatice.\nBut no matier how you may have leamed about\nIn fact, in recent years, while the entire mens-\nwear retailing industry has been in the doldrums.\nhim, Bill Glazer bas emerged on the retail sceoe\nand independent stores everywhere bave strug*\ngled just to stay even, Bill's downtown store, as\nbe's not your cheesy motivatioeal speaker type.\ndouble-digit annual growth and per sguare foot\nStill, his\"bootcamp-style\"presentations have\nwell as his suburban location, have enjoyed\nleft attendees energized and geared up to employ\nprofits roughly 250% better than the indastry\nAccoeding to Dan S. Kennedy: the nation's\nHow can this be? What is Bilr's secret?\nmost celebrated marketing advisor to the retail\nThe answer: Bil's strategies for prospering\nindustry,with hundreds of top stores nationwide\nagainst all odds have made him something of a\nutilizing his innovative direct-respoese advertis-\ncelebrity in his industry, and propelled him into a\ning and direet mail ideas, lab tested with his own\nsecond business as a top marketing and business\ntwo exeeptionally successful Baltimore stores.\nwide in over 37 different categories.\nconsultant to over 700 retail store owners nation-\nA DAVID AGAINST GOLIATH\nToday's independert retailers oflenfeel like they\nFORGETALLABOUT\n\"NORMAL\" RETAIL ADVERTISING\nnauts ranging from Wal-Mart, the biggest behe-\nmoth of all, to superstores in each specialty\nBill probably spends less on advertising than\ncategory, like Home Depot and Lowes in hard-\nphenomenal job of maximizing value.from his\nABOUT THE COVER: Photogriphy by Robert Bartiett /410-318-4200. Locetion: Th Baltimor\nMusumof.industry.Deslgn by" + }, + "images/00195.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00195.jpeg", + "references": 1, + "text": "found it difficult to get additional growth in teccnt\narther outside the.nomts of marketing in retad are\nhe ways be supports his ads and maifings with\nlogy-hasedmitoemuticmurketing.Forexample.\nis key. This was a reorientation ofmy mind-set. The\nresults have been phemomenal.*\n\"Retailers in all categories have been conditioned to\nmachines or voice maal instantaneouslyFor less\nradioadertising.While allofthesethingsar\nfocus on merchandising-stafting,and newspaper or\nimportant, they are no longerenoggh,Bill explain\nBill explains, \"This has increased response toa\nmailing by -as much as 92%*\nlist of past and peesent customets thas oe mass\nWe place more emphais on marketing to our oan\nadvertising, Being in the besiness ef marketing your\nDRAGGING AN\"OLD\"INDUSTRY INTO 21ST\nstores vs. operating.your stores really is s distinctly\nCENTURYDIRECT.MARKETING\ndifferent way of ttinking.\nThe retail basiness is still largely comprised of\nsecond, thind, and even fosrh generation family\nIn his position as:these retailers guide to the brave\nbusinesses,bothblessedandcursed\nnew world, Bdl says be must coach them os new\nwoth traditions,Bill says.nowup\nways of thinking about their rele in\ngainst the eeunalent of Wal-Mart in\ntheir busioess, their relatioeship with\ng chainis and discounters.\n\"Thetop5%\npositioetimng, as well as the tuts-and-\ntheir customers, their competitive\ndependcnt stores cannot sompete on\nnice, yet are woefully behind the\nof retailers\nbolts of more effective advertising\ns in use of smart marketing\nand profitabie direct-mail, Perhaps\ntrategies, technology,and alteatint\ndon't see\nthe shining jewel of Bill's accom-\nThe salvation and prosperity of\ngrestigices RAC Award it the 2002\nplishments was his winming the\nny oun stores have been ertirelydue\nthemselves\no my literally tuming my back ce the\nRetailAdvertising Conference, This\nway retail stores huve always\nas retailers,\nhonor is equivalent in retail as the\nahtiedandoperatedgngoutsid\nOscars are to movies and the Emmyy\nbutas\nthe industry.and retumingath direct\nindependent retailer competing and\nto.television.Imagine an\nmarketing completely foreign to our\nmarketers ofa\nbusiness,but proven.clseafiere.\nwinning against giants bke Target.\nWal-Mart, Chevrolet, Best Buy and\nretail business.\"\nIs less that thee years,over.700 sto\nPayfess Shoe Source.\nMarketingSystem,began wsinghi\n-- Biw Glior\nBILLGLAZERTAKESONTHE\nads and maiflings, started using.\nIt seems that the independent and\nENTIRESPECTRUMOFRETAIL\ntechnology be's introduced to them\nike voice broadcast and e-mail\nmarketing, and are achieving truly\nsmaig-chsaun tetatlers n all product\nchallenges, including their David vs, Goliath battles\ntemarkaleresults.Forcumple.aTeusownersays\ncategories share common\ne completely revamped his mailings due to Bitl and\nwith ene promotion did 6 months worth of business\nincteasing advetising cluer,and pablic resistanceto\ntraditional advertisies- It tums out that the solutions\nrears expenence hesitantly tned ope of Bal's ideas\nBill has pioneered, first aith his own stores, ae\nand had a record-brcaking week of sales, There are\nhundreds of such success stories in Bill's files and on\nreadily transferred to all types of tetail.\nste(rooueonpuespuonsmgm)Kedsep\nwcbsite:www.biliglazermarketing.coem\nretailstoresselling outdoor equipment,.camping\nBilr's first festing beyond his oan industry was with\nIn 2000, the industry joumsal MR Magazine named\nueduesisaybppuespoosSuruodspuespood\nBenaau u 00'oo0r00cs rsnfaog s(es l sarmop\nhe created for them gencrated an amazing 7-mulison\n100 Top People. Places,and Things mgacting the\ncosts, in jest 60 dagys, For an auto dealership. one of\ncreated over S250,000.00 in sales, from a totial\nJells sales leticrs and avorce-broadcast campangn\nnotewoethy or influential individuals, Ball also wites\na monthly, column on marketing for MR and several\nexpenditure of S557.00.\nother rctail neasleners,\nOthers enthusiastically esbracing his system inclede\nMaybe even more important than any specific\nowners of hardaare stores, home and garden centers.\npromotion ts the way Ball gundes his clieots to an\ng-ft shops.fumiture scees,bicycle shops,\nentirely new and different way ef thinking about theit\nwomenswear.children's stores.formalwear.private\nbesinesses. Randy Diamond, owner of 2z retall\npostal centers, etc, etc.\nstores,some ofthe_oldest.throeghoutnortheastem\nOhio, says: I was brought up in the old school, that if\nIn 2000, the U.S. Small Business Administration\nyou bought well, merchundised well, and had u good.\npeople of the year for the state ef Maryland.\nselected Bill Glazer as ene of the top rao business" + }, + "images/00196.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00196.jpeg", + "references": 1, + "text": "GLAZERTEACHESRETAILERS\nAT\"MAGIC\"IN LAS VEGAS\nofiee cosny togrra enwcaromer bevor.song.\nRecently at MAGIC inLas Vegas, Bill presemted\nFhazwiffmake soieone responif2 lell., /W AeWnow\n240-plus mens'and womens'cloehing. retailers a\no ar lobsy/ ofler or worse rt, no ofle. Rememher, ae\noe th/eg -tbrnr (x no Moay thor someone wwll npoe\naq puesged Buuapeu Kay s,Aepon jonuul\nappropriate business-building trategies to help avoid\nul mooo'le gvtting iwecwodomer ts oemabeg\nthem. The followiog,pages of seminar abstracts will\nowr ditdonds hew hey ref over ad ower agale\nfoetunate enough to aendandarestitlsctatching\noud sp na s moy no aany op BotGinspesqmqi\nwbeel in theif favor.\nrespond NOR, ohey ncier do.d deodlwe is whur\ntafural pnocnastinuton, Citiesstoceofniufe here 9\n\"Lousy Ads Get Lousy Results,\"sdid Glucor ar hi\nmakes tbcw respomd. Dedflinei crrurefear-fearey\npresostatio./fe wiceron/orMher lo Ciplaie:Ooe of\nnheservkces thar/offer phe mtembers efmy Marker-\nmale that / iny bs s eever lo ghe d pruspecf more\ning Sistee bs FREE cringwes of oheir ady andaovet\noham a 2went deadlline. /f yopr do, you mighr as welr\nmml pieces, b yo cae imagior. with otwr 70\nad.\nsar jowr hand eareef monorharjou invested in ahe\nmemhens./seeolorofadsoenarer.iswhar/\nhuuedeovered - L((SFADS GET LOUSF\nRES/LTS\n:Lack Oy Testimomialsrhotyour cuenf\nCustomens sa ehostyor is tert fo eewhy nimes mon\nThrtlparnicularhyiutrwetne,hecmoeofoen-tmes\nTnzionialrare a grearauy fogefiutaet ornfibilin\nJimotoogeGnno(egungeu\nmighr he posncands,_saies lemrnspgper dds\nwitb prospechs. /ow maty iestimeonla/s should yow\nraidio or Tspots :whgler. Jhee ie realin.hey all\nwor Somr.wort beter Ma onhers, and cleurhy m\npenonal favorle (s somr form of dinect mar.Bot\n$5: Lack Of.4 Gwereet Or.4~Wimpy\"\nntuder at.no foug ddy ondger fosoy ncnit\nGaaranteer Tair (ord veny sinnle conocpt hor ofiv\nmstakee/vbfae the media, wheeje acta/in: ir's tee\nscavs nvronlers So drath. Rerall snmdy roer nctot\nfubff of Me oay adc\nmonr people salf bu:Sre, xome wilf lake odhundogr\nianhr has provee hot shr Nrmer mhe goarawne. Me\nThe10BiggestAdvertisingMistakes\ng orjunoubsaaanyrmyununemoto\ncae guarantoe joiur pnoducts car sentoes, hewfind\nMade by Retailers\ntmher har stl boy more. Oe, by tbe ma%: /fyow\nLetme ell yourtheTow Biggert.Advertising Mfistakes\nsomrthieg elie fo setl\nThor Rerolers,Moke:ad mhe (mpdc? Mhar they coe\nuve ow thr cfertivvnrss of jour adivrtisieg\nwd: Me-Toe dpprarancer I kgve wrinee and\ndaning my.career.Farand anutg themost iwcessfa\ndevelopf buotdrndy ofads od direct mauf pieces\nsl:Farandaw,ohebiggctadvrnsingmisdakeis\nhaning a Lewgy HeadWiner hee Twrile onad or\nomeshuthaveeversomrmycuomeswarepag\nafirecfmeaplecefora clieetorfor mnvely./mormally\nAhandhitn eer on yelow Jegul puper. Wy was\nSpes/ Aaly of sg nime denvlopieg tle hnudliee. /e\nohis se saccessfi Because it dide'r look like ar ad.\nfuct opically /nil/wrise obouta docee headlins\nappeurance. lesnad, ar fooled nonhong,likea\nhefor'T seule onr the.one ahat /\noleiekwill gctshe Nestresporse\nrafinotal ad, baw Ake a lemer\nThe braifline is Mhr mos?\n\"Lousy ads\nfriesd.reralting je my stores\nhar d fried woed sewd ro a\n(mportaer purtofany ad, Ir wil)\ngrab themadferameutioe ond\nhce xitra(ghr wenkx\nbnieg ,llnd mtk catomrers for\npu/ chow /itto hur,yow have a)\nay, Heafiner Ale..\nget lousy\n7: Focus On The Basines\n\"Biggest Sale Ever\nnimes doJowseread ford\nresults.\"\nIwstrad ON:omory\n-Esd Or Srason Clearance\"\nparficaler bsiness aedal/dxan3\n(r how mondeva r Darimess B\n-We're The s1 Men's Store in\n- B Gleor\nIsalls elout lho muny yeurs\nHastings, Nebraska\"\nhe: Be beer in husimess, or me\n...ane oplcul(y worthles.\nselectoe, Sst, whuf ebour char\nfhieedly senice, or the big\nfhat yor wally wont to ride is a hoadline tlat eflems\nibe (automer monly wuno7 Customery ONZYsinf\na bewefirandf pnosoker owniosipy.For exaegle.\noe thing it/lFf rRaar'3 Ir For Afe)\nladhitgaliogthurdSprSale\nnDiscover The (namr ef sdore/Soper Sale Thal\n88: Tying To.fecomplich Multiple OjiectivexrThi\nhod ahvrhiting, The itonror odagen' tharcrealef\nhout.\"Mou hick one crratesmore canlonin?\nrow of personal per ponvesthar/ ofet sne e\nIFbioh sil ger ohe prospect so read ahe wst of the of?\nshe af ofine.trics.o accomplish mwlople o0/ectihcs\note odfecnr. Al toer" + }, + "images/00197.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00197.jpeg", + "references": 1, + "text": "boodd care aAosur ir GETTING.4.STORE I/S/T. A\nahraytell meEnahing oplfNeolay coud\naore iifr ir hr ouly thing ther cor puf money ju your\nbener / speaeo oaers, m\nDunt accounf. /mtogr caT do thalLast nme/ tned,\nJasfgrt mo s cooc.\nthe lelle ar m Focabant ogehfT alfow r:lo\ndeposir \"mager.\"\nNon; Dhar's pre profound, isw.at? Ewenthing\nooudd Ne olay if I jnst gor new cauoer Thr inoh\ns9: Feilwre Te Tell lour Srory: Cushomers and\nIs,geming anrw caodomer iswotneoytask andfcan\nprosprcts oke e ston: Thgr wawf so hogr wly yoer arg\nfiew be d naner expeesne one. aithoge if docsn?\nmutieg ahe offertharyow anemaing./t sems so dd\ncredibin. ad shoe the bekeve jotr, rhg respoed\neecessars(y hor o Ne.\nNene Plas, ef enenythting abootvoor buoinesx ha!\nFor example, (inr m Murkening Systee ohar I provide\nPon can and don? ake amyabiegor grunfed. Theg!\nfo netatlerx/teace J/ ifereet ytrgisocosr\nwch as bnumb ow cam:sizes,deparmeas\nour shar ir very cest eficinst andf iorib lke a charal\nmetbadsefpuymnwyowaccept.strvrraddss.pbome\ncertificans.sevrgetndeomed?fellkrsatioual\nCwestion? Do yoer beon wlar percentogr of gif\nighr be jaort tbr-ntong tbot saikes the peosprc!\nespoud.\nabost aheabiekable7Howboerdiscooning the\n18: Cate: h is so mach ahernisieg,\"cude?\" Tiwo\nrighr arof thateombcr So,hanejou ver thougph\nwasox: Pirst g all,cule ahvertising.is he Ope nhar\nwots aeus, onfad agoncics like to wie acunfs ie\nParcihane of gifr cerniflicutes riple arpod Clrtinma?\nonder.to Aelp them ptfce*\nomportaur to consider 18%\nMere' sly this stratogr is so\nerw-cliontiso.\n10 LeadingAdvertising\nadhertisorslkecae\nmruer gr mfemof So, gf\nachertising eouuse ahey\n\"MEGAMistakes\"\now ghe d discoom of\nthink it getr wwowhnsd.\nMostOftenMadebyRetailers:\napproximutrlJ8%oe shr\nWell, lef aradk yowr.a\nPonhose ofyourgit\ngmesinon. Can jotr ghve me\nty Lousy Headiee\n6)\"Me-Tao\"Aopearanct\ncertificas.joueachally\nthe mames of nhe dhertises\n2)No Olerora LoutyOer7)Focuson\"wiFu Instead\nbreuking even winh nte mon-\nthar spenr ovr a miiow\nredemepiowBat hme's.he\ndollars ech chuning the las?\nof Your Business\n3) No Deadine or a\nSoyvrBowfinonlertoair\nmeel kicket Do yoer know thar\nWipDeadine\n8) Trying to Accomplsh\n47% efallcusfoters.har\nthrir 30-second TV\nMatiple Obijuctes\nreilecmgiff cerniloates\n4f Luckaf Testnons\nCommorciul? &r,yorcue?\nachuallyspendhrioethrface\nname morethat ote ar hso\n5) Lackf Garateora\neZudogaepunanunt\nThur's Nrcouse cite\n1) Cuta\n“Wmoy Cuarartse\nwill spend more?Conrsel\nahvrtising isrememhenf\nthat sweufer shat hey ar\nfor heing cav. bwemorfor\nhgorg/rom oar atorv fo\nSnlieg agthieg. Shasr affer\naddirional purchase aeless yow arr huoly eoghfor\nstouhvhas pronem.ohlar he ope ofadivrtising that selbs\ngfoe dx d goff reatx le wo\ns xnill emototal, dimcr reiponue-advertisong and mor\nado Saopm-pan_an), ag\nAnfone more bemefit.jmost of sle giffcrrrificates\nBILLGLAZER'S3-STEP\nrtar ane purcAasef for Chrisramas gifis ger rndeemnd\nBUSINESS-BUILDING FORMULA\nin-Jowinonc Jusf uhew yoy dre looieg for customers.\nBywuy ofintoductiom,ler.et ghr you some rijghts\nlnto fjaot how ponefi shis B. Ja mr 28yeurs of ereg\nNow this happemr.oNearven/goodenr(sodomer\netnilet alcodling docces aed docems ofmarkering\ndojaitsitioe strateg: Bst ahe importanr nhing fo nrally\ncowenonces, beging even book anuf gpe o murkef-\nnew customers, Therea/ odyecthoe should N fo grt\ning / could grrmy hands on.Personally beieg\nsotued by the sop marketing mindr it nhe (owotw;\nmarket so shoe ie sle unure. Becunge thur's he real\nmd norkig xih owr Too cbents dr mrehers ofm\nMarketig,Syctom/have discovermd thar Tbe 3-Sep\nFOR UFE\nrolw ofa cusfomr /r bvn cootedCUSTOERS\nBarsincis-Balieg System is the ONLY Suteie shat\ndnr no otrf otolcs.\nSo, tnc we have these cushuers it owr dotohuse, IF\nneady Ap mote oe the secod step of onr Thre.\nNow you can figky shis gour itaur, bur Pm.Aelling roe\nhur ohtr s powerfil. Nof Beconoe wa / oe obouf ho\nCastomersWeHaveteRerarw-MOREOFTEN\nshane with po s so ne. Aichualg, fy eout of yow ahis\nOohewtse.voo m g9 broke joir ieply rrly o\nwtl Ne comeon seese. Bat ahe poner is br kmomtng\ncowuaetlyandctieg ercitomor,\nWhe3 Sepsand morr itperhawwb; howto.use thew\nto yor bencfit.\nBur hefore /I shonrour a promoioe designed fo\narcompluh slis.ler'stake Jacsraminate Aolookal\nThefirst stepofabcBusine-BalldiegForwalas\ncutomers are sanoed.farandawug themuwber\nAeguiningMoreNe CastomersIefuct.bpicolly\noneneaionwhahedo NOTrenur thar\"the" + }, + "images/00198.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00198.jpeg", + "references": 1, + "text": "forget.\" (lou mighr be surprisnd to hour har price is\nsfump on the cond. Jhon ohe curd iscomplete,br\nloconstanulyromindtlvwNe cowebuokThestruteg\neierrhandlse, No ,ree.migl erd to mosfif- tbis,for\nstoruer mcenes ae ddiiniona/ 0 of FREE\nthar Te gofne ho sbyw yow lr a camypaige thar maey\nmemdersofmy Manketieg.Syotew hiunve copind\njuor purticafer store.\npractically.AS-/S. /r is dlesigenf no.brieg in arsteody\nstvar ofpasrcstomenr loyour sitorefor sir\nhar ir ieportatf abosr ahis progruw an/ wly evry\ncoesecathe weeks\nho stces ourof sle J-Stop Soincss-Bailding\nstore sbomld have ome sthe fact dhur.il accomplisher\nHere'yhovitworkso\nFonmila.\nOn dey I o posfoord is mailnd, Thm ou day 15 a\nsecon poutcurd is malfed to the same Iist. Next, ot)\nJour shorex mone ofex. /s fact, oheirst ynars thar\nObstoou/y ifetcorageour cistomrs tovtuelo\nday 29 a tbird postcond is\nwe Aaf nhot progvum is\nResuls from the 3-Sep \"Tou Decide\n36 a voicr broodca?\nploce, weactuooy\nmessage i/effron gou\nnhar owr cusfowery\nfrdcked it anuf foud\nBaldin\npaignt:\nmarnnfoeeuenage\nmacitineL\nRoponse\nCumty\nSS Goratid\n3esr. Jour cun /magine\none additionalpripa\nNes, herr are the\nPosdounf 97\n9313\n187\n1.9%\nS4,/9877\nreral? (se charro the\nChar nlir iraeslaocs (n)\nImwediate rightj\n9,227\n151\na Nig roreber.\nPestoant e2\n1.6%\n535,837.26\nSo kertahe BIG\nBat wkut is perkups\n8134\n236\nPestcund 83\n2.6%\n57854528\nLESSOVshar yow shoulf\nskis program does whil\nmore importaet itwbut\nhune leanedf ly!\nloppedar/aut one\nve, For.bususc, 0\nshe aohomer bs iw the\nBroedoeir\npaitcanf kemosr do\n4.750\njmuouppe agi jpe e gooy\nsnvsalopersoncan\n568\n61%\nS6657331\nbutitess / woaldf hove\ndo ger.hit customers to\nme this as an (ncenmve\nligh cn nhe oe Pr nhir\nOutcome: 13 to / Returr Or Iestmoet?\ncase,aradditiona/bre-\nbuor sthon \"Nig ticker\nskirdk. Thiz mule-step\ndomororderto\n550 sningx. / cae Nell\nseguce efmarketing is\nncelve the additaomal\ncnimically /mporsaet.\nJowfirrhandthurohirMsecardhasbvewepon\nNow we comefo nhe /unt atp,wbich isthemot\nniNefor as srilieg a lor of cnstomers a second xur\nproffitae srp thcre ts, asd irontically ir he cne ahat\nwibife thegy' anr ot owe ef agy stonex.\nmosr nrtarilers seem o fotally or ar feunt parially\nigworeThiripEGetming the Castomens lia\nTher thee th ale ore practical agplication:The\ndireedy Hfevein FowrSonrloSpewdMoreDaring\nCiotomer gvts to the counter witb 3239.09 worth cf\nEach fiit\nfsooly or anfenonur.fo gvr ap to the secr boc\nObviouosiy, this is che mor profluble siep becasse it\npnople./ thitkyow cae see the magic is d pnogram\nfuliply these S// addiuiomal pwrchases by a (oe of\nitvoher no epensive markening costs ar all. Cs-\ntoers are afreaify (t the store.so yow do NOT hav\nfo spemf aemoney oe aderniitg fo grt them nhere\nThey' arr righr whore yow wanr hem. Bat what are\nBottom line: Customers absolutely lone\nJo doing ho emcouragrthomt to spondmorv?Jur\nthese programs and netailers neap greater\nthinik a minate at uchar woudlat appcin foyoar bustinrss\nfeach ctstomer spenrfifhy dollersmonr every time\nsales? END\ntheybop / poar stoner./aot.mtuliply.eery\numount ofmonc an/ cav.alor ofyowr prohemt.\nou ow see why nhir ir aly /ovoniwe of tbe 3.Sep\nJo alize all ahr steps, cpecially alis onr.\nwpudiy os ys pre wsig Soppmg-swuwg\nsbow yoomref thrsnen difereusaraigier!\nteuch is orderte gut yowr ciatomrs fo spend more\ndaning rach visir. This itrutegy ibs callefe \"Fregerent\nuo 2uy Pnopr Aogr Gau puo_sunu&od a.rg\nRoeglly, bhere3 hon the program workr: For eviery\nSto har thr catomer spotd, he or she nmorivs a" + }, + "images/00199.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00199.jpeg", + "references": 1, + "text": "Special Opporniy Jor Redors of OLTdGEOLSddbertisisg Ihet'sO/TR4GEOSLLScoeetfel:\nTheMostIncredible\nFREEGiftEver\n($573.94WorthofPureMoney-MakingInformation)\nDan Kennedy&Bill Glazerareeffering m incrediblkopportunityforyou tosee WHY GlactKenned\nreater.Centcol. lndccodetce_aad.Security.some.togcther,_ Dan & Bill want to give yov S573.94 werth ef\nIsider's.Cirsleis.known.as.IHEPLACE\" shere.enirepreaeurs.secking EASTand.Dramatic.Gronth.nd\nInsider's Cirele'M, You'll receive a steady streum of MILLIONAIRE Maker Information including:\npsre Money-Making Iaformation inchading aFREEmonth as an'EliteGolc Member of Glazer-Kennedy's\n*Glazer-Kennedy University: Series of3Webinars (Value =$387.00)\nThe 10\"BIG Breakthroughs in Business Life wah Dao Kenedy\nBOW AmrEntrepreneur or Sals Professional ean Mulbiply INCOME hy 10X\nTheidde.ScolfmisinEverycneBusiness and HOwte Capitalureon it\nAndthe iSaL-.Gerting Custxmers Sedking You Out.\nTheESSENTIALStoWritingMillionDollarAds&SalesLettersBOTH\nOnline&OfflinewithMarkefng&AdversisingCoach,BlGlazer\nHow to INCREASE the Seling Power of I Your Advertising ly Lesming the J3Mus BaC Disst\nKey Ehmcet that Determinr the Sacoss of Your Wclsite\nBepmueErinsipka\nHOWte Cafta Headline the Girats the Reader's Aneeticn\nHou ts Creatras Irresistisle Ofler that Melis AwayAm Resistance te Biy\n-fmlider Srengio\" io INCREASE Ropose dat yoe Ma te wlag both ONLNE & Olisr\nThe Bes Wnys to Creite Utgency and lospise IMMEDIATE Response\nTheESSENTIALSofProductivity&lmplementationforEntrepreneursw\nPeakPerfbmvnce Coach LeeMifeer\nHoe to Alnos INSTANTLY be MORE Efiecsive. Creative, Preftabl, and Take MORE Time Off\nHOW to Master the \"lancr Came\"of Persoal Pesk Prodeetivity\nHow to Ge MORE Done it Less Tine\nHOWtoCet OtherstoWork OYoarSchedule\nAndFinallythBiiEEowteSpTakingadPlatingYouDansandSnpemng\nHow to Creite ClearGoslsfor SUCESSFUL leplementation\nThen ino Keiliky\n**Elite' Gold Insider's Circle Membership (One Month Value = S$59.97):\nAn Issue of TheNoB.S.*Marketing Letter:\nMoneyMakingStrategiesCurentmmsefroitasdaxnziatnucscminainoriaarrivingy\nEach issue is at least 20 pages usually MORE Overflowing with tbe latest Marketing &\nStrategies, timcly Marketing news, trends, cagoing teaching of Dan.KcnndsMostMPORTANT\nfirst class mail every month. Thcre are ALWAYS terrific examples of \"Whar's-Werking-NOw\"\nStraecgics- and MORE_As soon as it artives in your mailbox you'll wart to find a quiet plact, grab a\nhighlishter,anddevour everyword." + }, + "images/00200.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00200.jpeg", + "references": 1, + "text": "CD of an EXCLUSIVE GOLD AUDIO INTERVIEW:\nThese are EXCLUSIVE interviews wits sgsesstidsics.efdinsttespousuadcetising,kadling.sspsts\ncommuting hours ieto \"PO/wER Thinking\" bours.\nand.ctitcpsnsusjn.direst.nkeling.andJamesus.bssitess.authos.aad.spsakers Usethem to tum\n: The New Member No B.S. Income Explosion Guide &\nCD (Value =$29.97)\nThis resouree is setsiall.desienedfor.NEWMEMBERS to show them HOW\nPROFIT growth in their Besines, Practioes,or Sales Caven Grauta\nthey ean join the thousands of Establisbed Members ereating exeiting sales and\nSUCCESS in thcir Buainess lives\nIncome Explosion FAST START Tele-Seminarwith Dan Kennedy, Bill Glazer,\nAtaed flom the prlvacy and cemfort ofyourhome or offlee.heara DYNAMIC discsson gSay\nand Lee Milteer (tahe-sr.sm)\nAduxtisog.Maksint.Pnxstion.Ecrszsasurial&.Pisosmcnonsctcgiss,FLUS answersto the mos\nFrequmtly Asked Questions about these Strategies\n* You'll also get these Exclusive\"Members Only\" Perks:\nSpecial FREE Gold Member CALL-IN TIMES: Several times a year, Dan & 1 schedule\nGeld Member RESTRICTED ACCESS WEBSITE: Past issues ofthe Ne B.S*Merketing\nGold-Member ONLY Call-In tines\nLeaer, articles, special news, etc.\nContinsally Updated MILLION DOLLAR RESOURCE DIRECTORY with Contacts and\nResources Dan & his clients use.\nTo activate yeur MOST INCREDIBL.E FRER GIFT EVE3 you cnly pay a one-time charge of S4.95 (er\nS8.9 for Irr1 subscribers) te cover postage (this is fir everything). After your 1-Moath FREE test-\nyos decide to cancel yourmembership,yoa can de se at any time bycalling Glazer-Kennedy\ndrive.yeuwil autematically coatinueat taelomct Gold MemberpriceofS59.97per nosth.Should\nInsider's Circlerm at 410-825-8600 or faxing a cancellation nste te 410-825-3301 (Menday threugh\nmemhenhipfeeuntilthebeginaingeftheecstmcnth,whichmeansyoesilreccive1fall isaes\nCircle Gold Menbor. And of coerse,it's inpessible fer you te lose,beceuse if yes doe'tabsolatety\nread,test, and profit from all aftbe powerfut techiniques ind strategies yoe gect from bcing an Insider's\nLOVE everythisg yos get.yo can simplycancel your membership before next mosth and nererget\nbilled a single pensy for meabership\nGLAZER-KENNEDY UNIVERSITY WEBINARS AND FAST START TELESEMINAR*\n*EMAILREQUIREDINORDERTONOTIFYYOUABOUTTHE\nName\nBusiness Name\nAddress\nCity.\nState\nPostal Code\nCountry\ne-mai\nPhone\nFax\nCredit Card Instructions to Cover S4.95 ($8.95 Int') for Shipping & Handling:\nVisa\nMasterCard\nAmerican Express\nDiscover\nCreditCard Number\nExp.Date\nSignature\nDale\nsognappepugebarotpeaoeCsepuosyopsulpeuueyaioguuudnofsrusucosogeuususegDepud\nvamaleralfax,andphone\nOrmailto:401JeffersonAve,Towson,MD21286\nFAXBACKTO410-825-3301" + }, + "images/00201.jpeg": { + "asset": "/library/Outrageous Advertising That's Outrageously Successful/images/00201.jpeg", + "references": 1, + "text": "Full\nFUSA\nBusinessWeek\nRed\nTODAY\nBEST·SELLER\n108\nOUTRAGEOUS\nJBA\nREHTO\nEWD\nadvertising\noutrageousl\nsuccessful\nCreatedforthe99%of SmallBusiness\nOwnersWhoareDissatisfied withthe\nResults They Get From Their Current Advertising\nBILL GLAZER\nforeword by Dan Kennedy" + } +} diff --git a/library/Outrageous Advertising That's Outrageously Successful/source-file.epub b/library/Outrageous Advertising That's Outrageously Successful/source-file.epub new file mode 100644 index 0000000..c24b760 Binary files /dev/null and b/library/Outrageous Advertising That's Outrageously Successful/source-file.epub differ diff --git a/library/Smart Calling/Back-Matter/Back-Matter-source-text.md b/library/Smart Calling/Back-Matter/Back-Matter-source-text.md new file mode 100644 index 0000000..e648b2f --- /dev/null +++ b/library/Smart Calling/Back-Matter/Back-Matter-source-text.md @@ -0,0 +1,828 @@ +# Smart Calling — Back-Matter: Index and About Art Sobczak +- **Source**: /library/Smart Calling/source-file.pdf +- **PDF pages**: 241–253 +- **Pages without text**: none + +--- + + +INDEX +A +“About us” section, 45 +Accounts payable and +receivable, 58 +Allport, Gordon, 209 +American City Business +Journals, 51 +Analysis and recommendation, +225–226, 227 +Annoyances, 153 +Annoying phrases, 202 +Approved list, 58 +Assistants, 58 +Assumptions coming true, +213–214 +Assumptive problem questions, +144, 145, 146 +Assumptive statements, +117–118 +Avoidance, 210 +B +Bacon, Francis, 38 +Bad information, 229 +Baseball opening, 115 +Bechtel, Michael, 137 +Benefit questions, 156–157 +Benefits of telephone +prospecting, 8–12 +Bergoust, Eric, 214–215 +Bigger call objectives, 212–213 +Big jump, 213–215 +Blogs, 51 +Boomtown (TV show), 23 +Borba, Scott-Vincent, 13 +Boyan, Lee, 209 +Buffington, Perry, 203 +Buyers: +daily world, 24 +dislikes, 26 +impact, 24–25 +motivation, 25 +C +Callback commitment, 190 +Callbacks, 188. See also +follow-up calls +Call examples, 230 +Calling big opportunities, 210 +Calling card, 219 +231 + + +232 +Index +Calling high in an +organization, 211–213 +Call strategy and preparation, +227 +Call summary, 190 +“Can you help me” question, +112 +Carnegie, Dale, 118–119 +Cell phones, 221–222 +Cheap Psychological Tricks +(Buffington), 203 +Cialdini, Robert, 56–57, 170, +172 +Clarification, 154 +Client response, 136–138 +Cold calling. See also smart +calls/calling: +myths of, 12–13 +term, 9 +Cold Calling for Chickens +(Etherington), 10 +Cold calling vs. smart calling, +7–18 +myths and truths about, +12–13 +prospecting success, 13–15 +telephone prospecting, 8–12 +Commitment: +callback, 190 +for next action, 175–185 +what they will do, 190 +what you will do, 190 +Company referrals, 221 +Company site searches, 46 +Competitor vulnerability, +48–54 +Confidence, 35–36 +Conkling, Robert, 163 +Consistency in sales +recommendations, +172–173 +Coolidge, Calvin, 38 +Cost reductions, 30–31 +Creation of possible value +proposition, 21–37 +Customer experiences, 33–35 +Customer services, 58 +D +Database, 44 +Decision makers: +calls to, 110–112 +location, 220 +Decision making hierarchy and +process, 152 +Decision-making organization +chart, 219 +Decision request, 113–116 +Declarative statements, +117–118 +Definition, 26–27 +Developing Strong Value +Propositions (Konrath), +34–35 +Differentiation, 31–32 +DiModica, Paul, 10 +Direct response advertising, 9 +Dissatisfaction, 40 +Domanski, Jim, 105–106 +“Don’t say” phrases, 109–116 +Dow Jones, 52 +“Do you have a few minutes to +talk” opening, 116 +Dumb calls vs. smart calls, 15 +Dun & Bradstreet, 52 + + +Index +233 +E +Effective telephone +communication, 199–204 +annoying phrases, 202 +filler sounds, 201 +habits, 202 +recording call review, 201 +recording calls, 202–203 +recording calls legality, 203 +sales skills, 202 +sounding like a salesman, +200 +stand for sales, 203 +valuable information, 202 +voice improvement +self-study course, 204 +the way you sound, 201 +Elias. Craig, 40 +e-mail to find the buyer, 218 +Encouragement statements, +162 +Enright, Rosalind, 209 +Etherington, Bob, 10 +Examination, 157 +Executive assistants, 36 +Eye contact by phone, 161–162 +F +Facebook, 52–53 +Fear of calling, 208–209 +Feil, Larry, 222 +Filler sounds, 201 +FindArticles site, 51 +Finding buyers, 219 +Following buyers, 220 +Follow-up calls: +notes review, 193 +success, 187–189 +timing, 191–192 +Fox, Jeffrey J., 150 +Frankl, Victor, 209 +Free and paid sources, 51–52 +Future opportunities, 12 +Fuzzy phrases, 154 +G +Galper, Ari, 134 +Gatekeepers, 58 +Google, 47 +Google news alert, 48–54 +GoToMyPC service, 42 +Gregory, Richard C., 150 +H +Habits, 202 +Helping apologies, 112–113 +High Performance Sales Training +(Boyan and Enright), 209 +Homework assignments, 189 +“How are you today” question, +119–121 +How to Get People to Do Things +(Conklin), 163 +Human resources, 58 +Hurried sounding prospect, +130 +Hyman, Ben, 136 +I +Iceberg theory of questioning, +147–150 +Immediate opportunities, 12 + + +234 +Index +“I’m not trying to sell you +anything” call, 116 +Inadequacy feelings, 35–36 +Influence: The Psychology of +Persuasion (Cialdini), +56 +Information from prospects, +38–40 +Information queries, 56 +Instructional statements, 150 +Intelligence gathering, 38–54 +American City Business +Journals, 51 +blogs, 51 +database, 44 +Find Articles, 51 +free and paid sources, +51–52 +Google news alert, 48–54 +information from prospects, +38–40 +Jigsaw, 50 +LinkedIn, 50–51 +Manta, 51 +online information, 45–47 +past customers, 44 +personal information, +42–43 +social networking, 52–54 +sources for, 43–44 +trigger events, 40–42 +Interest-creating opening +statement process, +125–126 +Interruptions, 222 +Investor relations, 58 +“I’ve got too much time on my +hands” call, 115 +J +Jennings, Ken, 213 +Jigsaw, 50 +Jim Furyk theory, 123 +Job postings, 45–46 +Justification statement, 57 +K +Kendall, Rick, 137 +Kennedy, Dan, 52 +Killam, Patrick, 219 +Konrath, Jill, 34–35 +L +Langer, Ellen, 57 +“Last resort” question, 194–195 +Lee, Bill, 79 +Length of opening statement, +128 +Letting them talk, 158–159 +LexisNexis, 52 +Line of questioning, 144 +LinkedIn, 50–51 +Listening, 158–164 +encouragement statements, +162 +eye contact by phone, +161–162 +letting them talk, 158–159 +listening/talking ratio, 163 +listening tools, 160–161 +out of a sale, 163–164 +pauses, 160–161 +prospects terminology, 161 +verbal nods, 162 +voice, lowering of, 162 +Listening/talking ratio, 163 + + +Index +235 +Listening tools, 160–161 +Literature request, 138 +Loaded benefit question, +146–147 +Locator web sites, 52 +M +Mackay, Harvey, 43 +Mackay66 tool, 43 +Managers, 37 +Manta, 51 +Meisenheimer, Jim, 156 +Minimization of resistance, +108–121 +Mission statements, 45 +Mistake-filled call, 226–228 +Mistakes, 153 +Mitnick, Kevin, 56 +Motivation, getting and +staying, 205–217 +about, 205–207 +assumptions coming true, +213–214 +bigger call objectives, +212–213 +big jump, 213–215 +calling big opportunities, 210 +calling high in an +organization, 211–213 +fear of calling, 208–209 +rejection management, 207 +selling more, 215–217 +size does matter, 210 +“so what” to fears, 210 +Moulton, Garth, 50 +Myths and truths about cold +calling vs. smart calling, +12–13 +N +Name pronunciation, 119 +Names of clients, 220 +Need and interest, 190 +Needs, pains, problems and +desires quantification, +150–151 +Negative preconditioning, +173–174 +Nelson, Tim, 46 +Next action, setting up, +186–195 +callback commitment, 190 +call summary, 190 +follow-up call, notes review +to, 193 +follow-up call success, +187–189 +follow-up call timing, +191–192 +“last resort” question, +194–195 +need and interest, 190 +next-call agenda, 191 +problem and interest, 190 +what they will do +commitment, 190 +what you will do +commitment, 190 +Next-call agenda, 191 +Next step recommendation: +other people principle, +170–171 +vs. pitching, 166–167 +positive preconditioning, +173–174 +principle of consistency, +171–172 + + +236 +Index +Next step recommendation +(Continued ) +process of, 167–169 +sales recommendation, +172–173 +social proof, 170 +words of other, 169–170 +“Not interested” response, 139 +O +Objectives, 123–124 +Old/archaic sales techniques, +151 +Olson, Jared, 137–138 +OneSource, 52 +Online information, 45–47 +prospects, web site of, 45–46 +Opening statements, 122–131, +228 +about, 108–112, 122 +assumptive statements, +117–118 +baseball opening, 115 +“can you help me” question, +112 +decision request, 113–116 +declarative statements, +117–118 +“Do you have a few minutes +to talk” opening, 116 +examples of, 113–116 +helping apologies, 112–113 +“How are you today +(HAYT)” question, +119–121 +hurried sounding prospect, +130 +“I’m not trying to sell you +anything” call, 116 +interest-creating opening +statement process, +125–126 +“I’ve got too much time on +my hands” call, 115 +Jim Furyk theory, 123 +length, 128 +makeover of, 224–226 +objectives for, 123–124 +possible ending phrases, +126–128 +resistance after, 132 +scripting, 124–125 +show and tell, 115 +thanking, 113 +time, 128 +unconventional technique, +129 +unusual names, 118–119 +voice mail message, +130–131 +weasel words, 129 +Other people principle, +170–171 +P +Parinello, Anthony, 211 +Past customers, 43, 44 +Pattern interrupt, 133–134 +Pauses, 160–161 +Peoples, David, 211 +People Magazine theory, 170 +Personal information, 42–43 +Personal motivators, 24 +Personnel background, 156 + + +Index +237 +Persuasion vs. conflict, 172 +Pitching recommendation, +166–167 +Pivot, How to Turn in Attitude +Can Lead to Success +(Zimmerman), 206 +Positive preconditioning, +173–174 +Possible benefits, 29 +described, 143–144 +as questions, 143–144 +ways to provide, 29–30 +Possible ending phrases, +126–128 +Possible value proposition: +about, 21–23 +benefits of, 29 +buyers, daily world of, 24 +buyers, dislikes of, 26 +buyers, impact to, 24–25 +buyers motivation, 25 +cost reductions, 30–31 +creation of, 21–37 +customer experiences, 33–35 +definition of, 26–27 +differentiation of, 31–32 +inadequacy feelings, 35–36 +trite phrases, 27–29 +understanding prospects, +23–24 +value meanings, 36–37 +ways to provide, 29–30 +Pre-call planning: +Preliminary intelligence, +227–228 +Present suppliers, 155–156 +Press releases, 45 +Price negotiation, 163–164 +Price question, 139–140 +Principle of consistency, +171–172 +Principle of persuasion, +170–171 +Problems: +and interest, 190 +repairs to, 44 +Prospecting success, 13–15 +Prospects: +terminology of, 161 +web site, 45–46 +Psychology of Winning +(Waitley), 212 +Public relations (P.R), 58 +Purchasing, 58 +Q +Question quality, 155 +R +Readiness on hold, 220 +Reality TV rule, 170 +Recording calls, 202–203 +legality of, 203 +review of, 201 +Rejection, 12, 15 +Rejection management, 207 +Resistance, minimization of, +108–121 +Resistance to smart calls, +132–141 +about, 132–133 +case study, 140–141 +client response, 136–138 +literature request, 138 + + +238 +Index +Resistance to smart calls +(Continued ) +“not interested” response, +139 +pattern interrupt, 133–134 +price question, 139–140 +rush, 139 +simplicity, 134 +softening statement, 134 +sounding dumb, 133–136 +traps, 138 +Resistant reflex responses +(RRRs), 132 +Richter, Sam, 46–47 +Robbins, Tony, 133–134 +Roberts, John, 152 +Ruffing, John, 47–48 +Rush, 139 +Russet, Tim, 171–172 +S +Sales departments, 58 +Sales recommendation, +172–173 +Sales reps, 60 +Sales skills, 202 +Screeners, 13, 58 +Script delivery, 124 +Scripting, 124–125 +Second source, 137 +Selling more, 215–217 +Selling to the Top (Peoples), +211 +Selling to Vito (Parinello), 211 +Show and tell, 115 +Simplicity, 134 +Size does matter, 210 +Small talk, 120 +Smart calls/calling: +vs. dumb calls, 15 +early resistance to, 132–141 +makeovers and case studies, +224–230 +truths about, 12–13 +Smart calls/calling, makeovers +and case studies: +analysis and +recommendation, +225–226, 227 +bad information, 229 +call examples, 230 +call strategy and preparation, +227 +mistake-filled call, 226–228 +opening statement, 228 +opening statement +makeover, 224–226 +preliminary intelligence, +227–228 +Smart calls/calling, success tips, +218–223 +calling card, 219 +cell phones, 221–222 +company referrals, 221 +decision makers, location of, +220 +decision-making +organization chart, 219 +e-mail to find the buyer, 218 +finding buyers, 219 +following buyers, 220 +interruptions, 222 +names of clients, 220 +readiness on hold, 220 +voice mail greetings, 222 + + +Index +239 +Smart questions: +annoyances, 153 +assumptive problem +questions, 145 +assumptive problem +questions creation, 146 +benefit questions, 156–157 +decision making hierarchy +and process, 152 +examination of, 157 +fuzzy phrases, 154 +iceberg theory of +questioning, 147–150 +line of questioning, 144 +loaded benefit question, +146–147 +mistakes, 153 +needs, pains, problems and +desires quantification, +150–151 +old sales techniques, 151 +personnel background, 156 +possible benefits, described, +143–144 +possible benefits as questions, +143–144 +present suppliers, 155–156 +question quality, 155 +success story, 153–154 +use of, 142–157 +Social engineering theory, 56 +Social engineering to gather +intelligence, 55–62 +about, 55–57 +contact selection, 57–58 +examples of, 60–62 +tips about, 59–60 +Social networking, 52–54 +Social networking site, 50 +Social proof, 170 +Softening statement, 134 +Sounding dumb, 133–136 +Sounding like a salesman, 200 +Sounding smart, 199–204 +Sources, 43–44 +“So what” to fears, 210 +“Speak less, sell more” rule, 159 +Spreda, Tim, 173 +Stand for sales, 203 +Staples (office supply +company), 30 +Stock, 53–54 +Success story, 153–154 +Swim with the Sharks (Mackay), +43 +T +Take the Cold out of Cold Calling +(Richter), 46–47 +Telephone prospecting, +benefits of, 8–12 +Telephone Prospecting and Selling +Report, 105 +Testimonials, 35 +Thanking, 113 +The 12 Best Questions to +Ask Customers +(Meisenheimer), 156 +The Art of Deception (Mitnick), +56 +The Dollarization Discipline (Fox +and Gregory), 150 +The way you sound, 201 +Time of opening statement, +128 +Toastmasters, 201 + + +240 +Index +Top-level executives, 37 +Trade journals, 52 +Traps, 138 +Trigger events, 40–42 +Trite phrases, 27–29 +Truths about smart calling, +12–13 +Twitter, 52–53 +U +Unconventional technique, +129 +Understanding prospects, +23–24 +Unlock the Game (Galper), 134 +Unusual names, 118–119 +Users, 57 +V +Valenta, Ales, 214 +Valuable information, 202 +Value Added Selling +(DiModica), 10 +Value meanings, 36–37 +Verbal nods, 162 +Voice, lowering of, 162 +Voice improvement self-study +course, 204 +Voice mail greetings, 222 +Voice mail message, 130–131 +W +Waitley, Denis, 212 +Wall Street Journal, 43 +Weasel words, 129 +Weinhaus, Evonne, 136 +“What they will do” +commitment, 190 +“What will you do” question, +189 +Wirsing, Jeff, 137 +Words of other, 169–170 +Wrapping up calls, 186–195 +Z +Zerg, Nancy, 213 +Zimmerman, Alan, 206 + + +ABOUT ART SOBCZAK +S +ince he was 14 years old, in his first sales job on the phone +selling tickets to the police fund-raising circus, Art Sobczak +has been a student, practitioner, and, for the past 27 years, also +a teacher of professional sales and prospecting using the phone. +All through high school and college he held a variety of jobs +that allowed him to sit in the comfort of an office, making money for +others and himself simply by talking on the phone. He knew he was +onto something. That trend continued after college in corporate sales +positions with the original AT&T, and with a division of American +Express. +Since forming his company, Business By Phone Inc., in 1983, +Art has helped hundreds of thousands of salespeople—and those who +might not have considered themselves being in sales—to generate +untold millions of dollars and extraordinary success by saying and +doing the right things by phone using conversational, commonsense, +nonsalesy processes and techniques. +He provides this assistance through many forms, including cus- +tomized onsite training workshops for companies and associations +(over 1,200 delivered) and his public Telesales College two-day +training seminars. In addition, he has authored over 100 audio, video, +and printed and electronic learning resources; for over 26 years he +has written and published the monthly Telephone Prospecting and Sell- +ing Report training newsletter, and for over 10 years his free weekly +sales tips e-zine. +To contact Art about possibly customizing a Smart Calling work- +shop for your company or association, or any other type of telesales +241 + + +242 +About Art Sobczak +training, e-mail him at ArtS@BusinessByPhone.com, or call (402) +895-9399. +Other Smart Calling and Telesales Resources +www.BusinessByPhone.com +Free weekly e-mail sales tips, free e-book, and listing of Art’s +other books, audios, videos, and other training resources. +www.Smart-Calling.com +Updated Smart Calling tips, seminar schedule of Smart Calling +workshops, and other resources, such as audios and videos +and free reports. +www.TelesalesSuccess.com +Art’s Inner Circle membership and coaching program where you +can have personal access to him. +www.TelesalesBlog.com +See Art’s tips, rants, humorous musings, and actual examples of +recorded calls. + + +“Finally, a sales book that makes sense! +As a master sales trainer, Art nailed—no, +obliterated—the number one fear of selling +in this great book: cold calling! Let him teach +you to stop cold calling and start +Smart Calling!” +—LARRY WINGET, television personality and + New York Times bestselling author +“Smart Calling is the benchmark as the +highest professional standard for effective +cold calling. Take the initiative to read and +implement Art’s rational principles and you +will sell much more and develop a prospect +base of potential customers who will call +you when they are ready to purchase or +graciously take your future calls. This is +THE BEST sales text I have read in the past +twenty years.” +—REX CASWELL, PhD, VP, LexisNexis + Telephone Sales +“You get only one chance to make the right +impression in sales. If a top prospect gets +a hundred calls a week, you want to be +the one he remembers and buys from. Art’s +proven methods create a unique brand for +you and position your offering as the best +option. Art’s advice isn’t just smart, + it’s priceless.” +—BOB SILVY, VP, Corporate Marketing, + American City Business Journals +“Smart Calling effectively enables inside +sales reps and organizations to accomplish +a top priority—acquiring new customers. +Art’s pragmatic and actionable techniques +will increase productivity, success, and +professional satisfaction.” +—BILL McALISTER, SVP, Inside Sales, McAfee +“A must-read, must-own book for anyone +who wants to increase their sales right away +with less effort and more fun. I’m so sure this +book is a winner for anyone who needs to +call prospects that I’ll personally assure you +that your results will increase noticeably after +reading it, or I’ll send you your money back.” +—MIKE FAITH, CEO & President, Headsets.com, Inc. +“If you need to make a fi rst call to anyone, +for whatever reason, this book is for you. +More than common sense, it’s a real-world, +no-fl uff, simple approach that anyone can +use to be successful.” +— DARCI MAENPA, President, West Coast +Chapter, American Teleservices Association; +Director, Member Support, Toastmasters +International +Praise for SMART CALLING diff --git a/library/Smart Calling/Chapter-01-Cold-Calling-Is-Dumb-but-Prospecting-Is-Necessary-Smart/Chapter-01-chapter-notes.md b/library/Smart Calling/Chapter-01-Cold-Calling-Is-Dumb-but-Prospecting-Is-Necessary-Smart/Chapter-01-chapter-notes.md new file mode 100644 index 0000000..4fa2109 --- /dev/null +++ b/library/Smart Calling/Chapter-01-Cold-Calling-Is-Dumb-but-Prospecting-Is-Necessary-Smart/Chapter-01-chapter-notes.md @@ -0,0 +1,27 @@ +# Smart Calling — Chapter 01: Cold Calling Is Dumb, but Prospecting Is Necessary: Smart Calling Is the Answer +- **Date Created**: 2026-10-11 +- **Status**: Not Started +- **Reading Span**: PDF pages 17–28 + +--- + +## 1. Pre-Reading Briefing +- **Core Question**: +- **Key Points to Watch For**: +- **Context & Thread from Prior Chapters**: First chapter — nothing carried in. + +--- + +## 2. Reading Review & Reflections +- **Prompt Questions**: +- **User Key Takeaways**: +- **Scaffolding & Feedback**: + +--- + +## 3. Chapter Synthesis +- **Core Thesis**: +- **Key Concepts / Mental Models**: +- **Notable Arguments & Evidence**: +- **Updates to Prior Understanding**: +- **Weekly Action Item**: diff --git a/library/Smart Calling/Chapter-01-Cold-Calling-Is-Dumb-but-Prospecting-Is-Necessary-Smart/Chapter-01-memory.md b/library/Smart Calling/Chapter-01-Cold-Calling-Is-Dumb-but-Prospecting-Is-Necessary-Smart/Chapter-01-memory.md new file mode 100644 index 0000000..afd7049 --- /dev/null +++ b/library/Smart Calling/Chapter-01-Cold-Calling-Is-Dumb-but-Prospecting-Is-Necessary-Smart/Chapter-01-memory.md @@ -0,0 +1,27 @@ +# Smart Calling — Chapter 01 Memory: Cold Calling Is Dumb, but Prospecting Is Necessary: Smart Calling Is the Answer +- **Stage**: Intake complete — awaiting preview +- **Next Step**: Run the Chapter 1 pre-reading briefing before the reader starts. +- **Reading Span**: PDF pages 17–28 +- **Source Text**: /library/Smart Calling/Chapter-01-Cold-Calling-Is-Dumb-but-Prospecting-Is-Necessary-Smart/Chapter-01-source-text.md (the chapter's own words; read instead of the PDF) +- **Full Record**: /library/Smart Calling/Chapter-01-Cold-Calling-Is-Dumb-but-Prospecting-Is-Necessary-Smart/Chapter-01-chapter-notes.md (read only if needed) +- **Last Updated**: 2026-10-11 + +## Carried-in Context (from earlier chapters) +- First chapter — nothing carried in. + +## This Chapter +- **Core Question**: Pending preview +- **Watch-For Themes**: Pending preview +- **Core Thesis**: Pending +- **Key Concepts**: Pending +- **Notable Arguments / Evidence Limits**: Pending +- **Action Item**: Pending + +## Reader State +- **Pending Questions**: None +- **Reader's Answers (paraphrase)**: None +- **Misconceptions / Feedback Given**: None +- **Personal Threads**: None yet + +## Open Threads +- None yet. diff --git a/library/Smart Calling/Chapter-01-Cold-Calling-Is-Dumb-but-Prospecting-Is-Necessary-Smart/Chapter-01-source-text.md b/library/Smart Calling/Chapter-01-Cold-Calling-Is-Dumb-but-Prospecting-Is-Necessary-Smart/Chapter-01-source-text.md new file mode 100644 index 0000000..d240bac --- /dev/null +++ b/library/Smart Calling/Chapter-01-Cold-Calling-Is-Dumb-but-Prospecting-Is-Necessary-Smart/Chapter-01-source-text.md @@ -0,0 +1,463 @@ +# Smart Calling — Chapter-01: Cold Calling Is Dumb, but Prospecting Is Necessary: Smart Calling Is the Answer +- **Source**: /library/Smart Calling/source-file.pdf +- **PDF pages**: 17–28 +- **Pages without text**: none + +--- + + +C H A P T E R +1 +Cold Calling Is Dumb, but +Prospecting Is Necessary: +Smart Calling Is the Answer +C +old calling. +Just hearing the words whispered by another causes chest- +tightening, loss-of-breath anxiety for many people. +Perhaps one of these people is you. And maybe that’s why you’re +reading this. Given the choice, most people would rather have their +fingernails slowly removed with pliers than pick up the phone, call +someone they do not know, and try to persuade them to do—or +buy—something. +The mere notion of cold calling incites fear—which results in +most people’s reluctance to do it. Add that to the fact that many cold +callers lack the knowledge and ability to do it well—not knowing any +better than to use the cheesy, sleazy, salesy-sounding techniques that +7 + + +8 +Smart Calling +have spread like viruses over the years—and it further compounds +the ultimate feelings of rejection after failing. +Yes, making cold calls is distasteful. And it’s dumb. I suggest +you never place another one. In fact, after finishing this book, I +want you to banish the term from your vocabulary when referring to +professional telephone prospecting. +But how will you know what never to do again? Let’s begin by +defining a cold call: +It takes place when a salesperson calls someone he does not +know, who does not know him, and—having little or no information +on the prospect—robotically dials number after number, giving the +same pitch to everyone who answers. +Of course, these calls are destined for failure. To illustrate the +absurdity of the concept, let’s look at this scenario: +A magazine writer is assigned an interview with Oprah Winfrey. +He begins his conversation with the world-renowned TV personality +by saying: “So Oprah, I’m going to do the same type of interview I’ve +done with hundreds of other people. Now—what is it exactly that +you do?” +Ridiculous, right? Such a scenario would never take place. +Now imagine this: A sales rep phones a company, gets someone +she believes to be a decision maker on the phone, and says, “Hi, I’m +Erin Nelson with Able Supply, a company that sells maintenance +supplies. I’d like to tell you about our products and talk about be- +coming a vendor for you. Now—what is it that your company does?” +Though equally absurd, conversations like these occur every +day: unprepared salespeople blindly make phone calls, using tired +old-school sales techniques, hoping that because they picked up the +phone and made a call that they will find someone who will agree to +what they want to accomplish. +But hoping is clearly not enough. +Why Telephone Prospecting Is Both Essential +and Profitable +Now that we have thoroughly trashed the concept of cold calling, +let’s get something else perfectly clear: Telephone prospecting is +essential for business sustainability and growth. +Huh? + + +Cold Calling Is Dumb, but Prospecting Is Necessary: Smart Calling Is the Answer +9 +That’s right. Prospecting by phone is a necessary part of new +business acquisition and growth. +Ideally, it’s not the only way, but it’s a vital component of the +model. Businesses that merely react—waiting for the phone to ring, +for web orders to stream in, and on business coming from existing +customers—are not nearly as successful as those who employ proac- +tive hunting, or telephone prospecting, as part of the mix. +Think about it: Every business has customers who quit buying for +lots of reasons—bankruptcy, downsizing, switching vendors, death, +lack of attention from the vendor, and more. Therefore, you need to +replace that business just to stay even—and then hope to grow. And +telephone prospecting can do that for you—quickly. +Of course, it needs to be done in the right way; the Smart +CallingTM way, as we’ll discuss soon. +Oh, there are detractors out there, people who say—and even +believe—that prospecting is dead. They use the term cold calling in +their denouncements, but they mean phone prospecting in general. +Some of these anti-cold-calling gurus have made names for them- +selves and profited by preying on the fear of cold calling. Just look at +some of the books and learning programs released over the past few +years: +Cold Calling Is Obsolete +No More Cold Calling +Never Cold Call Again +These resources suggest either getting people to refer you to +decision makers or doing direct marketing to generate leads so people +contact you. Those are sound theories and certainly preferable to cold +calling. If you have the time, ability, and money to engage in those +types of marketing programs to generate leads, I suggest you take +advantage of them (as long as doing so does not take away from your +selling time). In fact, I have personally generated millions of dollars +in sales from direct response advertising—a process wherein people +with whom I never spoke simply placed orders with us and gave me +money. +However, in reality, direct marketing is just that: marketing. +And when a sales rep—whose primary job is to sell—spends precious +selling time sending out letters, drafting e-mails, putting out door + + +10 +Smart Calling +hangers, and completing other administrative busywork, then he is +avoiding his most important function: talking to people. I’ve seen +many a sales rep who thought they were being productive by sending +out mail. In fact, they were just busy. In many instances, they were +afraid to make the calls, so they deluded themselves into believing +that they were engaging in sales behavior, which, in actuality, was +avoidance behavior. In fact—after browsing various online sales dis- +cussion forums—I came across proponents of telephone prospecting +who have much harsher terms for the people who buy into the “no +cold calls” method of selling: wimps, wusses, pansies, chickens, and +other terms too R-rated for this book. Additionally, when you have +identified a prospect you feel would be a great customer—someone +you just know would benefit wildly from a business relationship—you +may very well grow old and poor waiting forever for that person to +respond to a marketing campaign. And you might not know anyone +who could refer you to them. But picking up the phone quickly fixes +all of that. +The fact—proven by those of us who have made fortunes doing it +and those showing success right now—is that prospecting by phone +works. And when done the right way—the Smart Calling way (oops, +jumping ahead again)—it is wildly profitable. +In studying 4,658 actual +business technology buyers, +research organization +MarketingSherpa found that +more than 50 percent admitted +to short-listing a vendor after +receiving a well-timed and +relevant phone call. +In his very good book, +Cold +Calling +for +Chickens +(Cyan +Communications, +London), sales trainer Bob +Etherington writes, “Fact: In +any market 85 percent of the +available new business goes to +the 5 percent of sales people +who know the secret of suc- +cessful cold calling.” Though +Etherington uses the term cold calling, like most of those who teach +the successful way to do it, the call is not that cold at all. +The same goes for another expert who has proven the effective- +ness of prospecting, fellow author and sales consultant Paul DiMod- +ica. In his book, Value Added Selling, he says, +Cold Calling is the fastest way to increase your sales pipeline, your +company’s revenue, and your personal income. It is the difference + + +Cold Calling Is Dumb, but Prospecting Is Necessary: Smart Calling Is the Answer +11 +between meeting a CFO of a Fortune 500 company and selling to +supervisors. If you were to analyze the top income sales positions in +the U.S. (stockbrokers, commercial insurance salespeople, mergers +and acquisitions salespeople) you would find that they all cold call. +Telephone prospecting is the quickest, cheapest, and most inter- +active way to make a contact and a sale. Consider this: Many of you +reading this could pick up the phone right now, call someone you +don’t know and who never has heard of you, and have an electronic +payment transaction minutes later. +Let’s look at some of the other benefits of telephone prospecting: +r You can enter a buying process that already is in progress. +You may have been on the other end of this. Think of a situa- +tion where you were several calls, weeks, or months into a sales +discussion with a prospect. Perhaps you were already well into +the proposal phase. Then, suddenly, you are informed another +competitor has entered the picture. What? You’ve done the till- +ing, planting, and nurturing, and they come later attempting to +harvest the crop! Well, that’s fair. But you want to be that guy, +and prospecting does this for you. +r Phone calling creates immediate opportunities for you that +you never would have had previously. Hopefully, this does +not come as a shock: Only a minuscule percentage of the world’s +population is looking for what you sell right now or looking to buy +from someone different. But a phone call can change all of that by +bringing someone into a sales process immediately—even when +they were not previously considering doing anything differently. +r Calling creates future opportunities. To somewhat contradict +the previous point, you can surely create immediate opportuni- +ties, but let’s be real: Most of the people you call will not enter +into an active sales cycle with you at that immediate moment. +Some will simply and flat out not be prospects. However, there +may be a future fit with others, even if the timing is not right +today. Therefore, with regular prospecting, you methodically fill +your pipeline with qualified prospects whom you subsequently +enter into your stay-in-touch marketing campaign, so that when +the time is right, you are top-of-mind. + + +12 +Smart Calling +r It sharpens your sales skills. Anyone can reactively take an +order or respond to a warm lead who contacts you. The more +you practice regularly, the better you become. +r It’s motivating! When you take action on anything and move +toward a goal—especially if it is just a bit scary—it is impos- +sible to feel down or depressed. Your mind becomes preoccu- +pied with the task at hand, and you inherently find ways to +accomplish it. +Cold Calling Myths, Smart Calling Truths +Before we go any further, I must dispel some prospecting myths that +have been perpetuated over the years. Some of these beliefs are still +held by sales managers and reps, and in all cases they are just plain +wrong. They contribute to all of the negative opinions that surround +telephone prospecting and general sales prospecting. +Cold Call Myth: “It’s just a numbers game.” +Smart Calling Truth: It’s a quality game. It does not matter how +many calls you place; what’s important is the number with which +you have success. A baseball player could swing at every pitch, +but only the quality attempts have a chance of hitting the ball. +Casino games are numbers games; sales and prospecting is a +quality game. +Cold Call Myth: “For every no you get, you’re that much closer to +a yes.” +Smart Calling Truth: You are no closer to a yes unless you are doing +the right things to get the yes. The previous no has absolutely no +bearing on your next call. Activity solely for the sake of activity +does not get you closer to success. +Cold Call Myth: “You need to love rejection to be successful at +prospecting.” +Smart Calling Truth: You want to avoid rejection. It is a state of +mind based on how you react to what happens to you. I’m not +a psychologist, but I would say it is impossible to love rejection +unless you have some type of mental illness. Smart Calling shows +you how to get a win on every call—even when you get a no. + + +Cold Calling Is Dumb, but Prospecting Is Necessary: Smart Calling Is the Answer +13 +Cold Call Myth: “The telephone is just for setting an appointment.” +Smart Calling Truth: Salespeople are using the telephone to sell +every type of product and service. Limiting yourself by getting off +a call too early unnecessarily lengthens the sales process. Your +sales model might involve a face-to-face visit, but that visit will +always be more productive if you take your call further. +Cold Call Myth: “Never give the screener any information.” +Smart Calling Truth: The screener may be a decision maker or +influencer and needs to be treated like the buyer. We will devote +an entire section on this topic. +Still Think Prospecting Doesn’t Work? That’s News +to Someone Doing It +Scott-Vincent Borba, CEO of Borba (www.Borba.com), sells a line +of high-end unique skin care products that are applied as well as +ingested. In his first full year of business, Borba did $5 million in +sales, and every deal he made started with a cold call. His products +are carried by such companies as Saks, Sephora, Four Seasons Hotels, +Victoria’s Secret, and QVC. +In the early days, Borba made 60 prospecting calls a day. Al- +though he is now, five years later, an established celebrity in the skin +care field, he still makes prospecting calls. I asked what his revenue +is today. He said his company is privately held, but revenues have +increased 50 percent every year. I could do the math. +When I mentioned to him that there are people who believe +that prospecting is dead and doesn’t work, he screamed—even before +I could ask a question—“That’s crazy! Are you kidding me? I cold- +called Anheuser-Busch and sold them on carrying my beauty water! +These are beer guys!” +Borba has found such success in this area because he is prospect- +ing the right way. He stresses the importance of knowing about the +business issues of the company and the person he is calling. He also +suggests that callers treat executive assistants like CEOs, since they +are the decision makers’ most trusted advisors. These people have +often helped him get to and sell the C-level buyers with whom he +works. + + +14 +Smart Calling +Any final words on successful prospecting from Borba? +“If you want something, you have to make it happen.” +Okay, you might be thinking, all of this makes sense. Maybe +you already knew you needed to pick up the phone to accomplish +whatever objective you have to meet. The problems, though—the +real reasons you bought this book—might still be gnawing at you: +the “How?” part of it. +How can you make it more palatable to call someone you do not +know? +How can you show success doing it? +How can you overcome the fear of the no? +How can you avoid using outdated, salesy techniques and sound- +ing like the cheesy cold caller that everyone has experienced and +has their favorite horror stories about? +How can you avoid turning into a Jell-O-legged stutterer who +sounds like a total doofus when confronted with the inevitable re- +sistance? +The Answer: Smart Calling +The subtitle of this book is “Eliminate the Fear, Failure, and Rejec- +tion from Cold Calling.” I’m not being very humble when I claim +that this is a great title that I’m proud to have created. However, it’s +not about me. It’s about you and about how, together, we’re going to +do just what it promises. +Let’s define in three steps exactly what Smart Calling is: +1. Acquiring intelligence about people, companies, and industries +prior to speaking with a decision maker. +2. Using that information within a proven prospecting and sales +process, speaking in a conversational, consultative dialogue that +puts both you and the prospect at ease. +3. Consequently helping prospects take actions (buying from you) +that they feel good about and from which they gain value. +As a result, +r You get through to more buyers, more often, since gatekeepers +not only provide you with information but also become part of +the process and your sales team. + + +Cold Calling Is Dumb, but Prospecting Is Necessary: Smart Calling Is the Answer +15 +r Buyers are more receptive initially, in the first 10 to 20 seconds +of the call—the time during which most calls fail. +r Buyers don’t view you as a typical salesperson or vendor but +rather as someone who has their best interests in mind and can +provide real value and return on investment. +r You become more comfortable with your calls and confident in +what you say—even in difficult situations. +r You will never be rejected again. (You might be skeptical about +this one, but you’ll see exactly how and why this is the case later +in the book.) +Smart Calling versus Cold Calling +Let’s look at two sales calls from the same company. +One is a dumb call, very typical of what many salespeople do +every day. Perhaps you have been there as well. The other will be +the Smart Caller, who uses the process, strategy, and tactics we cover +in this book. +Dumb Caller: “Hi, Mike, I’m Dale Dufus with Insurance Partners. +We provide employee benefits, including health insurance. I’d like +to take 10 minutes of your time and tell you what we do, and show +you how we could save you time and money. I’ll be in your area next +week. Can we meet either Tuesday or Wednesday morning?” +In this brief, four-sentence opening, the caller made a number +of dumb errors that would probably cause him to be rejected: +r First, he assumed that the prospect went by a nickname and +began by calling him “Mike.” The list that Dale was working +from had the contact name as Michael Jacobs, and Michael +quickly corrected him. Ouch! +r He merely stated what he sells: employee benefits and health +insurance, with no explanation of value for Michael. There are +hundreds of companies that sell the same thing, most of whom +have already called Michael. People do not buy products or +services themselves; they buy the result. Simply talking about +products and services typically elicits a reaction of “We already +have that” or “We are satisfied with what we have.” + + +16 +Smart Calling +r He wanted to take 10 minutes of Michael’s time. Suggest to +anyone that you want to take something of value from them +without giving anything in return, and you immediately create +resistance. +r He was going to tell what he does, to which listeners instinctively +react by thinking, “Here comes a sales pitch. I’m outta here!” +r His only attempt at a value statement is the old, worn-out “save +you time and money.” This phrase is so overused and nondescript +that it means nothing to most people. +r Is Michael supposed to be excited that Dale will be in his area? +Come on! +r He asked for a decision: an appointment. Are you kidding? +Michael does not see a reason to stay on the phone for another +minute; he certainly would not waste time with a face-to-face +meeting. +Now, let’s look at a different sales professional from the same +company, selling the same thing. His approach with Michael is quite +different: +“Hi Michael, I’m Pat Stevens with Insurance Partners. Hope +you enjoyed your golf vacation. In speaking with your assistant, +Suzanne, I understand that you are in the process of evaluating +your competitive edge in the employment market and what you +can do to attract and keep the top talent in your various locations. +We’ve been able to help other companies in the same situation lower +their recruiting and hiring expenses, and increase their retention of +managerial staff. I’d like to ask a few questions to see if I could provide +you some information.” +Using the Smart Calling strategy, process, and techniques, Pat +was able to do a number of positive things: +r He used Michael’s first name, since he knew that he was an +informal guy and no one called him “Mr. Jacobs.” However, he +also knew that he hated to be called “Mike.” +r He knew that Michael was a huge golf nut and had just returned +from Arizona on a golf weekend with his buddies. He was able +to mix in a little golf talk later in the call. + + +Cold Calling Is Dumb, but Prospecting Is Necessary: Smart Calling Is the Answer +17 +r He referenced Michael’s assistant Suzanne, which gave credibil- +ity to the information he is relating. +r He knew that the company had recently lost some managerial +candidates who were hired by the competition because of a better +benefits package, as well as some existing employees who left the +company for the same reason. +r He did not talk about insurance or benefits and instead discussed +the results of doing business with his company—the precise re- +sults that addressed the issues that Michael now faced. +And all of that took place during the opening of the call—in the +first 10 seconds or so. Later in the call—by using the Smart Calling +process and techniques—Pat also: +r Asked questions to which he pretty much already knew the +answers about the company’s growth plans, their position in the +marketplace, the existing benefits package, and how people felt +about it. +r Commented on the great article that Michael had written for +Construction Executive magazine. +r Asked about Michael’s experience in working with one of his +company’s competitors prior to coming to work for this company +two years ago. +r Joked that they both are lifelong Chicago Cubs fans who hope +to see a championship yet in their lifetime. +As a result of all of this, Michael, of course, viewed Pat not as +one of the hundreds of sales reps who call him every year schlepping +insurance and benefits packages and offering quotes. He looked at Pat +as someone who understood his business and what he was concerned +about right now. Plus, he liked Pat. They connected. +But how did Pat accomplish all of this? How did he know all of +these things? How did he speak in such a conversational way at the +beginning of the call that captured Michael’s interest? How did he +avoid all of the dumb mistakes that typical salespeople commit? +Pat did his research before picking up the phone. He used sev- +eral online resources to get personal and professional information + + +18 +Smart Calling +about Michael, his company, his industry, and very importantly, +what Michael was concerned about right now. Then Pat used so- +cial engineering, the process of speaking with other people within +Michael’s company to gain intelligence about the company’s cur- +rent situation regarding their recruiting, hiring, and retention issues +and their present benefits package. He also learned about Michael +personally from his assistant Suzanne and a few others in the +department. +Pat used a conversational, soft-sell approach in his opening to +minimize resistance, create interest, and pique curiosity. This put +Michael in a state of mind where he wanted to hear more. +Pat used Smart Calling. +Now, don’t get worried if what you sell might not require as +much in-depth research as what Pat did. In some cases, just a little +information is sufficient to turn your call into a Smart Call, and you +will still benefit tremendously from this book. In summary, I can +think of only two reasons why someone would opt not to place a +Smart Call instead of a dumb cold call. +1. The sales rep is too lazy to put forth the effort. +2. The sales rep simply does not know what to do. +If you fall into that first category, I can’t help you. In fact, you +shouldn’t even be in sales. However, if you are willing to work, then +do not worry. I have the second reason covered for you. You are +about to see exactly how to do it yourself. Hop aboard, my friend; +here we go! diff --git a/library/Smart Calling/Chapter-02-Creating-Your-Possible-Value-Proposition/Chapter-02-source-text.md b/library/Smart Calling/Chapter-02-Creating-Your-Possible-Value-Proposition/Chapter-02-source-text.md new file mode 100644 index 0000000..4ba5e0a --- /dev/null +++ b/library/Smart Calling/Chapter-02-Creating-Your-Possible-Value-Proposition/Chapter-02-source-text.md @@ -0,0 +1,648 @@ +# Smart Calling — Chapter-02: Creating Your Possible Value Proposition +- **Source**: /library/Smart Calling/source-file.pdf +- **PDF pages**: 29–47 +- **Pages without text**: 30 +- **Note**: Includes the Section Two divider immediately before the chapter. + +--- + + +S E C T I O N +TWO +Pre-Call Planning + + + + + +C H A P T E R +2 +Creating Your Possible +Value Proposition +“You will get whatever you want in life by helping enough others +get what they want.” +—Zig Ziglar +I +often surprise the participants in my training sessions by spon- +taneously pulling out a digital camera and screaming, “Group +photo time!” I tell them to smile, holler, and wave and that +they can view the photo the next day on my Telesales Blog +(www.TelesalesBlog.com). Then I ask whose face they will look +at first when they view the photo. +Of course, everyone sheepishly smiles and says, “Myself.” +We then discuss how we all, mostly, care about ourselves. We’re +looking out for number one, baby. +But this might surprise some salespeople: Prospects do not share +those same feelings about you. In fact, they do not care about you +at all, because they have their own group photo mind-set. They are +not concerned about your quota; they don’t give a rat’s behind about +21 + + +22 +Smart Calling +what you want to do. You think you have a great product or service? +Not a blip on their radar. +The prospect cares mostly about . . . the prospect. About what +he or she will do next, and how it will affect him or her. And that is +what you need to care mostly about as well: the prospect. If you want +any chance at all at being successful with Smart Calling, everything +you think about, do, and say needs to be about the prospect. +So get over yourself. You are not going to buy from you. From +this point forward, it is all about them. +Where am I going with this? +When you embrace the all-about-them mind-set, you distinguish +yourself from the typical self-interested salesperson or cold caller +whom everyone tries to avoid. Two very basic fundamentals of sales +that I have taught for more than 27 years are: +1. People love to buy but hate to be sold. +2. People buy for their reasons, not yours. +The all-about-them philosophy compels you to think about how +to ideally build your calls using Smart Calling and allows us to do a +couple of things in the process: +r Understand the motivators of people who do and would buy +from you. +r Clearly articulate the possible value buyers may receive by buying +from you. +This chapter’s ultimate goal is for you to create Possible Value +Propositions, which are the specific words and phrases you’ll use in +voice mails, with screeners, and in your opening statements. The +statement’s intent is to stimulate curiosity and interest in speak- +ing with you, while minimizing the chance for resistance. You also +will use these Possible Value Propositions (PVPs) to develop need- +uncovering questions to learn if your prospects see value in what you +sell—or to help them see it. +As you make your way through this chapter, I’ll insist that you do +more than just read passively. You’ll go through a series of exercises +that require writing a number of statements and phrases that you’ll + + +Creating Your Possible Value Proposition +23 +plug into the Smart Call process later. These exercises will provide the +foundation for what you will say on your calls. So go grab a pen and +paper; I’ll wait. +Understanding Your Prospects and Why They +Might Buy from You +A major reason that so many new products fail is that companies +create the product because they think it is a great idea. They do +this instead of following the tried-and-true formula: Find a need and +fill it. +Salespeople similarly fail because they try to sell what they think +is cool, as opposed to understanding the prospects they are talking +to and what they might want. To begin creating your Possible Value +Propositions, we must first enter the worlds and minds of the people +we call. +There was a very good show on NBC a few years ago called +Boomtown that actually caused people to think. (That’s probably +why it got canceled after a season.) The show’s premise was to exam- +ine one particular crime from a variety of viewpoints. For example, +viewers might watch what appears to be a bank robber running from +the scene of the crime. But as it turned out, when you heard the +story told from the perspective of other people at the scene, various +individuals had quite diverse slants on what actually occurred; even +though they had all witnessed the same event. +What does this have to do with sales? As salespeople, we have +opinions and feelings about why people should buy from us. However, +our prospects might—and often do—have quite different thoughts +and feelings. And again, what matters most? That’s right: what they +think. +All right, I think you’re ready now. Have that pen and paper? +Let’s get started with an exercise. +Picture all of the people involved in the decisions to buy or +influence the decision to buy what you sell. List them by what defines +them. For example: +r CEOs +r Midlevel manager + + +24 +Smart Calling +r Small business owner +r Human resources recruiter +r Any person in charge of buying the copy paper in the office +Ask yourself the following questions and write out the answers for +each person you’ve listed. (And don’t freak out if you don’t have all +of the answers. As you talk to more prospects and customers, you’ll +have the opportunity to actually ask them and fill in any missing +information.) +What Does Their Daily World Look Like? +Would a visit to your customers tell if they worked in a cubicle farm +with hundreds of others or if they operate from whatever phone they +pick up as they put out fires on the manufacturing floor? Is what you +sell an integral component of their job, or is it just one of those tasks +that needs to be done by someone, and they drew the short straw? +Putting yourself in someone else’s shoes helps you better un- +derstand their thought processes—which enhances your ability to +discern and discuss what may be of value to them. +How Are They Measured in Their Jobs? How Can You, and +Your Products or Services, Possibly Impact That? +Appealing to buyers’ personal needs is a secret of top sales reps—as +well an often overlooked motivator. Everyone has self-centered +needs that they consider important within the scope of their jobs, +needs that naturally affect their decisions. For example, they want to +look good in their boss’s eyes; they don’t want to screw up the high- +profile project their manager has given them; they need to hit their +sales numbers so they get that bonus; they want to be respected +among their industry peers; or maybe they want to lessen their +workload. +On the speaking and training side of my business, I’m often hired +by meeting planners whose job it is to coordinate large national sales +meetings for their clients—typically bigger companies. Of course, +their professional objective is to pull off a successful event for their +client. But I also know one of their personal motivators. After I had + + +Creating Your Possible Value Proposition +25 +hit a home run with a workshop for a planner’s client, she told me, +“Wow, you made me look like a hero with them! They complimented +me on hiring you.” I could sense that having her ego stroked with +those kudos had an impact on her beyond just the sense of a job +well done. So now, when speaking with other meeting planners who +are considering hiring me, I always ask, “What do you want your +clients to tell you after a meeting?” Or “How can you look like a +hero to your client after the meeting?” And I’ve even used it in voice +mail messages and openings on Smart Calls: “. . . and other meeting +planners have told me that our programs have helped them look like +a hero in the eyes of their clients.” +As It Relates to Your Type of Products or Services, What Do +Buyers Typically Want? +Psychologists say that people are typically motivated by the desire +to gain or by the fear of pain or loss. In this question—and the next +one—we are applying these motivators to what we sell to help us +understand what piques people’s interest. So be specific when you +answer. Get sensory with your descriptions. For example, a software +sales rep should not say, “Clients want good customer service.” That’s +vague. A more visual answer is “Users want their technical support +calls answered the first time they call, without being put on hold or +having to leave a message.” That’s easier to visualize, isn’t it? It stirs +more emotion, which is what we want to do to get people to move +in our direction. +Other examples include: +r Increased targeted web traffic, resulting in more click-throughs +and sales. +r Larger average sale on inbound calls. +r More productivity per hour on the assembly line. +r A higher customer satisfaction rating from their buyers. +Right now, brainstorm and write out your own buyer wants. Put +yourself in your buyers’ position, and figure out exactly what their end +goal would be. + + +26 +Smart Calling +As It Relates to Your Type of Products or Services, What Do +Buyers Typically Want to Avoid? +This is where you define the pain factor. Social scientists tell us that +people will do more to avoid pain than they will do to gain pleasure, +so this could provide even stronger Possible Value Propositions for +you. Here are just a few examples of how Smart Callers could help +their prospects avoid pain: +r Avoid costly lawsuits. +r Avoid fines because of noncompliance with state regulations. +r Minimize turnover in the call center. +r Eliminate duplication of data entry. +r Lower the cost of virtually anything (more on this one later). +You’ve probably noticed that just thinking about and writing +down your answers gets you further inside your prospects’ minds +and allows you to better understand their perspective and way of +thinking—the ideal spot from which to prepare for, and execute, +your Smart Calls. +The other benefit is that you have just crafted word-for-word +phrases that you may be able to polish and plug into your voice mails +and interest-generating openings. Congratulations—you have begun +building your Possible Value Propositions! Let’s dig deeper into what +these are and explore more ways to help define yours. +Defining Your Possible Value Propositions +You’ve probably noticed that I’ve used the term Possible Value Propo- +sition several times. What’s up with the “possible” part, you might be +wondering? Well, if you’ve been through any type of sales training, +you might have been taught to sell the benefits. But there are some +problems with that. +r Most of what sales reps and marketing people believe to be benefits +are actually not at all of personal interest to prospects. These +benefits simply state facts about products and services and are +many times just cutesy slogans that mean nothing. + + +Creating Your Possible Value Proposition +27 +r A benefit is of value only if the person hearing it perceives it to +be of value at that very moment. What is beneficial to someone +today might be meaningless a few months from now. +r Value is not what you say it is; it is always what the buyer +perceives it to be. +r Most important (this should be blown up in big letters and put +on a poster in your office), buyers perceive value as a result +of owning and using your product or service. The value is in +the outcome—not the product or service itself. They become +interested, and buy, because they see a photo of the end result, +with themselves in the picture. +This is why I call it your Possible Value Proposition. There are +other authors, trainers, and gurus who term these your unique value +proposition or simply your value prop. However, I think it’s im- +portant to remember that everything we create and believe to be +of value for our prospects is just that: what we think it is. And it +remains this way until we find out for certain, by talking to our +prospects. +Oh sure, these things have been of great value for others; they +might be for most prospects and probably will be for our prospects. +We’ll just need to confirm that on our calls. Using the term possible +helps us not be too presumptuous, which could cause us to pitch +something without asking questions first. +So—keeping all of this in mind—we’ll now examine what to +avoid and then what to do when creating your Possible Value +Propositions. +What to Avoid (or Things That Would Cause Your Prospect +to Say, “So What?”) +I was in my car, stopped at a traffic light, when I glanced at the +pickup truck next to me. It was a typical construction work vehicle. +Underneath the company name, in big letters, was its motto: +Practically Perfect Vinyl Siding +Huh? I did a double take. +Would I want siding that was just practically perfect? Is there a +discount if it’s just practically perfect? + + +28 +Smart Calling +I understand that maybe if you give this some thought—perhaps +even referencing your Webster’s—you could argue that they have +another intended meaning for “practically perfect.” But the first +impression that entered my mind was that it did nothing for me. In +fact, it was negative. +Too often, I run into companies whose sales reps are told to use +phrases on their calls that were drafted by an advertising copywriter +who has never sold anything. Sometimes they are just repeating a +company motto, like We Unfold the Technology of Tomorrow, Today. +What? What on earth does that mean? +We’ve Been in Business for Over +Years. Or We’re the Largest +. . . +And that helps me . . . how? +We’re the Most Experienced in the Industry +According to what criteria, and how does that affect me? +We’re the Most Respected . . . +Oh, really, by whom? That’s as meaningless as when CNN +says it’s the most respected name in news. +We’re a National Company with 30 Locations +What if I’m a little company doing business in my local zip +code? +We Have a Commitment to Quality +That’s nice. Who doesn’t? How will that help me, specifi- +cally? +We Were the First to . . . +So? What have you done since then, and how will it help me? +We Provide Cost-Effective Solutions . . . +Uh-huh, and that means . . . what . . . exactly, as it relates to +what I want? +And just because something is free does not make it a benefit, +either. A guy working the US Airways MasterCard booth at the +Phoenix airport was standing in the middle of the concourse yelling +to anyone who would listen, “Free stuff!” He apparently was giving +away some type of T-shirt or stuffed animal in exchange for signing up +for the credit card. I wasn’t quite sure, though, since I, like everyone + + +Creating Your Possible Value Proposition +29 +else, went out of my way to avoid him and not make eye contact. The +free item was not a benefit, because I already had the card. +I heard a radio commercial the other day that offered a special +report on preventing some physical malady and at the end implored, +“Call right now! The phone call is free!” You could have offered to +pay me to call, but I wouldn’t have; I wasn’t interested in the report. +What’s my point? Free is not a benefit in and of itself, but count- +less salespeople seem to think it is, and they use it to try to create +interest. For example, “Hi, Mr. Prospect, I’m with Network Security +Associates, and I’d like to offer you a free network security evalua- +tion.” If the product, service, or thing that is the main deliverable is +not desirable, it doesn’t matter if it is free. +The purpose of providing you with all of these examples is that +we must clearly state some possible value for our prospects. It must +answer their question: “What does this do for me?” Let’s continue +and explore more ways to create your PVP. +Pain and Gain +You made a list earlier of what your prospective buyers want and what +they want to avoid, relating to your type of product or service. (You +did do that, didn’t you? Go back if you haven’t—this is important +stuff.) +Look at those answers again. Hopefully, you and your product +or service can deliver much—or all—of what you wrote regarding +what prospects want and don’t want. Those are Possible Value +Propositions. +You can also combine the pain and gain into one PVP. For exam- +ple, a sales rep for a construction contractor could say, “We specialize +in working with landlords whose properties failed building inspections and +fix them so they pass.” +Here are some additional ideas for identifying more PVPs. +The Easy Way to Provide Possible Value +The radio commercial claimed, “Lose weight the easy way. No more +sweaty gyms. No more starving yourself. No exercise. Simply take this +pill. . . .” + + +30 +Smart Calling +Yeah, right. The sad thing is that their phones probably went +crazy with orders. People like to do things the easy way whenever +they can. +Just notice some of the other ads that are always on TV: one +wrench that does the job of an entire clumsy toolbox of them, little +pads to place under your furniture and appliances so you can move +them with little effort, a vegetable chopper that takes a fraction of +the time of chopping with a knife, and so on. +Your e-mail inbox today probably has some pitches with this +theme: Get rich quick by doing nothing more than reading e-mail, +and make money in your jammies. +And who doesn’t want the easier way? Office supply company +Staples R⃝has run a very successful ad campaign around the Easy +Button. We all wish we had one; the reasons aren’t always the same, +though. Some people are lazy. Others, however, are so motivated, +busy, and overworked that simplifying some tasks will free up more +time for others. Most people are somewhere in between. Whatever +the case, ease is a universally attractive benefit. +Is this something you can provide? If so, define how. Fill in the +following blanks: +We make it easier for companies/individuals to +. +We cut down the amount of time it takes to +. +We help eliminate the dreaded tasks of +. +We cut down on the hassle of +. +We lessen the stress of +. +Are You Able to Help Cut Costs? +Cutting costs is usually a strong Possible Value Proposition, since it is +one way for a company to increase profits. Is this something you can +affect? How do you help companies or individuals control or cut costs? +Think of how you can use any of these phrases to describe the +results you provide your prospects and customers. +Cut the costs of . . . +Reduce expenses on . . . + + +Creating Your Possible Value Proposition +31 +Trim the fat from . . . +Lower the payments on . . . +Lessen the . . . +Control the costs of . . . +Reduce interest rates on . . . +Eliminate the waste in . . . +Minimize the number of . . . +Prevent increases in . . . +Pay less for . . . +Get discounts on . . . +Increase the amount of +they get, for the same price they’re +paying now +Find the best prices for . . . +Reduce spending on . . . +Delay increases in . . . +Consolidate the bills for . . . +Take advantage of credits for . . . +Reduce debt . . . +How Are You Different? +Another way to strengthen your Possible Value Proposition is to +separate yourself from the masses. Be different. Kind of like the Two +Hip Chicks. +Let me explain. +While driving into my suburban neighborhood, I paid little at- +tention to the collection of hand-drawn and Home Depot-purchased +signs cluttering the street corner, all of which screamed out: garage +sale! However, one grabbed my eye: +TWO HIP CHICKS GARAGE SALE +SELLING OUR COOL STUFF +Now, I’m not a rummage sale kind of guy; but I went out of my +way and turned down the street to see what this was all about. Not + + +32 +Smart Calling +sure of what to expect, I drove by the house. It pretty much looked +the same as the other garage sales I passed along the way, with one +exception: +There were lots of people at this one. +That didn’t surprise me. +The Hip Chicks set themselves apart from the masses. They +added a little emotion and psychology to the mix. After all, who +wouldn’t want used stuff that is hip and cool, as opposed to someone’s +junk that will be thrown away if they don’t sell it? +So, what makes you different? What sets you and your company +apart? What are the advantages you have over your competition? +Let’s face it: Lots of companies sell exactly the same thing. Yet +some manage to thrive while others struggle or go out of business. +The difference maker is—well, the difference. +If you think you can’t do this because you feel you sell a com- +modity, you are probably right. Your cause will be hopeless. That’s +because you must first believe in the difference that you offer, whether +it’s price, quality, or service. +“If we can differentiate a dead +chicken, you can differentiate +anything.” +—Frank Perdue, founder of +Perdue Farms +I heard a great differential +advantage on a radio commer- +cial: “There are lots of services +you could pick from, but at One- +Hour Heating and Air, if we’re +not on time, you don’t pay a +dime.” +I can look out my office window and see a Super Wal-Mart a few +blocks away, with their well-known advantage plastered on the side +of the building: “Always Low Prices. Always.” +There’s a local computer company that runs a great ad differen- +tiating itself from the chain electronics retailers by making fun of +how technical and impersonal the big-box boys are with customers. +Their ads end with this differentiating line: “Bottom line, we will be +cheaper, faster, and more polite than the computer chain stores.” +Here’s an example of a sales rep trying to create value: “Hi, +Ms. Prospect, I’m Joe Seller with Contractor’s Supply. We sell drywall +supplies, and I’d like to tell you what we sell and see if we could become +one of your suppliers.” +Yawn. He’s basically saying that he does the same thing as every +other drywall supplier. Worse, his comments are likely to incite +resistance, since he’s suggesting that he wants to sell something. + + +Creating Your Possible Value Proposition +33 +Here’s a much better version that differentiates the caller: +“Hi, Ms. Prospect, I’m Joe Seller with Contractor’s Supply. In talking +with Jean in your office, I understand that your installers now spend +quite a bit of time leaving jobs and running to your supplier to pick +up materials when they need something. What sets us apart is that we +have trucks out that offer delivery within an hour when contractors need +something. I’d like to ask a few questions to see if what we offer might +be of value to you.” +That was a Possible Value Statement actually plugged into the +interest-creating opening. We will cover how to do that in depth +later. +Here are a couple of others: +“Jane, I’m Pat Sellar with Info Industries. Like many people who are +probably now calling you, I saw the news about how your network +was compromised by a cyberattack. We specialize in helping companies +protect their customer information from theft or viral attack, and what +sets us apart is. . . .” +“Allison, I’m A. J. Scott with Murano Consulting. My compli- +ments on your recent article about the state of the recruiting business. +We have worked with a number of search firms in helping their recruiters +cut down on the number of days it takes to fill their positions. I know +you might get a lot of calls like this as a result of the article, but what we +do differently is. . . .” +Now it’s time for you to define your own differential advantages. +Brainstorm and simply fill in the blanks: +What sets us apart is +. +What makes us different is +. +Something that you’ll get from us that no one else offers is +. +The Value You Have Already Provided for Others +Some of your strongest, most interesting, and impactful PVPs will +simply describe what you have already done for your other customers. +These are the specific results your customers have realized. + + +34 +Smart Calling +For the following exercise, I want you to research your 20 biggest +sales. Also include the customers who have been buying from you +the longest. You are looking for the answers to this simple question: +What specific, tangible, and measurable results did they realize by +being your customer? +This will provide you with more Possible Value Propositions. For +example: +“We have helped other pediatric dentists cut their cost of new patient +acquisition by an average of 50 percent, while increasing their number +of new patients by 25 percent within six months.” +“We’ve allowed publishing clients that were using 5 to 10 different +programs to manage the various aspects of their online marketing and +sales to replace all of their programs with just one, cutting their software +costs, saving hours of time, and in some cases, doubling their online +book sales.” +“Recruiters who use our career postings tell us that the candi- +dates they attract are better qualified, meaning they save hours per +week by not having to deal with applicants who would never be +considered.” +Now I know there are some people reading this—not you, of +course—who aren’t quite sure why people bought from them, or +what the results were afterward. Not a problem—just ask them. +Call your customers and say, “Pam, we appreciate your business and +want to be sure that we continue to give you everything you want +and expect from us. To that end, I’d like to ask a few questions. +Please tell me, what were some of the main reasons you bought from +us initially? And what specific results have you received from working +with us?” +Listen to their responses, and then dig deeper. Prompt them +to attach numbers to their answers. Get dollar amounts: The more +specific the information, the better. +In her e-book, Developing Strong Value Propositions, author Jill +Konrath, who helps sales pros sell to big companies, said, “I had +lunch with the president of a half-billion dollar division of a major +corporation. She told me that if someone contacted her and said he could + + +Creating Your Possible Value Proposition +35 +reduce waste by just 1%, she would meet with him immediately. Why? +Because she knew exactly how much her company spent on waste—and +it was a lot of money. Every penny she saved would go right to the +bottom line.” +(I recommend that you get a copy of Jill’s free e-book. It’s +one of the best, most comprehensive resources I’ve seen on com- +ing up with value propositions. You can download it at www. +SellingToBigCompanies.com/vpbook.) +Smart Calling Tip +When customers volunteer a positive statement about any result +they have experienced by buying from you in a normal conversa- +tion, ask them if you could use that when you speak with other +prospective customers. Tell them you will put it in an e-mail +and request that they reply to give their approval. Then set up +a “Testimonial/PVP” folder in your e-mail program or customer +relationship management (CRM) system. +Do You Help Inadequacy? +Here’s an especially powerful possible buying motivator: inadequacy. +Think about all the ads out there for products and services that +help with conditions like hair loss, being overweight, body parts too +large or too small, and personal appearance deficiencies of any other +type. One of the longest-running magazine classified ads is for shoe +lifts to make men taller. +Does your product or service affect inadequacy in any way? For +example—and recalling what we covered earlier about helping your +buyers personally—can you help any of your buyers improve their +status within their company or industry? Are they fed up with getting +smacked around by the competition and losing out when they reply +to requests for proposals? Do their products get negative reviews in +the online forums? +I often hear from managers whose sales reps are fearful of picking +up the phone to prospect. When they finally do call, they lack + + +36 +Smart Calling +confidence and consequently get blown off their calls—setting off +the chain reaction of poor morale and call avoidance. One of my +PVPs is “I have helped sales reps who previously were uncomfortable with +and lacked confidence in prospecting to actually enjoy the process, and +double their number of new accounts.” +Define if and how inadequacy might be felt by your buyers—and +let them know exactly how the results of your product or service +can fix it. +Value Is Not the Same for Everyone +A final thought on understanding your prospects and defining value: +Even though they may be employed by the same company, everyone +involved in your buying process probably does not define value in +the same way. +If you were at a party, for instance, would you talk to the third- +grade daughter of the host the same way you would speak with a +college professor in attendance? Of course not! So let’s put this in +perspective: Do you sell the same way to the different types of buyers +of your products or services? If so, that’s like sending an identical +direct mail piece to every prospect, hoping it touches on something +they all are interested in. +A purchasing agent has dissimilar needs than a product or service +user. A company owner views purchases differently than a person +who is on his third company in two years and is just going through +the motions in his job. The guy who maintains the grass outside the +office has a different perspective than the person looking out at it +from her top-floor corner office. +Again, the key element is what you think about before your call. +Clearly, if you’re only thinking “sell,” you’re sorely misguided. The +correct mind-set is “Who am I talking to, and what might they want?” +As you identify the different levels within an organization you +might speak with—or at least those who are affected by what you +sell—be sure you have clarified the PVPs for each. For example: +Executive Assistants. They want to know: “Does this sound like +a self-interested time-wasting salesperson, or someone who +might have something worth my boss’s time?” + + +Creating Your Possible Value Proposition +37 +Users of Your Product or Service. They are interested in how +they will be affected, directly and otherwise. Will you make +their job more difficult and cause them more short- and +long-term work, or will you have the opposite effect? They’re +interested in the technical, how-to aspects. (Important point: +At this level and lower, a solution that could help eliminate +waste and labor duplication might also serve to eliminate +their jobs or those of their friends, so be cognizant of what +you are suggesting.) +Managers of the Users of Your Product or Service. How will +you affect their overall department? They are similar to the +users but also concerned about how it will fit within a budget. +Top-Level Executives. They aren’t as concerned about the +details as they are about the end result you can deliver, +particularly for the long term. Usually, it is the return on +investment. +You have now worked to define what possible value you might +be able to provide for your prospects, and you are in a Them frame of +mind. We now will work on making our calls Smart. +Smart Calling Action Steps +What else will you commit to do as a result of this chapter? diff --git a/library/Smart Calling/Chapter-03-Intelligence-Gathering-Making-Your-Calls-Smart/Chapter-03-source-text.md b/library/Smart Calling/Chapter-03-Intelligence-Gathering-Making-Your-Calls-Smart/Chapter-03-source-text.md new file mode 100644 index 0000000..7fb8691 --- /dev/null +++ b/library/Smart Calling/Chapter-03-Intelligence-Gathering-Making-Your-Calls-Smart/Chapter-03-source-text.md @@ -0,0 +1,611 @@ +# Smart Calling — Chapter-03: Intelligence Gathering: Making Your Calls Smart +- **Source**: /library/Smart Calling/source-file.pdf +- **PDF pages**: 48–64 +- **Pages without text**: none + +--- + + +C H A P T E R +3 +Intelligence Gathering: +Making Your Calls Smart +P +erhaps you’ve heard the quote attributed to Sir Francis Bacon: +“Knowledge is power.” However, with respect to Sir Francis, +knowledge is not power. To quote Calvin Coolidge, “There +are lots of educated derelicts.” +“Prepare to win, or lose +to someone who is.” +—Jeffrey Gitomer +What +differentiates +a +dumb cold call from a Smart +Call is, first, what you learn +about a prospect and his situa- +tion. The power comes in how +you use this knowledge, which we will discuss later in the book. In +this chapter, we’ll cover intelligence gathering: what you want to +learn and, then, where to find it. +What Information Do You Want about Your Prospects? +The intelligence you seek depends on what you sell and why some- +one would buy. Simpler sales—those that are more transactional +38 + + +Intelligence Gathering: Making Your Calls Smart +39 +and have a shorter sales cycle, such as an ad in the community +magazine—are not likely to warrant as much time as a seven-figure +sale for consulting services to a Fortune 100 company. However, the +same processes and techniques can be used in both situations. +In general, you are looking for factual data as well as situational +information. Facts include basic statistics, such as how many loca- +tions or number of employees the company has, their financial results, +and, as obvious as this might seem, what the company actually does. +However, I’m not shy to repeat what should be obvious since I know +most people—including myself—regularly need to be reminded of +the fundamentals. +As an example, it boggles my mind how salespeople can pick +up the phone to call a company without even knowing what they +sell. For example, my company’s name is Business By Phone Inc. +I am regularly prospected by clueless callers who think that we are a +phone system reseller, a telemarketing service agency, or a company +much larger than we are, since they pitch me on services appropriate +only for companies with more than 50 employees. Dumb. +Beyond acquiring the basic facts, the real jackpot lies within +the situational information you uncover. This is anything about +the company, industry, or individual that may make them a good +prospect for you because of a need, pain, problem, desire, or other +circumstance on their part. For example: +r A bank is building two new branch locations. +r A furniture company is being sued because of alleged faulty +construction in one of its products. +r A manager at any company has just been promoted to VP. +r A CEO is interviewed by a blog author about trends in his +industry and shares some initiatives they are working on this +year. +r According to a national study, sales are down across the board +for independent bookstores. +r New state regulations require small service businesses to collect +and report sales taxes where they did not before. +Think big picture for a moment about the chains of events that +could create needs, pains, problems, and desires for the people and + + +40 +Smart Calling +companies involved in those situations. Consequently, there are +countless opportunities for all kinds of businesses that help solve +those problems or fulfill those desires. Construction companies, law +firms, recruiters, anyone who helps increase sales, software developers +and installers—the list is endless. +Here are a few other activities that could create an environment +in which someone would be eager to hear about an appropriate +Possible Value Proposition: +r Awarding of contracts. +r Expansion or downsizing—geographically, personnel-wise, divi- +sions or subsidiaries, product or service offerings. +r Legal actions initiated, or the target thereof. +r Restructuring. +r Initiatives of any type: cost cutting, push for more sales, becom- +ing more customer-focused, streamlining network operations, +getting a greater ROI on anything. +r Change of most types: new personnel, products, or product in- +troductions. +r Any other compelling event, such as a new product launch, or +deadlines of any type. +Identify and Look for Trigger Events +Craig Elias was a top sales rep for telecommunications company +WorldCom. During its collapse, Craig realized that he could either +find another company to sell for or do something on his own. He +chose the latter. He felt that he could help other sales reps use a model +he discovered and fine-tuned while rising to the top at Worldcom. +When analyzing his six- and seven-figure sales, he noticed a +trend emerging. Every sale was a result of a trigger event that shifted +a prospect from being someone who never would have bought from +him previously into someone who was highly likely to buy from him +now. These events moved people into what Elias calls the window +of dissatisfaction. Elias’s model identifies three categories of trigger +events. Determine how they apply to your buyers: + + +Intelligence Gathering: Making Your Calls Smart +41 +1. Bad Experience: The buyer has an unpleasant experience with +a product or service, people, or a provider. For instance, there +may have been a product or service change with their existing +supplier that creates dissatisfaction. +2. Change or Transition: The buyer has a change or transition in +people, places, or priorities. For instance, there may have been a +change in the buyer at an account. +3. Awareness: The buyer becomes aware of the need to change +for legal, risk-avoidance, or economic reasons. For instance, the +person may have a new understanding that buying from someone +like you is less risky or cheaper than continuing to buy the +existing solution. +These events are the types of information you would like to learn +before speaking with your decision maker. +Craig has a useful free tool at his site called a “Won Sales Anal- +ysis” that I suggest you download. Instead of focusing on the sales +you’ve lost, this application helps you analyze the sales you’ve won +to help identify the common trigger events that place buyers in that +window of dissatisfaction. Get it at www.WonSalesAnalysis.com. +I actually experienced a trigger event while working on this +chapter. I had taken a couple of full days to do nothing but write +while at my Arizona home. I’m diligent about regularly saving my +work—especially something this lengthy and important—as I write. +When it came time for me to leave for my other office in Om- +aha, I went to e-mail myself the two chapters I had written so that +I would have them on my main office machine. However, they were +nowhere to be found! I’m no tech novice, and I just knew they had to +be hiding somewhere. I frantically searched for the files. Nada. Talk +about a sick feeling! To make things worse, my flight was leaving +in 90 minutes. Wanting to continue my search, I quickly added the +GoToMyPC service to that computer, since I could then access it +from any Internet-connected computer later. (I never did locate the +files. Luckily, I had printed out hard copies and was able to re-create +them—with some pain and expense.) +Now, though I have not yet spoken to the GoToMyPC people, +I would imagine their sales reps—if they practice a form of Smart +Calling—would want to know if prospects and their employees ever + + +42 +Smart Calling +work from home or another remote location and whether they ever +had emergency situations where they needed to search for data on +another machine. (This is something you can learn by doing social +engineering, which we will cover shortly.) As one of their customers, +I’m more than willing to share this information with them—and +perhaps even help them improve their product. +Possible Resources for You: A bit later in this chapter, I list +a number of places to collect intelligence about your prospects. +Since we are talking about trigger events, I’ll jump ahead and +give you a couple of these now. Both www.InsideView.com and +www.SalesFuel.com are excellent online services that can help you +target and take advantage of events and situations so you can Smarten +your calls. +Smart Calling Exercise +1. List the factual information you would like to learn about your +prospects before a call. +2. Identify the situational information you would like to learn +prior to your calls. +Getting Personal +In addition to acquiring information on the company, it’s helpful to +be knowledgeable about the people. What information is important +to know? Whatever is available. Dig for what you can find out about +them personally and in their professional lives. I’m by no means +suggesting you mention or use everything you learn, since you don’t +want to come across as a creepy stalker. A female client told me +a sales rep cold-called her and, in the opening, told her that he +saw her picture online and liked her smile. (I can hear the collec- +tive “Ewwwwwe!”) You, of course, need to be judicious and use the +information appropriately. +This becomes valuable when you can make a closer connection +with your prospect by asking questions later in a call (questions you + + +Intelligence Gathering: Making Your Calls Smart +43 +will probably know the answer to: “I’m assuming you’re a Penn State +football fan?”) or making a comment about what you know: “By the +way, I always like to be prepared for my calls and did some research. +That was a great article you wrote for the Components Insight web +site.” +In his classic book, Swim with the Sharks (without Being Eaten +Alive), author Harvey Mackay explained the tool he required his +sales reps to use, called the Mackay 66. It is 66 pieces of informa- +tion that reps need to collect about their prospects and customers: +business background, special interests, their lifestyle, business needs, +and the nature of the rep’s relationship with them. (Although it was +written in the mid-1980s, the book is still relevant, and I recom- +mend it. If you would like to see the Mackay 66 right now, go to +www.harveymackay.com/pdfs/mackay66.pdf.) +He Won This Sale +A recent item in the Wall Street Journal nicely illustrated the power +of getting—and using—information about those with whom you will +soon be meeting or working. A headhunter interviewing for his own +new job came armed with files on 10 people within the firm (from the +CEO on down) that he’d ideally like to meet with. When he spoke +with his interviewers, they saw his categorized notebook, stuffed with +notes and web pages on the individuals. This, of course, impressed +them, since he had clearly done his homework, and he was offered a +job as a partner at the firm. +Where to Find Your Smart Information +Although I certainly don’t feel like I recently hit 50—and friends say +I still think and act like a juvenile fairly often—I can sound like a +crotchety old fogy when I’m talking about the environment we sell +in today. I often feel like saying, “When I was your age, youngster, +we weren’t able to go click, click, click and have almost everything +we want to know about a prospect appear on this TV screen in front +of us before we call him.” + + +44 +Smart Calling +Today’s technology makes it quick and easy to acquire valuable +information that can Smarten up your calls. In fact, there is no excuse +for not having information about your prospects before you call. The +only argument I’ve heard otherwise—that I still don’t buy–is that +reps can’t afford to take the time before a call to do research. They +claim that they need to be on the phone, constantly placing calls, +and can’t occupy themselves with research. Bull! That’s the numbers +game mentality of throwing it all up against the wall and seeing what +sticks. I can’t think of any situation—even the simplest, most basic +transactional call—that wouldn’t yield better results and be worth +the time invested to know something about the person and company. +So let’s explore where we can find this kind of information. +Your Database +Talk about another one of those “Well, duh, no kidding” points. Of +course, you should check your company’s database before calling a +prospect to see if there is any history there. But again, the obvious +isn’t always followed. I have personally heard many calls where sales- +people prospected individuals they thought were prospects—only to +hear, “Are you kidding me? We’ve been buying from you for years!” +Oops. Now that’s embarrassing. +So always check the notes for any comments from previous con- +tacts, if any, and certainly look to see if there were any past purchases. +Smart Calling Tip +Past customers are one of your best sources of new business. There +is gold in this list. And don’t be afraid if the customer quit buying +because of a problem. The problem will still exist—or at least +be remembered—if no one bothers to contact them. However, +calling will give you a chance to fix it. And if the previous buyer +left, go through the Smart Calling process with the new buyer. +You can always reference the previous relationship, and you have +some history to work with. + + +Intelligence Gathering: Making Your Calls Smart +45 +Exploring the Wealth of Online Information +Your Prospect’s Web Site +Your prospect’s web site should be your first online destination. +Again, what you sell will determine where you drill, but aside from +the obvious facts you would find at their site, here are a few other +ideas about specific places to go: +The “About Us” Section. This is often where you’ll be able +to find names, bios, and contact info for key people, as well +as details on how the company began, who they serve, what +benefits or tools they provide, and perhaps who some of their +major clients are. +Press Releases. These provide timely information that the com- +pany obviously believes is newsworthy, as well as potential +contact names when you’re otherwise coming up empty. +Heather Beck, a sales rep with testing equipment manu- +facturer Acterna, said that she was more than once unable +to get a contact name from an operator or anywhere on a +web site but found someone quoted in a press release that +she could then call. Though this person wasn’t the buyer, +speaking with him gave her a start with some names in the +investigation and navigation process. +Mission Statements. Ryzex Group manager Peter Andrachuk +suggests looking for key words and phrases that signify im- +portance to the company. For example, evaluate the com- +pany’s mission statement or simply the description of what +they do on their home page. If they say that one of their goals +is to “make the lives of their customers easier through au- +tomation of daily, routine tasks,” then that could be a phrase +you could use in a letter, e-mail, voice mail, and opening +statement. +Job Postings. These could indicate situational change, such +as expansion, and certainly personnel change (new peo- +ple in new roles—perhaps that of the buyer). A sales rep for +phone equipment told me he would call into the department +that handled the company’s telecommunications and discuss + + +46 +Smart Calling +the upcoming needs they might have with the additional +employees. In addition to checking a company’s site for post- +ings, check www.Indeed.com, a compilation site for online +job postings. +Company Site Searches. Some company web sites have a search +box that makes it much easier to hunt for specific infor- +mation within the site. Here’s a way to do it using Google: +Type your search term in quotes, then site:companysite.com. +For example, if I am looking for sales managers at Verizon, +I would search “sales manager” site:verizon.com. +Smart Call Success Story: How a Rep Gathers and +Uses Intelligence from a Prospect’s Site +A Regional Account Manager with McGraw-Hill Construction +Dodge, Tim Nelson says, “I think the most important [thing] +I learn from [an organization’s] web site is how the company por- +trays itself. I sell new project information to architects, engineers +and general contractors, and they all have ‘brag sites’ that tell of +the jobs they’ve built. That tells me their focus. It also gives me +an indication of their [level of] Internet savvy-ness, as this will +affect how someone would use our solution. +“Their sites also [let me know] who the principals and heads of +other offices are that might be impacted by the information I sell. +Knowing about other key people allows me to be more pointed +in my questioning. Instead of asking ‘Does anyone else need to +be involved with this?’ I can say, ‘Since this will also impact your +Project Management team, does Doug need to be involved in any +of this?’” +Other Online Resources +There are numerous places you can go to gather intelligence online, +several of which I’ll mention. However, I could just skip my entire dis- +cussion on using the Internet to gather information and defer to Sam +Richter’s book, Take the Cold out of Cold Calling—Web Search Secrets: +Know More Than You Ever Thought You Could (or Should) about Your + + +Intelligence Gathering: Making Your Calls Smart +47 +Prospects, Clients, and Competition (www.TakeTheCold.com). Sam +is an expert at finding information about people, companies, and in- +dustries online, and his book provides advanced tips for using search +engines as well numerous sites to visit to collect intelligence. There’s +information available online that you probably never thought was +accessible. +For example, here are summaries of just a couple of the tech- +niques Richter presents for using Google. +“Filetype” Searches. You can type a company name in quotes +and then filetype:, followed by a file extension to locate +online files publicly available. For example, if you’re looking +for white papers a company had posted on its site, you would +type “Johnson Engineering” filetype:pdf. This can be done +for all types of files, such as PowerPoints, spreadsheets, and +documents. (Richter also cautions that it may not be ethical +to use everything you find because it is possible to locate files +that a company did not realize were actually posted at its +site.) +Street View. Depending on what you sell, it could be useful for +you to see an actual photo of your prospect’s location. Click +on “Maps” at the top of the Google home page, and enter the +street address. Then you can use the various tools to move +the photo around and zoom in. +I wish I was getting a commission on my recommendation for +this book, but I’m not. If you are serious about Smart Calling, though, +you absolutely need it. It’s under $25. Trust me on this; get it. Sam’s +site (www.TakeTheCold.com) also has other free resources for you +that can Smarten your calls. +Smart Calling Search Tip +Geographic software company LizardTech’s John Ruffing shared +an interesting idea about finding people who are buying. If you sell +(continued ) + + +48 +Smart Calling +(Continued) +to governments at any level, do Internet searches for “Requests +for Proposal” and your key words. He said that most government +entities must post their RFPs, and this is therefore a good way to +find them. +Google News Alerts +Google News Alerts (http://www.google.com/alerts) is a free service +that needs to become part of your Smart Calling toolbox. Google +will send you e-mail at the frequency of your choice (even daily) that +notifies you of any new content posted to the Web containing the +search term(s) that you determine. At minimum, you should have +alerts set up with your main competitors’ names and those of your +biggest customers. You should also include both the company name +and the names of individual decision makers of your most highly +coveted prospects. +How to Steal Business When Your Competitor +Undergoes Changes +Here’s how to use a Google Alert to be notified of what could be +a trigger event for you: A friend told me how his business bank +recently changed owners and names . . . three times. One astute bank +sales rep who has been pursuing him manages to contact him after +each change while the effects are fresh in his mind. Although he +hasn’t moved yet, the timely calls combined with the annoyance of +the changes are beginning to wear down his resistance. +Change is inevitable; it happens every day. And Smart sales reps +have processes in place to take advantage of change. A couple of +sales points for you: +r Prospects can be particularly vulnerable after their existing ven- +dor is acquired, is merged, or undergoes some other type of +change. + + +Intelligence Gathering: Making Your Calls Smart +49 +r Capitalizing on this change requires that you track from whom +a prospect buys, monitor any changes, and then be able to sort +your database accordingly and place an effective call. +So here’s exactly what to do: +1. Set up a Google News Alert with the names of your top com- +petitors. When anything happens with them that appears online, +you will be notified, based on the key words you enter. +2. Set up a Current Vendor field or group that is searchable in +your CRM system or contact management program. Find out on +every future Smart Call with new prospects which vendor they +are buying from (which could be a secondary objective; see how +all of this falls into place?). Then, it’s a breeze to do a quick +sort of all the prospects who have the competitor’s name in the +field and plan strategically timed contacts when changes make +it appropriate. +3. Call with value. Naturally, you don’t phone these prospects ex- +uding an attitude of “So I see your vendor was just acquired. I bet +things are a mess there! Why don’t you switch to us?” Instead, +pique some interest in the opening by hinting at value, and be +prepared to ask questions designed to get them to tell you the +problems and pains they might be experiencing as a result of the +change. For example: +“Mike, I had called you six months ago, and we discussed how +I might be able to help cut some of your component costs. At the +time you mentioned you were with AB Vending, and a change +at that point didn’t seem too timely. With the recent acquisition +of AB, some of my other customers have noticed some changes +in the promptness of getting orders delivered. If that is an issue +for you, we have some options that might be worth taking a look +at. . . .” +Again, be sure that prospects don’t view your opening as the +“just checking in with you” type of call or a call that falls into one of +the many categories of mistakes reps often make with their openings. +(You can find more on the mistakes—and what to do instead—in +the opening statement chapters.) + + +50 +Smart Calling +Jigsaw +Jigsaw (www.Jigsaw.com) is a user-generated database of more than +16 million people and their contact information (at the time I +wrote this—and probably much larger by the time you read it) that +I highly recommend. Each contact lists a phone number and an +e-mail address. Co-founder Garth Moulton informed me that more +than 80 percent of the contacts have direct dial phone numbers—an +invaluable resource for Smart Callers. +Jigsaw is a kind of Wikipedia-type service for business contacts. +The service is free, but you must contribute information about con- +tacts of your own to build up credits that you then use to search for +other contacts. Because users are constantly updating information, +the contact details are more accurate than lists that are purchased. +If you wish, you can opt to pay for the service instead of adding your +own information. +By the way, Garth Moulton is a sales guy like us who capitalized +on a tremendous idea by taking action on it and who writes a very +interesting blog: www.jigsawsblog.com/. I suggest you check it out. +LinkedIn +I’ll mention other forms of social networking—along with their pros +and cons—in a bit, but LinkedIn (www.LinkedIn.com) is the one so- +cial networking site designed specifically for business, and I strongly +suggest you become a member. Completely free to join, the site al- +lows you to enter your contact information and professional and +educational details. You’re then able to connect with other mem- +bers (more than 45 million at the time of this writing). You can +learn valuable information about prospects and can contact others +by inviting them to join your network. You can also look at the other +people’s connections to see who knows someone you want to reach +and ask to be introduced to them. You are able to search for individ- +uals and for companies, see who works at those companies, and see if +any of your connections—or their connections—work there. There +are also special interest groups that you can join to stay informed in +an area and/or connect with others. +Depending on how often and intensely you use LinkedIn, you +can opt for various levels of its paid version, which allows you + + +Intelligence Gathering: Making Your Calls Smart +51 +supplementary features and greater access. For example, I wanted +more information on one particular contact at a prospect company, +so I subscribed at the premium level, made contact, and paid for the +subscription many times over with the subsequent sale. +Blogs +Anyone can blog—and many millions do, even if they have noth- +ing to say (which is often the case). However, if your prospect +blogs, you can glean some very valuable information to help you +connect and hopefully help them buy. It’s worth checking for +blogs written by and about your prospect and the company at +www.blogsearch.Google.com. (Shameless self-promotion: I also rec- +ommend my blog, www.TelesalesBlog.com, for useful information +on Smart Calling and all other aspects of sales.) +Other Free and Paid Online Sources of Information +Here are some of the other more popular sources—both free +and fee-based—of information available online. This list is cer- +tainly not all-inclusive, so I suggest you check our resource cen- +ter at www.Smart-Calling.com for updates and other informational +resources. +r Manta (www.Manta.com.) is a free search service that provides +company information such as locations, numbers of employ- +ees, and estimated revenue figures. (I say “estimated” because +that’s the case for the search I ran on my company—since +I never answer revenue questions when people call seeking that +information.) +r American City Business Journals (www.BizJournals.com) pub- +lishes the local business newspaper in most of the major markets. +You can check out this site for national business news, as well as +the local news in your city or market. +r Prospects consider you to be more credible when you are knowl- +edgeable about industry issues, trends, and numbers. FindArticles +(www.FindArticles.com) provides both free and for-a-fee articles +from trade publications, news services, and other sources. + + +52 +Smart Calling +r It should go without saying that you read the trade publications +for your industry and those that you sell into. You can find trade +journals (http://smallbiztrends.tradepub.com) and subscribe to +them for free. +r The web sites www.Spoke.com and www.ZoomInfo.com help +you locate people and require free registration to access the more +detailed information on people. A quick search of my name and +a few other people turned up results, but the details were not +always precise. While these sites are useful, be aware that your +findings may not always be up-to-date. +r A paid service from Dow Jones (www.Factiva.com) provides +research and news from a variety of sources on industries, com- +panies, and individuals. +r Another paid service (www.Hoovers.com), owned by Dun & +Bradstreet, provides information primarily on larger companies. +r OneSource (www.OneSource.com) is a paid service, providing +information on companies, industries, and executives. +r One of the world’s largest research and information providers, +LexisNexis (www.LexisNexis.com) offers several paid services +specifically for prospecting and relationship development. From +the home page, click on Corporate and Professional, and then +Sales and Marketing to get data that will be especially helpful +for you and your industry. +Social Networking—or Social Not-Working? +Certainly, sites such as Twitter and Facebook can provide you with +some valuable Smart Calling information. However, they can also +be a tremendous time toilet. +One of the main arguments against using social networking sites +for prospecting is that the higher-level people you might want to +reach are simply not spending time on these sites. For my money, Dan +Kennedy is one of the top marketing and sales minds in the world. In +his “No B.S. Marketing Letter,” he cited research conducted by the +blog www.UberCEO.com that found that not one Fortune 100 CEO +had a blog, only 2 had Twitter accounts, and a scant 19 had a personal + + +Intelligence Gathering: Making Your Calls Smart +53 +Facebook page. UberCEO claimed that it was “shocking” that so +many top CEOs were so disconnected; Kennedy wrote that he was +shocked that two were actually using Twitter—these folks are busy. +Kennedy says that the higher up the ranks you go in business and +affluence, the less use of social media you will find. He explains, “It’s +really silly to believe any really important, exceptionally productive +business leader is devoting time to these things.” +Personally, I took the plunge to test out Twitter and studied it +(www.Twitter.com/ArtSobczak). I built up my number of followers, +and I find that, like many things, there are some practical applications +for Smart Callers. If your prospects do tweet (I still can’t believe it +when I write that word), you may be able to find useful information +about their ideas, issues, and them personally. In addition, many +companies have Twitter accounts, so this could provide useful insight +as well. +As for Facebook, I do not use it. My feeling—and that of many +others—is that it primarily is more of a true social network, with +the majority of use being personal. I prefer to connect with my good +friends the old-fashioned ways: actually talking to them and being +with them. Even though I do not make the time to do it as often +as I should, I certainly don’t need to spend valuable time online +updating others with whom I have lost contact. However, I do know +businesspeople who use Facebook to make business contacts and +collect personal information, which I can justify. Further, there are +also special interest and business-related Facebook groups that could +be of value to you. +This should not be a revelation to you: Look at social networking +as you would any other activity that requires a time investment on +your part. Analyze how much time you need to invest in it, and +discern what your return is. +Smart Calling Tip +Invest in your knowledge. If your major competitors and prospects +are publicly traded, buy one share of their stock. If you use a +(continued ) + + +54 +Smart Calling +(Continued) +discount broker, ask them to send you the share certificate. This +entitles you to quarterly and annual reports—and other goodies +you might be able to use. +You now have a clear idea of the information you’d like to have +about your prospects before speaking with them, and a number of +places you can go to find it. But we’re not done yet. Some of the very +best information you can get will come from other people. I’ll show +you how to do this in our next chapter. +Smart Calling Action Steps +What else will you commit to do as a result of this chapter? diff --git a/library/Smart Calling/Chapter-04-Using-Social-Engineering-to-Gather-Intelligence/Chapter-04-source-text.md b/library/Smart Calling/Chapter-04-Using-Social-Engineering-to-Gather-Intelligence/Chapter-04-source-text.md new file mode 100644 index 0000000..1338458 --- /dev/null +++ b/library/Smart Calling/Chapter-04-Using-Social-Engineering-to-Gather-Intelligence/Chapter-04-source-text.md @@ -0,0 +1,268 @@ +# Smart Calling — Chapter-04: Using Social Engineering to Gather Intelligence +- **Source**: /library/Smart Calling/source-file.pdf +- **PDF pages**: 65–72 +- **Pages without text**: none + +--- + + +C H A P T E R +4 +Using Social Engineering +to Gather Intelligence +T +he term social engineering is most widely used to describe un- +scrupulous behavior, such as misrepresenting oneself and ly- +ing to manipulate someone to provide sensitive information. +However, we use it positively and ethically to gather intelligence for +our Smart Calls. To us, social engineering simply means talking to +people other than your prospect to gather information that will help +you help your prospect. It can be done: +r As a separate call before your first call to your prospect. +r Every time you call your prospect. +I find this to be the most underutilized tool available to +salespeople—and the one that has the greatest possible payoff. All +it requires is that you take the time to do it, develop a sense of cu- +riosity, and cultivate some conversational questioning techniques. +Completing all of these steps may indeed grant you a revelation that +55 + + +56 +Smart Calling +many of us have had: People are willing to give you amazing amounts +of high-quality information if you just ask them. +Kevin Mitnick was one of the most notorious computer hackers +in the world, and at the time of his arrest in 1995, the most wanted +computer criminal in U.S. history. After his release from prison, he +wrote The Art of Deception (another book that I highly recommend), +in which he shares precisely how he pulled off many of his hacking +jobs. Mitnick claims that he compromised computers solely by using +passwords and codes that he gained by social engineering, in other +words, simply talking to people. Now a speaker and security consul- +tant to corporations, Mitnick points out that the weakest link in any +security system is the person holding the information. You just need +to ask for it. +Of course, we are using social engineering in the positive sense: +asking for information from people that will help other people and +the organization as a whole. The social engineering process for Smart +Calling is as follows: Upon reaching a live voice, you: +1. Identify yourself and the company you represent, as in “Hi, I’m +Jason Andrews with National Systems.” This immediately shows +that you are not hiding anything. +2. Ask for help. “I hope you can help me out” and “I need some +assistance” are requests that can go a long way. Most people have +an innate desire to be helpful to others in some way. +3. Use a justification statement. This is the key that will unlock +the most useful information. Some examples are: +“I want to be sure that I’m talking to the right person there.” +“I’m going to be speaking with your VP of sales and want to be +sure that I have accurate information.” +“So that I’m better prepared when I talk to your CIO, I have a +few questions you probably could answer.” +4. Ask questions. Of course, you want to ask about the basic, +factual material that you might not have information about yet. +This depends both on what you sell and on the level of person +with whom you’re speaking. In general, the higher up you go, +the better the quality of information. +The theory behind the success of these justification statements +I suggest is discussed by Robert Cialdini—widely considered one + + +Using Social Engineering to Gather Intelligence +57 +of the foremost experts on persuasion and influence—in his classic +book, which I believe should be in every serious salesperson’s library, +Influence: The Psychology of Persuasion. Cialdini cites an experiment +conducted by Harvard social psychologist Ellen Langer in which +students let others cut in line in front of them at the copy machine +simply because they provided a reason for their request—“because +I’m in a rush.” +Direct mail copywriters also employ this technique, often refer- +ring to it as the “Why” or the “Because.” For example, if a business +is running a promotion, they know their response will increase if +they give the reason for it. For example, “We need to make room for +next year’s new models and are clearing out the warehouse, so we are +dropping prices to move the current models.” +I recommend that you take the time to create your own justifi- +cation statement—your because reason—and use it regularly. +Smart Calling Exercise +1. Prepare your own script for social engineering by using the +preceding process. Be sure you have a justification statement +you are comfortable with. +2. Brainstorm for the questions you will ask at all levels of an +organization, and write them out. (You may want to do this +after going through the chapter on questioning.) +With Whom Should You Engage? +Really, you could speak with anyone in a prospective organization. +Following are some specific suggestions: +Users of Your Type of Product or Service. An office furni- +ture sales rep told me that he garners valuable information +from almost anyone he can get on the phone, since all of +the employees use the furniture in the office. He finds out +what pieces they have, how old they are, what they have +to do when they need something new or replaced, and how + + +58 +Smart Calling +functional and comfortable the furniture is. This helps him +craft his Possible Value Statement to the decision maker, as +well as develop some questions. +Screeners, Gatekeepers, and Assistants. We have an entire +chapter on working with these people, not only to get in- +formation but also using their help to reach the end buyer. +While often looked at as the enemy, we’ll discuss why they +may wield as much information and power as the buyer. +Sales Department. We know salespeople love to talk, right? +If you have a solution that might be able to help a +company—and its sales reps—sell more, it’s pretty likely that +they would be interested and help you with information. +Human Resources. You might be able to collect names of deci- +sion makers here by asking questions. +P.R. or Investor Relations. This is the part of the company +whose job it is to provide information. If you are coming up +empty in trying to locate a name or other information, go to +these departments. If you can find a press release, it always +has a contact name that can be a starting point in your quest. +Customer Service. This is a group specifically trained to be +helpful and answer questions; it’s right there in their position +title! Don’t be afraid to approach these people with your +questions; not only do they have a wealth of information on +the company but also they are in constant contact with the +very group that your prospective client needs to please most: +their customers. +Purchasing. You usually don’t want to be selling here, since +their job is primarily to buy on price. However, you might +be able to collect some great information from this group— +such as the organization’s buying process, from whom they +are currently buying, and maybe even what they pay for your +type of product or service. +Accounts Payable and Receivable. Again, if you encounter a +company that has the policy of not connecting you unless +you have a name, in many cases you still can be put through +to these departments. However, I am not suggesting that you +ever misrepresent yourself or your intentions. + + +Using Social Engineering to Gather Intelligence +59 +Assume What You Can’t Get and You’ll Always Be Right +Don’t automatically assume that a specific type or piece of infor- +mation is ever impossible to get. I sometimes hear salespeople claim, +“A secretary wouldn’t know anything about the specifics of their +technology initiatives,” and as a result, the salesperson does not +bother to ask a secretary about this topic. The fact is that you’ll +never know unless you ask. Even if it turns out that the person from +whom you are seeking information doesn’t have what you’re looking +for, you didn’t lose anything by asking. Plus, people you least suspect +to be knowledgeable in a given area may surprise you. +As I mentioned earlier, you want to conduct social engineering +on every call. Even if you do not reach your decision maker—which, +again, will occur most of the time—you will at least have an oppor- +tunity to salvage some information from the call. +More Social Engineering Tips +Here are some additional ideas to help with your own social +engineering. +Ask Them to Be Your Eyes +When a sales rep is on site at a prospect’s or customer’s location, +it’s easy to look around and get clues for sales opportunities. For +example, an office equipment or furniture rep could obviously scan +an area to get a feel for what the company owns. How can we do that +by phone? By asking, of course. In addition to asking a receptionist, +admin person, or anyone, for that matter, questions about what +they do or use in a product or service category, a label sales rep, +for example, could also add something like “Would you please look +around and tell me if you see any other imprinted labels anywhere?” +Get on the Approved List First +A sales manager shared an idea that works well with his telesales reps. +Companies often have approved vendor lists upon which any seller + + +60 +Smart Calling +must be before the prospect could purchase. Instead of following +the route that many salespeople take—trying to sell the prospect +first—this manager’s reps ask the operator or screener if there is an +approved vendor list, and if so, how they can get on it. The callers +follow the appropriate steps. Then, when speaking with the prospect, +it’s a real door-opener to mention that they’re already on the list. +Talk to Other Sales Reps +Many of you reading this are inside sales reps, conducting most of +your selling entirely by phone. If there are outside sales reps for your +company who sell into your territory or to the same accounts, they +can be a great resource for you. Naturally, they know the main buying +motivators of typical prospects and customers, and they also can give +specific tips about how to handle certain customers and prospects in +the field. +An Example of Social Engineering in Action +Let’s listen in on a Smart Caller who has gathered some intelligence +about her prospect company, has an idea that she ultimately needs to +speak with Carl Prentice, the VP of Marketing, and learned from the +company operator that Diane Jimenez has the title of Media Buyer. +“Diane Jimenez’s office, this is Kelly. May I help you?” +Smart Caller: “Hi, Kelly, I’m Pam Drayton with Elegant Images. +And yes, I’m hoping you can help me.” +“Well, what do you need?” +Smart Caller: “I’m going to ask to speak with your VP of Marketing, +Carl Prentice, and I wanted to be sure that what we do would be +of some value to him.” +“This is Ms. Jimenez’s office, she works for him. I can transfer you +to his assistant.” +Smart Caller: “That will be great, but actually there’s information +that you could probably help me with. You work closely with her, +right?” +“Yes, I’m the admin for her and a few others. Make it quick.” + + +Using Social Engineering to Gather Intelligence +61 +Smart Caller: “I understand Diane handles some of the media buying +there.” +“Yes.” +Smart Caller: “Can you tell me a few of the markets where you will +be focusing your buying for the next quarter?” +“Who are you with again?” +Smart Caller: “Elegant Images. We actually help advertisers get more +coverage and run more spots at better rates than they usually can +get themselves.” +“Oh. We’re planning on going into a brand new market for us, the +Southwest, Nevada and Arizona.” +Smart Caller: “Wow, that’s great. So you’ve never been there +before?” +“No, totally new. I really need to go, want me to transfer you?” +Smart Caller: “That’s okay. I’ll call back, and I actually would like +to talk to Diane first. Is she in? +“No, she’ll be back tomorrow.” +Smart Caller: “Thanks, Kelly, you’ve been very helpful. I’ll try back +tomorrow.” +In this brief exchange, the Smart Caller, Pam, accomplished +several things: +r Confirmed that Diane handled some media buying. +r Learned that Diane worked for Carl Prentice, who she feels is +the ultimate decision maker for what she is selling. +r Very important, scored big by learning that the company is +moving into new markets where they have not had experience, +precisely the type of situation that would make them a good +prospect for Pam. +r Built some rapport with Diane’s admin, Kelly, and even provided +a hint of some value. +r Learned that Diane would be back tomorrow and let Kelly know +that she will call back. Of course, Pam will not be a stranger +then. +r Pam will then call back to speak with Diane and treat it as a +quasi-social engineering prospecting call, with the goal of finding + + +62 +Smart Calling +more information, learning about Diane’s needs, getting Diane’s +buy-in on Pam’s services, and perhaps getting Diane’s assistance +in getting to and selling Carl. +I know as a fact that most sales reps do not go to this level with +their questioning. And they are missing opportunities. Granted, not +everyone will cooperate with you, and not everyone will have all of +the information you seek. So what? On the other hand, just imagine +what you could get! +Smart Calling Action Steps +What will you commit to do as a result of reading this chapter? diff --git a/library/Smart Calling/Chapter-05-Setting-Smart-Call-Objectives-and-Never-Being-Rejected-Again/Chapter-05-source-text.md b/library/Smart Calling/Chapter-05-Setting-Smart-Call-Objectives-and-Never-Being-Rejected-Again/Chapter-05-source-text.md new file mode 100644 index 0000000..67e8c1f --- /dev/null +++ b/library/Smart Calling/Chapter-05-Setting-Smart-Call-Objectives-and-Never-Being-Rejected-Again/Chapter-05-source-text.md @@ -0,0 +1,325 @@ +# Smart Calling — Chapter-05: Setting Smart Call Objectives and Never Being Rejected Again +- **Source**: /library/Smart Calling/source-file.pdf +- **PDF pages**: 73–81 +- **Pages without text**: none + +--- + + +C H A P T E R +5 +Setting Smart Call +Objectives and Never Being +Rejected Again +U +nless you like to joyride in the countryside, you usually don’t +get in your vehicle and say, “I’m going to start my car, and +then just start driving. We’ll see what happens.” No, you +get in your car because you have a very specific destination in mind. +Then you figure out what route you need to take to get there. You +follow that route, and usually, you arrive. +However, sales reps often take this type of impromptu, poorly +prepared approach with their potential clients, and begin prospecting +calls like an unfocused driver. They start talking about a given topic +but meander around in circles, never ending at a desired destination +since they didn’t establish one to begin with. Maybe you’ve had that +feeling after a call—the one where you shake your head, thinking, +“What just happened on that call? I was all over the place.” +63 + + +64 +Smart Calling +“Begin with the end in mind.” +—Habit Two, from The +Seven Habits of Highly Effective +People, Steven Covey +When sitting with sales +reps on individual coaching +sessions, I always ask for their +objectives before calls. I hear +such things as: +“I want to see who they’re buying from now.” +“I’d like to qualify and send out some info.” +“I want to see if they have any needs.” +None of those are primary objectives. Granted, they should all +be accomplished, but none are the end result you’re ideally looking +for on a call. That is your primary objective. +In order to maximize your chances for success on your calls, you +need to begin by setting and focusing on the end result you desire. +I define your primary objective as what you want the person on the +other end to do as a result of the call—emphasis on the do. It must +be action-oriented. +The ultimate primary objective, of course, is to get them to buy +at the end of this call. But this can vary in terms of the specific action +taken. Perhaps your objective is to “get agreement that the customer +will take your proposal to the board meeting and recommend its +approval.” Maybe you want to qualify, generate interest, and get +the prospect to agree to do a side-by-side comparison between his +existing product and yours. Or maybe you want to secure a promise +that they will take part in a web demo. +Look at these again. They all involve your prospect doing +something. +Let’s test your understanding of a primary objective. Look at +each of these and determine if they are a suitable primary objective. +Smart Calling Exercise +1. I want to find out what system they’re using now to track +client time and billing for their legal work. +2. I want to identify a compelling need that I can fill. + + +Setting Smart Call Objectives and Never Being Rejected Again +65 +3. I want to get set an appointment with the prospect, assuming +he is qualified, and get him to include other influencers in the +meeting. +Answers +1. Not a primary objective. The rep would want to find that +out, but then what? That would be the do we want them to +perform. +2. Not. Again, while we do want to accomplish that, we also +want the prospect to take some action as the result of +the call. +3. Yes! The prospect is agreeing to meet with the sales rep and +bring other influencers to the meeting. +Thinking Big Gets Big Results +“As long as you are thinking +anyway, think big.” +—Donald Trump +When establishing your +primary objective, think big. +One thing’s for sure: If you +aim low, you’ll rarely hit above +your target. When you aim +high, you’ll sometimes reach it and, on average, will achieve greater +results than if you start low. +I suggest that you adopt the Tiger Woods attitude regarding +call objectives. Tiger expects to win every time he tees it up in a +tournament. Why wouldn’t you do the same and expect to achieve +the ultimate on every call you make? +So what expectations do you set as you prepare your prospecting +calls? Some sales reps who approach calls “just to see if there might +be any interest there” are often surprised when they stumble upon +someone who actually stays on the phone with them. But they be- +come uneasy with their brief success, not wanting to take the call too +far, and quickly jump off the call, saying, “Well, let me send you out +some information, and I’ll call back again”—wasting an opportunity +in the process. + + +66 +Smart Calling +High achievers, on the other hand, expect to take the call as far +as possible, and they do. They begin calls with a specific, ambitious +objective, whether it is the sale or the appointment. +I often ask in training seminars about the furthest anyone has +ever gone on a prospecting call. Even in higher-ticket, more com- +plex sales situations, there are extraordinary success stories about +the guy who made a sale on a prospecting call. And for some of +you, that is routine. So therefore, in those situations, it is possible. +And if it’s possible, why not make that your objective on every call? +Even if you don’t reach it—which might be most of the time—you’ll +still consistently reach higher levels than you would have other- +wise. And think about how much time you can save by moving +prospects to a decision more quickly, regardless of what that decision +ultimately is. +Approach every call anticipating the fulfillment of the highest +conceivable end result. You won’t get there every call, but you know +what? Your results over time will be much higher than they would +be with low—or no—expectations. +So here’s your mission: For every call you place from here on +out, simply ask: “What do I want this person to do as a result of this +call?” That’s your primary objective. +Smart Calling Exercise +Write out your primary objective for the prospect you are +working on. +How to Never Be Rejected Again: Accomplishing Your +Secondary Objective +“No one can make you feel +inferior without your consent.” +—Eleanor Roosevelt +Some of you undoubtedly +purchased this book simply +because of the subtitle and the +part about “eliminating rejec- +tion” from your calls. Follow +my advice, and you will not be disappointed or feel rejected ever +again. + + +Setting Smart Call Objectives and Never Being Rejected Again +67 +First, we need to put some things in perspective. If you have ever +felt—or feared—rejection on a prospecting call, what is it exactly +that you heard, or fear hearing? +Oh, I know the answers: +“We are happy with what we are using.” +“We don’t need that.” +“We’re all set.” +“Not interested.” +“No thanks.” +“No.” +And there are more, of course. +What’s interesting, though, about most of what incites these +feelings of rejection is that these are things that happen to you. This +begs another question: Is rejection what happens to you, or is it the +way you react to it? +Rejection, as it turns out, is always your reaction to the response +that you receive. +Smart Calling Key Point +Remember: No one can reject +you without your consent. +Let’s look at two sales +reps, both of whom just heard +a no on a call. The first rep +thinks, “Geez, another no. This +rejection is getting to me. Rejec- +tion sucks. What’s wrong with +me? It’s depressing. I think I’ll go check what’s in the vending machine.” +The second rep says, “Oh, well. He wasn’t a prospect today. I did +ask him if we could keep the door open for the future, and he agreed to +receive our e-mail newsletter. Another small win—on to the next one!” +While they both got a similar no, one sales rep salvaged some- +thing from the call. At the end of the prospecting day, the first rep +feels beaten bloody because he tells himself that he has been the +victim of constant rejection. The other rep says, “Well, I accom- +plished my primary objective three times today, and the rest of the time +I accomplished my secondary. Pretty good day!” +Unless you proactively look for and achieve wins—regardless +of how small—you will be pulled down by prospecting. Therefore, +for your Smart Calling mental health, you need to set a secondary + + +68 +Smart Calling +objective for every call, which is, “What you can attempt, at minimum, +on your calls.” +Notice that this does not have to be a do on their part; it can +simply be an attempt that you make. In the event that you do not +accomplish your primary objectives, possible secondary objectives +could be: +“I want to leave them with a good feeling about my company.” +“I want to ask who they are now buying their supplies from.” +“I will ask if I could recontact them in the future.” +This is not high-level stuff; it doesn’t need to be. It is for your +attitude. +Secondary Objectives Can Also Pay Off in the Future +An extra bonus with a secondary objective is that it can be a seed that +you harvest later. For example, a travel agency sales rep cold-called +me, using the old alternate-choice close to try to set an appointment: +“So I’d like to come out there and tell you what we do. Would Thursday +or Friday be better?” +I quickly replied that I was not a prospect for him. He then +surprised me by responding brilliantly: “Oh?” It was brilliant, because +it got me talking. I proceeded to tell him I was happy with my present +agency, that I had actually used his agency before, and that the new +agency was able to do things that his agency couldn’t at the time +because of their size. I even told him more, all as a result of that one +word. He responded that he understood but asked that if anything +ever happened with my present agency, could he be the first in line to +be considered—especially given that I had worked with them before +(prior to his arrival there). +Fair enough, I told him. As he was taking down my informa- +tion to send me his card, he slipped in another question: “Kind of +curious—what would have to happen that would be so severe that would +cause you to even consider someone else?” +Now that was even more brilliant, and it got me thinking. +I hadn’t really established those criteria before. After some pon- +dering, I said that I would probably reconsider my patronage if they + + +Setting Smart Call Objectives and Never Being Rejected Again +69 +gave me a feeling of indifference, since I was a small deal compared +to their big accounts. But the major reason would be if they did +something that cost me money and would not fix it. +The rep ended by saying, “I understand. Let me just leave you +with two thoughts. You would be a big account for us. We specialize in +your size of account. In fact, not only would you have your own personal +agent but also all of our agents are cross-trained on two other profiles, +so you would always have someone here who knows you. And for the +second point, well, it’s our president’s personal philosophy that doing +business with us will never cost our clients money. So we will always make +it right.” +Impressive, I thought. He sent me his card and I filed it, but +I didn’t think much about him for about a year. +Then, several months later, I was running late getting to the +airport for a flight from Phoenix to Omaha that I had to be on—it +was the last one out that day. (This was pre 9/11, when you could +pretty much show up at the gate anytime and still get on the plane +without having to wait in lines and endure full body cavity searches, +like today.) As I was running through the gate area—still two away +from mine—I yelled to the still-distant gate agent before she closed +the door to the Jetway, “Wait, I’m on that flight!” +Out of breath, I handed her my ticket and thanked her for +holding the door. My heart dropped when she looked at me and said, +“I’m sorry, this ticket was for yesterday. I’ll need to close the door.” +I told her that was impossible because I had bought a bunch +of tickets the prior week, and I even pulled out my yellow legal +pad showing all of the flight dates, times, and numbers I had given +the agency. She was unimpressed with my notes, but I managed to +convince her to let me on the flight—at an additional cost of $600 +for the last seat they had on the plane. It was in first class—which I +didn’t enjoy as much as I usually do. +The next day I called my agent, ranting about how they made +a mistake, it cost me $600, and what were they going to do for me? +She calmed me down, checked my record, and commented that I had +called the prior week and didn’t speak with her, my regular agent, +because she was gone. I worked with a trainee. +“Well, there’s your problem,” I announced. +“Actually, it’s not our problem. You know it’s your responsibility to +check your tickets.” + + +70 +Smart Calling +She was right. But you know what? The next time I needed to +buy a ticket—who do you think I called? I found the card of the guy +who had called me a year earlier. I remember what he said about their +agency always having someone who would know me, and how doing +business with them would never cost me money. And they gained a +new client in the process from something he said at the end of a call, +during which he did not set an appointment—that had taken place +a full year earlier! +You can have the same effect on potential clients that he did +on me: You can plant seeds, many of which you might harvest later. +And that also can be part of your secondary objective. Remind +them of any future, unfavorable circumstances they should look out +for—which just might happen to include any problems you could +solve. For example: +“Matt, even though there is not a fit today, if you find that your +volume gets to the point where it would make sense to outsource +your peak-level jobs, keep in mind that we can turn those around +quickly for you.” +“If more of your customers ask for the type of unit we produce and +you have to refer them elsewhere, please remember that we can +help you help those customers and realize those profits that you +would be missing.” +“Okay, Shelley, it doesn’t look like I have a fit for what you need +today. Here’s something to keep in mind, though. When you do +notice more of your direct mailings being returned because of bad +addresses, we do have a software program that could help you +reduce that number and save the printing and postage expense. +I’ll send you my card, and please keep it in the file you work from +when you’re planning mailings, okay?” +Notice the last sentence in the final example. It asks, or tells, the +prospective client to place the card (or literature) in a place they’ll +see it when they’re most likely to need it. Do the same with your +calls. Tell whomever you’re speaking with to put it in their Rolodex +under Widgets, in their project file, in their contact management +program—anywhere that they can easily access it when they need it. + + +Setting Smart Call Objectives and Never Being Rejected Again +71 +We’ve all had people we’ve long written off call us and say, “Things +have changed. Let’s talk.” This is a way to make that happen more +often. +So, your secondary objective has two major benefits: +1. It ensures that you will never be rejected again, because you will +always have some type of a win. +2. It allows you to plant seeds that you might harvest later. +Smart Calling Exercise +Write out your secondary objective for your prospect. +Smart Calling Action Steps +What else will you commit to do as a result of this chapter? diff --git a/library/Smart Calling/Chapter-06-More-Smart-Ideas-for-Prior-to-Your-Call/Chapter-06-source-text.md b/library/Smart Calling/Chapter-06-More-Smart-Ideas-for-Prior-to-Your-Call/Chapter-06-source-text.md new file mode 100644 index 0000000..aa99e1a --- /dev/null +++ b/library/Smart Calling/Chapter-06-More-Smart-Ideas-for-Prior-to-Your-Call/Chapter-06-source-text.md @@ -0,0 +1,398 @@ +# Smart Calling — Chapter-06: More Smart Ideas for Prior to Your Call +- **Source**: /library/Smart Calling/source-file.pdf +- **PDF pages**: 82–92 +- **Pages without text**: none + +--- + + +C H A P T E R +6 +More Smart Ideas for Prior +to Your Call +L +et’s look at a few other important points to follow prior to +picking up the phone, and answer some common questions +as well. +Is There a Best Time to Call? +Over the past 27-plus years, I’ve seen my share of sales studies that +claim to show the average number of calls it takes to set an appoint- +ment, to close a sale, how long calls should be, and more. And most +of them don’t mean squat to you or me. +Are you kidding me? Common sense tells you that the guy set- +ting appointments for highly specialized enterprise-level engineering +software that is purchased once every 5 to 10 years isn’t going to have +the same results as the person prospecting to sell subscriptions to the +local business journal. I want to scream in frustration when I see +72 + + +More Smart Ideas for Prior to Your Call +73 +these types of “average number of calls to make a sale” and other +general stats because there really is no average. +I’m regularly contacted by reps and managers who are seeking +my estimate on a metric for some aspect of sales, usually so that they +can justify something to their boss. I always tell them there is no way +I could offer a number or opinion unless I knew almost everything +about their business and situation. The process of sales is not an exact +science; there are too many variables involved. What you do relates +very little to the guy selling a totally different product or service, to +a different market, in a different way. And even if your situations +might be somewhat similar, you need to factor in the hugest variable +of all: the person doing the selling. +While researching a number of topics for this book, I ran across +an article (on www.SellingPower.com) citing a study by Dr. James +Oldroyd at the Kellogg School of Management. By looking at the +records of more than a million cold calls—made by thousands of +salespeople from about 50 companies—he applied some statistical +measurements to determine success and failure patterns. +Okay, that got my attention. Oldroyd found that: +r Thursday is the best day to contact a lead. +r Thursday was 20 percent better than the worst day, Friday. Other +days were in the middle somewhere. +r Between 8 A.M. and 9 A.M. is the best time to call, with between +4 P.M. and 5 P.M. the next best choice. (The 8 A.M.–9 A.M. time +frame was 164 percent better than a 1 P.M. to 2 P.M. call.) +Interesting. What the article did not mention: What were +these salespeople saying on their calls? If we took a group of reps +trained in Smart Calling who are saying and doing the right things +consistently—would they have more success on Friday than the other +test group on Thursday? Would they have the same results by calling +at different times of the day? +What bothers me is that there probably are sales reps who would +read this study—like so many before it—and consequently call only +during the stated best times, assuming that the other times are worth- +less or less productive—and using it as a reason to not call. + + +74 +Smart Calling +Here is my finding, based on over 27 years of unscientific experi- +ence attending the School of Real World Observation and Calling: +r If you are not calling, you are not uncovering opportunities. +Brilliant, huh? +Now, of course, there are certain industry-specific times that +might be better—and worse—for calling. Common sense would tell +you not to call a restaurant at lunch time. And the only chance +you might have of reaching a building contractor while he’s actually +in the office is at 6 A.M. or sometime after dark. Even Dr. Oldroyd +agrees: “It’s absolutely vital to measure and analyze your own sales +data to see what’s working and what’s not.” +Smart Calling Success Story +If you call people who work in industrial environments, Mike +Turner at Womack Machine has an idea about how to effectively +reach them. Since they’re typically out on the plant floor, they’re +normally not around phones, and paging them could stir up a +hornet’s nest. However, many of them are around their offices +at the beginning of the day, around break times and lunch, and +right before quitting time. You can often learn exactly when these +times are from receptionists, or you can use this formula: A break +is usually two hours after starting time, with lunch two hours +after that. +So, what is the best time for you? I don’t know. What I do +know is that you should set aside uninterrupted time, regularly, to +do your Smart Calling. +Ritualize Your Phone Time +You might have an interest in Smart Calling for a variety of reasons. +Some people might be desperate to generate short-term cash and +need to make things happen quickly just to keep the doors open. +Maybe you are not in traditional sales, but you are job-hunting + + +More Smart Ideas for Prior to Your Call +75 +and looking for opportunities and interviews. New sales reps perhaps +need to shake the bushes to open fresh accounts and build their book +of business, with the goal of not needing to rely on prospecting as +much in the future. Or the savvy sales pro realizes that prospecting +is the key to continually beating his numbers and income goals +each year. +Wherever you are, the best method I have seen for someone +in prospecting mode is ritualizing your calling. That means making +an appointment with yourself to call during set times to which you +commit on a regular basis. For some, it must be every day between +certain hours, no exceptions. For others, it can be one day a week. +Though it will inevitably vary from one person to the next, the key +is setting the time—and then doing it. +When I decided more than two years ago that I was going to +get back into the shape, weight, and jeans size that I was during my +days as a high school athlete, I knew I had to make changes and +a commitment to rituals. I had always been in pretty good shape +my adult life (with a couple of 20-pound exceptions that came and +went); I worked out at home with all of the equipment, including +the $14,000 machine you see in airline magazines. But to really get +back into 18-year-old condition, I decided that I needed to get into +a gym routine with both weights and cardio. And I did. I ritualized +it. At least five days a week, sometimes six, I make it to the gym—in +both Omaha and at my Scottsdale home—usually between 5:30 and +6 A.M. I also manage to find the time to work out on the many days +when I am on the road doing training. Sure, there are mornings when +the bed feels a bit too good, or perhaps I’m a bit hung over and I feel +like saying, “Screw it.” But we all know how easy it is to let that turn +into Screw it! again the next day, and the next. . . . +The same rules should apply when you are calling: do it regularly, +and do nothing else during that time. Don’t check e-mail. Don’t +write proposals. If you can, do most of your pre-call planning in +advance, although I know that may not always be possible. You’ll +benefit by being completely in the zone, where your energy and +momentum builds. Success breeds success. Action builds momentum, +and it is motivating. Don’t break it with administrative tasks. Your +commitment to success will dictate your own rituals, which in turn +will produce your results. + + +76 +Smart Calling +When You Are on a Roll, Stay in the Zone +Want to know the absolute best time to place calls? When you +are in your own personal success zone. That’s the magic time when +you have a string of very successful calls, your attitude is at a peak, +and—almost magically—everything falls in your favor. +One of the greatest baseball hitters ever, Ted Williams, said that +when he was on a hitting streak (which was often) he could see the +rotation of the seams on a baseball traveling more than 90 miles per +hour. Hall of Famer George Brett said the ball looked as big as a +beach ball coming in. You also probably have some way to describe +that great feeling you have when you’re on a roll, and successes are +coming for you at every turn. So when you’re on a personal hot +streak—keep going! Don’t stop to dwell on the success too long. +Take advantage of the groove that you’re in and keep plugging away. +Try to beat your best results ever. Success has an uncanny way of +piling up when you are in a zone. +End with a Positive +Before hitting the machines at the gym, I always shoot some baskets +to warm up. I’ve continued a particular practice I had long ago in +high school when I played basketball and later, when I coached my +kids’ teams: Always be sure your last shot of the day goes in. It might +sound like a little thing, but I find it lets me end on a positive note. +Similarly, when I was an inside sales rep more than 27 years ago for +AT&T Long Lines in corporate life, cranking out numerous calls +daily, I had the same rule: End every day with a call that was a win. +It was not necessarily a sale, but it was an accomplishment of an +objective. Try it! It helps you end your day on a high note and begin +the next day the same way. +Smart Calling Exercise +What time rituals are you willing to commit to right now? + + +More Smart Ideas for Prior to Your Call +77 +Great Days to Call: When Others Aren’t or Won’t +Want to avoid the call clutter? Call when others won’t, or during +what they claim to be a bad time: around holidays, summer vaca- +tions, and long weekends. Many people traditionally write off these +times—either by taking official vacation days or by mentally tak- +ing off, even though they are physically present (by showing up at +the office and goofing off). However, business is still taking place. +Granted, some prospects may not be in. But how is that any different +than calling when they are in and reaching voice mail? +But other buyers are working. And maybe their gatekeepers are +out. Perhaps it’s more relaxed in their office, and they are more apt +to pick up the phone during these times. Maybe they’re even in a +better mood, since everyone isn’t banging their doors down, wanting +something. +Be sure to call during the week between Christmas and January +1. There are buyers with money to spend before the end of the year. +Maybe there’s money left in the budget, or perhaps they need to +spend for tax purposes. If they’re presented with an intriguing offer +during this time, they just might be more apt to make a buying +decision. I personally buy more for business in late December than +during any other month, because I need to reduce my tax burden. So +I load up on things I’ll need over the next year. +I’ve never really understood people’s tendency to avoid calling +during this particular week. What do these people think? That when +they get back to the office on January 2 and start hitting the phones, +they’ll be the only ones with that idea? No! Everyone starts calling +the first day back in the office. And that’s the very day that decision +makers are swamped with their own work! +You might not be hitting it hard during these traditional down- +times because you’re assuming that you probably won’t reach many +people. But here’s all that you know for sure during that time: +If you’re not placing calls, you have no chance of reaching these +people and selling to them. +Over the years, I have collected many success stories of reps +catching up with that otherwise hard-to-reach decision maker and +starting a business relationship during this so-called dead week. +Here’s one: + + +78 +Smart Calling +Smart Calling Success Story +The last two weeks of December were our best weeks ever last year. +The team made a decision in their minds that they would use the +holidays and end of year as a reason to close up deals instead of +a reason to get put off for later. It worked! My team performed +14 percent better than the average for the previous six months. +—Travis Isaacson, Sales Manager, Access Development +Other Unconventional Times to Call +After or Before Hours +Who’s normally working late or coming in early? Owners, executives, +people who control money. A rep selling computer printer supplies +once told me about how he had called into the corporate franchise +headquarters of Subway sandwich shops late in the evening, thinking +he would get voice mails so that he could ferret through the system +and glean some information. Instead, he found a guy who answered +a ringing extension and entered into a conversation. The man was +a VP in the IT department and put the rep in touch with the person +who subsequently became a customer. +Weekends +I know most people won’t take the time and give up their weekend— +or even a portion of it—to make phone calls. But some will—and +they will reach buyers, C-levels, and owners who are in their office +and whose screeners are not working. They are more relaxed during +these times and can take more time to listen to you and, therefore, +buy from you. +Bad Weather Days +Pay attention to the weather in areas that you call into. I know of +reps who make it a point to call in areas that have just been hit with +a blizzard during the winter. + + +More Smart Ideas for Prior to Your Call +79 +In his sales book Can I Have 5 Minutes of Your Time? Hal Becker +details the experience of a Xerox sales rep who set a record during a +three-day snowstorm, while many of the businesses in his city were +closed. Most of the gatekeepers stayed home during this time, but +their bosses were in. Many of these were prospects he had tried to +reach, unsuccessfully, in the past. This particular rep set a three-day +record for sales that lasted more than 25 years! +Best Times for Follow-up Calls +I’m going to jump ahead a bit here to a later stage in the prospecting +cycle. After you have gathered some information from an assistant +about the best time to reach the buyer—or have actually spoken +with him yourself—set a specified field set aside in your computer +(or another consistent spot in your notes) that indicates the best +times to call for this particular client. If you call the same people on +a routine basis, knowing when you have a better chance of reaching +them can save you a lot of time—time that you can then allocate +to making more Smart Calls and sales. People are creatures of habit, +and you are far more likely to catch a given person at the same time +each day. If you haven’t reached them successfully yet, try calling a +different time of day on each attempt you make. This will increase +your chances of hitting them at the right time this way. +Warming Up a Smart Call +If you, a staff member, or a marketing person can warm up your +calls by sending something in advance—something that can possibly +acquaint them with you, and perhaps create some interest—then by +all means, do so! However, don’t get your hopes up that anyone +will necessarily open or remember what you sent. (Ask a high-level +decision maker in your company how much unsolicited mail they get +and what happens to it.) So why do it? If it is targeted and relevant, +it can have a significant return on investment. +My friend and fellow sales trainer Bill Lee (www.BillLeeOnline. +com) suggests a good idea: Put your prospect on your mailing list long +before you make your first call. Of course, this requires some work + + +80 +Smart Calling +and planning on your part, but again, if you are serious about this +and make Smart Calling a systematic habit, then it will become a +ritual for you. Bill suggests sending things that you feel the prospect +might find useful (useful is the key term here; don’t send purely +self-promotional propaganda), such as: +r News clippings +r Magazine articles +r Copies of Web pages with interesting info +r Helpful hints pertaining to their business +r Your company’s newsletter (again, the more about them, the +better) +And let me add to the list: +Books: Find general, current, popular business books. Include a +brief note about how you thought the prospect might find +this interesting and that you will be contacting him or her +soon to discuss some ideas. Sound too expensive? Of course, +you wouldn’t send these out by the thousands, but let’s say a +book is $15. I bet you’d have a better chance of getting in to +see a high-level prospect when you say to the executive as- +sistant, “I’m the guy that sent the book.” When this prospect +becomes a client, you’ll make that $15 many times over. +Audio CDs or video DVDs: Similar to a book; be sure it is some- +thing educational, topical, and of value that will pique their +interest and curiosity. +Greeting cards: A very persistent sales pro sent me personalized +greeting cards every month for 16 months (that right—16!) +while I continually evaded his phone calls. I finally agreed +to take some time to listen to the automated system he was +using for sending out the personalized cards. I was sorry I had +waited so long to discuss it with him, and I now endorse and +use the program. I suggest you look at it as well; it can be +found at www.BusinessByPhone.com/soc.htm. +The best time to send the items is after you have already done +some social engineering. This allows you to tailor what you send to + + +More Smart Ideas for Prior to Your Call +81 +the prospect’s interests and then enlist his or her assistant in helping +you get it to the buyer. And when you do call, you still want to follow +all of the steps in the Smart Calling system. Do not—I plead with +you—do not start out your call with “I sent you a letter, did you get +it?” (We will cover the opening statement in Chapter 9.) +E-Mailing before a Call +E-mails before a Smart Call can warm them up, if structured well. I +recently received an e-mail that did catch my attention. It started +out: “Art, thought you might be interested in hearing about how another +sales trainer like you was able to get new customers and maintain them at +a high lifetime value. . . .” +Then he went on to share a success story, mentioned some of my +services and how they were similar, and shared some testimonials. +He said he would call me. +That message earned my time because it was personalized, not +just in name, but in content. He did his homework. He also built +credibility by using a testimonial with an example of someone like +me. Very nice. +This can work also with a hard-copy letter. Again, the key is +using Smart information and not trying to sell in the document. +How about Sending Unusual Items Prior to the Call? +Donnie Deutsch—host of the CNBC show The Big Idea—tells the +story of when he was building his ad agency and he wanted the +account of a regional car dealer. To get to the person who was +in charge of awarding the contract, he shipped an assortment of +individual car parts to the guy’s house every half-hour for a 12-hour +period. Each part was accompanied with a different message, like +“We’ll Give You Bright Ideas” (a headlight), “We’ll Protect Your +Rear End” (fender), and “We’ll Steer You in the Right Direction” +(steering wheel). In total, Deutsch sent 24 of these packages. He got +the account. +There is no doubt that sending unconventional items to buyers +can get their attention. I put these things into the gimmick category. + + +82 +Smart Calling +Just like a trick play in football, they make for a sexy story, and they +are fun when they work, but you are unlikely to build a career on +them. Here are just some of items I have seen and heard about: +r Packages of coffee and a mug: “I’d like to have a cup of coffee +with you to discuss some ideas about. . . .” +r Shoes, or blow-up feet. “I’m trying to get my foot in the door.” +r Lumpy mail. Direct mail marketers know that a three- +dimensional envelope gets opened before standard direct mail. +You are limited only by your imagination. Oriental Trading +Company (www.OrientalTrading.com) sells all kinds of fun +things. +A sales rep with Troy XCD Inc. named Angie Medina said that +to really differentiate herself, she sends a crumpled-up catalog or +brochure in an envelope and attaches a note saying, “Don’t throw +this away again!” +At a marketing seminar I once attended, one of the participants +shared the method he has used to seize the attention of high-level +decision makers. I thought that I had heard most of the gimmick- +related techniques of sending odd objects to decision makers, but this +one beat them all. This salesperson purchases cheap, $20 disposable +cell phones (the kind you can get at WalMart). He then sends them +to his highly targeted top-level decision makers, along with a note +that says, “I believe we can help you increase your profits. I will call you +at 3:00 P.M. on Thursday the 16th. Please listen for my call.” Then he +calls the cell number! He claims that it is so unusual that it works +almost every time. +Again, if you are having a difficult time getting through to a +buyer—someone you feel you must have as a customer—and have +exhausted all of your other avenues, you have nothing to lose by +trying an unconventional approach. +Smart Calling Action Steps +What else will you commit to do as a result of this chapter? diff --git a/library/Smart Calling/Chapter-07-How-to-Be-Smart-with-Voice-Mail/Chapter-07-source-text.md b/library/Smart Calling/Chapter-07-How-to-Be-Smart-with-Voice-Mail/Chapter-07-source-text.md new file mode 100644 index 0000000..a2a77ab --- /dev/null +++ b/library/Smart Calling/Chapter-07-How-to-Be-Smart-with-Voice-Mail/Chapter-07-source-text.md @@ -0,0 +1,455 @@ +# Smart Calling — Chapter-07: How to Be Smart with Voice Mail +- **Source**: /library/Smart Calling/source-file.pdf +- **PDF pages**: 93–107 +- **Pages without text**: 94 +- **Note**: Includes the Section Three divider immediately before the chapter. + +--- + + +S E C T I O N +THREE +Creating and Placing the +Smart Call + + + + + +C H A P T E R +7 +How to Be Smart with +Voice Mail +W +ould you like the secret to perfecting that one voice mail +message guaranteed to get all of your calls returned? +Yeah, I would, too. Let me know if you find it. +Oh, there are messages that can get calls returned all the time. +There are the ones saying that you’re from the IRS and have some +important information. Or that you’re with the hospital lab depart- +ment and located something disturbing in some past test results that +were overlooked. (As tongue-in-cheek as I am when joking about +these, I have, regrettably, seen those techniques suggested before. +Sad. And somewhat desperate.) +First, let’s get real regarding voice mail and telephone prospect- +ing: You need to lower your expectations. Do not expect your calls to +be returned. +Come on, now. It’s a bit absurd to think that someone who does +not know you—who is probably overworked and underpaid, who has +79 unread e-mail messages and 12 other voice mails from people they +do know—is going to return your call. Unless the prospect has an +85 + + +86 +Smart Calling +immediate, urgent need and pain that your product or service can +address at that very moment, it’s much more likely that they will not +call you. +A couple of years ago, after an overnight torrential downpour, I +went down the stairs into the lower level of my house for an early +morning workout. At the last step, my foot squished into wet carpet. +Oh no! The sump pump had fried, and the lower level of my house was +now flooded, with water still gurgling in. At that moment, I would +have immediately returned a voice mail message from someone who +did sump pump installation or water damage cleanup (unfortunately, +I instead spent time waiting for them to return my call). +Therefore, the first question we need to answer is: “Should you +even leave a voice mail on a Smart Call?” And the very definite +answer is “Yes!” +Why? Because you have already done the heavy lifting by com- +pleting the intelligence gathering. You know something about the +person you’re calling, the company, industry, and hopefully their +needs, pains, problems, and initiatives. You have a Possible Value +Proposition for them. You now have the opportunity to make an +impression with your message. Of course, you want to do it correctly, +since most voice mail messages create resistance and quickly get +zapped. +My suggestion for your voice mail objective is to pique their +curiosity with a hint of possible value and leave a question in their +minds like: “Hmmm, what exactly might that be?” Or “I wonder how +they do that?” You want whomever you are contacting to eventually +take your call when it is announced by an assistant or perhaps when +they see your company name on caller ID. +But what should that message be? It should be almost iden- +tical to the interest-creating opening statement that you will be +developing in Chapter 10. After all, why would you say something +different on voice mail than when you speak with your contacts in +person? +Using the Smart Call opening example from Chapter 10, here is +a sample voice mail message: +“Hi, Michael, I’m Pat Stevens with Insurance Partners. Hope you +enjoyed your golf vacation. In speaking with your assistant, Suzanne, +I understand that you are in the process of evaluating your competitive +edge in the employment market and figuring out how to attract and + + +How to Be Smart with Voice Mail +87 +keep the top talent in your various locations. We’ve been able to help +other companies in the same situation lower their recruiting and hiring +expenses, and increase their retention of managerial staff. I’d like to ask +a few questions to see if I could provide you some information. I’ll try +you again on Friday morning. If you’d like to reach me in the meantime, +my number is 555-###-####. I’ll repeat that, 555-###-####. And my +email is Pat@IPartners.com. Thanks.” +Some might read this and claim that it is long, but long is a +matter of perception. Hearing two sentences about opera is too long +for me, personally. Call me an uncultured oaf, but I don’t care about +opera. But if I heard 15 minutes about a barbecue brisket recipe that +might be tastier and tenderer than the one I make, well, that might +not be long enough. The bottom line: If the information is on a +topic the person is interested in, then a detailed message won’t be +considered too long. +Smart Calling Key Point +A voice mail message or +opening statement is only too +long when everything in it is +not of interest to the listener. +Edit your voice mails and +openings in the preparation +stage with this in mind. +To repeat: An effective +voice message is almost iden- +tical to your interest-creating +opening statement. The only +difference is that at the end, +you inform the person you’re +calling +that +you +will +call +back, and then leave your +contact information—just in +case they get the urge to call +you. Because it is virtually +identical to your opening, all of the same rules apply for what to +avoid and what works. While I will not repeat them here, I suggest +you do review and follow them. If you want to jump ahead, go to +Chapter 10. +Smart Calling Exercise +After you complete your opening statement in Chapter 10, come +back and modify it slightly by using the ideas here to make it your +voice mail message to that prospect. + + +88 +Smart Calling +Following are a few other pointers and tips specifically for maxi- +mizing your voice mail effectiveness. +Be Prepared +Here’s one of the biggest “Well, duh, no kidding” tips in the book. +You have to be prepared to reach voice mail, since this will probably +be the case most of the time. But as basic as this is, you’d be surprised +to find that it isn’t something that sales reps usually do. More often +than not, too many simply wing it. +Voice mail is not new technology; it shouldn’t be a surprise that +you will be asked to speak after the tone. So why wouldn’t you be +100 percent prepared for what you’ll say? (Just notice how many +messages you get that begin with, “Uhhh.”) There’s no excuse to +not be totally smooth and confident. Again, this will stem from your +interest-creating opening, which you will have prepared word-for- +word—so it shouldn’t be a problem for you. +Say You’ll Call Back +I have to laugh when I receive a prospecting call message where the +rep says, “So please call me at 555-123-4567. I will be in the office and +waiting for your call.” They are all still waiting. +As the prospector, you need to control the communication. It’s +your responsibility to reach them. Tell them you’ll call back Thursday +morning—then do it. But do give them options to reach you, leaving +your phone number and e-mail address—just in case they do opt to +contact you. +How Many Messages to Leave? +How many voice mails should you leave? I’ve seen all kinds of formu- +las. Three calls. Five calls. Eight calls? I don’t know. How important +is this prospect to you? You have to be the judge. +I do know, however, that if you only call once, you have little +chance of ever speaking with your prospect. Even if someone does +return the occasional voice mail from a prospector—which, again, is +rare—who do they call? Probably not the one-time caller. + + +How to Be Smart with Voice Mail +89 +A buyer I interviewed told me that he never returns calls and +that the only sales reps who have even a remote chance of getting +through his screener next time are those he recognizes as having left +several interesting voice mails. Personally, I never return first calls +from prospectors. I want to see that they are interested enough in +doing business with me to be persistent. +Smart Calling Success Story from the Field +“I’ve been doing two things that seem to have increased my re- +sponse when I leave voice mails (although I’m guilty of going on +too long). First, I will tell the people that I am sending an e-mail +with more information. That also means that they know they have +my contact information sitting in their inbox, and some people +just communicate better by e-mail. +“Four seems to be my magic number for voice mail messages; +I always seem to get a response to the fourth message. I usually +will leave a voice mail on cold calls, which builds its own name +recognition. When I do finally get ahold of the people, my name +may sound familiar simply because they’ve heard it three times on +their voice mail.” +—Toni Spitzman, The Bulldog Reporter +Should You Vary Your Message On Repeat Calls? +Why would you? Didn’t you put a lot of thought into crafting and per- +fecting your Possible Value Statement? And you did your Smart Call +research and used that in the message, right? So changing it would +be dumb. After all, even when Kentucky Fried Chicken changed +their name to KFC, their slogan stayed the same: “Finger Lickin’ +Good.” Every time you leave a voice mail, you are making another +repetitive imprint in the listener’s mind. Radio advertisers do this on +commercials by repeating a product name or benefit several times. +Plus, let’s not be so na¨ıve as to assume that your prospect is going +to remember everything you say in a message. I once conducted a +training program where the reps called their manager’s voice mail and +left the message they used on prospecting calls. Here was a revelation: +I always had them play the message a second time, immediately after + + +90 +Smart Calling +hearing it once. I heard things the second time I had not picked up on, +despite having just listened to it seconds earlier. And I was focused on +the message, specifically looking for things in the message—much +more so than a prospect would be. So create your value-packed +message, and use it repeatedly. +Listen to Their Entire Voice Mail Message +I was recently sitting in with a sales rep listening to calls when I +noticed a pattern: As soon as the voice mail answered, he always +hung up. After he did this about 10 times, I asked him why. “Leaving +messages is a waste of time. So I just hang up as soon I get voice mail.” +He also said he tried back three more times over the next week, and +if he never reached the person, he simply discarded the name. +I instructed him to call back the previous voice mail he just hung +up on, and he did. The prospect’s greeting said: +“Hi, this is Kevin Davis. For the month of May, I will be working +in my Boston office. If you would like to reach me there directly, call +617-###-####.” +The rep rolled his eyes a bit as I gave him an “I told you so” look. +He apparently knew nothing about the other location. He then +dialed the number, immediately reached the prospect, and entered +into a sales process with him. And that was a prospect he would have +discarded, had he not listened to the entire message. +You might hear other valuable Smart information you can use, +such as: +r An assistant’s name and extension numbers. +r Others who may be able to help. +r Where the prospect is during his or her absence. +r What the prospect is doing. +r The pronunciation of his or her name if you don’t know that +already. +r When the prospect will return. + + +How to Be Smart with Voice Mail +91 +Have a pen in hand as you listen to their voice mail greetings so +you can record this vital information. +Listen for Their Tone on Voice Mail +When you reach voice mail, pay particular attention to the decision +maker’s personality on their greeting. This gives you some insight +into the type of person they are and how you might approach them. +If they sound rushed and quickly spit out their voice mail greeting, +you know you should be prepared to be up-tempo and to-the-point +when you reach them. You might hear someone who sounds very +laid-back, warm, and welcoming; therefore, you would prepare to be +a bit more informal on your call. +Put the Directions in Your Notes to Save Time +Some companies’ voice mail systems seem to require a map just to get +to your contact. You may occasionally need to trek through several +layers of instructions before reaching your buyers; however, there are +often simpler passages. Once you learn them, put the codes in your +notes to save time: “Press # immediately, then 23 to get to Pat.” +Opting Out to a Live Voice +When you prefer to speak with a real voice and not a digitized one +upon reaching an electronic switchboard, you can try the standard +escape hatches: hitting 0, ∗, or #. Another option is to simply stay +on the line, since many systems revert to a live person if nothing is +selected. +Use Your Prospect’s Electronic System +to Gather Intelligence +You can garner quite a bit of useful information about a company just +by listening to its recordings. Scan the electronic options provided + + +92 +Smart Calling +when voice mail answers. For example, when you’re hit with an array +of choices like “For Sales, press 2; for Service, press 3,” listen to the +various recordings, and return to the main menu to start over after +each. You might pick up more information on what they sell and +how, the size of the organization, how they service their customers, +and other helpful clues. Additionally, if the voice mail system asks +if you want to hear the directory, opt to do so. You might hear titles +listed with names, or, if you already have written names, this can +give you the correct pronunciations. +Call Back Immediately +After you leave a voice mail, try dialing right back. Think about +it: How many times have you run for your ringing phone and just +missed a call? +Call at Different Times of the Day +Make a note of what times during a day you miss your prospect +and leave a voice mail. Try different times during the day. Best yet: +Ask an assistant when your prospects are at their desk or when the +best time to reach them is. For example, you don’t want to keep +bothering someone who isn’t exactly a morning person at 8:30 A.M. +every day. +Give Your Number Twice; Give Your Number Twice +One of life’s little voice mail annoyances is having to play a message +back to write down a phone number. So give yours twice. I like to say, +“My number is 402-895-9399. I’ll repeat that for you.” And please, +say it slowwwwwwwwwly. Another option is to give your number +right at the beginning of the message, and then say you will repeat +it at the end (but remember to do so!). + + +How to Be Smart with Voice Mail +93 +“Here’s My Number . . .” +According to the Amy Vanderbilt Complete Book of Etiquette authors +Nancy Tuckerman and Nancy Dunman, you should say, “Here’s my +number,” before you leave your phone number—and then pause for +one or two seconds. It gives the person listening to your message a +chance to retrieve a pen. Then pause every few digits, and repeat the +number at the end so the person can check what she or he has written. +Smart Calling Tip +Write your phone number as you leave it on a voice mail message. +This ensures you are saying it slowly enough for the person on the +other end to write it as well. +Review Your Message, but Don’t Assume You’ll Always +Have the Option +If you didn’t feel like you’ve left the perfect message in the way you +wanted, many systems provide the option to hit a number to review +it. While this is a good idea, don’t make a day of it, and don’t assume +that you will always be able to do it. A sales rep told me his words +turned to nonsense as he was leaving a message: “And I’m calling +about how we can, uh, create, uh, help to lower, um, er, your lower +costs, I mean, ah hell, blah, blah, bladdy blah, oh screw it.” Then he hit +#, thinking he would be able to rerecord the message. +Instead, he heard, “Thank you. Your message has been delivered.” +Make Your Voice Mail Message Stand Out +from the Clutter +Want to enhance the chances of your voice mail message being +remembered? +r Back it up with a written message by an assistant. Ask the +screener, assistant, or anyone in the area to scratch out a brief + + +94 +Smart Calling +note for the prospect. For example, “Pat Walters left a voice mail +regarding cutting maintenance expenses by 25 percent and will +call back tomorrow.” +r Ask them to not put it on your prospect’s desk, but on his or her +chair. That sets you apart. +r Further, ask them to draw a little smiley face next to the message. +Don’t laugh. Corny, to be sure, but memorable, right? +r Reinforce it with an e-mail, if you have—or can get—the address. +Of course, all of this must complement a great Possible Value +Proposition. The message must be about your prospects and their +world, what they want to achieve or wish to avoid. What we’re +doing with that message is making it stand out from the clutter. +Use a Last Resort Message +At some point of repeated futility—depending on their future poten- +tial and the size of your prospect pool—you need to punt and leave +a final, firmer message. But when does that point come? If you sell +office supplies, everyone could be a prospect, so the magic number +at which you let go would be smaller than for someone selling train +locomotives to railroads. What do you say? +“I’ve tried several times to contact you about how we might be +able to help cut your cost of customer acquisition by 20 percent +like we have for B.O. Industries. If I don’t hear back from you, +I’m going to assume this is not something you’d like to discuss at +this time.” +This often elicits a response (I’ve even heard apologies) from +people who are interested but were simply too busy to reply. +How One Rep’s Message Prompted a Return Call +“I work in the software industry, specifically targeting printing +companies. Although our sales cycle is usually around 60 days, + + +How to Be Smart with Voice Mail +95 +we occasionally can sell on the spot, or it can take up to 3-plus +years. I gave a demo of our product to a gentleman in Washington, +D.C., and proceeded to follow up over the phone, as I am based +in Lincoln, Nebraska. Every time I called, the gatekeeper would +say the same line: “I paged him twice, but he didn’t answer.” +It got so funny that I would mute my phone and put it on +speaker for my colleagues to hear—because I could predict ex- +actly what he would say each and every time. After multiple +contacts—and the gatekeeper giving me the same line every +time—this print shop finally got a voice messaging system. I may +have been the first person ever to leave this man a voice mail, and +it went something like this: +“Daniel, this is Greg from Digital IMS. This is my 48th attempt to +get ahold of you after our demo. I will not be calling for you anymore. +If you are interested in purchasing our product in the future, you can +reach me toll-free at [toll-free number].” +I left the file alone. Five weeks later, Daniel called me back +and said, chuckling, “I was waiting for call number 50, but it never +came—so I thought I should call you back.” +He bought. +It goes to show you that while persistence pays off, it’s occa- +sionally just as effective to let a prospect know that you are done +investing time with them. +—Greg Daehling, Director of Sales, PrinterPresence by +Digital IMS +Handling Unreturned Voice Mail Messages +Tom Mason, New Business Development Manager with Maclean +Computing, has a great way to handle prospects who don’t return +the voice mail messages he leaves them. Here is an e-mail he sends: +Dear Tyler, +My name is Thomas Mason, and I work for a company called Maclean +Computing Ltd. On the 5th of June, I spoke to Mark and he suggested + + +96 +Smart Calling +that I speak to you regarding what we do here. I have tried to contact +you since, on four separate occasions. The dates for contact are the +11th of June, 20th of July, 23rd of July, and the 29th of July. +The reason for this e-mail is that I am concerned that I have done +something wrong and that this is the reason why you are not returning +my calls. Hence the title of my e-mail: “Advanced Apologies.” If I have +done something wrong, I would like to find out, so I can correct it. If +you would like to talk to me, please give me a call at +or e-mail +me at +. +Thank you for your time. +Thomas Mason +After 9 months of using this, Tom gets about a 90 percent hit +rate, which is quite good in situations when most people would +normally give up. +Shady Voice Mail Tactics to Avoid +As I mentioned in regard to the sleazy sales techniques some people +teach and use regarding screeners, there are slimy voice mail meth- +ods you need to avoid. The first is simply leaving a message like +this: “Hi, it’s Don Johnson. My number is 555-###-####. Please call +me today.” +That’s it. No company name, no reason for the call. The rationale +is that they must call you back since they have no idea why you called. +In my case, I do have to call these people back. But when I quickly +realize they are a salesperson using a tactic to reach me, they had +better have their A-game ready—since I usually skewer them. +This next one is just flat-out laughable, yet I’ve seen it suggested +in print several times, been asked about it by participants in sem- +inars, and have even run across a few people who claim to have +used it. +“Hi, this is Pat Stone, at Halo Company. My phone number is +555-###-####. I have the most unbelievably great news for you. +It’s about . . .” + + +How to Be Smart with Voice Mail +97 +Then you hang up. That’s right. Hang up. The reasoning behind +this is that the person you’re calling will be so interested in what you +have to say that they will call you back. And then you are supposed +to give the impression that you didn’t know your message was cut off. +Give me a break. The end does not justify the means. +Smart Calling Action Steps +What will you commit to do as a result of this chapter? diff --git a/library/Smart Calling/Chapter-08-Working-with-Screeners-Gatekeepers-and-Assistants/Chapter-08-source-text.md b/library/Smart Calling/Chapter-08-Working-with-Screeners-Gatekeepers-and-Assistants/Chapter-08-source-text.md new file mode 100644 index 0000000..9faa501 --- /dev/null +++ b/library/Smart Calling/Chapter-08-Working-with-Screeners-Gatekeepers-and-Assistants/Chapter-08-source-text.md @@ -0,0 +1,357 @@ +# Smart Calling — Chapter-08: Working with Screeners, Gatekeepers, and Assistants? +- **Source**: /library/Smart Calling/source-file.pdf +- **PDF pages**: 108–117 +- **Pages without text**: none + +--- + + +C H A P T E R +8 +Working with Screeners, +Gatekeepers, and Assistants? +N +otice that I did not call this chapter “How to Get Past or Go +around, over, through, or under Screeners and Gatekeep- +ers.” Yet that is precisely what much of the literature and +instruction on the topic suggests. +What garbage that is! +I suggest the opposite. I could sum up my stance in a short +sentence: Treat the screener as you would the buyer. +I personally don’t like the monikers “screener” and “gatekeeper.” +They seem to imply something negative to me, almost as though it is +their job to keep everyone away from the people you’re attempting +to contact. However, I’ll use them here, since they are the common +terms used to describe the people who protect decision makers. +First—just in case you have been or might be exposed to bad in- +formation about screeners—let’s take a look at some of the nonsense +that has been taught about screeners so we know what not to do. For +example, +98 + + +Working with Screeners, Gatekeepers, and Assistants? +99 +“Don’t give them any information. They can’t buy from you.” +Wrong. Sometimes they can indeed buy from you, and often, +they may influence a decision. The one thing they can do is make +sure that no one will buy from you. +“Answer their question abruptly, and make a demand of your own. +As in ‘I’m with AB Company. Will you connect me please?’” +Oh, so that will intimidate them into putting you through? +Right. People generally don’t respond all that favorably to a rude +demeanor. +“Just tell them, ‘It’s a business matter that I need to speak with him +personally about.’” +You might as well say, “I’m a cheesy, self-important salesperson +and I don’t respect you.” +“If they get too nosy, say, ‘Well, would Ms. Bigg approve of you +denying her the opportunity to learn about what we have?’” +Not only would she approve but also she would probably give +the screener a raise. +I have to wonder if the people suggesting this stuff have ever +actually placed a sales call. What do people who advocate such +swill really think—that screeners are imbeciles? Wimps who allow +themselves to be intimidated by such strong-arm tactics? In most +cases, the screener is your key to the decision maker’s door. That is, +as long as you realize that he or she is not a barrier to be knifed through +or steamrolled over. A person performing the role of a screener has +one purpose in that job: to protect the decision maker’s time. Your +task, when necessary, is to help the screener realize you are important +enough to earn an audience with the boss. +And don’t you think screeners can instantly spot the shady tac- +tics of callers who try to sleaze through? Please don’t fool yourself. +They’re masters. And the more someone tries to scam them, the +more firmly they bolt the air-tight door. Some screeners I’ve observed +have hung up smugly saying, “There, take that you son-of-a- +!” +Their perception of a caller’s value diminishes in proportion to the +elusiveness of the techniques used by the caller. And the higher up +your decision maker is in an organization, the more skilled and ex- +perienced is the screener at reading the importance of sales callers, +therefore compounding the reason to approach the screener as the +professional that she or he is. + + +100 +Smart Calling +Gatekeeper Reality Check +“My wife is a receptionist, and what sales callers usually don’t +know is that she makes 90 percent of the purchasing decisions for +the office, and there is only one person with authority over her +(the CEO, her direct manager). She gets calls from salespeople +who try to belittle her and get up to the decision maker and who +don’t realize that she is the decision maker and has more than just +gatekeeper ability.” +—Ryan Moore, Sales Rep, Chempoint +What to Do +Some prospecting systems and trainers will encourage you to spend as +little time as possible talking to screeners. But doing so would cause +you to miss opportunities to Smarten up your calls in the process. +Think about it: This person is very close to the decision maker and +has lots of valuable information. So work with him or her and attempt +to establish a friendly rapport. +On a first call to a prospect, I suggest using the social engineering +process discussed earlier. +1. Identify yourself and your company. +2. Ask for help. +3. Use a justification statement. +4. Ask questions. +Examples: +“Hi, I’m Jason Andrews with National Systems. I hope you can help +me. I’d like to speak with Ms. Peterson, and to be sure that what +I’d discuss is most relevant, there are a couple of questions you +could probably answer for me.” +“Hi, I’m Sandra Stone with Premier Software. I’m looking for some +help. I want to be sure I’m in the right spot and I’d like to ask a +few questions.” + + +Working with Screeners, Gatekeepers, and Assistants? +101 +Then, simply begin asking. +Beginning this way sends the following messages to the screener: +r You’re not like all of the other time-wasting salespeople who +disregard the screener and try to bully or slime their way in. +r You actually are helping the screener do his or her job (by pro- +tecting the decision maker’s time). +r The screener begins to form a relationship with you, which +moves you closer to getting her or him to assist you. +Don’t underestimate the importance of that last point. While +doing research on a video program for getting to decision makers +during the early 1990s, I interviewed 50 screeners. In response to +the question “How do you determine who gets put through?” the top +answer was “People I like.” A reader of my e-mail newsletter, Lisa +Strong, wrote this to me: +“I was an Executive Assistant to presidents and business owners of +companies for years, and if you irritated me, you had zero chance of +speaking with the owner. If I liked you, I would go out of my way to ‘talk +up’ your company and made sure your correspondence was in his ‘to +read’ file. Many times, when these owners were looking for new prod- +ucts or services, their Executive Assistants were responsible for doing +the research and choosing the company that he should see. Therefore, +treating whomever answers the phone with respect is in the salesperson’s +best interest.” +Be Prepared to Sell the Screener If You Need To +There are those screeners who simply might be having a bad day. +Perhaps they just spoke with a sleazy sales rep and the resentment is +still fresh, or maybe they just aren’t very nice people. It happens. +If the screener asks what the call is about and needs a better +reason than the one you provide to put you through—then be ready. +I’ll repeat that: You need to be prepared to matter-of-factly answer +the screener’s probing questions if they are posed, and your answers +mustn’t make her feel as though she’s shadowboxing with you. They + + +102 +Smart Calling +must leave her unequivocally fulfilled. She needs to be satisfied that +you have something of value for her boss. +Think again about the screener’s job. What happens when a +less-than-ethical salesperson slithers through and wastes the deci- +sion maker’s time? He cracks open his door, peeks out, and in an +annoyed tone demands, “Why did you let that bozo through?” This +accounts for the need to help her look good in her boss’s eyes. So, +when you get the “And what is this in reference to?” question, you +need to respond—without hesitation—with your justification. For +example, “We specialize in helping parts manufacturers in your industry +increase their short-term cash flow while they’re waiting for their longer- +term receivables to be paid. I want to ask him a few questions to determine +how big of a problem this is for him, and see if it would be worth it for us +to speak further.” +At this point, if you haven’t asked already, you might say, “In +fact, there’s probably some information you could help me with.” And as +with voice mail, this answer should be very similar to the opening +statement you will deliver to the buyer. Most important, do not +discuss your product or service; talk about the results. It’s very easy +for a screener to say, “We’re all set” or “We’re happy with who we’re +buying from” when a salesperson mentions she wants to talk about +postage meters. It’s tougher to respond negatively when a rep says +she has helped cut down other magazine publishers’ costs of sending +out their renewal statements and direct mail letters. +Smart Calling Exercise +Prepare your response to “What is this about?” (Again, you prob- +ably will want to wait until after the opening statement chapter, +since your response will be a variation of the opening.) +Tips for Working with Screeners, Gatekeepers, +and Assistants +Here are some tips you can use to be successful when working with +screeners and assistants. + + +Working with Screeners, Gatekeepers, and Assistants? +103 +Use a Conversational, Yet Confident Tone of Voice +If you were standing in the lobby of their office, the screener would +first size you up based on your appearance. They do the same with the +way you sound, so don’t sound sloppy or unimportant. However, you +also want to avoid crossing the line into condescension or cockiness. +You can sound confident without appearing pushy or demeaning. +Here are some weak words and phrases to avoid. +“Is Ms. Powell available, or is she busy?” +“Is Mr. Stevens in, or is he in a meeting?” +“May I speak with Donna, or is she doing something important?” +These questions minimize your status in the screener’s mind and +make it easy for them to give you the brush-off. +Get the Screener’s Name +Early in the conversation, ask for the screener’s name. Use it on the +call, put it in your notes, and greet the screener by name on the next +call. You seem to be much less of a stranger on subsequent calls, and +of course, everyone loves the sound of their name. +Get Personal Information about the Buyer +After building rapport with the screener, the next step is to gather +personal information about the boss: what hangs in the office, +what personal items adorn the desk, personal interests, hobbies, or +passions—in short, any valuable information that can help you begin +a relationship. +Smart Calling Tip +A question we probably all hear on occasion is “Is this a sales +call?” It typically comes from screeners looking to weed out sales +reps who will just waste the boss’s time. Here’s a good response: +(continued ) + + +104 +Smart Calling +(Continued) +“I don’t know yet. If there’s a fit for what we have, it might be; +otherwise, it’s not. I specialize in working with IT managers, help- +ing them reduce their workload and headaches regarding keeping +track of the software they have installed on their machines. I’d +like to ask Ms. Collins a few questions to see if we have the basis +for further conversation.” +Ask the Screener about the Decision Maker’s Preferences +Don’t hesitate to find out from screeners how the decision maker likes +to be approached and addressed. For example, some people enjoy a +little small talk; others prefer getting straight to the point. Some are +offended when you use their first name too early in a relationship; +others get uncomfortable when addressed as Mr. or Ms. You can also +ask the all-important question: “Are there any topics I should avoid +when speaking with her?” +Listen for the Names of Others +Any time the screener—or anyone—mentions the name of someone +else in their organization, immediately jot it down. Then, when it is +your turn to speak (do not interrupt), ask, “You mentioned ‘Steve.’ +What does he do?” Also ask the screener who the boss reports to. +This can help you learn the decision-making hierarchy, helping you +ensure that you are talking to the appropriate people in the decision +process. +When They Want You to Send Literature +Just as it is when a prospect says, “Send some literature on that,” this +might also be a screener’s attempt to get you off the phone. Or it +could legitimately be the way they do business. I suggest you question +to qualify the intent of the request: “Actually, one of the purposes of +my call is to see if it would be worthwhile to provide additional information. +That’s why I’d like to speak with him first: to determine what he might +have interest in.” +In the cases where the screener says the decision maker always +needs to see material first, be the professional that you are and agree + + +Working with Screeners, Gatekeepers, and Assistants? +105 +to work with them. My good friend, a longtime columnist in my +Telephone Prospecting and Selling Report newsletter, Jim Domanski, +has some fine tips on how to effectively work with screeners when +sending information. +r Address literature and other support material to the gate- +keeper. We sometimes have a tendency to address our support +documents to the decision maker, even after we have begun +working with the gatekeeper. In addition to the fact that this +is demeaning to the gatekeeper, there’s another reason to send +material in this way: The gatekeeper rarely gets the same amount +of mail that the decision maker receives. Therefore, a letter or +package addressed to the gatekeeper is likely to be opened sooner. +r Handwrite the address instead of using a typed label. And if you +can, put it in a plain envelope (rather than one with a company +logo). Write your return address in the upper left corner, but +do not include your own or your company’s name. It’s an old +but still effective technique. There is a sense of mystery about a +plain, handwritten letter or package. It gets opened first and is +quickly remembered. +r Make your support material pretty ugly. The most important +thing here is not to be visually appealing but rather to command +the screener’s attention. So use a highlighter on key areas. Write +in the margins. Circle important things. Draw arrows to vital +facts. Use Post-It flags if you have multiple-page documents. The +gatekeeper is busy and is probably not an expert on your product +or service. Make their job easier by giving them areas to focus on. +r Forget the formal cover letter and use a Post-It note to ac- +company your material. Ceremonial letters with stuffy words +like “further to our conversation of September 30th, please find +enclosed,” well, stink, to be honest. Attach a sticky note with +something like: “Shelly, here’s a brochure on the LCD projector. +To make things a little easier for you, I have highlighted some key +areas. Looking forward to talking with you on the 6th at 8:15.” +It’s plain, straightforward, nothing fancy or complicated. But +note the clearly stated benefit for the screener (saves time) and the +casual way that the telephone appointment is reinforced. + + +106 +Smart Calling +Reference the Pretty Ugly Brochure +In fact, you can use the actual words: “Shelly, I’m following up on that +LCD brochure. It probably looked pretty ugly, but I wanted to save you +some time.” If they opened it, they’ll remember it—because it was +unusual. +(Jim Domanski is President of TeleConcepts Consulting, a telesales +consulting and training firm. He’s also the author of Profiting by Phone, +and Add-on Selling. See www.TeleConceptsConsulting.com.) +Smart Calling Success Story +Sales rep Jim DeBender spends some of his sales time visiting +customers. He always makes it a point to search out screeners and +thank them for their help over the phone. You can just imagine +how well received this gesture is. If you have the opportunity to +visit customers or prospects, do the same. +Getting Your Messages to the Buyer +If the screener asks if you’d like to leave a message on voice mail, or +if you have the option of having someone paged, respond with “How +does she like to get messages?” This will improve your chance of +more efficiently reaching the decision maker. Some people prefer to +speak with the screener when they call in for messages and therefore +attach more importance to the messages left with the screener. Some +people simply hate to use their voice mail and may be lax in calling to +check for messages. Again, a message left with the screener may yield +better results. Conversely, the voice mail proponent might religiously +retrieve messages. Either way, asking what’s preferred could give you +that slight edge. +Will You Help Me? +Another method for working with screeners—regardless of whether +someone has voice mail—is to simply ask, “Will you have a chance to +see Ms. Bigg when she comes back?” When they answer affirmatively, + + +Working with Screeners, Gatekeepers, and Assistants? +107 +continue with “Great. When she picks up my message, would you +please tell her personally that I really would like to speak with her +today? I have an idea that she might want to know about.” Be- +cause you’re enlisting the screener’s help—and acknowledging your +awareness of his influence over the decision maker—you’re endear- +ing yourself to them a bit more while simultaneously emphasizing +the importance of your message. +Go to the Highest Level +When in doubt about where you should start to locate a decision +maker, find the level higher than the one that typically makes the +decision for what you sell. The people here can give you good infor- +mation. Typically, you will be referred down. Then at the next level, +you can say, “I was speaking with Karen at Mr. McNabb’s office, and +she felt that Pat would be the person I should be speaking with.” +It’s important that you don’t imply that Mr. McNabb said that she +should buy from you; just let them know that you’ve come from +above, and your call will implicitly carry more clout. +For Buyers on Vacation +Find out as much as possible from the call screener about the de- +cision maker’s trip—especially when they’re planning to return. It’s +probably not worth it to leave a message at this point, since they’ll +already have a big stack of mail, hundreds of e-mails, and 38 messages +waiting for them when they return, and your message will be number +26 in the middle of the stack. Instead, plan to call them when they +return, and give them a couple of days back in the office before you +do so. If they return on Monday, for example, you probably don’t +want to get in touch until Wednesday. Then, when you do call, you +can ask about their vacation and use your interest in their trip as a +basis for building rapport. +Smart Calling Action Steps +What will you commit to do as a result of this chapter? diff --git a/library/Smart Calling/Chapter-09-Opening-Statements-What-to-Avoid-to-Minimize-Resistance/Chapter-09-source-text.md b/library/Smart Calling/Chapter-09-Opening-Statements-What-to-Avoid-to-Minimize-Resistance/Chapter-09-source-text.md new file mode 100644 index 0000000..d693fd1 --- /dev/null +++ b/library/Smart Calling/Chapter-09-Opening-Statements-What-to-Avoid-to-Minimize-Resistance/Chapter-09-source-text.md @@ -0,0 +1,495 @@ +# Smart Calling — Chapter-09: Opening Statements: What to Avoid to Minimize Resistance +- **Source**: /library/Smart Calling/source-file.pdf +- **PDF pages**: 118–131 +- **Pages without text**: none + +--- + + +C H A P T E R +9 +Opening Statements: +What to Avoid to +Minimize Resistance +I +t’s show time. The curtain rises. The prospect has now answered +the phone. +Don’t screw it up. +I don’t want to be negative, but the first 10 seconds is the time +during which most prospecting calls die. They implode before leaving +the starting gate. The good news is that failure is preventable and +almost always a direct result of what the sales rep says. +To illustrate a point, here are two scenarios. Think about how +you feel after reading each. +1. The remainder of this chapter will be about heating and air con- +ditioning. We’ll discuss all aspects of how buildings are heated +and cooled. I have details of how heating and a/c units are wired +and how ductwork is installed in buildings. +108 + + +Opening Statements: What to Avoid to Minimize Resistance +109 +2. The remainder of this chapter is specifically about how you can +get another week’s worth of paid vacation this year. +What were your reactions? +After the first one, you were probably thinking, “I don’t need to +know this, and I don’t want to hear about it. That’s boring and does +not affect me. I will extract myself from this situation.” Conversely, +after reading the second example, you were probably thinking, “That +got my attention. I wonder what it is? Tell me more.” +My point? In the first 10 seconds of phone calls, sales reps create +the same emotions as those from my two scenarios. Therefore, you +want to minimize or eliminate the feelings from the first scenario and +strive for those that the second statement induces. We will begin our +discussion of how to be successful with openings by reviewing the +words, phrases, and questions I suggest you avoid—those that have +a greater chance of evoking resistance than interest. +I have compiled this list based on more than 26 years of business- +to-business experience, studying, listening, practicing, and tinkering +with what works and what doesn’t. Indeed, I have taken my beatings +as a result of using many of these, so I am well-qualified to discuss +them. +Here are some key points about my “don’t say” list: +r Some people can employ even the most ridiculous techniques— +including these—and still show some success. It’s usually +attributable to their delivery and personality, but most other +people would fail miserably with them. +r These suggestions are meant to minimize your chances for resis- +tance. If something has a high probability for failure, why risk it? +r Nothing works all of the time. I’ve had people tell me, “I’ve +taken your suggestions and they don’t work for me.” Well, upon +further examination in many cases, they weren’t doing exactly as +I suggested, or they were delivering it poorly, which contributed +to the “not working.” Again, my mantra: We want to maximize +our chance for success, while minimizing the chance of failure. +That’s why I present these phrases to avoid. +Most people ashamedly admit, upon reading many of these ex- +amples, “I say a bunch of those all the time.” That’s okay, and part of + + +110 +Smart Calling +the learning process. Again, I’m with you, since I, too, have made +every mistake in the book. The key is learning from our mistakes, +seeking and finding a better way, and moving on. +In the next chapter, we will look specifically at what to do in our +openings. Right now, here is what you want to avoid. +What to Avoid Saying in the First 10 Seconds of Your +Opening to Decision Makers +“Just” anything. +The word just sounds weak and diminishes everything that fol- +lows it: “I’m just calling to see if I could ask a few questions” Just +get rid of “just.” +“Wanted to introduce myself and company to you.” +This isn’t a cocktail party or a networking mixer. Remember who +they care about: themselves, not you. It adds no significance +and takes up valuable time. +Any mention of products or services without an accompanying +results statement. +As in “I’m with Dunlap Services, a local messenger service. I’d +like to talk to you about your messenger needs.” In response, +people can very easily say, “We don’t need that” or “We’re +satisfied with who we’re using” if you mention a product or +service without the result. Products and services can incite +resistance. Results are much tougher to reply negatively to. +“You sure are a hard guy to reach!” +There’s a good reason for this: They are busy and important. And +you’ve just wasted a few seconds of their precious time stating +the obvious. You’ve also positioned yourself as a salesperson +and given them time to formulate their “I’m going to get this +guy off the phone” strategy. +Sounding salesy +This includes anything that reeks of old-school, smarmy, stereo- +typical salespeople. For instance: + + +Opening Statements: What to Avoid to Minimize Resistance +111 +“As you know, we are the top provider of. . . .” Whenever I hear +“As you know,” I begin thinking of reasons why I wouldn’t +know. +“I’m sure you would agree. . ..” Tell someone this, and they prob- +ably won’t agree. +“If I could show you a way to get a top five position in the major search +engines, you’d want that, wouldn’t you?” Please, promise me +you will never say, “If I could show you a way” in an opening. +It is so absurd. You’re asking someone to make a commitment +before they know any of the details. +“Are you the person there in charge of . . . ?” As in “Hi, I’m Pat +Seller with ABC Company. Are you the person there who would +handle the decisions regarding your +?” You might as well +start off the call with “I’m selling something. Are you the person +I should be selling it to?” +Someone reading this might ask, “Okay, but we are trying to sell +something, and we want to be sure that this is the person we should +be talking to, right?” +Right. But that is not the way or the time to do it, and we do not +want it to seem like we are just trying to sell them something. Here’s +why: +r People would rather not talk to salespeople they don’t know. It’s +natural, like the way we avoid the salespeople in retail stores +who stalk after us and ask, “May I help you?” Again, people like +to buy but don’t want to be sold. A statement like this there- +fore announces your sales intentions, triggering the defensive +posture. +r You have about seven seconds to move a person into a positive, +receptive frame of mind on a Smart Call. If you’re not doing +that, they’re slipping into a negative mind-set, moving into the +“How do I get rid of this salesperson?” mode. The question about +“Are you the person?” solidifies that before you have even begun +to create interest. +r You should already know—before you ever hear their voice—that +they are the decision maker for what you sell. You have read + + +112 +Smart Calling +the previous chapters about gathering intelligence and social +engineering, right? +“Can You Help Me?” +As we discussed in the chapter on gatekeepers and assistants, this is a +valuable question with people performing those roles. With decision +makers, however, it’s a horrible technique. It creates resistance. Let’s +listen in: +Decision Maker (interrupted from whatever she’s doing—which is +most likely not staring at the phone waiting for a sales call): “Pat +Kelly here.” +Caller: “Hi Pat, Dale Doofus with Ace Services. Can you help me?” +Decision Maker (wondering “Who is this person, and what does he +want? Probably a salesperson.”): “What do you need?” +Caller (Now combining a couple of the other mistakes): “Yes, I was +just wondering, are you the person there responsible for the secure +storage of your paper records?” +Decision Maker: “I am, but we’re all set.” +Let’s dissect what has happened: The caller wasted about 15 sec- +onds arousing the decision maker’s suspicion that he was probably +someone calling to sell something and then confirming it. The neg- +ative momentum is like a freight train rolling downhill. +And by the way, their job is not to help you! How arrogant +is that? Your job is to help them! You need to be able to quickly +communicate how you might be able to do that before they have +had a chance to move into “Get rid of salesperson” mode. Unless +you’re calling for a charity, don’t call to ask for the decision maker’s +help. +Don’t Apologize for Wanting to Help Them +Apologizing for taking someone’s time at the beginning of a call +diminishes your importance. For example, consider the caller who +says, “I know you’re busy, and I’m sorry for interrupting. I’ll take just a +few seconds, and here’s why I’m calling.” +Stop. Think about what you’re really offering. You have some- +thing of value that will help make this person’s life better—right? + + +Opening Statements: What to Avoid to Minimize Resistance +113 +If you’re not sold on your importance, then they certainly won’t be. +Everyone is busy. If what you have is of value, you earn their time, +and they’ll want to speak with you. (More on the time issue later.) +“Thanks for Taking My Call” +There are very few instances in life where saying thanks does not +make a situation better, and I maintain that the opening statement is +one of those few. You can argue with me, but when a sales rep thanks +me for taking his call, I hear: “I feel like I’m not worthy of you, and I’m +honored that a buyer would talk to me.” It diminishes your importance +in a buyer’s mind. And it’s another example of words taking up space +and not adding value quickly. +Asking for a Decision, or Even Hinting at One +If a man approaches a woman he does not know in a bar and opens +with “Would you like to get married?” he might get slapped or at least +be viewed as a jerk. +Similar Questions +“I’d like to talk about beginning a relationship.” +“I’m a real interesting guy and would like to set up a time for us to get +together. Would 6:00 Friday be good?” +Ridiculous, cheesy, and a bit creepy. +Let’s put it in a different context. A sales rep calls and opens with: +“I’d like to talk about becoming one of your vendors.” +“I would like to talk about developing a relationship with your +company.” +“We have some great products and would like to come out there and +discuss them with you. Would 3:00 Thursday be good?” + + +114 +Smart Calling +Hmm, kind of puts it in perspective, doesn’t it? Granted, all of +those requests could be the end result, but it is far too early to ask for +a decision, or even hint at one, in the opening. +Important point: When your call arrives, prospects are not in +the preferred state of mind to hear a request for a decision, or even +the insinuation that you are going to ask for a decision of any type. +We must first earn the right to someone’s time by piquing curios- +ity and quickly communicating some possible value. And we must +keep earning it throughout our calls (and visits) to make appro- +priate recommendations when the time is right, and then secure +commitments. +“I’m Calling People in Your Area” and “I was Just Going Through +My Records” +Oh, like that would make them feel special? They don’t want to be +treated as if they’re just one of the names on the list you grabbed +that day. People want to feel like they’re the only person you’re +calling—not just one of the masses from a list of compiled names. +“I’m Updating My Database” +And why would they be inclined to help you do that? +“I’m Calling to Check in With You” +I jokingly refer to this as the probation officer approach. If you don’t +have something of value to offer, don’t bother checking in. +“You and I Have Not Spoken Before” +That states the obvious; it’s a waste of words. +“As You Can Guess, This Is a Sales Call” +You’ve got to be kidding me! It’s as if the rep is saying, “Okay, I know +I don’t have a shot, and you’re probably going to resist—but here +goes.” +“Just Wanted to Reach Out to You” +On top of the “just,” what does reaching out mean—or do—for the +listener? + + +Opening Statements: What to Avoid to Minimize Resistance +115 +The Baseball Opening +“Just wanted to touch base with you.” +See the previous example’s comments. +The “I’ve Got Too Much Time on My Hands” Call +“Thought I’d give you a call to see how it’s going.” +“Calling to See If You Received the E-Mail/Letter/Brochure/Package/ +Catalog/Price List I Sent?” +Is the literature going to do the selling for you? If so, why are you +needed? Granted, as we discussed, sending something can warm up +a call, but do not ask if they received it. It adds no value and, again, +gives them time to move into a defensive frame of mind. +Show and Tell +Such as in “I want to show you how we could help you” or “I want +to tell you how.” Prospects interpret this as “Uh oh, sales pitch on +the way. Raise the defense shields.” Showing and telling insinuates +a one-way communication, not the message we want to send. +“I’m +With +. Are You Familiar With Us?” +If they aren’t familiar with you, you’ll have to explain your company +anyway. It’s not to your advantage to do it after they have said, “No, +I’m not familiar.” Plus, you haven’t given them a reason to answer +your questions or to care about your company. If they answer that, +yes, they are familiar with you, but they’re not a customer, it leads +to the beginning of a potentially uncomfortable situation, almost +putting the person on the defensive. You do indeed want to find out +what they know about you—later. Do not make that the focus of +your opening statement. After you’ve generated some interest and +curiosity with your brilliant opener, you can say, “By the way, so I’m +not being redundant with my questioning, does our company name +sound familiar at all to you?” +“I’m Not Trying to Sell You Anything” +Do sales reps who use this line think that their prospects are idiots +who believe that? I feel that prospects look at sales reps who use that +phrase as liars. Of course, our ultimate intent is to sell—we know +it, and they know it. Furthermore, making a statement like this is + + +116 +Smart Calling +a waste of time that could be better invested in moving the sales +process forward, while not alienating a prospect who sees through +the deception. For users and defenders of this technique, save your +e-mails; I don’t want to see them. I’ve heard all the arguments for +using this, such as it puts the other person at ease, it lets them know +you’re not going to give them a pitch, and it positions you as more +of an information-gatherer instead of a one-call closer salesperson. +Whatever. +We’re going to accomplish the same thing with our interest- +creating opening without wasting words. If you begin calls by saying +you’re not going to sell anything, then that will usually be your end +result. +“Do You Have a Few Minutes to Talk?” +Let me clarify this one, since there are some exceptions. What +I suggest you avoid is this: +Prospect: “Stan Jablonski.” +Sales Rep: “Hi, Stan. Andy Koval with Thurston Packaging. Do you +have a minute?” +Let me ask you: If you were a decision maker who received a +call like this, what would go through your mind? You don’t recognize +this person or company, you are up to your neck in your work and +just happened to pick up the interrupting ringing phone, and you’re +asked if you have a minute? The typical reaction is “Not really” or +“Quick, what do you have?” Not the frame of mind we want them in. +This does not suggest, however, that you shouldn’t respect their +time. How you do so is a matter of your personal choice; however, +this approach isn’t it. As with some of the other phrases to avoid, +I have the better alternative in the next chapter. +Being Assumptive in the Opening and Using +Declarative Statements +Do not tell prospects what you will do in your opening. Don’t tell +them that you can save them money. Do not state that you will help +them increase sales. Avoid saying that they will lower their costs and +increase their profits. + + +Opening Statements: What to Avoid to Minimize Resistance +117 +What? +Am I stark-raving, lost-my-sales-mind crazy? +No. You want to avoid using definitive, declarative statements in +the first few sentences of your calls. Why? Because even though you +probably do believe you could make them money, save them money, +or cut costs, and you probably could, what’s important is that they +might not believe that. All of those statements make the assumption +that something is wrong with their business or company. Again, +maybe something is, but let’s turn the tables. Put yourself on the +receiving end of this: If someone you don’t know or respect gives you +unsolicited advice and tells you that you’re doing something wrong, +what’s your response? Naturally, you resent it and become defensive. +The same is true on the phone with a prospect; they don’t want to +hear your assumptions about the problems in their organization. If +you make those kinds of bold statements early—before they have +bought into the concept that you might indeed be able to deliver +some value—you run the risk of creating resistance. +For example, take this opening: “Mr. Prospect, we are a credit card +processing company and can save you money on your card processing fees.” +Let’s say the prospect has invested lots of time in studying the various +alternatives for card processing, tested a few different companies, and +maybe even presented a seminar on how to select the best processor +at his industry’s national conference. If he gets cold-called and hears +a sales rep make this definitive statement, here’s what’s probably +going through his mind: “Who is this bozo, and how can he make +that claim without knowing anything about me? I’m getting rid of +him.” He’s not ready to hear such a bold statement yet, is likely to +doubt its validity, and might even be offended by it. +The dilemma here is that we do want them thinking about the +possible value we will hint at, and we want them to feel that since +there might be some truth to what we say, they want to hear more. +That’s why later I’m going to show you how to soften your claim in +your Possible Value Proposition in the opening by using weasel words. +(Don’t be alarmed—they are much better than the title suggests!) +Reacting to Unusual Names +Dale Carnegie is credited with saying that the sweetest sound a +person can hear is his own name. + + +118 +Smart Calling +It’s true, for the most part—when used appropriately by the right +person at the right time. Conversely, in some cases, a person’s name +can be a turn-off. +I am still floored by people’s ignorance in regard to hearing a +difficult-to-pronounce or unusual name on phone calls. In talking +to sales or service people on calls where I was the customer, after +spelling my name, I’ve heard such idiotic comments as: +“Oh, that’s a weird one.” +“That’s a strange name.” +And some people just burst out laughing. What do these dolts +think? That I’m going to say, “Yeah, I know”? I personally don’t +stay up nights fretting over this; mine is an unusual name. (It’s +pronounced Sob’-check.) I’m used to it. Hey, to top it off, my first +name is Art. Think of how many times I heard “Art Fart” while +growing up, or “I bet Art is your favorite Sub-JECT (yuck yuck).” +People can be such morons. +But the name issue is a very tender area for some people, and it +says a lot about the person making the comment. I don’t mind if, +after saying or spelling my name, a fellow Pole makes a commiser- +ating comment like “I’ve got you beat. My name is Wojtkewkowski.” +Otherwise, it’s really out of place to make inappropriate comments. +If someone with an unusual name takes the lead and pokes fun +at it himself after spelling it, it’s certainly okay to react in some way. +I make a point to spell my name, SO-BC-ZAK. Then I say, “I used +to start out with ‘SOB,’ but too many people commented on how +descriptive that was.” That breaks the ice and elicits some laughter +and small talk. The safe rule: Absent their self-deprecating comment, +say . . . nothing. +I once took a call from a guy who recited very slowly his name: +“Buddy Bunne.” And he pronounced it BUN-EE, like a little rabbit +(but he didn’t say that). I admit, I bit my lip and paused, and you +could almost feel him bracing for the wise guy response. “And your +address, Buddy?” I continued. +Pssst: Here’s a secret. People with unusual names know their +name is different. Some good-natured folks just blow off comments +with humor. But others view their name as sensitively as they would + + +Opening Statements: What to Avoid to Minimize Resistance +119 +if they had a third ear protruding from their head. You wouldn’t +comment on that, so why take a chance of offending someone? +Smart Calling Tips +1. Here’s a web site where you can enter names and hear an +audio with the pronunciation: www.pronouncenames.com/. +You can also add pronunciations that you know to be correct, +and perhaps variations of others. +2. Before reaching the prospect, ask someone at the prospect’s +company how to pronounce the name. (And please, do not +say, “What is the correct pronunciation of Bill’s name?” Like +you are looking for the incorrect way to say it?) +3. Also ask others how the prospect prefers to be addressed: +Robert, Bob, Mr. Smith, etc. +4. Do not rename them. Use their name the way it is written +and the way they say it when they greet you. For example, one +of my customers, David, said that people often call him Dave +even after he answers the phone with “This is David.” +How Are You Today? Use It or Not? +A sales rep called me and said, “Hi, this is Jane Davis with Technology +Associates. How are you doing today?” +“Jane, I’m just doing fantastic,” I replied. +She jumped back in as the last syllable was leaving my lips: “I’m +doing fine, thank you, the reason I’m calling is . . .” +What? Did I miss something? I almost laughed out loud. +Of course, I really didn’t pay attention to anything else +she said. (From what I recall, it wasn’t interesting anyway—not +surprisingly.) +This topic certainly isn’t one of a high-level sales process nature; +however, I do find that it stimulates lots of interest and discussion +in seminars. My friend and fellow author-trainer Jim Domanski first +referred to it as the HAYT question: “How are you today?” + + +120 +Smart Calling +Here’s my official stance on the issue of small talk at the begin- +ning of the call: +r Use it if you are comfortable. Informal surveys in training work- +shops consistently show that 30 percent of you are all for using +it, 30 percent wouldn’t use it unless forced to at gunpoint, and +40 percent will use it based on the situation. It depends on your +personality and preference. I’ve heard reps who could use it with +the gruffest of prospects and turn them into melted butter. There +are others who are so against its use that they could never get +a positive response since it sounds forced when they try it. Per- +sonally, I’ll use it when I get good mojo at the other end of +the phone. If they sound like the type of person who will react +favorably, I let it fly. +r Use something different. Let’s face it: “How are you today?” is +pretty much a throwaway question. Its main purpose is to break +the ice and ease some tension. It’s customary. If you were in a +prospect’s office, there would be the obligatory comments about +the photos on the desk and the moose head on the wall. But +the phone is a more formal communication medium; therefore, +it’s not as easy to insert small talk. That doesn’t diminish the +need for it or its possible positive effect—or the negative, for +that matter, like the previous example. +So, I suggest saying something different to avoid sounding like +every other caller. For example, +“How’s your Tuesday so far?” +“How’s the day treating you?” +“Hoping you’re having a good day.” +“You sound like you’re having a good day?” +r Put feeling in it. You can easily spot the “How are you today?” +that is monotone and mechanical, and it does more harm than +good. Your tone of voice makes the difference. Keep this in +mind: People often place more meaning on your tone than on +your words. Ask the question as if you mean it! + + +Opening Statements: What to Avoid to Minimize Resistance +121 +r Listen to the answer, and react accordingly. Obviously, the rep +in my example wasn’t listening to my response. She expected a +certain answer, waited until I finished making sounds (almost), +and then continued with what she was conditioned to say re- +gardless of my response. An argument against using any type +of HAYT question is that the person on the other end of the +line might tell you how exactly how badly their day is going. +Fine—then react and ask them about it. Empathize. At least +you’re in a conversation now. And you’re listening to them. +r Use the HAYT question if you are comfortable doing so, but +please keep these ideas in mind. +Smart Calling Action Step +What will you commit to do as a result of this chapter? diff --git a/library/Smart Calling/Chapter-10-Creating-Interest-with-Your-Smart-Call-Opening-Statement/Chapter-10-source-text.md b/library/Smart Calling/Chapter-10-Creating-Interest-with-Your-Smart-Call-Opening-Statement/Chapter-10-source-text.md new file mode 100644 index 0000000..5893322 --- /dev/null +++ b/library/Smart Calling/Chapter-10-Creating-Interest-with-Your-Smart-Call-Opening-Statement/Chapter-10-source-text.md @@ -0,0 +1,350 @@ +# Smart Calling — Chapter-10: Creating Interest with Your Smart Call Opening Statement +- **Source**: /library/Smart Calling/source-file.pdf +- **PDF pages**: 132–141 +- **Pages without text**: none + +--- + + +C H A P T E R +10 +Creating Interest with +Your Smart Call +Opening Statement +N +ow that I have trashed almost everything that you might +have been taught about what to say on a prospecting call, I +guess it’s time for me to step up to the plate with what you +should do. And I will; you won’t be disappointed. +In fact, if you read only one chapter in this book—which I hope +you don’t do—this one would be worth many times more than your +investment in the entire book. We are about to cover the step-by- +step process for pulling everything together that we have covered +so far—all of your planning and your intelligence gathering—and +plugging it into your interest-creating opening statement. +122 + + +Creating Interest with Your Smart Call Opening Statement +123 +The Jim Furyk Theory +I must preface everything I suggest about openings with what I call +the Jim Furyk Theory. Jim is a PGA golfer, and if you follow golf, you +have undoubtedly seen him play. What makes Furyk unique is that +he has one of the more unconventional swings in golf. Okay, some +say it looks a bit odd. All right, I won’t mince words; it’s just plain +ugly. However, Jim is one of the best golfers in the world; he’s won a +major championship and many tournaments. There probably is not a +golf teacher alive, though, who would ever teach a golf swing the way +Furyk executes it. But what they do teach—and agree upon—is that +the clubhead needs to be square to the ball at impact to realize the +optimal result. While Jim Furyk’s golf swing itself—what happens +before he hits the ball—is ugly, he squares the club at impact, and +his results prove it. +The correlation for us as Smart Callers is that I do not claim +to have the one and only perfect opening statement methodology +for prospecting. My goal is to help you to maximize your chance of +squaring the clubhead at impact to get the result you desire, while +minimizing the results to avoid—resistance. +Sure, I’ve given you a number of “don’t say” phrases, and I am +about to show you many more “to do’s” for your openings. These are +based on what I know to work from experience, study, and imple- +mentation. I also know that there are probably some Jim Furyks out +there who can show some success using unconventional techniques, +and there are a number of ways to get the clubhead square, or the re- +sults we desire. That’s why I will present to you a number of options, +and it will be your responsibility to mold, shape, and beat these into +a form that works for you. +Two Objectives for Your Openings +Let’s first be clear on what you’re trying to do with openings. You +have two simple objectives for your opening statement: +1. To move your prospect into a positive, receptive frame of mind +to participate. + + +124 +Smart Calling +2. To move them to the questioning phase of the call and begin to +get them talking. +That’s it. As we discussed in the last chapter, you don’t want to +give a presentation, ask for a decision or appointment, or talk about +products or services. You just want them to be curious, interested, +and talking. +Scripting +The worst time to think of what you’ll say is when it’s already leaving +your mouth. Scripts. Just saying the word causes many professionals +to crinkle their noses with disdain and screech, “Scripts, no way! +They’re not natural, they make you sound canned!” On the contrary, +not using a script often makes you sound like a moron, and failing to +prepare a script for your opening and voice mail message is just plain +dumb. +As for the claim that a script makes you sound canned, well, +have you been to a movie or watched a TV series lately? This might +come as a shock, but they were all working from scripts. Someone +wrote those words they’re saying for them. Scripts don’t make you +sound canned; the delivery of a poorly constructed script can make +someone sound canned. +I define a script as the conversational combination of well- +planned words that, when delivered naturally, elicit the listener +response we desire. Dissenters who say they just like to wing it on +the phone cause me to shake my head in disbelief, because winging it +often results in a rambling, stream-of-consciousness monologue that +never will be better than something prepared in advance. +Let’s put it in a different perspective and pretend that you were +asked to write an article for the highest-profile trade publication +in your industry. This article could give you celebrity status and +maybe even cause prospects to view you as the expert in the business +with whom they want to work. It could be a career-defining article. +Would you scratch out the first thing that came to mind and submit +your rough draft to the publication’s editor? No! You’d give it some +thought, do some research, prepare an outline, do a first version, edit +it, maybe have someone else look at it, revise it, and continue the + + +Creating Interest with Your Smart Call Opening Statement +125 +process until you had something very tight that you were comfortable +with. Why? Because you’d want it to be the best it could possibly be. +Now, let me ask you, if a sales rep dials the phone—completely +scriptless—and blurts out the first thing that comes to mind, just +winging it, what is he submitting? It is essentially a rough draft, +which, of course, is nowhere near the quality of something he might +take the time to prepare. +Organizing what you’ll say in advance of the conversation +allows you to fine-tune and economize the precise combination of +words that will give you the result you’re looking for. The key to +sounding smooth is in writing it in a conversational tone and then +delivering it naturally. And just like an actor, that requires studying +and practicing it. +The Smart Call Interest-Creating Opening +Statement Process +It’s time to pull everything together with the step-by-step opening +statement process. Here’s how: +1. Introduce yourself and your organization. +“Hi +, I’m +with +.” +Easy so far. +2. Use your Smart Call intelligence. +Here, you employ something you know that implies you are +not the typical cold caller, the more tailored and on-target, the +better. +“I was speaking with +and she mentioned that you are now +in the process of +.” +“Congratulations on the +I had read about in +.” +“I see that your firm is now going to +.” +“I understand that one of your major initiatives for the year +is +.” +“At your web site I had seen +.” +3. Hint at your Possible Value Proposition. +You want to tailor your PVP to their world, further tying +together everything else we’ve covered. + + +126 +Smart Calling +“We specialize in working with +, in helping them to deal +with the issue of +.” +“In working with other +, we have been able to help +them +.” +“With other +in the same situation, we have been able +to +.” +4. Suggest more possible value, contingent on moving to ques- +tioning. +This is the step where you build on your PVP and begin to +ask questions specifically tailored to their responses, situations, +and questions of you. +“I’ve got a few ideas that might be of some value to you +regarding +, and I’d like to ask a few questions.” +“We might have a few options that could possibly be a fit for +you as well. If I’ve reached you at a good time, I’d like to +ask a few questions to see if I could provide you with some +information.” +“We’ve been able to repeat these results with over 220 companies, +and with a few questions we could determine if it would be +worth it for you to take a look at some information.” +“Depending on where you are in your selection process, we might +have some options worth taking a look at.” +More Possible Ending Phrases +“. . . see if we should talk further.” +“. . . determine if it’s something you’d like to take a look at.” +“. . . find out if it might be of some value to you.” +“. . . see if it might be an option worth considering.” +Let’s look at some full examples, using some of the Possible Value +Propositions I had referred to in Chapter 3. +“Hi, Dr. Moeller, I’m Stephen Drury with Smile Marketing. I noticed +the coupons you are running in the school paper and spoke with +your office manager about some of the marketing you are doing + + +Creating Interest with Your Smart Call Opening Statement +127 +to build your practice. We have helped other pediatric dentists cut +their cost of new patient acquisition by an average of 50 percent, +while increasing their number of new patients by 25 percent within +six months. Depending on what your goals are, we might have a +few options worth taking a look at.” +“Dan, I’m Karen Browning with Integrated Software. I was at your +web site and downloaded your report from the new book on +managed health care. In speaking with Kelly, your marketing +assistant, I understand that you’re exploring options to streamline +the steps it takes to do your online follow-up with those types of +leads. We’ve had a few other publishing clients who were using +5 to 10 different programs to manage the various aspects of their +online marketing and sales. We’ve managed to replace all of these +programs with just one, cutting their software costs, saving hours +of time, and in some cases, doubling their online book sales. I’d +like to ask a few questions to see if this might be something worth +taking a look at.” +“Heather, I’m Kyle Johnston with Personnel Solutions. I saw your +Twitter posting mentioning how many unqualified applications +you had to go through the other day. We specialize in reaching +high-level managers in your industry who otherwise might not +be looking for positions. Recruiters who use our career postings +tell us that the candidates they attract are better-qualified—which +saves them hours per week by not having to deal with applicants +who would never be considered.” +“Hi, Jack, I’m Zack Krandle with Hometown Construction. In re- +viewing some of the reports from the city permits department, I +came across some of the properties that your firm manages. We +have a good relationship with the inspectors here in town; we +know their tendencies and specialize in working with landlords +whose properties failed building inspections and fix them so they +pass. If this is a good time, I’d like to ask a few questions.” +Here are a few more: +“In reading your company blog, I saw that there have been some +challenges with customer deliveries over the past few months. +We specialize in working with businesses that ship with UPS, + + +128 +Smart Calling +Federal Express, and DHL, helping them take advantage of the +guaranteed refunds the carriers offer for late delivery. We’ve been +able to help most of our clients get refunds ranging from a few +hundred to thousands of dollars per year, depending on shipping +volumes. If I’ve reached you at a good time, I’d like to ask a few +questions to see if it would be worth our while to talk further.” +“Mr. Prospect, I’m +with +. I was speaking with your +business manager and understand that a growing part of your +noninsurance business is paid by credit card—and you’ve re- +cently had your transaction fees raised. We’ve worked with a +number of auto repair shops and helped them cut some obscure +credit card processing fees they weren’t even aware they were +paying—thereby allowing them to keep a greater percentage of ev- +ery ticket. We might be able to do the same for you; I’d like to ask +a few questions to see if I could provide you more information.” +Does Length Matter? +I’m often asked about the proper length of an opening, how long is +too long, and the like. As a general rule, you want to say as much as +you can with the fewest number of words—which means that every +word should add to the impact of the opening. If words don’t, edit +them out. +I know from experience that some people might look at the +opening examples here and say, “Too long!” My response is that +something is too long only if it is delivered poorly and doesn’t interest +the listener. If your opening is laser-targeted to the prospect’s world, +she will listen. Conversely, if it is irrelevant, even one sentence is +too long in his mind. +The Time Issue +As I mentioned in the previous chapter, you might want to verbal- +ize respect for prospects’ time. I can understand that. Some people +want to do it all of the time, while others think that it provides an +opportunity for the prospect to say, “I’m too busy to talk.” Since I +can argue both sides of that issue, I suggest that its use is purely a + + +Creating Interest with Your Smart Call Opening Statement +129 +matter of personal preference. My one rule, however, is to not simply +say: “Do you have a few moments to talk?” right at the beginning (as +I pointed out in the previous chapter). If you do want to mention +time, I always recommend that you do so after making your Possible +Value Proposition. Notice that in one of the examples of my formula, +I use the phrase “and if I have reached you at a good time.” That +is not a question but a statement, one that’s strategically positioned +after the value to give the prospect a reason to stay on the phone. If +they are so busy right now that they can’t speak with us, they’ll let +us know (actually, they probably wouldn’t have picked up the phone +in the first place if they were that busy). Otherwise, it’s embedded in +the sentence where we suggest that we’d like to ask a few questions. +An Unconventional Technique That I Have Heard Work +As part of my preparation for customized training programs for com- +panies, I like to listen to their recorded calls. On the first few calls +with one particular client, I heard the rep introduce himself and his +organization and then say, “I’ll be brief, if that’s okay with you.” My +first reaction was negative, thinking that was a bit cheesy. Then I +heard the rep use it on almost every call, and not one prospect re- +sponded, “No, please, be as verbose as you can.” Everyone responded +with something like “Sure, go ahead.” This may not be for everyone, +but it is an option I’ll put in the Jim Furyk category. +Weasel Words +You might have also noticed I used a number of words that are not +typically associated with strong sales language. They might actually +seem weak, but that’s by design. I do suggest using some weasel or +contingency words like: +Might +Maybe +Perhaps +Depending on + + +130 +Smart Calling +In the last chapter, I advised against using declarative statements. +We use these weasel words instead, because we want to avoid having +prospects see us as that pushy, cocky salesperson. These words soften +up the opening, and help us transition into the questions: +“. . . and depending on your satisfaction with the speed and downtime +of your Internet connection, we might be able to help you cut down +on the time you spend waiting for pages to load, and minimize those +interruptions in service your assistant said you are experiencing . . .” +And notice how this leads right into questioning. +“. . . and if I’ve caught you at a good time, I’d like to ask a few +questions . . .” +Smart Calling Tip +If a prospect answers the phone and sounds hurried, don’t let that +scare you into rushing your opening or questioning. Some people +naturally speak in a fast-paced manner, and others do it with +salespeople until the rep builds rapport. +You Have Also Created Your Smart Voice Mail Message +As we’ve discussed, your opening statement does double duty as your +voice mail message to the prospect. The only difference is the ending. +I’ll modify one of the openings I shared previously into a voice mail +message: +“Hi, Jack, I’m Zack Krandle with Hometown Construction. In re- +viewing some of the reports from the city permits department, I had +seen some of the properties that your firm manages. We have a good +relationship with the inspectors here in town; we know their tendencies +and specialize in working with landlords whose properties failed building +inspections and fix them so they pass. I’d like to ask a few questions to +see if I could provide you some information. I will call you again Friday +morning, and if you’d like to call me before then, my number is. . . . ” + + +Creating Interest with Your Smart Call Opening Statement +131 +Smart Calling Exercise +Write out your own opening statement. Using one of the prospects +for whom you have already done your intelligence gathering and +some social engineering, create a customized, tailored opening. +Then edit it, and share it with a fellow sales rep for input. +Smart Calling Action Step +What will you commit to do as a result of this chapter? diff --git a/library/Smart Calling/Chapter-11-Handling-Early-Resistance-on-Your-Smart-Calls/Chapter-11-source-text.md b/library/Smart Calling/Chapter-11-Handling-Early-Resistance-on-Your-Smart-Calls/Chapter-11-source-text.md new file mode 100644 index 0000000..3de72a1 --- /dev/null +++ b/library/Smart Calling/Chapter-11-Handling-Early-Resistance-on-Your-Smart-Calls/Chapter-11-source-text.md @@ -0,0 +1,323 @@ +# Smart Calling — Chapter-11: Handling Early Resistance on Your Smart Calls +- **Source**: /library/Smart Calling/source-file.pdf +- **PDF pages**: 142–151 +- **Pages without text**: none + +--- + + +C H A P T E R +11 +Handling Early Resistance +on Your Smart Calls +R +eality check: Even if you do everything I’ve suggested so far, +point-by-point perfectly, you will still get people who respond +with some variation of “I’m not interested” or “We’re happy +with what we’re doing.” +Expect it. Don’t be deterred by it. And prepare for it. That’s what +we’ll do in this chapter. +Resistance after hearing an opening statement from an unknown +caller is a natural, conditioned reaction for many people. And it +usually works in attempts to blow sales reps off the phone. Except +you, of course, because you’ll have some conversational ways to get +the prospect talking, which really is the key to keeping the call alive +and creating an opportunity. +I have a name for these kinds of inherent reactions that sales calls +tend to elicit from prospects: Resistant Reflex Responses (RRRs). +They simply are a natural reflex for many people, like ducking if an +object is flying at your head. It’s instinctive. Not much thought goes +into them; they just happen. +132 + + +Handling Early Resistance on Your Smart Calls +133 +Trying to counter them with logic is tough, since, well—what +would you be arguing against? We haven’t heard anything of sub- +stance yet, other than the response. And you don’t want to use +a goofy retort that some sales books suggest: “Well, of course you +aren’t interested—I haven’t given you anything to be interested in +yet!” Give me a break. +So what should you do? Get them talking—which moves their +mind away from their reflexive response and on to something of +substance. +Use a Pattern Interrupt +A model of communication called neurolinguistic programming that +was popularized by many self-help gurus over the past 20 years (most +notably Tony Robbins) espouses a theory and technique called a pat- +tern interrupt. Without causing your eyes to glaze over in boredom, +let me simplify it for our purposes: When people do or say something +automatically, it’s called a pattern. If you do something that stops +that pattern and gets them talking or thinking about something else, +then that is a pattern interrupt. In what city were you born? +That last question was a pattern interrupt. You were reading +along, and I interrupted you with a question that probably caused +you to think about the answer (or wonder if I had gone off the deep +end). Either way, using a pattern interrupt when you hear a Resistant +Reflex Response causes someone to answer a question. For example: +Prospect: “I’m not interested.” +Sales rep: “I see. Where are you now getting your compressors?” +Here’s another: +Prospect: “We’re all set.” +Sales rep: “I understand. When is your next project coming up?” +One more: +Prospect: “We wouldn’t need that.” +Sales rep: “Oh. How are you now handling written-off receivables?” + + +134 +Smart Calling +This is not difficult to execute. You simply need to anticipate +the RRRs you are likely to hear, or if you have placed calls for +more than a day, you already know which ones you hear. Then you +prepare your response. +Your tone plays a vital role in determining the success of your +reply. Use a soft, almost surprised—maybe even disappointed—tone +of voice. By no means do you want to seem confrontational. We +want them to open up and drop their shield—not feel threatened. +You might think that you’re likely to hear something like “Look, +what part of ‘I’m not interested’ do you not understand?” after your re- +sponse, and you would be right. This certainly won’t work every time; +nothing does. However, you may at least be able to salvage some op- +portunities that you would not have gotten otherwise—possible sales +you can cash in on either now or in the future. Your return on your +minuscule time investment is huge, and you have nothing to lose. +The Softening Statement +You might have noticed that before asking the question in each +of the examples, I used a few words such as “Oh,” “I see,” and “I +understand” to diffuse tension and soften the question. I suggest you +do the same. Fellow sales trainer and founder of the prospecting +system Unlock the GameTM, Ari Galper suggests a great softening +statement: “That’s not a problem.” Then he recommends diffusing +the tension with something like “I’m not trying to replace your current +vendor. Would you be open to some different ideas that you might not be +using now?” +It’s So Simple Even a Fourth-Grader Can Do It +I recently attended a fund-raising dinner as part of a celebrity golf +tournament for Arizona youth baseball. Got to meet a few Hall of +Fame Major League baseball players—very cool. +During the dinner, kids were working the crowd selling raffle +tickets. I had already purchased five $20 tickets earlier at the door, +and a fourth grader (as I later found out) approached our table and +very confidently asked, “Would you like to buy some raffle tickets?” + + +Handling Early Resistance on Your Smart Calls +135 +I smiled and told her I already had bought mine. I was impressed +that these kids were approaching adults and asking for money +(although I’m sure they do it to their parents all the time), so I tried +to be as gentle as possible in saying no: “Oh, no thanks. I already +bought some.” +She looked at me with these beautiful blue eyes, smiled, and in +a soft tone replied: +“That’s okay.” +I didn’t know what to say. She totally disarmed me. +“You didn’t get any from me yet.” +I had nothing! Brilliant! Of course I had to buy more. That’s a +great example of someone not being deterred by an initial no, and +in fact being prepared for it, and then asking again. +I actually had no good reason for not buying another one—it +was a fund-raising event, after all. +Smart Calling Exercise +Write out the Resistant Reflect Responses you regularly hear +and/or anticipate. For each, develop your softening statement and +question. Then, practice reciting them out loud or, even better, +role-play them with a partner. +Here’s the One Place Where Sounding Dumb Works +After your opening you might hear some resistance with reasoning +that just doesn’t make sense. So react accordingly. Act confused. For +example: +Prospect: “Yeah, I’ve heard of you guys before. It just wouldn’t be +right for us.” +Sales rep: “I’m not following. Could you explain?” + + +136 +Smart Calling +We want them to continue talking, since the more they say, the +less their initial resistance will make sense—and the more you will +have to work with. Other examples include: +“Mr. Davis, I’m not sure I fully understood what you just said. Will +you please repeat that for me?” +“Pat, I heard what you said, but I’m not following the reasoning. +Would you mind explaining it for me?” +Responding When They Are Happy with +Their Present Supplier +Here are a few suggestions from sales reps and managers on how to +handle variations of “We’re happy with our present supplier,” when +heard at the beginning of a prospecting call. +Sales manager Ben Hyman has his reps say, +“That’s fine, Mr. Prospect; we realize that you’re most likely satisfied +at the current time. We would still like to keep in touch as we provide +information and education to those companies that are a good fit for our +technology. We are producing some webinars and white papers on the +newest supply chain solutions—would you like to receive them?” +If they say yes, we then say, +“Great! May I ask you just a few questions so that when we send you +information, it will be tailored to your organization?” +Ben says that this often results in receiving numerous calls from +companies wanting to receive more info and several that want to +look at his offerings because they are not satisfied with their current +provider. +Sales pro Evonne Weinhaus suggests saying, +“Teach me if you would, what kind of (service, product, things) would +it take for you to feel better than satisfied?” + + +Handling Early Resistance on Your Smart Calls +137 +If they have trouble answering the question at first, that is okay. +You can restate your point and use different words. Just make sure +you recognize what you are accomplishing by asking this one simple +question: +r You put the notion of “I’m satisfied” in a totally new framework. +It is now positioned as second best, without you trying to prove +that point. +r By using the phase, “teach me,” you switch the balance of power. +They are in the driver’s seat teaching you, and you are learning +from them. +Rick Kendall, a sales rep with Branom Instrument Company, +says that he requests a chance to quote his comparative product +anyway—just to make sure that prospects are getting the most value +for their money. They very rarely refuse a quote. He then gets into +the call where he would not have otherwise, and quite often he wins +a sale since his quotes are very competitive. +Inside sales rep Jeff Wirsing responds, “That’s fine, Mr. Client. In +the event that something changes with your current service/supplier, would +it be all right if I stay in touch?” Then he questions what would need +to change, placing him into a sales conversation. +Michael Bechtel, of D&H Distributing, said, +“Inmyindustry, theretends tobealot of shortages, especiallyinthe +newest of the products. I like to find something that the prospect +uses that I know is hard to find—say, a hot new video card, for +example—and then ask if he ever has problems getting that item. +When he says yes, I mention that if nothing else, I would love to +be his second source. After all, who wants to rely on one person +only for their products during an allocations period? I like to always +start off with the second source method; it sounds like you aren’t +trying to break up their current relationships with other vendors.” +Jared Olson, a sales pro with General Service Bureau Inc., says, +“When someone tells me they are ‘happy with their present set- +up,’ I respect that answer and simply follow up with ‘How often or + + +138 +Smart Calling +when will you next evaluate the present set-up?’ Depending on the +answer I receive, I will follow up with ‘Under what circumstances +would you consider switching your present set-up?’ (Which I believe +was in your books.) If they open up and questioning can continue, +I do so. However, I can usually get at least those two questions +answered—which helps me figure out when I should call back +again. I deal primarily with CFOs, so I want to be respectful of +their answer when they tell me that they’re currently happy.” +How to Answer “Send Me Some Literature on That” +If this statement occurs later in the call, it might be a legitimate +request—and indeed be worth your while to send information. +(I have an entire article on this topic that helps you determine +when it is worthwhile. To access the information free, go to www. +BusinessByPhone.com/literature.htm.) However, when the liter- +ature request occurs early in a call, it often is an attempt at a +brush-off. You want to try to move to the questioning. Reply with +“I’ll be happy to provide you with some information. So that I can tailor +it for your situation I’d like to ask a few questions.” +“Why Should I Consider You?” +Here’s a trap that prospects sometimes set and sales reps walk right +into. After the opening, the prospect says something like “Why +should I use your company?” The wrong answer is to actually name +your reasons, which simply provides them with more reasons to get +you off the phone. Instead, you want to move to the questioning. +Here are possible responses: +“There might be a few reasons. I’ll need to find out more about your +situation before I’m sure.” +“That’s the reason for my call: to find out specifically how we +could help. I’ll need to ask you a few questions to learn more +about.” + + +Handling Early Resistance on Your Smart Calls +139 +Responding When They Try to Rush You +You might sometimes hear something like “Okay, you’ve got two +minutes.” Here are three suggestions: +1. Do not become flustered. You’ll spill your entire presentation +as fast as it can be sprayed from your lips. This is a tactic some +prospects use to rattle salespeople. +2. Ignore the time limit. Assuming you have captured and main- +tained their interest, they will also forget what they said about +time. +3. This contradicts the previous suggestion, but it also can work: +Address the time factor immediately. “I’ll be happy to call back +when you have more time, since there are several details I need +to learn about your situation before I can determine how much +we could save you.” +Simple Response to a Quick “Not Interested” +Here’s a simple, effective way to reply to an immediate “Not in- +terested”: “Does that mean never, or just not now?” This often keeps +the conversation and the door open with prospects who admit that +situations could change. +Handling the Early Price Question +Once you’ve given your opening statement, the response you might +hear is “What does it cost?” +You do not want to involve yourself in a price discussion before +you’ve asked any questions, identified needs, and identified the spe- +cific value you could deliver. Therefore, you want to defer answering, +while giving them some satisfaction. For example: +“It depends on several variables. Let me ask you a few questions so I +can quote you the best price for your situation.” + + +140 +Smart Calling +If they insist, “Just give me the price,” you could try +“Well, it could be as low as $ +, or up to $ +. Let’s take a look +at your situation.” +Or +“I imagine you want the best price, right? To determine that, we’ll need +to take a look at your situation.” +Early Resistance Case Study +Question +Art, I work at a company that sells its own line of safety glasses. I +recently had called on a big industrial supply catalog company with +the objective of getting our products into their catalog. The response I +immediately received—and commonly get from companies with catalogs +like that—was “At this time, we are not looking for additional +safety eyewear suppliers.” How would you personally handle this kind +of response? Or how would you set yourself up for future contact with +this company? Would you send a follow-up letter to them? +—Thanks for any helpful insight, Gary Gabrielse, Global +Vision Eyewear +Answer +Gary, most buyers are not actively looking for something different +from what they have. Therefore, your strategy should be asking ques- +tions like: +r “For future reference, what is the process for evaluating new prod- +ucts?” +r “Who is involved”? (This is important since it’s probably not just +one person.) +r “What are the decision-making criteria?” +r “How did they choose what they use now?” +r “Under what circumstances might they look at something new?” +r When and if they do evaluate something else, can be involved? + + +Handling Early Resistance on Your Smart Calls +141 +And, yes, with a company the size of the one you mentioned +(name omitted here), I would have a “stay-in-touch” strategy where +you make certain you stay in contact with them through e-mail, +fax, letter, and newsletters. You want to be sure your name is at the +forefront when and if they do decide to do something. +Gary’s Results after Using the Questions +Art, I wanted to thank you for e-mailing me those sales questions you would +ask in regard to large accounts. I was facing an important prospect—the +largest safety products company in the world, with operations in 25 coun- +tries and sales in the billions—and I asked the buyer the questions that you +had sent me. He took the time to give me very detailed replies and even +invited me to their corporate offices to meet with him in person! +Smart Calling Action Step +What will you commit to do as a result of this chapter? diff --git a/library/Smart Calling/Chapter-12-Using-Smart-Questions/Chapter-12-source-text.md b/library/Smart Calling/Chapter-12-Using-Smart-Questions/Chapter-12-source-text.md new file mode 100644 index 0000000..6c16e87 --- /dev/null +++ b/library/Smart Calling/Chapter-12-Using-Smart-Questions/Chapter-12-source-text.md @@ -0,0 +1,554 @@ +# Smart Calling — Chapter-12: Using Smart Questions +- **Source**: /library/Smart Calling/source-file.pdf +- **PDF pages**: 152–167 +- **Pages without text**: none + +--- + + +C H A P T E R +12 +Using Smart Questions +Sales Rep: “Boss, I can lead them to water, but I can’t make them +drink.” +Manager: “You don’t want to make them do anything. Just help them +realize they are thirsty.” +You now have a prospect on the phone whose interest has been +piqued by your Smart opening statement. You have accomplished +your opening statement objectives to: +r Put them in a positive, receptive state of mind. +r Move them to the questions. +Yikes! They’re waiting. What now? +What you do not want to do is to begin talking about your product, +service, yourself, or your company. That would be presenting. Do it +here and it will create objections. Yet, it is what many sales reps do +that causes calls to fail. +Instead, we will ask questions that serve several purposes: +r To help us better understand the prospect’s possible needs, prob- +lems, pains, and desires. +142 + + +Using Smart Questions +143 +r To move them further into a state of mind where they better un- +derstand, see, and feel their needs, problems, pains, and desires. +r To provide us with the prospect’s own words and terms they use +to describe their needs and problems, which we will then later +use in our recommendation. +Let’s look at what to ask, what to avoid—and what to do when +we get answers. +Use Your Possible Benefits to Create Questions +If you have a list of benefits that you are supposed to recite on calls, +you may want to throw it away right now. Every time I see one of +these goofy things, it reminds me of what I shared with you earlier +in the section on your Possible Value Propositions: “A benefit is only +a benefit if the person hearing it perceives it to be a benefit . . . at that very +instant.” +Otherwise, a benefit is nothing more than something you think +they should care about, and what you think is worthless without their +concurrence. +But actually—don’t throw that benefit list away. We will build +on it and use it to compile a question list, which will determine if +the benefit indeed is meaningful. Here is the process: +1. Describe a possible benefit. +2. Describe under what circumstances that would be viewed as a +true benefit. +3. Draft a line of questioning that uncovers those circumstances. +Let’s use an example. +1. Describe a Possible Benefit. A distributor has warehouses posi- +tioned throughout the country so customers are never more than +one day away from delivery after ordering, without ever having +to pay extra shipping fees. Plus, their warehouses stock more +items than most other regional competitors, so there is rarely, if + + +144 +Smart Calling +ever, a backorder situation—meaning customers don’t have to +carry inventory of slower-moving items. +2. Describe under what circumstances that would be viewed as a +true prospect benefit. The ideal prospect for the distributor is a +dealer that has experienced situations when they required rush +orders and consequently paid extra for shipping. Other situations +would be prospects (dealers) missing out on sales because they +did not stock a particular item that their customer could not wait +for—so they went elsewhere. A skilled Smart Caller might have +learned this information in advance by conducting some social +engineering with the clerk at the front counter who deals with +customers all day. +3. Draft a line of questioning that uncovers those circumstances. +There are a couple of different directions in which the Smart +Caller could travel with the questioning. He would start with +a broad, general question to prompt the prospect to discuss the +ordering process and inventory. For example, +Smart Caller: “Tell me about your plumbing department and +what lines you are stocking.” +Then, he’d ask a few more questions about who the dealer +buys from, his regular ordering patterns, and how much inventory +the dealer stocks. Again, knowing this information in advance +helps; it is easier to prepare the questions when you know the +answers. I know this will not always be possible, but you can see +how beneficial it is when you do get that information first. +In any event, he’d then pose an assumptive problem ques- +tion: one that assumes the prospect experiences the problem and +asks him or her to talk about it. For example: +“I see. What do you do in situations where a customer needs an item +the next day that you don’t have in stock?” +“Tell me about the times you had to pay extra for rush delivery to get +a part the next day for a customer.” +There are several strategies and techniques at work in this pro- +cess. We’ll explore those to make sure your questions elicit the best +information. + + +Using Smart Questions +145 +Not All Questions Are Good Ones: How to Use +Assumptive Problem Questions +Not all questions are good questions; some actually lead us to a +dead end. Try to avoid asking questions like these of prospects and +customers: +“Are you satisfied with what you’re using?” +“Do you have any training needs?” +“Are you having any problems?” +“Is there anything I could do for you?” +These questions force the listener to do too much thinking. They +assume that the prospect was just sitting there pondering a problem, +when your call just happened to arrive at that moment so they can +vent their frustration! Fat chance. Besides, the words problems, needs, +and satisfied are vague. If their problem was major—or if they were +unsatisfied to the point of discomfort—they would have acted on it +by now. +This is not to say that they may not be dissatisfied or have a +problem; they very likely could. They just aren’t aware of it at the +second you ask them, or they don’t perceive it as being an immediate +concern. Your job is to help them realize it—you don’t tell them, +though. +Instead, you ask assumptive problem questions. These are ques- +tions that assume rather than outright ask whether your prospect has +a problem and gets them to think about it, visualize it, and describe +it. Let’s say, for example, that you know your competitor has slower +delivery times than you, and that you carry time-sensitive products. +Assume they have the problem, and instead of asking your prospect +if they have any delivery issues, paint a picture of the results of poor +delivery: “What happens when you have had to stop the production line +waiting for a parts delivery?” +Now the same person who says they don’t have a problem is +flashing back to the day she caught heat from her boss for paying +people to stand around—all because of one replacement part that +didn’t arrive. + + +146 +Smart Calling +How to Create Assumptive Problem Questions +Here’s a simple way to structure these questions: Make a list of all +the situations regarding loss or pain that could result by not using +your product. Then, frame questions that very explicitly paint an +emotional portrait of those feelings. For example: +Not: “Do you ever have a need for temporary help?” +Try: “How often do you find your department with more work than +you have time to complete it in, and trouble staring at you if you +don’t meet the deadline?” +Not: “Are you happy with your advertising?” +Try: “When have you spent money on any promotions where the +results didn’t bring the phone calls you expected?” +You can begin these questions with +“What happens when . . . ?” +“How do you handle it when . . . ?” +“What do you do when . . . ?” +“Tell me about situations where . . . ?” +“What are the implications of . . . ?” +“How does it affect +when . . . ?” +The Loaded Benefit Question +Similarly, this is a question that implies a benefit of your product or +service by stating a problem you’ve solved for someone else. It then +asks the prospect about their experience regarding the situation or +predicament. For example: +“Most of our customers found that they were having issues getting +their deliveries within five days with the other service. What is +your experience?” + + +Using Smart Questions +147 +“Before they began using our service, many of our customers felt +that their re-do rate was unacceptable because of all the wasted +material. What kind of rates are you running into?” +“Many people find it a nuisance to manually fill out those forms every +day when the information is already in the computer. What have +your people said in the past about reentering the data?” +This type of question paints the picture of inconvenience in the +listener’s mind, and they are better equipped to visualize and feel it. +If and when they agree, you have the opportunity to tell them how +you can come to the rescue. The real power here lies in using a third- +party example; it’s much better than blatantly telling the prospect +that they have probably experienced the problem you can solve. +Smart Calling Exercise +1. Go through the three-step process, using your possible benefits +to create a line of questioning. +2. Define the problems and pains you are fairly sure exist in +your prospects’ world. Then write out assumptive problem +and loaded benefit questions. +Practice the Iceberg Theory of Questioning with the Next +Questions to Get Better Information +Several years ago, I coined the term “the iceberg theory of ques- +tioning” to illustrate what we need to do on calls to get the best +information. When you see an iceberg glistening in the water, what +do you really see? You see just the tip, only a small portion of the +iceberg. The bulk of it is below the water level. +The same is true when you ask a question: The first answer you +hear is the tip of the iceberg. Everything below the water level is +the good stuff, the information you really can use, the reason behind +the initial answer. People do not buy because of the first answer they +give; they buy because of the reasons behind it. The problem is that +many salespeople ask the first questions and quit after they have the + + +148 +Smart Calling +tip information without bothering to ask the next question, the one +that provides the information below the water level, which will tell +them why, precisely, the prospect or customer says what they do. +And that’s the information we need to help them buy. +The next question is the one that many fail to ask but the one +that has the greatest payoff. Remember the old detective TV show +Columbo? He always asked, “One more question.” Let’s look at a sales +rep who does not ask the next question. +Sales Rep: “What criteria will you use in awarding the proposal?” +Prospect: “We’re going to heavily weight the on-time delivery +projections.” +Sales Rep: “Oh, let me tell you about our performance in that +area.” +Instead, let’s look at the next question that lowers the water level +on the iceberg: +Sales Rep: “Please tell me why that’s the most important factor, +and what you’re looking for.” +In the first scenario, the rep jumped in and presented prema- +turely, talking about what he wanted to discuss. And after the next +question, he would probably ask a few more next questions to dig +deeper, magnify the pain in the prospect’s mind, and gather better +information. This would, in turn, help him make a laserlike presen- +tation that would stir more emotions—and have a better chance at +getting the sale. +Here’s another example: A sales rep for a human resources per- +sonality assessment testing service finds out through some social +engineering that the company he’s calling on wants to implement +employee personality testing for new hires. In his questioning, he +asks, “Why are you looking to do employee testing?” +The prospect responds, “We feel that we need to do a better job of +screening our applicants so that we don’t make hiring mistakes.” +The sales rep—who has been selling this service for several years +and feels he has been there and done that—thinks he has a grasp on +the situation and begins a presentation on the testing service. + + +Using Smart Questions +149 +The prospect responds by saying, “Okay, that sounds interesting. +Send me out whatever information you have, and we’ll give it some +consideration.” +The sales rep complies. He schedules a follow-up for seven days +later. He keeps getting voice mail on repeated attempts, with no +return calls from the prospect. The cycle continues. And oh, by the +way, this experienced sales rep has a problem with lots of prospects +in his pipeline and complains about prospects not buying and how +he can’t reach them. +Let’s look at another sales rep who knows how to lower the water +level and learn more of the reasons behind what people say. +Prospect: “We feel that we need to do a better job of screening our +applicants so we that don’t make hiring mistakes.” +Sales Rep: “Tell me more.” +Prospect: “Well, we’ve hired a few people over the past year that just +didn’t work out. They seemed good in the initial interviews, but +apparently we were missing something.” +Sales Rep: “What do you mean?” +Prospect: “They were able to talk a good game, but when it came +time to actually do the work, they lacked what it took.” +Sales Rep: “That’s not uncommon. What does it take to do well at +your organization?” +Prospect: “We need people in our customer service positions who +can handle repetitive tasks all day long without becoming bored, +remain calm under pressure from irate callers, and be able to +think quickly on their feet to resolve problems that involve some +math calculations.” +Sales Rep: “I believe we can help you with that. Tell me a bit more +about your past experiences. About how many people have you +hired that didn’t work out?” +Prospect: “Almost embarrassed to say . . . probably 10 out of 20.” +Sales Rep: ”Wow. Any idea of what it costs to hire and train someone +for that position?” +Prospect: “I hate to even think about it. After newspaper advertising, +our interviewing, two weeks of product training and their wages, +it’s got to be a few thousand dollars per person. + + +150 +Smart Calling +As you saw, the sales rep pretty much got out of the prospect’s +way as he replied to the prospect’s statements with the next question +each time, continuing to lower the water level on the iceberg. +Keep your prospects talking about their needs, desires, and con- +cerns; you want the real reasons behind their initial answers to sur- +face. The first important step in achieving this is discipline. Resist +the tendency to jump in and present; instead, use instructional state- +ments such as: +“Tell me more.” +“Please go on.” +“Elaborate on that for me please.” +“I’d like to know more about that.” +“Please continue.” +And when they touch on a need, embellish it; quantify it, and +have them discuss its implications (particularly the financial ones). +Smart Calling Tip +One of the greatest questions of all time—one that can give you +more information than you ever thought possible—is just two +letters: “Oh?” +More on Quantifying Needs, Pains, Problems, and Desires +A goal of your next questions should be to attach numbers to pains, +problems, needs, and desires. Whenever you can, prompt them to +provide you with details for situations like: +r How much money they are losing because of their problem. +r How much extra time it takes to perform a task and the related +pain that causes. + + +Using Smart Questions +151 +r How much more it costs them to get products delivered from +another supplier. +r How much larger their sales numbers could be with a better +solution. +It is much easier for you to show a potential return on investment, +build value, and preempt any looming price objection when you have +information like this. +(In their book The Dollarization Discipline: How Smart Companies +Create Customer Value . . . and Profit from It, authors Jeffrey J. Fox +and Richard C. Gregory go into great detail on this topic. If you are +serious about sales, I highly recommend this book.) +Smart Calling Exercise +Identify the areas in which you can quantify value for your +prospects, and create questions designed to prompt them to at- +tach numbers and dollars to their situations. +Avoid Questions that Scream “I Just Picked Up an +Old Sales Book” +There are some questions that have been around forever and really +have been worn out to the point where they sound cheesy. For +example: “If you could wave a magic wand, what would you want?” +Uh, I dunno. How about you off the phone? +Here’s a better alternative that accomplishes the same informa- +tion objective: “What would you like to get, that you might not have +now?” +Another tired question: “What keeps you up at night?” While the +premise here is solid—identifying their major pain—the technique +is, well, a technique. +Better Alternative: “What’s the top concern you’re facing right now +as it relates to +?” + + +152 +Smart Calling +Smart Calling Tip +Want to sound smooth on your calls? Take a cue from Supreme +Court Chief Justice John Roberts, who appeared at his confir- +mation hearings with no notes and nailed the answer to every +question—because he had prepared for virtually everything that +could be thrown at him. You can’t script out your entire call, but +you can anticipate answers to your questions in advance, partic- +ularly the ones you’d prefer not to hear. You should use these to +prepare your next responses and continue the process as if you +were role-playing the situation live. Studying what you prepare +puts you in a much better position to handle these situations when +they occur. That is the key to sounding smooth. +Questions to Learn about the Decision-Making +Hierarchy and Process +It should go without saying that you do not want to ask: “So, are you +the decision maker there?” But what do you say to learn who ultimately +makes the decision to buy what you sell? I like questions like these: +“Who aside from yourself would be involved in this discussion?” +“Who will you consult with as you plan this project?” +“Who else should we include in our next meeting?” +Asking about the decision-making process depersonalizes it, +which can make it less threatening to answer for the prospect: +“What route will this decision have to take in the organization to finally +get approved?” +“What is the process on your end for moving this forward?” +“What needs to happen on your end to get this done?” + + +Using Smart Questions +153 +Determine What Annoys Them +Who isn’t overworked and underpaid? Certainly not your prospects +and customers, and they’re always interested in ways they can +ease their workload, especially clearing their docket of those time- +gobbling mundane tasks. Find out what sticks in their craw and +annoys them. Ask questions like: +“Regarding +, what causes you or your staff unnecessary work?” +“What things force you to engage in annoying activities that you +shouldn’t have to do?” +Smart Calling Tip +Do not say, “Can I ask you a question?” That already is a question. +So just ask the question. +A Questioning Mistake +A mistake I see reps make is asking questions like “Did you know that +we offer +?” or “Are you aware that we sell +?” They use these +questions during the fact-finding phase of the call and assume that +these are actually good questions when, in fact, they are more like +presentations. The problem occurs when you present before getting +adequate information—because you run the risk of talking about +details the listener doesn’t care about. For example, asking, “Did you +know we offer six different lines of printers?” could elicit a great big +yawn and a “So what?” from the listener. A better question would be +“What features do you require in printers?” +Smart Calling Success Story +A sales rep who called me had obviously done his homework and +was a student of my material. I knew exactly what he was doing but +(continued ) + + +154 +Smart Calling +(Continued) +found myself engaged in his message. He prefaced his excellent +questions with hints of how he got his information. +“While visiting your web site I noticed . . .” +“In one of your books you mention . . .” +“I saw an article where you said . . .” +“Your catalog has . . .” +“In a past issue of your newsletter . . .” +“Your mail piece has . . .” +“I also noticed on your voice mail system . . .” +“Your assistant told me . . .” +“In one of your ads you . . .” +Clarify the Fuzzy Phrases +One of my many pet peeves is when someone says, “We’ll have to +talk about that sometime,” “At some point, we’ll need to get together and +discuss . . .”, or “Let’s get together sometime and go over . . .” +If it’s something that needs to be done or discussed, and if I want +to do it, I’ll always say, “Okay, let’s do it now.” Otherwise—and +you know this—it isn’t going to happen. The fuzzy phrase strikes +again. +When you hear a statement that is vague or wishy-washy, ask for +clarification. +Fuzzy Phrase: “Let’s stay in touch.” +Response: “Great idea. So you eventually plan to move forward with +this? When?” +Fuzzy Phrase: “We’ll give it some consideration.” +Response: “Great! Which aspects will you weight most heavily?” +Fuzzy Phrase: “I’ll look it over and we’ll go from there.” +Response: “On what criteria will you base your decision?” +Fuzzy Phrase: “I’ll bounce the idea around.” +Response: “Good. Does that mean you personally are sold on it?” + + +Using Smart Questions +155 +The Quality of Your Question Determines the Quality +of Your Answer +Want better information? Review your call recordings, and analyze +the questions you ask. Avoid using questions like: +“Does that happen a lot?” +“Do you experience that often?” +“Was there much of an impact?” +Think about if a customer answered yes or no to those questions. +You wouldn’t really know any more than before you asked. Instead, +get better information by asking for specific information: “How often +has that happened in the past three months?” “What has been the +impact on your department in terms of increased sales?” +Don’t Ask What They Like Best about Their +Present Supplier +An oft-suggested response when a prospect says, “We’re happy with +our present supplier” is “What do you like best about them?” I suggest +not wording it that way, and my reasoning for this was formed while +listening to a particular sales rep ask that question on a call. The +prospect went into a long explanation of why his supplier was the +greatest company ever formed, how he would never leave them, and +how their service was excellent. He sounded like he was becoming a +bit weepy in his adulation. +Since the intent of the question is to find out their ideal require- +ments and desires from a vendor, let’s ask in different ways: +“What were the criteria you used when you chose your present +supplier?” +“What were the determining factors in selecting the company you’re +now using?” + + +156 +Smart Calling +“When you evaluate vendors, what is the typical process you go +through?” +“If for some reason a regular vendor doesn’t perform well, what do +you do?” +Ask About THEM +For most people, their favorite subject is them. When you get them +talking about themselves, their job, their personal experiences, fears, +wants, needs, and desires, you not only acquire valuable sales infor- +mation, you position yourself as an interesting person. All because +you show interest in them as a person. +My +friend +and +fellow +sales +trainer, +Jim +Meisenheimer, +http://www.meisenheimer.com, wrote the book, “The 12 Best Ques- +tions to Ask Customers.” One of those questions asks about them, +personally: “What are your responsibilities?” Ask that question, sit +back, and listen to the valuable information they will provide you +about how to sell to them. +Use Benefit Questions Instead of Inane Leading Ones +Many hard-sell salespeople and trainers suggest the use of leading +questions to evoke a positive response, such as +“Of course you would like to save money on your supplies, wouldn’t +you?” +“Naturally, if you could increase production, you would want that, +wouldn’t you?” +“Quality is important to you, isn’t it?” +Don’t use them. These questions are inane, and they put the +listener on the spot. They’re backed into a corner where they look +and feel like an idiot unless they answer the way the questioner wants +them to. You might as well just say, “Of course you don’t want to be +stupid, do you?” +However, the premise behind the inane questions—to prompt +the prospect to agree that they might be interested in what you have + + +Using Smart Questions +157 +to offer—shouldn’t be discarded. One way to accomplish this is to +present a beneficial situation from another customer’s perspective, +and then ask the prospect if that appeals to them. For example: +“Jane, many of our clients in the garment industry have been able to +save 15 percent on their seasonal purchases by using our buying +network. Is that something you’d like to learn more about?” +“Jason, we’re established with many of the largest corporate headquar- +ters here in town as a printer that can provide quick turnaround +when their in-house shops can’t. Would you ever have a need for +a service like that?” +Using questions according to this formula is less threatening +than the inane questions and opens up the conversation to deeper +questioning and a further examination of their specific needs. +Economize Your Questions +Don’t use two or three questions when one will do. For example, +“Is there a particular person who handles that function in your +department?” +“Yes.” +“Oh, who would that be?” +Better alternative: “Who handles that function in your department?” +Here’s another: +“Do you ever experience variations in quality?” +“Yes.” +“What do you experience?” +Better alternative: “Please tell me what you experience regarding +variations in quality.” +Smart Calling Action Steps +What else will you commit to do as a result of this chapter? diff --git a/library/Smart Calling/Chapter-13-The-More-Important-Side-of-the-Question-Listening/Chapter-13-source-text.md b/library/Smart Calling/Chapter-13-The-More-Important-Side-of-the-Question-Listening/Chapter-13-source-text.md new file mode 100644 index 0000000..96ff8ea --- /dev/null +++ b/library/Smart Calling/Chapter-13-The-More-Important-Side-of-the-Question-Listening/Chapter-13-source-text.md @@ -0,0 +1,236 @@ +# Smart Calling — Chapter-13: The More Important Side of the Question: Listening +- **Source**: /library/Smart Calling/source-file.pdf +- **PDF pages**: 168–174 +- **Pages without text**: none + +--- + + +C H A P T E R +13 +The More Important Side +of the Question: Listening +I +t’s an amusing contradiction: Good salespeople are typically +viewed as smooth talkers who can woo their audience with their +words. Actually, the best salespeople are those who listen more +than they talk and know when to shut up. +Everyone knows how to listen. We’ve done it all of our lives. +Why, then, do so few people do it well? As a sales manager once told +me: “My salespeople like to listen—to themselves talk.” +In this brief chapter, I’ll reemphasize the obvious: You need to +listen to prospects in order to be most effective. I’ll also share a few +techniques to help you become even better at it. +Get More and Better Information by Simply Letting +Them Talk +I approached the checkout counter at my local Walgreens. In my +hands, I had a box of disposable latex gloves and a funnel. (I know. +158 + + +The More Important Side of the Question: Listening +159 +I realized the same thing when I got to the counter. Looked a +bit weird.) +The clerk was an 18-year-oldish kid, with multicolored semi- +Mohawk hair, sporting numerous tattoos and lots of metal adorning +his face. His head was down, tapping feverishly on his cell phone +with both thumbs. After I set my items down, he caught a glimpse +of them. He tilted toward me a bit, so I could see one eye, with a +pierced eyebrow slightly raised. +“They’re for cooking,” I was compelled to blurt out. +His expression was frozen. +“I’m catering the end-of-season banquet for the high school softball +team. Eighty people.” +He stared blankly. +“I have a barbeque cooking team. Our competitions are done for +the year, so we sometimes do something like this just to stay in +practice.” +His eyes were glassy, like fish in the ice counter at the market. +“Oh, the gloves. Yeah, those. We use the gloves when preparing the +meat and when we’re serving. And the funnel, well, we make +our own sauce, and we use the funnel to pour it into bottles.” +His expression changed slightly to one that in any language says, +“Riiiiiiiiiight. Whatever.” +After getting my change and walking out the door, I realized that +I just volunteered lots of information, and this kid said . . . almost +nothing. He executed it to perfection. Not that he cared about the +information, though. Reminds me of an old Jerry Seinfeld comedy +routine where he asked in that Seinfeld tone, “So why do people feel +compelled to explain why they do what they do?” +I even noticed it yesterday when a guy in front of me at the +convenience store said to the clerk, “I’d like change for a dollar, +please.” (pause) “It’s for the newspaper machine outside.” +Your prospects and customers will also continue talking—if you +let them. Practice this. Force yourself if you need to. +It’s a simple rule: Speak less, sell more. If you allow them, people +will go to great lengths to explain why they think, feel, and act the +way they do. And that information will help you help them buy. +Let’s look at a simple technique to do that. + + +160 +Smart Calling +Your Most Powerful Listening Tool: The Pause +“The right word may be +effective, but no word was ever +as effective as a rightly-timed +pause.” +—Mark Twain +Perhaps you already do it +well. Most people don’t. Right +now, just be silent for two +seconds. +There, you did it. That’s +all I’m asking. +Pause . . . more on your Smart Calls and in all of your conversa- +tions. Make an effort to pause at two points in the communications +process on the phone and off: +1. Pause . . . after you ask a question. +2. Pause . . . after you hear an answer. +Not just a brief pause, but a two- to three-second pause. Here are +some of the benefits of this technique: +“He had occasional flashes of +silence that made his +conversation perfectly +delightful.” +—Sydney Smith +r You won’t feel compelled +to continue talking af- +ter asking the question +if you force yourself to +pause. People don’t al- +ways immediately answer, +and pausing gives them the opportunity to think a bit. +r The number and length of responses will increase. People feel +more comfortable when you give them time to frame their an- +swers, which will probably be more comprehensive. +r The amount of unsolicited information will increase. By not +jumping in immediately after they’ve answered, they’re given +a little time to contemplate what they’ve just said, which may +prompt additional comments. +r You’ll have more time to understand what they’ve said. Since you +know you’re going to pause, you can spend all of your listening +time focused on the message, not on what you will say next. +r You’ll have more time to formulate your next question or +statement—which will be more meaningful since you’ll possess +more relevant information. + + +The More Important Side of the Question: Listening +161 +Oh, I know this can be difficult for some people who get edgy +when there’s silence on a call. Here’s how to get over that and resist +the urge to jump in or keep talking: Just picture the scenario when +you’re with someone in person, keeping in mind what they’re doing +during the silent times—thinking, stroking their chin, eyes gazing +upward, pondering your offer. They are doing the same on the phone. +Practice this on the phone and in all areas of your life. You’ll find +you get more information than you ever have. +Listen for Their Key Terminology +On my own past four sales calls with prospects who contacted me +looking for training, I listened very carefully and looked for their key +words. I heard: +“Here’s our challenge . . .” +“Our biggest problem is . . .” +“Where we need work is . . .” +“Where we’re not up to par is . . .” +Of course, I took notes and wrote down exactly what they said, +and after hearing each one, I simply replied with, “Tell me more about +that.” Each person continued, pouring out their pains and problems +in response. It’s a lot easier when people sell themselves. We often +just need to get out of the way. (You should also use their exact +terminology later when you make your recommendation, since they +will not disagree with what they said.) +How to Make Eye Contact by Phone +I was recently having dinner at a nice Italian restaurant in Chicago. +My waiter was outstanding: very attentive, but not hovering. It +seemed like he always magically appeared at the right moment. How- +ever, one thing about him seemed a bit unusual: He didn’t make eye +contact when he spoke. Every time he talked, he would look down + + +162 +Smart Calling +at his shoes. It definitely affected my overall perception of him and +even made me a bit uncomfortable. +This got me thinking about eye contact by phone. +Of course, we can’t see each other by phone, but we can feel +the vibes—the same vibes created by eye contact or lack thereof. +Let’s look at some ways to make that verbal and vocal eye contact +by phone. +Verbal Nods +When we talk to someone in person, we use facial expressions and +body language (like nods of the head) in addition to eye contact to +indicate that we’re interested in the conversation. But what do you +do by phone? Be sure that you’re sprinkling in, and mixing up your +use of, such words and phrases as: +“Uh-huh.” +“I see.” +“Interesting.” +Encouragement Statements +Similar to the verbal nods, these further encourage the speaker to +continue talking: +“Go on.” +“Tell me more.” +“Expand on that if you would.” +Listen When They Lower Their Voice +Pssst—want to know a secret? Sure you do; everyone does. How +about when someone whispers some information in your ear? You +pay close attention. Likewise, be particularly aware of what prospects +and customers say when they lower their voice or whisper so as to +not be heard by others in their area. This is typically sensitive and +important information. + + +The More Important Side of the Question: Listening +163 +What Is Your Listening: Talking Ratio? +In his book How to Get People to Do Things, Robert Conklin shares +results from a six-month-long study of salespeople. He found that the +lowest 10 percent of a sales force talked an average of 30 minutes per +presentation. And how long do you think the top 10 percent talked? +Twelve minutes. +It Would Be Tougher to Listen Your Way Out of a Sale +A sales rep for a cooking magazine I subscribed to called and said, +“The reason I’m calling is that your subscription runs out this month, and +I was calling to see if you wanted to keep that going . . . orrrrrrrrr what +you wanted to do . . .” (nervous pause) “orrrrrrr if you just wanted to let +it run out?” +“Many attempts to +communicate are nullified by +saying too much.” +—Robert Greenleaf +Even though I had not +given any thought to my plans +regarding the subscription, his +hanging orrrs and invitation +for a no finalized my decision. +He made it so easy to agree, +“Yeah, just go ahead and let it run out.” +On the other hand, the law of inertia was in his favor if he +had chosen to stop talking and avoided the orrr and invitation after +making his positive suggestion. +There are several elementary points here that carry so much +impact—and they’re violated regularly. +r Don’t talk yourself out of a sale. +r Shut up. +r Don’t make negative recommendations. +r Make positive recommendations and then pause, regardless of +how awkward the silence might feel. +Here’s another example. After getting the question “What is your +best price?” I heard a sales rep say, +“Well, it’s $799.” +No reaction from the prospect. + + +164 +Smart Calling +“. . . but we could probably give you a $150 new customer discount.” +No reaction from the prospect. +“And I probably can get another $80 knocked off.” +“Okay, that sounds good,” said the prospect—who probably +would have bought at full price had the rep simply stated +the price and shut up. +Smart Calling Action Step +What else will you commit to do as a result of this chapter? diff --git a/library/Smart Calling/Chapter-14-Recommending-the-Next-Step/Chapter-14-source-text.md b/library/Smart Calling/Chapter-14-Recommending-the-Next-Step/Chapter-14-source-text.md new file mode 100644 index 0000000..3c923ad --- /dev/null +++ b/library/Smart Calling/Chapter-14-Recommending-the-Next-Step/Chapter-14-source-text.md @@ -0,0 +1,355 @@ +# Smart Calling — Chapter-14: Recommending the Next Step +- **Source**: /library/Smart Calling/source-file.pdf +- **PDF pages**: 175–184 +- **Pages without text**: none + +--- + + +C H A P T E R +14 +Recommending +the Next Step +I +f you’ve made it this far with your prospect—and things have +progressed according to plan—you now have them thinking +about their needs, pains, problems, or desires. This is precisely +where we want them so that we can present—in the most favorable +light—how we would be able to help them. +But how do you know when you have arrived at that magic +moment when it is finally time to talk about what you would do for +them and recommend the next steps? +I can’t tell you exactly what that is—for you, at least. Every +situation differs and depends on lots of variables—including what +you sell, your objectives, and your prospect’s mind-set when your +call arrived. Sometimes we get lucky and contact them when they +are actively looking for what we sell, and it happens quickly. Other +times, we might never reach that point—since there is not a fit. +However, I can describe the ideal time generally; it’s when you feel +that you have sufficiently moved your prospect to the point where +they will be receptive to hearing how you may be able to help. +165 + + +166 +Smart Calling +In my own experience, I’ve faced both kinds of situations. There +have been times when I’ve gone just a few short questions before +recommending, while in other cases, an entire hour went by before +I told the prospect what I could do for them. +Regardless of when that point arrives for you, there is a suggested +process for delivering your recommendation effectively. I also have +a number of other tips to help you make it more persuasive. +Pitching Is for Sports Only: Recommend Instead +First, let’s talk about a term that is commonly associated with +prospecting and sales: pitching. +I know a little bit about pitching. I’ve coached boys’ baseball and +competitive girls’ softball, called thousands of pitches, and worked +with pitchers at a variety of levels. My own daughter was one of the +top softball pitchers in the region, and I caught well over 30,000 of +her practice pitches over eight years. When I watch a baseball game, +I’m one of the geeks who studies how the pitchers throw to hitters in +different situations. And while it’s been a few years since I hung up +the glove from competitive ball in an over-30 senior baseball league, +I pitched some there as well. In fact, I even pitched against former +major-leaguers in a Kansas City Royals fantasy camp. +I also know about pitching in professional prospecting and sales. +It has no place. +Pitching is for sports, not sales. Just hearing the word pitch in +a sales context makes me cringe, because pitching describes what +amateurs and hard-sell, cheesy, pushy salespeople do. Pitching is +one-way communication; it’s the seller telling his story. +Remember the telemarketer who read something to you, went +on for two minutes without getting any feedback from you, and then +told you they would charge your credit card? That was a pitch. +From like-minded sales types, I’ve heard pitches referred to as +“puking out a presentation” or “spraying and praying.” It gives me +visions of a listener rolling her eyes in boredom, looking at her watch, +perhaps getting ready to slit her wrists with a letter opener. +A pitch focuses on the salesperson, not the prospect or customer. +And they are the only ones that matter. If you put it back on the +sports field for a moment, a pitcher is trying to defeat the one to + + +Recommending the Next Step +167 +whom he or she is pitching. He’s attempting to get them out, trying +to make them look bad. +So what’s the big deal? Why the rant about the simple word +pitch? +Because words follow thoughts, and actions follow both. If some- +one refers to what they do as pitching, they are talking, not prospect- +ing or Smart Calling according to the process we are covering here. +They are presenting what they want to say, which rarely matches +the listener’s interest. And that is why objections occur. In fact, +objections are created by pitches. +Instead, here’s a much better word: recommendation. I use that +in place of presentation, since a presentation can be viewed as similar +to a pitch. +Ahhh, but what has to come before a recommendation? That’s +right: information. And to get information, we must question. After +questioning, then we make a recommendation. The recommendation +should be on-target and meet needs, since the prospect just told us +what they need, want, or are otherwise interested in. +And that, my friend, is professional, collaborative Smart Calling. +People usually know when they’re subjected to a pitch, and +they often perceive it negatively. When someone is about to hear a +recommendation, they don’t feel they are being sold. That’s because +they’re wrapped up in answering questions and telling the salesperson +what they’re interested in. +Keep the pitching where it belongs: exclusively on the sports +field. For the Smart Calling process, we’ll cover how to make an +effective recommendation. +The Smart Call Recommendation Process +It’s not until late in the program during my seminars and workshops +that I cover the part of the call that is usually the main section of +lots of training: the presentation of benefits. +That’s because the best salespeople present only what the listener +cares about—information that’s based on everything else in the call +process to this point: preparation, information gathering, working +with screeners, interest-creating openers, and questioning. The next +phase is the sales recommendation (I like that word better than + + +168 +Smart Calling +presentation). Here’s the next step in the process—to take when you +feel you know exactly what it will take to fill your prospects’ needs, +solve their problems, ease their pain, or give them something they +desire. +1. Transition from Your Questioning. Let them know you’re done +questioning, and spark interest—again—by having them listen +to you: +“Luke, based on what you told me about the existing insurance +coverage on your business, and the added liability exposure you +have, I believe I have something here that will cover you completely, +at about the same premium you’re paying now.” +2. Paraphrase Your Understanding. Now you will simply rephrase +the needs, concerns, desires, and values they just related to you +in your questioning: +“Let’s just review what we’ve discussed so far to make sure I un- +derstand it completely. Bottom line, you feel you’ve been neglected +by your present agent, except when it came time to renew your +policy. And you feel he’s charging you an outrageous premium for +the amount of coverage you now need since you’re manufacturing +toxic chemicals. Is that right?” +3. Recommend the Results of What You Can Deliver as Well +as the Next Step. Only talk about what they told you they’re +interested in—period. +“Luke, I assure you that with us you would have your own account +rep and would get the attention you deserve. And you would like +the coverage programs we have. First, we would (describe each +benefit/result with proof of each claim). . . .” +Make absolutely certain that you are presenting the results +of your product or service, commonly known as benefits. Use +phrases such as “What that means to you” and “Which means.” +These phrases ensure that you’re covering topics that will cause + + +Recommending the Next Step +169 +them to take action. And since you are probably presenting +several aspects of what you sell, get feedback after each one. This +is commonly known as the trial close, where you get agreement +on what you just said. For example: +“Would that work for you?” +“Sound good so far?” +“Is that something that would save you money?” +4. Get Commitment. You’re involved in a conversation at this +point, either answering questions or listening to buying signals. +We’ll cover a lot more on the commitment phase of the call +in its own chapter, but it really is a seamless transition from +the recommendation. The commitment entails asking for the +prospect’s agreement on the next action—which could be a face- +to-face meeting, an agreement that they will view your webinar +or literature, the actual sale, or many other possibilities. For +example: +“Pat, based on everything we’ve discussed, you’d show a savings +from day one on the program. It would make sense for us to get +together and explore a few more details, and I could show you more +options with it. Would Friday morning work for you?” +Smart Calling Exercise +Take the statement you use to describe the benefits and results +you deliver. Brainstorm for the sensory terms and descriptions that +bring those results to life. Then find several concrete examples of +how others have already experienced those results. Commit them +to memory so that they’re always a part of your presentations. +Use the Words of Others to Be More Persuasive +I probably have more books on sales, communication, self- +motivation, and marketing than 99.9 percent of the population. I’ve +got wall-to-wall libraries in one main office and two home offices. I +admit, I’m a compulsive book and information buyer, and I always + + +170 +Smart Calling +realize there is so much more to learn. Anytime I read or hear about a +book that will help me or my clients and customers, I immediately go +to amazon.com. They have been able to sell me a lot more than I had +originally intended to buy by employing that cool technique of sug- +gesting other choices of books based on the one I look at or purchase. I +always impulse-buy a few other titles because of this headline scream- +ing at me: “Customers Who Bought This Item Also Bought. . . .” +This is brilliant from a sales and psychological perspective for +two reasons, reasons that you, too, can use to make more sales. +Social Proof +Dr. Robert Cialdini—author of Influence: Science and Practice, whom +I’ve referenced several times in this book—discusses the principle of +social proof. He says that “95 percent of people are imitators and only +5 percent initiators; so people are persuaded more by the actions of +others than by any proof we can offer.” +This essentially means that if someone else has done it or said it, +it carries more credibility than if we say it. For example, if I’m told +that there are others who also bought the book I’m buying when I’m +looking on Amazon, they are probably like me and felt these other +books are worthwhile, so I guess I should as well. +You use this concept when you want to make a claim about the +value of your product or service, by giving examples of others’ expe- +riences or, better yet, others’ exact words, which carry tremendous +weight. +The People Are Interested in Other People Principle +I don’t have any psychological studies or scientific textbooks to prove +this principle of persuasion, just my own observations and experi- +ence. You could also call it the People Magazine theory or the reality +TV rule. +Bottom line: People become obsessed with the lives of others. +Why, otherwise, is there a long-running TV show where the premise +is watching a bunch of people live in a house together? Why are +there TV shows and magazines devoted to what celebrities do and +wear and where they go? + + +Recommending the Next Step +171 +I’ll tweak this a bit for our sales purposes and say that in business, +we are interested in what those who are similar to us say and do. +So how do we use these two principles in sales? You can utilize +these techniques during the recommendation phase of the call by +simply saying something like: +“I was just talking to another defense attorney who has the same +challenge that you’re running into, and here’s how we were able +to help him.” +“We’ve worked with 12 similar accounting firms specializing in audit +work, helping them cut down their duplication of paperwork and +increase their billings, ranging from 10 percent to 40 percent.” +“Joe Klein at National Motors told me that he has used both of the +other major suppliers of network doorjambs and that we are by +far the easiest to work with, and give him the most value for the +money.” +Smart Calling Tip +Use precise facts and figures. Saying you’ve worked with hundreds +of companies isn’t as believable as stating that you’ve installed +this system in 274 locations. +Using the Principle of Consistency +I never met Tim Russert, but after spending many hours watching +him on Meet the Press and other news and interview shows, I certainly +felt like I knew him well. +Part of Tim’s popularity stemmed from the fact that lots of regular +people identified with him. He grew up in a blue-collar, Catholic, +hardworking family and neighborhood, holding down several jobs +throughout high school and college, and then competing for real- +world jobs with the more privileged people. I experienced the exact +same things. +From a professional perspective, I always marveled at how +Russert could take something seemingly complex and bring it to an + + +172 +Smart Calling +understandable level. He’d get a guest to answer a tough question, +then pause, and spring a video on them, where they were shown +maybe a few years prior, contradicting the answer they just had +given. The senator or candidate would then squirm and have to +defend why the things they claimed were not consistent. +But of course, he never did it in an adversarial way. You always +just wondered why the person said what they did. +The science of persuasion calls this phenomenon the principle of +consistency. Dr. Robert Cialdini also says that most people desire to +remain consistent to beliefs and commitments they have previously +stated. You can use this as well on your Smart Calls. +We already worked on crafting and asking questions to prompt +prospects and customers to tell you what they value, want, and +need—all the things you provide, of course. For example, I might ask +in my own case, “What is the main factor preventing your salespeople +from selling at full price?” +If they answer, “A lack of confidence in asking for full price +in a competitive environment because they do not know the right +questions to ask to build value,” I would then ask how much money +they felt they were leaving on the table. +After establishing a figure to dollarize the problem or pain, I +would employ the principle of consistency in the following ways. +In the Sales Recommendation +I preface my explanation of benefits with what they had said, there- +fore framing my comments with their own words and putting them +in a more receptive frame of mind to hear and agree with my recom- +mendation. +“. . . and as you had mentioned earlier, you feel your reps need to be +asking better questions to establish value, which in turn will give them +more confidence to ask for and get full price. Here’s exactly how we +would do that.” +After the recommendation, we want to move toward the ulti- +mate commitment, the sale, appointment, or next step. Again, using +their words makes them more likely to agree. + + +Recommending the Next Step +173 +“Do you feel that would help your reps ask the right questions to build +value? Would that help you to keep more of the profits you’re leaving +on the table?” +Smart Calling Tip +A sales rep with MTI Equipment, Tim Spreda, stresses the impor- +tance of listening carefully to the prospect’s choice of words, as +that indicates the terminology he or she relates to. Echoing these +words back to them helps communicate on their level and make +your words resonate. Spreda shared the story of how one prospect, +a buyer for a manufacturing operation, repeated the terms “safety +and ergonomics” in almost every sentence. Naturally, Tim fo- +cused the recommendation for his materials-handling equipment +on those areas and used those words verbatim. +You Are Absolutely Going to Love This +While listening to some recorded calls, I noticed a pattern with a sales +rep. She tended to preface many of her statements with negatives +such as “I have some bad news for you” and “Are you sitting down?” +before she gave the price of an item. “You’re not going to like this” +and “I hope you’re prepared for what I’m about to tell you” were a few +others. +And not surprisingly, she continually got negative responses and +results. +When a listener hears comments like these, they brace them- +selves for negative news. Regardless of how you’re feeling and what +you’re thinking prior to the comment, you are now prepared to hear +something negative. People evaluate information based on the state +of mind they’re in at the moment they receive it. While this particu- +lar sales rep’s approach provides a negative example of the principle +of preconditioning, you can use it to your advantage. +First, be certain you’re not currently in the habit of negatively +preconditioning your listeners. This is a habit with many people. +Listen to your calls from the perspective of the prospect or customer. +Thoroughly analyze your language to determine if you use condi- +tioning phrases that frost listeners, and catch yourself before you use + + +174 +Smart Calling +them. Then, get in the habit of establishing an atmosphere in which +your listeners will positively view your information. And it’s not that +difficult; in fact, you probably encounter it regularly when you see +and hear an infomercial on television. How often have you heard +something like: +“Now, for a product like this that takes the place of all the cleaners +in your cabinet, you’d probably expect to pay $40 or more, but +no. . ..” +You can do the same. For example: +“Here’s the good news.” +“Keeping in mind all of the ways this will save you money on your +operational expenses, the price is low in comparison.” +“And now I’d like to share with you what people say is the best part +of the entire system.” +“This is something you might even want to write down for future +reference.” +There’s an old clich´e that states, “It’s not what you say, but how +you say it.” True, but let’s add to that. It’s also what you say before +you say it! +Smart Calling Action Steps +What else will you commit to do as a result of this chapter? diff --git a/library/Smart Calling/Chapter-15-Getting-Commitment-for-the-Next-Action/Chapter-15-source-text.md b/library/Smart Calling/Chapter-15-Getting-Commitment-for-the-Next-Action/Chapter-15-source-text.md new file mode 100644 index 0000000..1ad6e9b --- /dev/null +++ b/library/Smart Calling/Chapter-15-Getting-Commitment-for-the-Next-Action/Chapter-15-source-text.md @@ -0,0 +1,362 @@ +# Smart Calling — Chapter-15: Getting Commitment for the Next Action +- **Source**: /library/Smart Calling/source-file.pdf +- **PDF pages**: 185–195 +- **Pages without text**: none + +--- + + +C H A P T E R +15 +Getting Commitment for +the Next Action +W +hen I give customized training workshops for clients, we +always discuss the areas where reps need to improve. +When they tell me their reps need work on closing tech- +niques, I begin worrying. That’s typically indicative of a larger prob- +lem: not moving the call and the sales process to the point where +the close is appropriate. +I suggest minimizing the use of, or eliminating, the word close +and replacing it with commitment. Closing implies an end; instead, +you want to open and build a relationship. To do that, you need +constant movement on each of your calls toward an objective, +especially your initial Smart Call. This movement happens when +your prospects commit to doing something between now and the +next call. +175 + + +176 +Smart Calling +The Commitment Phase Validates What Has +Happened So Far +A football team doesn’t throw the long bomb every time it gets +the ball at its own 20-yard line. A man doesn’t ask a woman to +marry him after one date. Neither tactic is a high percentage play. +And—just like on sales calls—to achieve the objective, you need +to move forward and enjoy the little successes along the way. The +momentum builds, and the ultimate commitment is much easier, +since you’ve traveled closer to the objective. +Therefore, the close shouldn’t be the major part of the call; it’s +simply the validation of what’s been covered so far. Most football +teams would be able to easily score a touchdown if they have moved +the ball to the one-inch line. And the commitment we receive should +be relatively easy to get if we have done everything else right up to +this point of the call. How you do it is not as important as simply +doing it, in other words, just running the play. +Your Attitude Is More Important Than Your Technique +Scan the sales section in bookstores or libraries, and you’ll find lots of +nonsense on closing techniques. Many contain the tired old phrases +that cause people to bristle, like the guy from the Better Business +Bureau the other day who, after his three-minute pitch about how +I “qualified for membership” (by virtue of having a business, I guess), +would like to drop by at “3:30 on Wednesday, or 9:00 on Thursday. +Which would be better for you?” Neither, I told him, since that would +imply that I saw some value in meeting with him, which he hadn’t +shown me yet. He threw the long bomb too early, before moving the +relationship forward, and tried to rely on the old alternate choice +technique. +And there’s the famous scene in the movie Glenn Garry, Glenn +Ross, where Alec Baldwin, playing the sales manager, gives the +impassioned speech, imploring his reps to “always be closing.” What +nonsense! +Techniques are secondary to attitude. Sure, we’ll cover a number +of techniques that you can pick and choose from so that you have a + + +Getting Commitment for the Next Action +177 +few you are comfortable with. But it’s much more important to work +on your asking attitude. Get out of your comfort zone, ask more, and +ask larger, and you’ll advance more prospecting opportunities and +ultimately sell more. +It’s this simple: Have an asking attitude, and you’ll do it. Be shy +about asking, and you’ll miss out. Maybe even lose your job. Don’t +let that happen. +Smart Calling Exercise +I issue this challenge at all of my training programs: For a period of +one week, ask for things you normally would not have, in all aspects +of your life. On your calls, certainly, but don’t stop there. At +restaurants, bars, stores, with the airlines—at every opportunity, +simply ask. You will hear no, to be sure, but you also will hear +yes; you will get some goodies you wouldn’t have otherwise, and +very importantly, you will see how effective it is to simply ask +more. +Get Commitments on Every Call +There are several scenarios where you want commitments on your +calls. These include setting up follow-up calls to move a sales process +forward, receiving commitments to simply meet with you, getting a +promise to buy, and having the prospect pledge to do something in +the future if things change. Let’s look at each. +Movement Commitments +Never agree to place a follow-up call until you’ve gotten the prospect +to commit to doing something between now and the next contact. +(We’ll talk about this a bit more in the next chapter on wrapping up.) +It can be as minor as agreeing to review your catalog and selecting +items they would like to discuss on the next call, an agreement that +they will go through your Web demo, a promise to collect their sales + + +178 +Smart Calling +figures—the possibilities are limitless. Here are possible questions +you can ask to get movement: +“What will happen between now and our next contact?” +“So you will have those inventory figures prepared by the next time +we speak, is that right?” +“You’re going to survey your staff and get their input on what features +they’d like to see, and you’ll have the information by our next +call, correct?” +“By when will you have had a chance to go through the material so +we can speak again?” +“What specifically needs to happen on your end to move forward?” +“What will we need to do in order to make this happen?” +“When you are evaluating a product, what criteria will you use to +judge it, and what will you need to see to move forward?” +Some squeamish types might argue that some of these ques- +tions are pushy, but they are common business questions that are +logical to ask if someone has come this far with you in a sales +conversation. +Smart Calling Tip +Here’s a series of questions I have made lots of money with. Any- +time your prospect says they need to speak with someone else, ask, +“Are you personally sold on this?” Variations include “If you were to +make the decision yourself, are we the ones you would choose?” and +“Is this what you want to do?” +If they say yes, then you can continue with the next commit- +ment question: “Are you going to recommend that you go with it?” +Or “Will you recommend our proposal at the committee meeting?” +If someone else is doing the selling for you, you need to be +sure they are sold first. + + +Getting Commitment for the Next Action +179 +Commitments to Meet with You +For some Smart Callers, the primary objective is to meet with +the buyer. (As a reminder, I suggest taking the call as far as pos- +sible by phone to ensure you have an interested, qualified, hot +prospect upon your arrival.) As with most of these commitment +questions, the meeting request does not need to sound salesy or like a +technique: +“Sounds like it would make sense for us to get together and discuss +this further. Would you be available next Wednesday?” +“I have several options that I would like to show you in person. Let’s +set up a time to get together.” +“Since there are going to be a few others involved in your process, +I would like to sit down with the committee and go through the +proposal. Could we do that next week?” +The Ultimate Commitment: Buying from You +Some of you may have a one-call close scenario that would allow you +to go for the sale on an initial call. Even if you don’t, the following +suggestions will help you when that time does arrive on subsequent +calls or visits. +When you do pull the trigger and ask for the business, make +certain you truly are asking, not just wishing. I’ll share an example +with you. I was at a local Scottsdale big-box electronics store looking +to buy a new computer CPU; I had gotten tired of lugging my laptop +down here all of the time. I drove to the store with the intention of +buying—quickly. Not shopping, buying. +I should have been a sales rep’s dream. The person staffing the +computer department greeted me and asked what I was looking for. +I told him that I needed something to handle document creation, +web stuff, and audio production. I stressed the words “looking to buy” +several times. He pointed out several models, explained the options, +and prices. +And he waited. +I emitted all kinds of buying signals, the kind that make most of +us drool. He responded with things like “Well, we have this available” +and “Keep this in mind.” + + +180 +Smart Calling +I did everything but say, “How do I give you my money?” wanting +to see how long I could go before he would finally ask if I wanted to +buy the machine. +Realizing that I could have wasted the entire day there—and +knowing I had numerous projects awaiting me back at my home office +and an 85-degree sunny day that needed a few golf balls pounded into +its atmosphere that afternoon—I finally asked him, “Do you want me +to buy this?” +A bit shocked, he said, “Uh, yeah, sure.” +And I did. He got the sale. Most reps wouldn’t have, in simi- +lar situations. There’s a difference between letting someone know +what you have available and asking them to make a decision. Asking +gets action; merely telling them about what’s available wishes for +the sale. +For example, put yourself in the position of a prospect hearing +this: “And I just want to let you know that we do have these in several +different models and they are in stock.” +That’s weak compared to: +“And based on what you told me about your situation, the K- +100 Model would be ideal to help you cut down your processing +time. I have one in stock and could ship it today. May I do that for +you?” +Naturally, the second one asks for a decision. Don’t just throw +your desires out there and hope they’ll react. Be specific and ask (or +invite) them to make that decision now. Sure, you’ll get more no’s, +but what will you have lost? Nothing. +Will you get more sales? It’s guaranteed. Just ask the people who +get the high numbers now. +And similarly, lots of people have been very close to getting the +decision they were looking for—but quit too early. +I often do an exercise in my seminars where I ask participants +to give me one method they use to ask for the sale or commitment. +Usually I will have one or two who say something like “So I’ll go +ahead and fax over the contract, okay?” +Now, do you think that is asking for the sale? +No! What did the prospect say they would do with the contract? +Nothing. And that is precisely what often happens. +The other part of that—the important part—is: “And when will +you sign it and send it back with the deposit?” + + +Getting Commitment for the Next Action +181 +Let’s look at some others: +“Can we finalize the paperwork?” +“Shall we get started?” +“If you like what you see in the sample, will you provide a purchase +order?” +“Would you like to buy it?” +“Why don’t I ship you one?” +“May I sign you up?” +“If the proposal contains all of these items, will you approve it and go +with our plan?” +“What credit card do you want to put this on?” +Smart Calling Exercise +Write down at least two specific ways you ask for the sale. Analyze +them to be certain you leave no doubt that you are asking for the +decision to buy. Practice reciting them so they are smooth. +Commitment for the Future +You’ve done all of the heavy lifting up to this point. If you determine +there is not a fit or any other shorter-term potential today, you +could increase your chances for doing business in the future with a +commitment question. But not: “Keep us in mind, okay?” Everyone +smiles and says, “Oh, I will,” in response to that. But we know they +don’t. Instead, ask a more definitive question: +“If you do decide to change vendors before my next call, will you call +me?” +“The next time you need supplies, would you buy them from me?” +“When you send out your request for proposals, may I be included?” +Here are some other commitment ideas and tips to move the +sales process more quickly. + + +182 +Smart Calling +Get Commitment with Nonthreatening Words +While people like to own things, they don’t particularly enjoy buying +certain items and services. So quit using the words buy, sell, and sold +when talking with your customer. Instead of “Is this the machine you’d +like to buy?” try “Is this the machine you’d like to own?” It sounds better, +and customers feel more comfortable. +Why Not Try This Question? +Use the “Why not try . . . ?” closing question. It’s a nonthreatening +way for them to make a decision. “Pat, why not try the deluxe model?” +Psychologically, they’re trying, not buying. +Help Them Realize They Have Nothing to Fear +A common saying is that the word fear stands for “False Evidence +Appearing Real.” If you have prospects who are sitting on the +fence, reluctant to take the leap, they often don’t have a logical +reason for their inactivity, yet they are afraid to make a decision. +And they probably can’t explain why. So help them recognize their +irrationality. +“What’s the worst thing that could happen if you did this?” +“Let’s look at the worst case scenario if you moved forward.” +“Let’s think in the future for a moment and assume that you did get +this system. Can you think of any downside?” +“What if you just went ahead and did it? Is there any real disadvantage +you can think of?” +“What would be the drawbacks if you purchased today?” +Or try this one: +“Let’s say you did nothing. Then where would you be?” + + +Getting Commitment for the Next Action +183 +Asking for More Gets More +I have repeatedly suggested you think big. I also suggest you ask big. +Negotiators use a technique called the theory of contrast—that’s +just as applicable in sales—which states that you should ask for +more than you expect to get or offer less than you expect to +pay. It’s called contrast since the price, amount, or ultimate so- +lution arrived at appears small, contrasted to what was originally +asked for. +Employing this kind of request establishes a psychological +standard in the other person’s mind. If such a standard already +existed—say, a price the other person was thinking of paying—the +much higher asking price immediately raises that level. For exam- +ple, when I decided I wanted a nice, high-quality leather desk chair, +I didn’t know the going prices; my expectation was, oh, maybe $200 +or $300. Wrong! My eyes were opened, and suddenly my spending +ceiling had risen over the $1,000 mark. +Investment professionals do this all the time. They’ll ask +prospects if they have $50,000 to invest if the opportunity was right. +This not only scares away the people who have no intention of in- +vesting; it often raises the amount that an interested investor might +start with, maybe from $5,000 up to $10,000. +The theory of contrast also causes the other person to feel good +about the transaction. It gives them a victory. All negotiating should +be win-win, and this helps accomplish that objective. If, for example, +you’re authorized to drop prices to win business, you should always +start with the full price, which is more than you sometimes expect to +get. In the sales process, you could use the lower price as a concession +in exchange for getting a larger order. +Smart Calling Exercise +Think of all the situations you create where you ask. Examine at +what level or amount you typically ask for. Now multiply that by +30 percent. Why can’t that be your new norm? It could. Usually, +the only thing that’s limiting you is yourself. + + +184 +Smart Calling +Ask for Action, Not Permission +An article that originally appeared in the New York Times on +October 15, 1997, titled “In War against No-Shows, Restaurants +Get Tougher,” by William Grimes, is especially relevant for us as +salespeople. Here is an excerpt: +Gordon Sinclair, the owner of Gordon restaurant in Chicago, had +an epiphany about 10 years ago when he began adding up the cost +of no-shows and found that the grand total was $900,000 a year, a +figure that got him thinking, fast. +He made a change in the restaurant’s procedure that under- +lines the curious moral status of a restaurant reservation, which is +less than a contract but something more binding than “let’s have +lunch.” +He instructed his receptionists to stop saying, “Please call us if +you change your plans,” and start saying, “WILL you call us if you +change your plans?” +His no-show rate dropped from 30 percent to 10 percent. +In other words, by asking a question and eliciting a response, +Sinclair created a sense of obligation. Getting that soft commitment +made a huge impact. “May I send you some information?” is asking +the prospect to give you permission; “If I send you some information, +will you look it over and we can talk again in a few weeks?” is asking +the prospect to commit to the next step. If you’re able to engage +them at all, you should be able to ask for some commitment—not +permission. +If they’re too busy right now—or their budget monies are coming +in two weeks—“Will we be able to talk more about this when I call back +in a few weeks?” is asking for commitment and implies that they +need to be ready for that conversation when you do call back. Then, +you have a reason to send them material, so they’ll be ready. On +the other hand, “May I call you in a few weeks?” is simply asking for +permission. +People like to honor their commitments. If the call ends and +they have only given you permission, why would they care what +happens next? The ball is not in their court. But if the call ends + + +Getting Commitment for the Next Action +185 +and they’ve committed to doing something, odds are good they’ll +do it. And if asking for that commitment doesn’t feel right, then +it probably means you’ve got more work to do in building interest. +Make it your goal on every call to ask a version of “Will you?” as +opposed to “May I?” +Smart Calling Action Step +What will you commit to do as a result of this chapter? diff --git a/library/Smart Calling/Chapter-16-Wrapping-Up-Calls-and-Setting-Up-the-Next-Action/Chapter-16-source-text.md b/library/Smart Calling/Chapter-16-Wrapping-Up-Calls-and-Setting-Up-the-Next-Action/Chapter-16-source-text.md new file mode 100644 index 0000000..b181bda --- /dev/null +++ b/library/Smart Calling/Chapter-16-Wrapping-Up-Calls-and-Setting-Up-the-Next-Action/Chapter-16-source-text.md @@ -0,0 +1,357 @@ +# Smart Calling — Chapter-16: Wrapping Up Calls, and Setting Up the Next Action +- **Source**: /library/Smart Calling/source-file.pdf +- **PDF pages**: 196–206 +- **Pages without text**: 206 + +--- + + +C H A P T E R +16 +Wrapping Up Calls, and +Setting Up the Next Action +Y +ou might determine on some of your Smart Calls that you are +never going to contact that prospect again. You might decide +that there isn’t a fit, or they might determine that for you. Not +a problem: Stuff happens, and then you move on. Hey, not everyone +will be a prospect for you. +On the brighter side, of course, you will accomplish your ultimate +primary objective: getting a potential sale. Great, we’re all good at +handling those. +In many other instances, your Smart Call marks the beginning of +a follow-up process, wherein your prospect will enter into a multicall +sales cycle with you. Or perhaps while there isn’t much short-term +potential, there could be future opportunities, and you elect to stay +in touch. In this chapter, we’ll focus on how to determine who is +worth following up with, how to maximize the effectiveness of those +calls, and how to manage your time most efficiently in the process. +Much of this occurs at the end of calls. +186 + + +Wrapping Up Calls, and Setting Up the Next Action +187 +The Success of Your Follow-Up Call Is Determined +on the Previous Call +Did you ever have a prospecting call that you felt went okay—you +sent out literature afterwards and followed up—but then, on the +ensuing follow-up call, the prospect suffered a case of amnesia, barely +remembering who you were, let alone being interested in what you +had to offer? +Or how about that gut-knotting feeling of staring at your prospect +notes from a previous call as you prepare for the next one, racking +your brain for—but not finding—what you’ll say on this call that’s +more inspiring than “Well, ahh, I’m just calling you back to see if you +got my brochure”? +If you’ve ever been in either of these scenarios—and most of us +have—chances are that your previous call didn’t end strongly, with +a clear summarization of what had been discussed and of what was +to happen next—both before and during the next call. Let’s be sure +this never happens again. +Here’s an undeniable truth about follow-up calls: Their success +is directly proportionate to how well you conducted and wrapped up +your previous contact. Ending a call with “Okay, I’ll just send you out +some literature and give you a call back in a couple of weeks” virtually +ensures your demise on the next contact. And rightfully so: There’s +nothing specific here; no connection between this call and the next; +no synopsis of the problem, need, or interest (if there was any at all); +and no confirmation of who’s to do what next. +Granted, some of these prospects might have genuine interest +in what you sell. But I find that many sales reps waste a lot of time +chasing shadows—prospects who keep telling the rep to call back but +who do not have one whit of an intention of ever buying. To avoid +this futile exercise—to separate the buyers from the time-wasters +and to ensure that you have a good reason to call back—you need to +answer these three questions in very clear terms: +1. Why is a follow-up call necessary? +2. What do you need to do between now and the next call? +3. What will the prospect do between now and the next call? + + +188 +Smart Calling +Only if you are able to answer these will you have the maximum +chance of success on the next call. You can’t end a prospecting call +by rushing off the phone as soon as possible by blurting out, “Lemme +send ya some information and I’ll get back in touch” and then expect +them to be so exuberant over it that they immediately call you +with an order. Normally, it results in the worrisome rep scratching +his head before the follow-up call, fretting because he’s coming up +empty when thinking of something more brilliant to say on the next +call than “Well, what did you think of the literature?” +Even if a potential client is interested, most people are not going +to think about you any further until the next call—unless, that is, +you give them a reason to take action. So let’s go over how you can +do this and how you can answer the three questions I mentioned +earlier, paving the way for a solid follow-up call. +1. Why Call Back? +Too many reps commit to a callback but aren’t sure why. +A follow-up call to a prospect should occur only when you’ve +thoroughly qualified the person you’re speaking with as having +the interest, the need, the authority, and the money to buy. +Then you should know—in very specific terms—why this call +is required. Exactly what action needs to be taken before the +sale can be closed? For example, some types of industries, prod- +ucts, and call strategies stretch the sales process out over several +contacts: The first call might be to qualify, generate interest, +and send out literature. The second call would be a fact-finding +mission to gather enough information for a proposal, and so on. +However, other salespeople operate on a one- or two-call close +system. It is in these cases that the sales rep should know why +they are calling again if a sale isn’t accomplished on the first or +second contact. Perhaps upper-level management needs to sign +off on such a purchase, or the prospect truly does need to talk +it over with someone. Whatever the case, be sure you know ex- +actly why that decision can’t be made today. And be sure it is a +real reason: It is the hobby of some prospects to keep salespeople +twisting in the wind, teasing them with a decision that never +may occur, providing excuses like “We’re still evaluating it” and + + +Wrapping Up Calls, and Setting Up the Next Action +189 +“It still is under discussion. (See our discussion on clarifying fuzzy +phrases in the Questioning chapter.) +2. What Will You Do? +The second question you need to answer is: What do you +need to do between now and the next call? This could involve +sending out or checking on a price quote or researching for +competitive information. The point is: Let prospects know what +you will be doing for them, and then do it. +3. Assign Homework +Finally, to get the prospect involved, you need to assign +homework. If they are truly interested (and they are, because +you are calling them back—right?), then you need to get them to +commit to doing something between now and the next call. For +example, they’ll talk it over with their boss or find out specifically +when they will be meeting. Get their assurance that they are go- +ing to recommend your products in the meeting. This is critical, +since if they won’t agree to do something—anything—before +the next contact, it’s a sign that they really don’t see enough +value in taking action. A few ways to breach these topics are: +“Are you going to recommend to your boss that this is what you +do?” +“What will happen on your end when you receive the sample?” +“What will happen between now and our next call?” +If, for instance, they promise to study your product materials, +then point out particular areas they would be interested in—and +then get their commitment that they are going to read it: +“OK John, to review: Before our next conversation, I’m going to +e-mail the comparison report, which you will have on Friday. +I’ll highlight the page number you should study to get the +figures you need. On Monday, you’ll be meeting with your +boss and presenting my proposal, with your recommendation +at that time, right? Good. What other information might I be +able to provide that would help in the meeting?” +To help qualify and solidify a prospect’s commitment, ask +them to send you something after a call. For example, a brochure, +product sample, or invoice from a present supplier. It gets them +more involved and gives you useful information. + + +190 +Smart Calling +Summarizing the Call +The call ending is so critical to your follow-up success that we should +break down its components even further. Here’s what you should +cover at the end of your calls to ensure a fluid transition from this +contact to the next. (By the way, all of this presumes you didn’t get +a sale—since we’re all pretty good at wrapping up those calls.) +The Need or Problem and Their Interest +Revisit what they are interested in and why. +What They Will Do +At the very minimum, you should get a commitment that they +will read your material and prepare questions, test your sample and +evaluate it according to criteria you’ve both discussed, and take +your proposal to the committee with their recommendation. This is +critical! If you don’t get a commitment for action, this person might +not ever become a customer. Asking for and getting some type of +action commitment is my way of tightly qualifying people. Again, if +they’re not taking action, why are you calling back? +What You’ll Do +Review what you’ll do, what you’ll send, who you’ll speak with, or +whatever you promised. +When You’ll Talk Next +Don’t say, “How ’bout I call you in a couple of weeks?” Let them give +you a date, and tie it to their commitment: “Carol, by what date do +you think you will have collected all of the inventory figures we’ll need for +our next conversation?” +Not only do you have a date but also, again, you have their +commitment that they’ll perform their duties. + + +Wrapping Up Calls, and Setting Up the Next Action +191 +The Next-Call Agenda +Go over what’s to happen next; it plants a seed as to what they +should expect on the following call. Here’s an example of how: +“Let me go through what we’ve covered today. You feel that Advantage +Inc. will provide you with better availability, you like our customer +service policies, and while you do want to get going with that new +inventory program we offer, you need to wait to get funding in the next +budget, which you’re going to suggest. And we’ll plan on talking on +May 5, when I call you again.” +Smart Calling E-Mail Tip +Right after your call, send an e-mail to summarize the conversation +and what is to happen between now and the next call. Then, send +another with a similar message. You now will have had two more +touches before your next contact, which will help to ensure that +the prospect did what they promised. +How to Set a Specific Time for the Follow-up Call +To further cement the likelihood of success on the follow-up call, +I suggest setting a specific time for your next call. What’s interesting +to me is that most telephone sales reps say this at the end of their +call: “Okay, Mary, I’ll just plan on giving you a call back in a couple +of weeks.” +What if you were going out to meet someone at their office and +said something similar? “So Mary, I’ll just plan on popping in and giving +my demonstration, maybe in a couple of weeks.” +When you suggest a specific time for a telephone appointment +and treat it just as you would a face-to-face appointment, you send +a clear message that your time is valuable (as is your contact’s) and +that what you’re going to discuss is significant. Granted, you might +not be able to logistically set an appointment for every call you +place—nor would you want to—but everyone has those important +follow-up contacts worthy of an appointment. + + +192 +Smart Calling +Most people view the phone as a less formal tool and aren’t used +to setting phone appointments. That’s okay; it’s actually something +that you can use to your advantage. Requesting a phone appointment +shows that both your time and theirs is valuable—and that you are +therefore not a typical sales rep. +You need to be specific in setting your appointments. Meekly +suggesting that you speak again “next Thursday afternoon” is vague +and easy for the prospect to disregard. He or she is really thinking, +“Sure, you can call then. I don’t know if I’ll be here or not, and it’s really +not that important anyway.” +So, you need to be firm and set a solid appointment. Here’s how. +“Mike, let’s schedule our next conversation. You mentioned you will +have tested the sample by next Thursday, so does Friday look good for us +to speak again?” Assuming the prospect affirms, continue with “Good, +do you have your calendar handy? Is there any time better than another? +Morning, maybe?” +Wait for his answer, check your schedule, and then narrow down +the choice: “Okay, please write me down for 11:15, your time, and I’ll +call you. Does that work?” Place emphasis on “your time” and “I’ll call +you” so you’re clear on the responsibilities. End with: “I’ve got you +on my calendar, and unless I hear from you otherwise, I’ll call you next +Friday at 11:15. And if you have the sample and your notes ready then, +we can go over them.” +Again, this reviews the details, reminds your prospect of what +he or she is going to do before the call, and sets an agenda for the +next contact. +Many of the people you speak with may be caught off guard +by this approach. However, when they realize you are serious, they +recognize that you are different from many of the other salespeople +who call them, and they will remember you for your professionalism. +Smart Calling Tips +1. Ask your prospect if they receive meeting invitations by +e-mail, and if so, send one to them. (Don’t assume everyone +uses the same technology as you.) +2. If their assistant keeps their calendar, tell them that you will +speak with that person to arrange the next call. + + +Wrapping Up Calls, and Setting Up the Next Action +193 +What to Put in Your Notes to Ensure a Great +Follow-up Call +Planning a great follow-up call requires that you take great notes +from the previous call. So what should you record in your postcall? +I use my ACTION sales model as a prompt for what I should cover +during the call and what to put in the notes afterward so I can plan +for the next. ACTION serves as an acronym for my to-do list; each +letter of the word represents a category of information I need or +something I’ll do. +Authority. What is the specific decision-making hierarchy, in- +cluding users, influencers, and money controllers? This is +much more than just the name and title of the decision +maker. It requires that I map the entire journey the decision- +making process needs to take. +Commitment. What did your prospect commit to do as a result +of the call? +Timing. When will they buy, and when will we speak next? +Interest/Need. What, specifically, are they interested in, and +why? +Overview. Did I summarize at the end of the call what is to +happen next, before our next contact? +Notes. All of this relevant information needs to be recorded +in your notes. Create or update your information in each of these +categories, Also include in your notes: +Information you need on the next call. Remind yourself what +to ask next time. +Possible Next-Call Objectives. What better time to partially +plan your next contact than while this one is still fresh in +your mind? +Opening Statement Ideas. Ditto the previous reason. +What’s that you say? Can’t take the time after a call to do all of +this? Think again. These steps actually save you time in preparing +your next call and ensure that your calls are as solid as possible. + + +194 +Smart Calling +Use a Last Resort Question Before Giving Up +When an advertising sales rep called my office recently, I quickly +and courteously notified her that I wasn’t a good prospect and that +we shouldn’t waste our time speaking further. She said, “Well, how +about if I send you out a media kit anyway, and you can look at it and I’ll +give you a call back.” +I reiterated that I didn’t need a kit, since I wasn’t a potential +buyer, and I was already very familiar with the publication. +She sent the kit. (Probably had a quota for getting X number of +lit kits out, without regard for whether the person was interested.) +Then she called a few days later and said, “I sent you the material +and was wondering if you got it?” +Trying to maintain my cool, I said, “Look, I told you last time +I wasn’t a prospect for you, and you wasted your time, your printing, +your postage, and my time with this call.” +In a situation like this, she should have used a last resort tech- +nique on the initial call. After recognizing that I honestly wasn’t a +potential buyer, she could have said, “Could you ever see situations +changing where this would even be a possibility for you?” If I had an- +swered yes, it would have provided an opening for her to ask, “What +would those situations be?” That would have given her the opportu- +nity to at least stay on the call and ask me questions to determine +if there were any need areas she could fill. It might have also been +an opportunity for her to help me realize that maybe I did not have +enough information about her product and that perhaps I was indeed +a prospect for what she was selling. +Smart Calling Exercise +How to Get a Graduate Degree in Sales +One of the simplest ways to improve and become wildly successful +in sales presents itself to you every day, multiple times. I bet you’re +not taking advantage of it. And doing so can earn you a graduate +degree in sales. + + +Wrapping Up Calls, and Setting Up the Next Action +195 +Nothing magic, secret, or dramatic here: It simply entails +taking a moment to briefly review every call you place. We don’t +learn nearly as much performing an activity as we do after it, by +reviewing and analyzing our experiences. You can earn a graduate +degree by simply assessing your calls and committing to take action +where improvement is needed. It’s a short, two-question process: +1. Ask, “What did I like about this call?” +Reinforce a deed well done. What gets rewarded gets re- +peated. +2. Ask, “What would I have done differently?” +Notice the wording here. It’s positive and proactive and +provides you something to work on and learn from. Don’t +ask the destructive question “What didn’t I like?” and don’t +darken your attitude with self-talk like “I really blew that call.” +Instead, ponder what you could have done differently. This +allows you to replay the call, conduct a mental role play, and +search for phrases you’ll use next time. +And that’s how you improve and earn better than a graduate +degree in the process. +Smart Calling Action Step +What will you commit to do as a result of this chapter? + + + diff --git a/library/Smart Calling/Chapter-17-How-to-Sound-Smart-Effective-Telephone-Communication/Chapter-17-source-text.md b/library/Smart Calling/Chapter-17-How-to-Sound-Smart-Effective-Telephone-Communication/Chapter-17-source-text.md new file mode 100644 index 0000000..0ce4d6a --- /dev/null +++ b/library/Smart Calling/Chapter-17-How-to-Sound-Smart-Effective-Telephone-Communication/Chapter-17-source-text.md @@ -0,0 +1,194 @@ +# Smart Calling — Chapter-17: How to Sound Smart: Effective Telephone Communication +- **Source**: /library/Smart Calling/source-file.pdf +- **PDF pages**: 207–214 +- **Pages without text**: 208 +- **Note**: Includes the Section Four divider immediately before the chapter. + +--- + + +S E C T I O N +FOUR +Putting It All Together + + + + + +C H A P T E R +17 +How to Sound Smart: +Effective Telephone +Communication +I +’m assuming that if and when you visit a prospect or customer, +you are concerned with your appearance. You certainly wouldn’t +look like you just crawled out of bed, nixed the showering, shav- +ing, grooming, and makeup, having thrown on tattered clothes and +beat-up shoes. +However, that’s the impression some people give over the phone. +You can probably recall some of them right now. Just as you form +impressions of others within seconds over the phone, they do the +same with you. If your calling “look” resembles what I described +earlier, it can negate everything you say, since how you say it will +quickly alienate the prospect. +The good news is that it’s easier and quicker to modify and +improve the way you sound than it is the way you look. There’s no +199 + + +200 +Smart Calling +dieting, sweating, vitamins, or surgery required, just some knowledge +and practice. Let’s explore how. +Don’t Sound Like a Salesperson +Whenever I conduct customized training and presentations for com- +panies and associations, I ask for recordings of phone calls as part +of my preparation. On one recording, I heard a sales rep say in a +very seductive, Kathleen Turner–like voice: “Yeah, this new guy at +my gym, he’s totally hot. They might have to call security one of these +days because he’ll complain I’m staring at him. What I wouldn’t love to +do to that guy.” +She spoke with great emotion. Oh, she wasn’t talking to a +prospect or customer. She was talking to her friend, apparently else- +where in the office. Seems as if she forgot she was being recorded. +(If you’re a client who has provided me with calls within the past +two years and think this might be one of your reps, don’t worry; +I destroyed the recording. Well, the original, anyway.) +What was interesting about all of the actual sales calls I heard +from her, though, was that she sounded somewhat like a telemarketer +reading from a script—just going through the motions, with little +feeling behind her words. But on the personal call, her voice could +have melted headsets. Why the difference? +My guess is that in real life she sounds like she did on the call +to her friend. When she got into sales call mode, her voice was +the picture of her feelings about her job. Perhaps she looked at her +position like it was assembly line work, stamping out one call after +another. Humans, prospects with real needs, were viewed as one more +tick on the contact counter. She went through the motions like a +robot, just mailing it in, call after call. But, oh, when she described +the health club experience, I couldn’t believe it was the same person. +Actually, it probably wasn’t. And that’s an all-too-frequent oc- +currence with sales reps. Far too many of them put on a game face +that is much different than who they really are. +Here’s a simple point that will serve you well in the way you look +over the phone: Pretend you’re talking to a good friend, on a subject +you are truly passionate about. Picture that person as you speak with +them. You’ll sell more by not sounding like a salesperson. + + +How to Sound Smart: Effective Telephone Communication +201 +Record Your Calls and Review Them Regularly +This is without a doubt one of the best activities you can engage in +to improve and to make more money. Let’s look at the benefits of +recording and reviewing your calls. +You Improve the Way You Sound +You might have a great product or service with extraordinary value, +and perhaps you have stellar sales skills. But you won’t be effec- +tive if you sound like the AFLAC duck. Listening to yourself usu- +ally elicits dissatisfaction with some aspect of your voice, which +is good if it translates into action. Perhaps you’re too slow, too +fast, monotone, too loud, too soft, nasal, or whiney, or maybe +you possess one of many other common speaking problems. Your +recordings can help to motivate you to sound like the person you +want to be. +You Minimize and Eliminate, Uh, Filler Sounds +Because they can’t see you, your prospect’s picture of you is painted +by what they hear. Therefore, uhs, ahs, and ums are amplified over +the phone. The first step in eliminating them is being aware of them. +Your recordings are brutally honest. +Smart Calling Tip +At Toastmasters meetings, one person is assigned the task of “Ah +Counter” and actually has to keep track of the number of times the +speaker uses fillers such as ah, umm, and er. It is effective, since it +raises your awareness of the habit. We can accomplish something +similar on our calls. Pretend that someone is actually counting +your umms. Try it! (Toastmasters, by the way, is a wonderful orga- +nization with local chapters devoted to helping members enhance +their communication skills. I have been a member and highly rec- +ommend them: www.Toastmasters.org.) + + +202 +Smart Calling +You Realize Other Habits, Know What I Mean? +Think of that person who uses a word or annoying phrase, over and +over and over, like, you know what I mean? It’s like, annoying, ya +know? Do you own any of these? The recordings tell you; your friends +or customers probably won’t. They’re just thinking about them when +you’re using them. +You Hear Valuable Information You Missed the First Time +Although not sound-related, this is an added bonus for you. There’s +a lot going on in your mind during a call, and you might overlook +some things when you’re experiencing it live. Reviewing a recording +of an important call can help you discover information you might +have missed the first time. It’s like seeing a movie a second time and +noticing a whole slew of new things about it. +You Improve Your Sales Skills +Similar to the previous point, you’ll pick up on buying signals you +might have neglected, questions you should have asked, answers +you should have given, and other areas you can improve on when +you review your performance. Every successful performer in en- +tertainment and sports reviews video of their performances. You +should, too. +In addition to reviewing your own recordings, I suggest that you +exchange them with a fellow sales rep. It’s said that we don’t know +what we don’t know—which means that we might not even realize +that what we’re doing is wrong or that there might be a better way. +I know of reps who get together during lunch sessions weekly and +take turns bringing their recordings for review. +Bonus Benefit of Recording Your Calls +Another benefit here is being able to use recordings as a review +and preparation tool for calls. For example, let’s say that you record +an in-depth call with a prospect or customer. You proceed with +whatever actions you agreed to after the call. Then, when it’s time +for the next contact, you retrieve the recording and review it as part + + +How to Sound Smart: Effective Telephone Communication +203 +of your precall planning. Their exact words are now fresh in your +mind, and you might come up with new ideas for this next call as +a result. +Legalities of Recording Calls +If you’re wondering about the legalities of taping your calls, at the +time I’m writing this, 12 states require that you let the other per- +son know (which really ruins the mood at the beginning of a sales +call). The remaining states require that only your end (that would +be you) knows that the call is being recorded. Although I always +thought I would be a good trial attorney, I’m certainly not one, nor +am I qualified to give you a legal opinion. I suggest you do an online +search using “is recording phone calls legal?” and you will find nu- +merous sites listing the various state laws and, interestingly, different +interpretations. +So how do you record a call? Years ago, I found a simple device +with no electronics required. It plugs into your recording device and +phone, and it gives a clear recording of both sides. It’s less than $25. +Get it here: www.BusinessByPhone.com/reclink.htm. +Stand for Sales +The next time you’re on the phone, try standing up as you speak. +Researchers at the University of California found that we can pro- +cess information 5 percent to 20 percent faster when we’re stand- +ing than when we’re sitting. According to Perry Buffington’s Cheap +Psychological Tricks, standing increases a person’s heart rate by +about 10 beats per minute, which in turn stimulates brain activ- +ity. So, when you have particularly important calls—or when you +hit the wall after lunch—get on your feet to get the mental juices +flowing. +And if you don’t use a headset, get one. They are proven to make +you more productive. I don’t want to hear the arguments about how +they don’t feel good; just invest in a good one. There are a number +of models that you can barely feel when wearing them. I get mine at +www.Headsets.com. + + +204 +Smart Calling +Voice Improvement Self-Study Course +If you are really serious about improving the way you sound—both +on the phone and in person—check out the very best voice training +program on the planet: “Voice Shaping,” by top voice talent and +coach Susan Berkley. Get it at www.BusinessByPhone.com/vs.htm. +Smart Calling Action Step +What will you commit to do as a result of this chapter? diff --git a/library/Smart Calling/Chapter-18-Getting-and-Staying-Motivated/Chapter-18-source-text.md b/library/Smart Calling/Chapter-18-Getting-and-Staying-Motivated/Chapter-18-source-text.md new file mode 100644 index 0000000..18f0218 --- /dev/null +++ b/library/Smart Calling/Chapter-18-Getting-and-Staying-Motivated/Chapter-18-source-text.md @@ -0,0 +1,498 @@ +# Smart Calling — Chapter-18: Getting and Staying Motivated +- **Source**: /library/Smart Calling/source-file.pdf +- **PDF pages**: 215–227 +- **Pages without text**: none + +--- + + +C H A P T E R +18 +Getting and Staying +Motivated +M +uch of this book focuses on the mechanics of prospecting: +what to do and how to do it. Really, though, none of +that matters unless you possess the most important part: +the mental ability. This is the desire to work and succeed, the self- +motivation that drives you, confidence in yourself, and a positive +attitude. +We could hand this book to anyone off the street to equip them +with the processes and techniques for sales success. However, most +would fail, since they probably could not handle the head part of the +game. Conversely, I’ve seen some people who weren’t necessarily +blessed with the highest levels of intelligence and communication +skills, yet were wildly successful salespeople. But they all shared one +even more important characteristic: the desire to succeed, which +translated into doing whatever it took to reach their goals. +The mental aspect of selling—and of life, for that matter—is a +choice. You decide what type of results you will get each and every +day based on your outlook on life, what you believe. According to +205 + + +206 +Smart Calling +my friend, motivation and achievement expert Dr. Alan Zimmerman +(www.drzimmerman.com): +“Beliefs are like filters. When you observe life through a partic- +ular filter, you can only receive certain information. The rest is +unavailable. It’s like having your TV tuned to NBC. You’re not +going to see any shows on CBS, no matter how hard you try. If +you don’t like how things are going, if you don’t like how you’re +feeling, change the channel.” +(By the way—one of the best books on motivation and attitude +I have ever read is Alan’s Pivot: How One Turn in Attitude Can Lead +to Success.) +I must admit that I am a motivational information junkie. I’ve +got shelves of books, tapes (yes, I still have those dinosaurs), CDs, +and videos, and have been—and still go—to the seminars and rallies. +And when I fall into a slump or a rut, like we humans all do occa- +sionally, I drag my butt to the bookstore and grab more motivational +and inspirational books and dive into them. It’s almost magical how +filling your mind with this information can quickly pull you up. +What I find sad, however, are what I call the cynicals and +skepticals—the people who make fun of motivational speakers. They +also usually roll their eyes when there’s an opportunity for any type +of training or investment in themselves. They’ve seen it all before. +And there’s one more word used to describe most of them: miserable. +Just like their negativity toward self-improvement, that feel- +ing bleeds into every area of their lives. They find fault with just +about everything and everyone they view through their mud-colored +glasses. +If you have more than a few people in your office, you probably +work with one or more of these cynicals and skepticals. My advice: +Avoid them. Their joy comes from making others depressed, and +they’ll try to pull you into their pity party—which can be fatal for +your attitude and Smart Calling achievement. +To be truly successful in your Smart Calling, you do need to +possess the proper mental mind-set, and because of all the potential +negativity you will encounter on the phone, you must be proac- +tive about it. I can’t motivate you. Your boss can’t motivate you. + + +Getting and Staying Motivated +207 +Only you can motivate you. To help you do that, I’ll share some +useful information on motivation, attitude, and achievement. In +more than 26 years of studying successful salespeople—and people +in general—I have found definite patterns and behaviors. I’m con- +fident you will find some ideas in this chapter that will positively +affect your attitude—that is, if you want it to. +Never Get Rejected Again +We’ve already discussed how to never be rejected again in Chap- +ter 5: to always have a secondary objective. Since fear of rejection +is probably the largest issue hindering prospecting success, let’s dive +into it a bit deeper. +Those of us who have endured and prospered in the sales and +prospecting game have undoubtedly taken our share of beatings. But +we have always found a way to insulate ourselves from the endless +barrage of no’s and bounce back. As we’ve already discussed, you are +rejected only if you think you are. Here are instances of how I’ve seen +“rejected reps” handle everyday situations and taint them with self- +defeating thoughts and actions, contrasted with what the successful +reps—the achievers—do to constantly reach new heights and avoid +what most people call rejection. +Rejected Rep: Burns through calls, hearing no after no, and slams +the phone down after each—ending each call negatively. +Successful Rep: Accomplishes something on every call, even if +it’s not the primary objective. Even if they fail to make a +sale or appointment, they always have a fallback position, +something they can accomplish on every call, even if it’s as +minor as getting agreement to leave the door open for the +future or just questioning the objection. A success, regardless +how minor, means no rejection. +Rejected Rep: Lets the no answers pull his attitude down. +Successful Rep: Accepts the fact that he will get no’s. Many +of them, and then more. If this is a surprise to you, read no +further and consider changing careers. Judge success based +on your attempts, not just the yes answers. + + +208 +Smart Calling +Rejected Rep: Associates a no with who she is as a person. +Successful Rep: Doesn’t take it personally. Realizes that it is +not her they are rejecting, just the ideas she presented. Rec- +ognizes that the prospect or customer simply did not have +an immediate perceived need at that very moment and that +this could change in the future. +Rejected Rep: Mopes around after a no call or, worse, avoids +the next call. I’ve seen reps who couldn’t recall their +best friend’s phone number but could relive every no of +the day. +Successful Rep: Realizes the last call she made has absolutely no +bearing on the next one. The fact that she did not meet her +primary objective on the previous call does not affect her +attitude or presentation on the ensuing one. After she has +dissected the previous call, she moves on and doesn’t dwell +on it. Instead, she wipes any negative thoughts from memory. +She realizes her biggest sale ever could take place the next +time she punches the keypad—and is always prepared. +Smart Calling Success Story +Here’s a rule one of my clients has in their sales department: No +one can leave the office unless their last call was a positive one. +They don’t necessarily have to make a sale; it’s fine if they meet +an objective of qualifying a prospect and mailing literature, if that +is their goal on the call (they have a several-call sales cycle). This +ensures that everyone leaves the office on an upbeat note for the +day and results in people eager to begin calling in the morning. +Needless to say, sales are a natural result of this rule. +Overcoming the Fear of Calling +Have you ever scrolled through your computer account records or +flipped through your file folders while planning your day, stopped at +one particular lead or account, got that sinking thud in your heart, +and then . . . bypassed it? + + +Getting and Staying Motivated +209 +And did you continue doing the same thing for weeks, maybe +months, maybe even longer? +If so, you’re not alone. Many of us can trace this reluctance +to fear: fear we’ll get blown off the phone, that we’ll sound like a +jabbering fool to this intimidating prospect, that we won’t know the +answers to his questions—fear of anything, for that matter. And if +we do manage to muster just enough courage to place the call while +in this state of mind—isn’t it interesting how often our fears become +reality? +Lee Boyan and Rosalind Enright’s book, High Performance Sales +Training, explains a fascinating psychological phenomenon: The +more we dwell on what we fear, the more difficult it is to forget +it and the longer it stays in our minds, embedding its visual mani- +festation and ultimately turning into negative behavior. (This quite +often happens to some golfers when approaching a hole requiring a +carry-shot over a lake.) +Austrian psychiatrist Dr. Victor Frankl suggests that to overcome +fear, you must turn it into a ridiculous, absurd event in your mind +and then allow the natural human reaction to absurdities turn it off +completely. For example, when you hear of something that is totally +off-the-wall, you shrug it off, saying, “No way.” +Try this: Consider what is hindering your success, and exaggerate +it to the extreme. For example, “I am scared silly of calling the +Big Fish Company because my contact, Mr. Mackerel, is actually +a demon with supernatural powers. He has, on occasion, actually +transformed himself into digital signals and sent himself back through +the phone lines, through the headsets of sales reps, jumped into their +ears and attacked their brains, turning their minds into useless jelly, +leaving their bodies slumped at their desks. In some cases, their +managers couldn’t tell anything was wrong for hours before they +were discovered.” +Absurdities like these are so ridiculous the human mind immedi- +ately rejects them. And once we can ridicule our fears, these problems +lose their power over us. Harvard psychologist Gordon Allport wrote +that any person who can figure out a way to laugh at his problems is +well on his way to solving them. +So, what’s anchoring your ability to excel? Create an absurdity +through which to view it, and you’ll see how truly ridiculous it was +to begin with! + + +210 +Smart Calling +Say “So what?” to Your Fears +Call avoidance is often caused by fear of hearing no. A newsletter +subscriber of mine e-mailed a very simple, yet effective way to deal +with that. She said, “Whenever I fear something, I go into ‘so what? +mode.’ I just put ‘so what?’ in front of anything I fear. For example, ‘So +what if I get a no. Big deal.’ It’s a way of saying, what’s the worst thing +that can happen to me if I do it? It helps me realize that our fears are +usually ridiculous and never realized anyway, yet they cause us to miss so +much.” +Size Does Matter as It Relates to Your Thinking +Why do some people consistently produce at high levels, get bigger +results, and make more money? Because that’s what they expect of +themselves, and this translates into bigger action. +The magnitude of your success is directly proportionate to the +size of your thinking. Big thinkers don’t want to perform just well +enough to meet quota; they anticipate blowing their numbers away +and consistently earning more money and exceeding results like +never before. It’s quite simple, really. Think large, and actions and +success follow, and the same is true with small thinking. The good +news is that you’re in control. As the British prime minister Disraeli +said, “Life is too short to be little.” Let’s look at specific ways that +big thinking translates into action and big results in your Smart +Calling. +Calling Big Opportunities +Given the choice, would you call IBM or I.M. Little Enterprises +Computer and Small Engine Repair? Big thinkers get stars in their +eyes imagining the opportunities within a larger company: multiple +contacts and departments, all potential buyers, the potential of huge +orders and larger commissions. Small thinkers don’t even consider +approaching the Fortune 1000. They think, “Oh, they’ll never want +to buy from little ole me.” And with that attitude, they’re right. + + +Getting and Staying Motivated +211 +Consequently, they are mired in follow-up calls to small prospects +with little revenue potential, and they waste time catering to the +demands of tiny accounts that probably shouldn’t have been opened +in the first place. +Action Item: Look at the top 10 percent to 20 percent of your +company’s customers. Analyze their defining characteristics, such as +size and industry, and find similar prospects to go after. +Calling High within an Organization +Most sales reps have a level of comfort regarding the titles of prospects +and customers with whom they speak. Some start low, and then +they wonder why they feel like they’re stuck in a molasses and +super glue mixture when they’re trying to move a sale forward. +Maybe you’ve felt similar frustration. Starting low and staying there +means you run into self-important middle managers who are over- +worked and underpaid and inundated with calls from other sales- +people. Some are so afraid to make decisions that they make none +at all, while the notes in your contact management system shows +a series of entries like “Not ready yet, still in committee, CB in +two weeks.” +According to author David Peoples’s book Selling to the Top, call- +ing at a higher level is an easier and faster sell, less work, provides +more value to your product or service, produces less competition, +and allows you to charge a higher price. Anthony Parinello cre- +ated a name for these higher level people: VITO, meaning Very +Important Top Officer. In his book Selling to VITO, Parinello ex- +plains that VITOs are different than most buyers. Some lower-level +contacts might worry about protecting their turf, impressing others, +or holding on to their own shaky position. A VITO is straightfor- +ward and wants to improve the company’s bottom line by raising +revenue, lowering expenses, or improving efficiency. They won’t +waste your time if you don’t waste theirs, and your potential rewards +are huge. +Action Item: Call several levels above where most people start. +A word of caution: Be thoroughly prepared to discuss how your +product or service will favorably impact the big picture within the +organization. + + +212 +Smart Calling +Setting Bigger Call Objectives +We’ve covered this in the section on objectives, but it’s worth a +revisit. What expectations do you have as you prepare your sales +calls? Some sales reps approach each call “just to see if there might +be any interest there.” And maybe there is, so they quickly jump off +the phone after saying, “Well lemme send you out some information, +and I’ll call back again.” +High achievers, however, expect to take calls as far as they pos- +sibly can, so they do. They begin calls with a specific, ambitious ob- +jective, whether it’s the sale itself or an appointment. A few points +to consider: If anyone has ever made a sale at your company on a +prospecting call, it therefore is possible. So why not make that your +ultimate objective? Even if you don’t reach it most of the time, you’ll +consistently achieve higher levels than you would have otherwise. +And think about how much time you can save by moving others to a +decision more quickly, regardless of what that decision ultimately is. +Action Item: Approach every call expecting to accomplish the +best conceivable end result. You won’t get there every call, but you +know what? Your results over time will be much higher than with +low—or no—expectations. +What’s the difference between high- and low-performing sales +reps? Self-confidence, belief in themselves, and their expectations; +in other words, the size of their thinking. But what about skill? While +it’s important, I’ve seen plenty of reps who had the tools to succeed +without the desire or expectation. I’ve seen many more who would +never be called naturals when first starting, but they expected to do +well and found ways to make it happen. In his Law of Success, author +Napoleon Hill said, “If you demand success of yourself and back up +this demand with intelligent action, you are sure to win. There is a +difference, though, between demanding success and merely wishing +for it.” Similarly, The Psychology of Winning author Dr. Denis Waitley +maintains, “Every individual tends to receive what he or she expects. +You may or may not get what’s coming to you, but you will always +get what you expect.” +Losers typically anticipate little and get it. Worse, losers expect +bad things to happen, and they do! You’ve seen these people before, +the ones who can darken a room merely by entering it. They’re the +ones who consistently complain about everything from the softness + + +Getting and Staying Motivated +213 +of their chairs to the crumminess of their territory. All the while, the +action-oriented expectant rep is doing what the other says can’t be +done. +How do you know what you can’t do? I’m not talking about what +you think you can’t do; those are the self-imposed limitations you’ve +believed up until now. When you analyze it, there’s very little you’re +not capable of if you really try. So set a larger target for yourself and +say, “Why not?” You realize what you’ve been missing, and you’ll be +more motivated as you go after your goal. +I challenge you right now, fellow Smart Caller, to burst out of +your comfort zone in each of the areas we’ve discussed here. Think +and act large—and your sales, compensation, and happiness will +flourish in direct proportion to your thinking. +Your Assumptions Usually Come True +Nancy Zerg. You probably don’t know the name, but she’s the Jeop- +ardy! contestant who beat Ken Jennings in 2004, thereby ending +his unprecedented 74-game winning streak. She probably wasn’t any +better or smarter than him—she lost the very next game, leaving her +own personal streak at one—but she managed to stay close during +the main part of the game, then knew the last answer when Ken +didn’t. Game—and streak—over. +Nancy had something else going for her that certainly didn’t +hurt: confidence. In interviews after her victory, she said she knew +that Jennings would have to lose to someone eventually, and it +should just as well be her. In contrast, she spoke to other contestants +who, before their games with Ken, were already resigned to the +fact that they would lose. They said things like “Coming in second +to Ken Jennings isn’t bad.” And sure enough, they came in second. +Or third. +“For myself, I am an +optimist—it does not seem to +be much use being anything +else.” +—Winston Churchill +So what is your mind- +set before your calls? Do you +pick up the phone feeling that +you’re going to succeed? Or +are you expecting the worst? +We tend to look for, create, +and get what we expect. Don’t + + +214 +Smart Calling +go into a call expecting resistance. If you must expect anything, +expect success. And if you need to doubt anything, doubt your limi- +tations. +Smart Calling Tip +When you’re hot, keep at it. In other words, when sales and +accomplished objectives are coming easily for you, don’t stop to +dwell on the success too long. Take advantage of the groove +you’re in and keep plugging away. Try to beat your best results +ever. Success has an uncanny way of piling up when you are in a +hot streak. +Will You Go for the Big Jump? +At the 2002 Winter Olympics, Eric Bergoust, an American, was +the defending Olympic champion and the odds-on favorite in the +freestyle aerial ski jumping. He seemed to have it clinched—except +for the fact that Ales Valenta of the Czech Republic crashed the +party by nailing an unheard-of quintuple-twisting, triple backflip on +his last jump. +Ouch. +Bergoust was the final jumper. His jump would determine gold, +silver, and bronze in the Olympic freestyle aerials, and it had to be as +good as or better than Valenta’s. In his mind, his options were win +or lose. First or last. All or nothing. +Staring down the hill, Bergoust knew he had to go for it in order +to win. He glided down the mountain, raising his left hand as he +approached the ramp for takeoff. To the untrained eye, the jump +looked good. But the excess speed made him fly too high and rotate +too fast. When he stuck his arms out to his side to slow down the +twists, he didn’t slow as fast as he needed. He fell back upon landing. +In an instant, snow sprayed like it was shooting from a snowblower +in your driveway . . . and the defending Olympic champion finished +12th out of 12. +Dead last. +But Bergoust had no regrets. “I really had to risk it,” he said. +“I’m glad I didn’t go out there and go conservative and finish fourth. + + +Getting and Staying Motivated +215 +I wanted to get the gold or last, and I got last. And sometimes when +you risk it, it doesn’t work.” +Wow! +Just think of how many times salespeople have opportunities to +speed down the hill, laugh at danger, and go for the triple-flip twist. +Now think of how many times they take the safe, easy route by not +making the tough call, not going after the big prospect, or not calling +at a high enough level within a company. +Are you willing to take risks and go for the big jump? You will +always be glad you did because the risks you regret the most are the +ones you don’t take. +Smart Calling Tip +Practice talking to people you don’t know, in lines, at the store, +airports, anywhere. Make a comment or ask a question. If you +have any fear at all, it goes away quickly. And it’s fun! +Sell More by Being a Kid +I’ll finish up this section with perhaps the easiest way to be motivated +and show success in your Smart Calling: Regress a few years, and be +a kid again. All kids are born salespeople, but what happens when +they grow up is that many lose the attitudes and behaviors that make +kids great salespeople. Here’s why we should be more like them. +1. No’s Don’t Bother (or Easily Deter) Them. +When my kids were little (they’re both in their 20s now), +they’d react to my no responses as if they were hearing-impaired, +ignoring the no part and relentlessly firing off their next batch +of requests. They weren’t always successful, but sometimes they +were. They certainly got more than if they’d buckled in to the +initial no, like many adults do. And most kids aren’t afraid to go +to different levels within the decision-making hierarchy to get +what they want. My kids especially knew where to go to ask for +money. (They haven’t grown out of that, actually.) + + +216 +Smart Calling +2. Kids Take Risks. +I was mortified when, at eight years old, my son Eric roller- +bladed up and off a plywood ramp! +“Oh, that’s nothing, Dad,” was the response when I asked if +he was afraid of crashing. In retrospect, most grown-ups are too +risk-averse, traveling the warm, safe, beaten path. What’s the +last risk you took? +If you’re reluctant to live on the edge, consider one thing: +Do you regret more of the risks in life that you took, or those +that you didn’t take? So why not throw caution to the wind once +in a while? +3. Their Imaginations Run Wild. +I remember when my daughter, Amy—about five at the +time—handed me an abstract explosion-of-colors-on-paper. +I smiled and sheepishly asked, “What exactly do you call this, +sweetie?” +She replied matter-of-factly, “Well, of course, it’s a city, +Daddy.” +Of course. Many of us fence in our imaginations by saying +(and therefore believing), “I’m just not creative.” Bull. Release +your imagination, and let your ideas run wild. You’ll be surprised +at the results. +4. Kids Have High Ambitions. +I know a six-year-old who’s facing a tough career decision. +He isn’t sure whether he’s going to play in the American League +or the National League when he becomes a major league baseball +player. +Ask any kid what they want to be when they grow +up, and they’ll probably tell you of their aspirations to +be something great. Sadly, many lose this desire as they +become adults and are content if they can cover this +month’s bills. +Do you have written goals that you are working toward? If +not, begin today and determine what you want to pursue. And +regardless of where you are right now, aim higher. You can get +there. +5. They Have Great Attitudes. + + +Getting and Staying Motivated +217 +A trivia question on the radio the other day asked, “What +do kids do about 400 times a day that adults do less than 20 on +average? +The answer: laugh. (I’ve seen some adults who have really +contributed to pulling that number down to about 20!) The +moral: We should lighten up more. Who would you rather be +around: the person wearing the scowl or the smile? +6. Kids Are Constantly Active. +The word walk isn’t in most kids’ vocabularies; they dart +wherever they go. Yet somehow they grow into adults whose +sedentary lifestyle and attitudes contribute to a poor self-image +and lack of ambition, not to mention the health issues. You can +spot the people in your organization with the poor attitudes; +normally, they’re the ones who shuffle from place to place. Put +a spring in your step, move more quickly like a kid, get off your +butt and exercise more, and you’ll experience a better attitude. +7. They’re Naturally Curious. +As a trainer with more than 1,200 presentations under my +belt, I’ve faced tough questions. But none ever exasperated me +more than trying to explain the things my kids used to ask +me when they were young, things I always took for granted, +like “Why is there frost on the grass when you wake up in the +morning?” +In sales, we need to have that childlike curiosity because +it helps us to understand everything we should know before we +make a presentation. +So, don’t grow up. Think young. You’ll have more fun and be +more successful. +Smart Calling Action Step +What will you commit to do as a result of this chapter? diff --git a/library/Smart Calling/Chapter-19-More-Smart-Calling-Success-Tips/Chapter-19-source-text.md b/library/Smart Calling/Chapter-19-More-Smart-Calling-Success-Tips/Chapter-19-source-text.md new file mode 100644 index 0000000..8e49118 --- /dev/null +++ b/library/Smart Calling/Chapter-19-More-Smart-Calling-Success-Tips/Chapter-19-source-text.md @@ -0,0 +1,196 @@ +# Smart Calling — Chapter-19: More Smart Calling Success Tips +- **Source**: /library/Smart Calling/source-file.pdf +- **PDF pages**: 228–233 +- **Pages without text**: none + +--- + + +C H A P T E R +19 +More Smart Calling +Success Tips +T +o wrap up this book, I’ll share some additional brief tips you +can use in your Smart Calling. +Send an E-Mail to Find the Buyer +If you don’t know the decision maker’s (or makers’) name and +are having trouble getting cooperation from screeners or gatekeep- +ers, then consider using electronic methods. Browse the company’s +site and look for the “Contact Us” information. Send an e-mail +to the address indicated or to one of the departments that might +be more appropriate. Say something like “I was at your site and +could not locate the address and name of your Director of Finance. +Could you please reply with that information so I can contact them +directly?” +218 + + +More Smart Calling Success Tips +219 +Easy Way to Find More Buyers +Here’s an idea for getting referrals: If you run across a start-up com- +pany while prospecting, ask your contact for someone to talk to at +their previous employer. Often, start-ups are spawned from larger +companies that are in similar businesses and buying like items. +Use a Calling Card +Here’s a suggestion from Patrick Killam with Killam Publishing on +getting to decision makers: +“I was reading a column in your newsletter about ways to get +through to your party when they notice your number from caller +ID and are avoiding your call. A great way that I work around this +is that I buy a calling card (can be picked up at any local store). +When you go through a calling card there are many different ways +it can appear on someone’s caller ID. It can say ‘Unknown Caller.’ +It could be a number from out of state that goes through another +phone network, etc. But, bottom line, I’ve had much success with +this system. It’s quick, easy and you can do it from the convenience +of your office at a minimal expense ($.03 a minute).” +Draw a Decision-Making Organizational Chart +Knowing who else in an organization will influence the purchase +helps you to formulate and implement your optimum sales approach. +You can simply ask for this information: “Tell me, is there anyone else +who will be involved in the final purchase decision?” When you find this +out, it is helpful to create and update your own organizational chart +of the prospect’s company after each call. Fill in little tidbits of info +about each person in his or her box. Then refer to the chart before +each call so that you can put yourself in the prospect’s environment, +comprehend who else needs to be sold, and realize what needs to +take place before you can win the deal. + + +220 +Smart Calling +How to Locate Other Decision Makers +We always need to discern the decision-making process within an +organization and determine who the key players are. Here’s a good +way to learn that information without bluntly saying, “So, what’s your +title?” or “Are you the decision maker?” After your contact mentions +someone’s name—such as “I’ll discuss this with Jerry Smith”—reply +with “So, Jerry Smith works for you?” +They typically answer with something like “Oh, no, he’s the VP +of Finance” or “Yes, he’s the supervisor in charge of. . ..” In any event, +they provide great info you can use to continue questioning. +Write Down Every Name You Hear +Every time your prospect or customer mentions a name of someone +else in the organization, write it down. Ask about their title and +function: “You mentioned you’re going to run it by Gary. Who is he?” +They might be a key player in the sales process. Find out for sure. +Follow Your Buyers +While listening to some taped phone calls for a training session at +Deluxe Business Systems, I heard a rep named Matt Davis reach +a customer who said they were closing the company soon. After +expressing his regrets, Matt said, “Where are you going to go?” Great +question! That’s a smart way of following a buyer and setting the +stage to open an account with the customer’s new company. +Be Ready When You Are on Hold +When a customer or prospect puts your call on hold, don’t lean over +to the person next to you and get in a conversation. You risk losing +your train of thought and focus for this call. Plus, it detracts from the +intimacy of the call if the customer comes back on line and hears +you midsentence with someone else. + + +More Smart Calling Success Tips +221 +Get Referrals from within Their Company +If you have a customer within a company that has multiple +locations—or many departments at one location—you probably +haven’t even scratched the surface of potential business. The hard +part is over: getting the company as a customer. Now that you’re in +the door as part of the family, ferret out other opportunities. Ask +your customer, “Who else within your company also uses [does] +? +Who could also take advantage of something similar to what we’re doing +together?” Prompt them a bit: “How about other departments or loca- +tions?” Even if they come up empty, you can ask them, “If I can find +other buyers on my own, would it be a problem if I mention your name as +a reference?” +Should Cell Phones Be Sell Phones? +The question of whether it’s appropriate to prospect someone on +their cell phone has provoked some discussion. Personally, the only +time I would consider calling a prospect or customer on his cell phone +is if he specifically asked me to. Of course, that would require some +prior communication, which would pretty much exclude calling a +cell phone on a prospecting call. +Even though more and more people have gotten rid of their +home phone lines and replaced them with their cells—and many +keep their cell with them at all times, even at the office—I don’t +feel it is appropriate to use that as a means to reach someone unless +you have permission. Some way, somehow, still unbeknownst to me, +an investment broker type got access to my cell number, which I +rarely give out. I didn’t recognize the phone number that popped up +but answered anyway and fully expected to hear a familiar voice. He +acted as if he knew me, using cheesy “How ya doin’ old buddy” words +and tone. As soon as I realized it was a salesperson, my attitude turned +to one of mild anger. I grilled him as to how he got my number. It +went downhill from there, with him eventually hanging up on me. +Here are a few other related points. +r Never try to get someone’s cell phone number on your own when +prospecting. Reps have proudly told me they’ve asked assistants + + +222 +Smart Calling +and secretaries for decision makers’ cell numbers without actually +stating that they know the person, but giving that impression. +Not wise. Just think of the reaction you’d get from the person +when you call. +r If on the prospect’s voice mail she mentions, “or you can call me +on my cell phone,” I still suggest getting permission before you +use it. If you don’t know them, they shouldn’t have to pay for +the call so that you can market to them. +r If an assistant volunteers, “You can reach him on his cell phone,” +be absolutely certain that it’s okay to call it. “Is that the way she +prefers to take her calls? You’re sure that’s okay?” +As far as using a cell phone yourself for calls—I suggest a landline +unless it is impossible. I’ve yet to speak with anyone who has the +perfect cell service where calls are not dropped and service does not +fade in and out. +Give Information on Your Voice Mail Greeting +I have to chuckle every time I hear a voice mail or home answering +machine greeting that says, “I’m unable to come to the phone right +now” or “I can’t answer the phone right now.” It reminds me of the TV +commercial with the little old lady spread out on the floor, saying, +“I’ve fallen and can’t get up.” Avoid “I’m unable to come to the phone.” +It says nothing. Give some information. Provide something more +positive, such as “I’m in meetings until 12 noon on Thursday and will +return calls then. In the meantime, you can hit extension 25 and speak +with Tom Smith.” Tell them where you are and when they can expect +to hear from you. +Don’t Create Interruptions +I was talking casually to a sales rep while touring a client facility. +He complained, “I just don’t have enough time to get everything done. I +have a hard time hitting my prospecting call numbers.” During our brief +conversation (less than five minutes), his computer alarm chimed + + +More Smart Calling Success Tips +223 +twice to announce new e-mail messages. He excused himself both +times and whirled around in his chair to check the message. I asked, +“Do you do that all day long?” His expression turned into a wince—one +of those “Yeah, I know” looks we get when confronted with something +we know we shouldn’t be doing. +I know; it’s difficult if you’re in the e-mail habit. (Personally, I’m +guilty. I even checked e-mail once as I wrote this brief tip!) But here +are some ideas. +r Stay off-line completely. Check e-mail at set intervals, say, twice +a day. +r If you can’t do that, for gosh sakes, do turn off the alarm, or the +text or graphic pop-up that alerts you to new messages. This job +is hard enough without inviting more interruptions. +Take Notes on What They Say and Mean +Sales rep Larry Feil shared a suggestion about taking notes while on +calls. It’s one thing to record what people say, but that’s usually only +part of the story. You should also note what they really mean. Larry +suggests drawing a line down your paper, heading the left side with +“What They Said” and the right with something like “How They +Said It” or “What They Meant.” +For example, in the left column you might write, “Says they will +hold off for a month due to budget constraints.” In the right column, +you might say, “Sounds very tentative in speech. Very squeamish on +this issue, even though he is sold on product. Sounds like there’s +something else here, but he’s not comfortable discussing.” +Smart Calling Action Step +What will you commit to do as a result of this chapter? diff --git a/library/Smart Calling/Chapter-20-Smart-Call-Makeovers-and-Case-Studies/Chapter-20-source-text.md b/library/Smart Calling/Chapter-20-Smart-Call-Makeovers-and-Case-Studies/Chapter-20-source-text.md new file mode 100644 index 0000000..5cef0ea --- /dev/null +++ b/library/Smart Calling/Chapter-20-Smart-Call-Makeovers-and-Case-Studies/Chapter-20-source-text.md @@ -0,0 +1,233 @@ +# Smart Calling — Chapter-20: Smart Call Makeovers and Case Studies +- **Source**: /library/Smart Calling/source-file.pdf +- **PDF pages**: 234–240 +- **Pages without text**: none + +--- + + +C H A P T E R +20 +Smart Call Makeovers +and Case Studies +M +y web sites always experience spikes in traffic when I +post examples and recordings of calls I’ve received and +those submitted by readers and customers. I attribute it to +the American Idol phenomenon: In sort of a twisted way, people take +some amount of joy in seeing and hearing others struggle and make +fools of themselves. +Nevertheless, these calls are great learning tools. (You can +see examples of the calls we’ve already posted at various places +on my main site, www.BusinessByPhone.com, and at my blog, +www.TelesalesBlog.com. Plus, we will have opportunities to see and +hear calls at www.Smart-Calling.com.) Here are just a few of them. +Opening Statement Makeover +One particular caller sounded quite distressed as he explained, “I’m +an outside sales rep, and my teleprospector quit. So I have to do my own +224 + + +Smart Call Makeovers and Case Studies +225 +prospecting, and I hate it. I’m a good outside rep, but I’m freezing up +when I have to call these people.” +“What are you saying to them?” I asked. +“I’m +with +. We are a freight shipper, and I’d like to come +out and take some of your time to explain what we do.” +Analysis and Recommendation +No wonder he didn’t like prospecting. I would have been paranoid, +too, with the resistance he was surely getting from that opening. +But it was entirely unnecessary—because like most resistance we +encounter, he was creating it himself. +Because that opening was awful. +To paraphrase, it said, “We’re one of the hundreds of companies in +this business. I want to show up at your office and take your valuable time +so I can blab about my company and why I think we’re good. It’s all about +me, you know.” +There is nothing of interest for the prospect here, no reason for +him to even listen on that call, much less agree to an appointment. +It puts the listener on the defensive, closes his mind to possibilities, +and causes him to shift into his “Let’s get this guy off the phone” +mode. +This is a classic example of openings I often see and hear from +sales reps who believe that they should get an appointment merely +because they place a phone call. That’s why they also feel they +need to place 100 calls to get one appointment. I guess if you went +to the mall and asked 100 people if they were interested in buy- +ing from you, you probably would bump into one who just might. +That’s not a particularly smart tactic, though. Why someone would +want to subject themselves to such a beating is beyond me. Do- +ing and saying the right things minimizes resistance and reaps more +success. +First, I suggested that he study all of the steps we covered in this +book, especially identifying his Possible Value Propositions, since +that was absent in this approach. Once that was done, he needed to +do some precall intelligence research and social engineering to see +what useful information he might be able to uncover. Ideally, he’d +like to find prospects with dissatisfaction issues with the carriers they +were currently using. I gave him a simple suggestion for an opening + + +226 +Smart Calling +that could be modified and tailored with Smart information when it +is collected: +“I’m +with +. In speaking with Mike, your dock manager, +I understand you’re anticipating a rush of scattered shipments over the +next few months. We’ve worked with many traffic managers in the +[fill in prospect’s industry], helping them get the best rates and on-time +deliveries with no hassles. Depending on what you ship, and to where, +it might be worth our time to talk.” +He liked it but mentioned it doesn’t ask for the appointment +right away. +Precisely. That is one of the mistakes I suggest you avoid. I asked if +he ever had situations where he visited a so-called prospect who was +less than euphoric about the appointment, conducted a lobby inter- +view where they spoke as the prospect walked to his next task, or met +with someone who really wasn’t a prospect at all. Of course—many, +he admitted. +So why even visit these people? Why not conduct the prelimi- +naries by phone? If you’re using the phone to prospect—regardless +of whether your next step is to communicate in person—be certain +you have something of interest in order to get them talking. Your +results will be much more pleasurable and profitable. +A Mistake-Filled Call +Many sales reps look to ads, direct mailing pieces, catalogs, the +Internet, or anywhere that advertising exists as sources of prospects. +This is wise and a source of Smart Calling information. However, +many of these reps stop there with their intelligence gathering. They +do not effectively use what they learn and are therefore ill-prepared +for what they inevitably hear on calls. +Here’s an example of a call I received. +Caller: “Hello, this is Bill Jones with Video Recorders. I saw the +promotion for your Telesales Success DVD videos and wanted +you to know that we do DVD duplication.” +“Okay.” + + +Smart Call Makeovers and Case Studies +227 +He became flustered at this point, probably because I didn’t say, +“Oh, you do DVD duplication? Where should I send my master copy? +You can do mine.” +“Uh, I’d like to talk to you about doing yours.” +“Look, I’ll save you some time. I selected my existing company +after evaluating quite a few. They have a very good price, quality +is fine, and service is great. I have no reason to even consider +looking around.” +“Oh, okay. Keep us in mind.” +Yeah, sure I will. +Analysis and Recommendations +You might be thinking that I gave this guy an iron-clad objection +that would eliminate me forever as a prospect for him. And maybe +you’re right for the most part—when it comes to getting a sale on that +call. However, he undoubtedly runs into that same objection quite +a bit, so I’m surprised he hasn’t learned to use something that won’t +totally slam the door so suddenly in his face. Here’s what I would do, +were I in his situation: +Call Strategy and Preparation +If I were placing this call, my primary objective would be to get com- +mitment that the prospect would use my service the next time they +had a DVD project. Although I wouldn’t achieve this on a majority +of the calls, it’s always best to aim high. After realizing on the call +this wouldn’t be reached, objectives—in descending order—would +be to get a commitment that I could at least bid on their next job and, +if that wasn’t met, to get agreement that they would at least keep us +on file as a backup supplier in case their existing duplicator for some +reason no longer met their needs. A bigger-picture, more strategic +objective would be to identify their marketing plans and initiatives +for the future and if they had other future projects coming up. +Preliminary Intelligence +This salesperson knew nothing about me when he called, other than +the fact that he saw a promotion for some DVDs. He very easily + + +228 +Smart Calling +could have seized the opportunity to ask the person who answered +the phone here who we now use for duplication, how many we +typically order, what we pay, what issues we run into, and any other +qualifying information that would have better equipped him for the +call. Plus, he would have learned that person—not me—is the one +who actually deals with the duplicator regularly. +Opening Statement +He gave no reason for me to even listen. He may as well just said, +“Well, I’ve finally called you, so I guess you can start using us now.” +Simply dialing the phone does not give a salesperson the right to +take a prospect’s time; promising or hinting at some value they could +get does. I would have listened to something like this: +“I’m Bill Jones with Video Recorders. I see you are regularly producing +training DVDs and understand that you feel you might be paying a +premium for short runs. We specialize in top-quality DVD duplication +and now work with quite a few training organizations, especially for +smaller orders that require quick turnaround. Depending on the price +you’re now paying and your level of satisfaction with the quality and +service you’re getting, it might be worth it for you to take a look at a bid +we could do for you.” +I would have been more likely to answer questions at this point. +However, even if I did retort with the same early-resistance objection +mentioned earlier, he could have picked up on it and used it to ask +more questions, for example, “I see. What price are you paying?” +If that resulted in a dead end, a last resort question to at least try +to accomplish the last chance objective would be “What plans do you +have in place for a backup supplier? If, for example, you needed a large +quantity in a hurry and your supplier wasn’t able to accommodate you for +some reason?” +Determine if any parts of your call process are similar to this one. +Analyze every step of the process, home in on your strengths and +enhance them, and shore up the weak areas. + + +Smart Call Makeovers and Case Studies +229 +Beware of the Bad Information Floating Around +Here’s an opening statement suggestion I read from a sales trainer +and author in an online article. It’s no wonder so many people get +beat up on the phone if they practice stuff like this that is from a +supposed expert. While there is a lot of free sales tips and information +online, in many cases, that’s exactly what it is worth. +“Hello, this is +with Reclamation Services. We specialize in com- +mercial recycling services, and I’d like to ask you about your company’s +recycling policy. Do you have just a moment for a couple of quick +questions?” +I’m sure you can see the one glaring, critical component that is +missing: why the person should take a moment to answer a couple +of quick questions. Most busy people who very well might be great +prospects see nothing of value in the call, and quickly exit. Even if +someone actually does answer the questions in response to an opener +like this, consider their frame of mind: They probably are bracing +themselves for the sales pitch. They’re tentative and skeptical as they +answer the questions—not the desirable state of mind for people +you’d like to persuade. +You can fix all of that by using the Smart Calling process in this +book. Your opening must make them think that you might be able +to do something for them. This sparks their curiosity and interest, +earns you the right to take some of their time, and puts them in a +more favorable frame of mind to answer your questions—since you’ve +already hinted at the payoff for them. This missing component can +very easily be added, combined with even the slightest bit of Smart +information, making the example much more effective: +“Hello, this is +with Reclamation Services. I saw the news on your +company blog about your new Green initiative for next quarter. We +specialize in commercial recycling services for the +industry, by +helping companies reduce their trash-hauling expenses, and also cutting +their costs on everyday paper goods, in some cases as much as 37 +percent. If I’ve caught you at a good time, I’d like to ask you about your +new recycling policy to see if this would be worth your taking a look at.” + + +230 +Smart Calling +See and Hear More Call Examples +I have many more call examples you can see and hear. Not only +are they instructional, but some will cause you to cringe, and oth- +ers will make you laugh out loud. Go to www.Smart-Calling.com/ +examples. diff --git a/library/Smart Calling/Front-Matter/Front-Matter-source-text.md b/library/Smart Calling/Front-Matter/Front-Matter-source-text.md new file mode 100644 index 0000000..17a69f0 --- /dev/null +++ b/library/Smart Calling/Front-Matter/Front-Matter-source-text.md @@ -0,0 +1,297 @@ +# Smart Calling — Front-Matter: Front matter and introduction +- **Source**: /library/Smart Calling/source-file.pdf +- **PDF pages**: 1–16 +- **Pages without text**: 1, 2, 4, 10, 16 + +--- + + + + + + + + +SMART +CALLING + + + + + +SMART +CALLING +Eliminate the Fear, +Failure, and Rejection +from Cold Calling +ART SOBCZAK +John Wiley & Sons, Inc. + + +Copyright C⃝2010 Art Sobczak. All rights reserved. +Published by John Wiley & Sons, Inc., Hoboken, New Jersey +Published simultaneously in Canada +No part of this publication may be reproduced, stored in a retrieval system, or transmitted in +any form or by any means, electronic, mechanical, photocopying, recording, scanning, or +otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright +Act, without either the prior written permission of the Publisher, or authorization through +payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 +Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600, or on the web at +www.copyright.com. Requests to the Publisher for permission should be addressed to the +Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, +(201) 748-6011, fax (201) 748-6008, or online at http://www.wiley.com/go/permissions. +Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their +best efforts in preparing this book, they make no representations or warranties with respect to +the accuracy or completeness of the contents of this book and specifically disclaim any +implied warranties of merchantability or fitness for a particular purpose. No warranty may be +created or extended by sales representatives or written sales materials. The advice and +strategies contained herein may not be suitable for your situation. You should consult with a +professional where appropriate. Neither the publisher nor author shall be liable for any loss of +profit or any other commercial damages, including but not limited to special, incidental, +consequential, or other damages. +For general information on our other products and services or for technical support, please +contact our Customer Care Department within the United States at (800) 762-2974, outside +the United States at (317) 572-3993 or fax (317) 572-4002. +Wiley also publishes its books in a variety of electronic formats. Some content that appears +in print may not be available in electronic books. For more information about Wiley +products, visit our web site at www.wiley.com. +Library of Congress Cataloging-in-Publication Data: +Sobczak, Art. +Smart calling : eliminate the fear, failure, and rejection from cold calling / Art Sobczak. +p. cm. +Includes index. +ISBN 978-0-470-56702-9 (cloth) +1. Telephone selling. 2. Telemarketing. I. Title. +HF5438.3.S63 2010 +658.8′72–dc22 +2009047250 +Printed in the United States of America. +10 9 8 7 6 5 4 3 2 1 + + +CONTENTS +INTRODUCTION +1 +SECTION ONE +The Smart Calling Concept +CHAPTER 1 +Cold Calling Is Dumb, but Prospecting Is +Necessary: Smart Calling Is the Answer +7 +SECTION TWO +Pre-Call Planning +CHAPTER 2 +Creating Your Possible Value Proposition +21 +CHAPTER 3 +Intelligence Gathering: Making Your +Calls Smart +38 +CHAPTER 4 +Using Social Engineering to Gather Intelligence 55 +CHAPTER 5 +Setting Smart Call Objectives and Never +Being Rejected Again +63 +CHAPTER 6 +More Smart Ideas for Prior to Your Call +72 +SECTION THREE +Creating and Placing the Smart Call +CHAPTER 7 +How to Be Smart with Voice Mail +85 +v + + +vi +Contents +CHAPTER 8 +Working with Screeners, Gatekeepers, +and Assistants? +98 +CHAPTER 9 +Opening Statements: What to Avoid to +Minimize Resistance +108 +CHAPTER 10 +Creating Interest with Your Smart Call +Opening Statement +122 +CHAPTER 11 +Handling Early Resistance on Your Smart Calls 132 +CHAPTER 12 +Using Smart Questions +142 +CHAPTER 13 +The More Important Side of the +Question: Listening +158 +CHAPTER 14 +Recommending the Next Step +165 +CHAPTER 15 +Getting Commitment for the Next Action +175 +CHAPTER 16 +Wrapping Up Calls, and Setting Up the +Next Action +186 +SECTION FOUR +Putting It All Together +CHAPTER 17 +How to Sound Smart: Effective Telephone +Communication +199 +CHAPTER 18 +Getting and Staying Motivated +205 +CHAPTER 19 +More Smart Calling Success Tips +218 +CHAPTER 20 +Smart Call Makeovers and Case Studies +224 +INDEX +231 +ABOUT ART SOBCZAK +241 + + +SMART +CALLING + + + + + +INTRODUCTION +I +wish I had this book when I first got out of college and in my +first corporate sales job with the old AT&T in 1982. It would +have prevented a lot of grief and made me much more money. +Then again, some of it would not have made sense, since there +was no Internet and PCs were just making their appearance. How- +ever, even without the benefit of today’s technology, the pure +prospecting and sales process and techniques in this book would +have worked 30 years ago, just as they do today, and will 30 years +from now and beyond. +Even in the numerous sales jobs I had in high school and college, +I knew that typical cold calling—phoning people I didn’t know any- +thing about and giving a pitch—didn’t make sense and was actually +quite painful. I always tried to find a better way, an edge that would +get superior results; I was constantly reading, listening to tapes, at- +tending seminars, studying, and tinkering with my own approach. +I always did well in my sales positions. However, I also knew I would +never be good enough for my satisfaction and that there always is +more to learn. My quest continued in a couple of other corporate +sales jobs and then in my own company as I had to pound the phones +to acquire clients for my fledgling consulting and training firm. +Eventually, I did find—and continue to fine-tune—a better way. +You are holding it (or reading it on your screen): a smarter way +to prospect. A process that makes sense and gets results, and one +that does not require you to sound like that cheesy salesperson that +everyone considers an intrusive pest. +1 + + +2 +Smart Calling +This book is a step-by-step guide that will show you how to call +someone you do not know and who does not know you, engage them +in a conversation, and ultimately get them to take some action. And +in the cases where you do not accomplish that primary objective, +I will show you how to avoid the morale-killing rejection that is +usually associated with telephone prospecting. +I’ve built my business and reputation over the past 27 years +on delivering very specific how-to tactics and strategies. Many +people—including, unfortunately, sales trainers and authors—tell +you what you should do on the phone. You should create interest. You +should get past the screener. You should leave a compelling voice mail +message. And listeners and readers say, “Uh, okay,” as they wonder +how in the heck they are going to do it. I’ll answer that for you and +give you a precise recipe and ingredients for prospecting success by +phone. +This book is long on practical how-tos and short on big picture +strategy and fluff. I’ve always been somewhat of a simple, get-to-the- +point kind of guy—a style you’ll see and from which you’ll benefit +throughout this book. What I’ve learned from delivering more than +1,200 training sessions—and from my wife, Nanette’s, graduate de- +gree in special education and many years of teaching experience—is +that people learn best when you relate to their world and entertain +them. Therefore, you will see many examples of stories as I make my +points. +I will guide you through the logical creation and execution of +your own telephone prospecting call using my Smart CallTM method- +ology. You will learn the same process and techniques I present to +my training clients. These methods are being used successfully to +initiate profitable relationships worldwide, and I’m confident they +can work for you, too. +Unlike some gurus out there, I don’t claim to have invented +sales, and I certainly don’t have all the answers. I don’t believe that +my approach is the only way to realize success. That’s why I will +give examples from and point you in the direction of others with +expertise in some very specific aspects of sales—and others with a +more generalist view—throughout this book. +You may not agree with everything I say. I don’t care. Actually, +that is good, since it means you are thinking about what you read and +applying it to your situation. That is healthy. What I do ask is that + + +Introduction +3 +when you do disagree, react like you should when you get resistance +in a sales situation and ask yourself, “How might this be true?” or +“How could this work for me?” +Who Will Benefit from Smart Calling? +The primary audience, of course, is anyone with “sales” in their title, +primarily those who sell to other businesses. But it’s not limited +to traditional salespeople. Anyone who picks up the phone to call +a person they don’t know—with the objective of persuading that +person to take some action—will learn from this book. For example: +r Freelancers of all types +r Independent professionals +r Sports recruiters +r Writers looking to get published +r Job seekers +r Fund raisers +r Many others +Regardless of whether your career relies on regularly calling peo- +ple to get new business or whether you have one person to whom you +want to sell an idea and may never place a prospecting call again, +this book will help you do what is necessary. +Taking Action Is Required +As I tell my training workshop participants, everything I will share +with you is totally worthless—until you do something with it. I know +this material works, but only if you do. +My friend Larry Winget—who is known as an irritational +motivational speaker—says in his book It’s Called Work for a +Reason—Success Is Your Own Damn Fault that many people are +“spectators rather than doers.” I agree, and I have seen too much +evidence of that among the ranks of salespeople who do nothing + + +4 +Smart Calling +to improve themselves—even when the resources are provided to +them. I’m hopeful that is not you. You have taken the first step by +investing in this book. The payoff will now come by putting in the +work. +There are a number of exercises throughout the book that ask +you to research, write, and practice. At the end of each chapter, +I also ask what other action you will commit to as a result of that +chapter. +Prospecting and sales is a lot like golf: You can read all you want +to become knowledgeable about it, but you will become excellent at +it only by practicing. I know it sounds like a clich´e, but you will get +out of this book what you put into it. +I’m ready if you are. Let’s begin making your prospecting calls +Smart! + + +S E C T I O N +ONE +The Smart Calling Concept + + + diff --git a/library/Smart Calling/book-structure.md b/library/Smart Calling/book-structure.md new file mode 100644 index 0000000..d75d64e --- /dev/null +++ b/library/Smart Calling/book-structure.md @@ -0,0 +1,35 @@ +# Smart Calling — Book Structure + +- **Title**: *Smart Calling: Eliminate the Fear, Failure, and Rejection From Cold Calling* +- **Author**: Art Sobczak +- **Source**: `/library/Smart Calling/source-file.pdf` +- **PDF length**: 253 pages +- **Structure**: 20 chapters in 4 sections; section divider pages are included with the chapter they introduce. +- **Extraction**: Text is exported once into the source-text files below. PDF page markers preserve citation locations. + +| Section | PDF pages | Title | Source text | +| --- | ---: | --- | --- | +| Front Matter | 1–16 | Front matter and introduction | `/library/Smart Calling/Front-Matter/Front-Matter-source-text.md` | +| Chapter 01 | 17–28 | Cold Calling Is Dumb, but Prospecting Is Necessary: Smart Calling Is the Answer | `/library/Smart Calling/Chapter-01-Cold-Calling-Is-Dumb-but-Prospecting-Is-Necessary-Smart/Chapter-01-source-text.md` | +| Chapter 02 | 29–47 | Creating Your Possible Value Proposition | `/library/Smart Calling/Chapter-02-Creating-Your-Possible-Value-Proposition/Chapter-02-source-text.md` | +| Chapter 03 | 48–64 | Intelligence Gathering: Making Your Calls Smart | `/library/Smart Calling/Chapter-03-Intelligence-Gathering-Making-Your-Calls-Smart/Chapter-03-source-text.md` | +| Chapter 04 | 65–72 | Using Social Engineering to Gather Intelligence | `/library/Smart Calling/Chapter-04-Using-Social-Engineering-to-Gather-Intelligence/Chapter-04-source-text.md` | +| Chapter 05 | 73–81 | Setting Smart Call Objectives and Never Being Rejected Again | `/library/Smart Calling/Chapter-05-Setting-Smart-Call-Objectives-and-Never-Being-Rejected-Again/Chapter-05-source-text.md` | +| Chapter 06 | 82–92 | More Smart Ideas for Prior to Your Call | `/library/Smart Calling/Chapter-06-More-Smart-Ideas-for-Prior-to-Your-Call/Chapter-06-source-text.md` | +| Chapter 07 | 93–107 | How to Be Smart with Voice Mail | `/library/Smart Calling/Chapter-07-How-to-Be-Smart-with-Voice-Mail/Chapter-07-source-text.md` | +| Chapter 08 | 108–117 | Working with Screeners, Gatekeepers, and Assistants? | `/library/Smart Calling/Chapter-08-Working-with-Screeners-Gatekeepers-and-Assistants/Chapter-08-source-text.md` | +| Chapter 09 | 118–131 | Opening Statements: What to Avoid to Minimize Resistance | `/library/Smart Calling/Chapter-09-Opening-Statements-What-to-Avoid-to-Minimize-Resistance/Chapter-09-source-text.md` | +| Chapter 10 | 132–141 | Creating Interest with Your Smart Call Opening Statement | `/library/Smart Calling/Chapter-10-Creating-Interest-with-Your-Smart-Call-Opening-Statement/Chapter-10-source-text.md` | +| Chapter 11 | 142–151 | Handling Early Resistance on Your Smart Calls | `/library/Smart Calling/Chapter-11-Handling-Early-Resistance-on-Your-Smart-Calls/Chapter-11-source-text.md` | +| Chapter 12 | 152–167 | Using Smart Questions | `/library/Smart Calling/Chapter-12-Using-Smart-Questions/Chapter-12-source-text.md` | +| Chapter 13 | 168–174 | The More Important Side of the Question: Listening | `/library/Smart Calling/Chapter-13-The-More-Important-Side-of-the-Question-Listening/Chapter-13-source-text.md` | +| Chapter 14 | 175–184 | Recommending the Next Step | `/library/Smart Calling/Chapter-14-Recommending-the-Next-Step/Chapter-14-source-text.md` | +| Chapter 15 | 185–195 | Getting Commitment for the Next Action | `/library/Smart Calling/Chapter-15-Getting-Commitment-for-the-Next-Action/Chapter-15-source-text.md` | +| Chapter 16 | 196–206 | Wrapping Up Calls, and Setting Up the Next Action | `/library/Smart Calling/Chapter-16-Wrapping-Up-Calls-and-Setting-Up-the-Next-Action/Chapter-16-source-text.md` | +| Chapter 17 | 207–214 | How to Sound Smart: Effective Telephone Communication | `/library/Smart Calling/Chapter-17-How-to-Sound-Smart-Effective-Telephone-Communication/Chapter-17-source-text.md` | +| Chapter 18 | 215–227 | Getting and Staying Motivated | `/library/Smart Calling/Chapter-18-Getting-and-Staying-Motivated/Chapter-18-source-text.md` | +| Chapter 19 | 228–233 | More Smart Calling Success Tips | `/library/Smart Calling/Chapter-19-More-Smart-Calling-Success-Tips/Chapter-19-source-text.md` | +| Chapter 20 | 234–240 | Smart Call Makeovers and Case Studies | `/library/Smart Calling/Chapter-20-Smart-Call-Makeovers-and-Case-Studies/Chapter-20-source-text.md` | +| Back Matter | 241–253 | Index and About Art Sobczak | `/library/Smart Calling/Back-Matter/Back-Matter-source-text.md` | + +All 253 PDF pages are covered exactly once. diff --git a/library/Smart Calling/source-file.pdf b/library/Smart Calling/source-file.pdf new file mode 100644 index 0000000..f975949 Binary files /dev/null and b/library/Smart Calling/source-file.pdf differ diff --git a/library/The Direct Mail Solution/Back-Matter/Back-Matter-source-text.md b/library/The Direct Mail Solution/Back-Matter/Back-Matter-source-text.md new file mode 100644 index 0000000..269bd8f --- /dev/null +++ b/library/The Direct Mail Solution/Back-Matter/Back-Matter-source-text.md @@ -0,0 +1,1408 @@ +# The Direct Mail Solution — Back-Matter: About the authors, index, and book excerpt +- **Source**: /library/The Direct Mail Solution/source-file.pdf +- **PDF pages**: 240–283 +- **Pages without text**: 243, 250, 251, 253, 257, 269 +- **OCR note**: OCR is supplied below for image-only pages; multi-column reading order may be imperfect, so consult the PDF for layout and visuals. + +--- + + +219 + + +About the Authors +RAIG SIMPSON IS THE OWNER OF SIMPSON DIRECT INC., A +direct-marketing firm based in Grants Pass, Oregon. Since +beginning his career in direct mail nearly 20 years ago, he +has managed thousands of direct-mail campaigns, helping to gross +hundreds of millions in revenue for his clients. +His direct-marketing company sends out nearly 300 mailings +per year for his private clients. He works in practically every industry, +marketing everything from courses on the benefits of drinking +water to technical software, retail stores, real estate investment, +financial services, health products, diet programs, insurance, and +even wholesale clothing. +Craig’s knowledge of list management and direct-marketing +techniques has earned him the title of the nation’s leading expert +C + + +220 + THE DIRECT-MAIL SOLUTION +ABOUT THE AUTHORS +in direct-mail marketing. He is regularly asked to speak at national +events on his experience with direct mail. He is the author of The +Direct-Mail Solution, co-written with Dan Kennedy, available from +EntrepreneurBookstore.com. +DAN S. KENNEDY is a multimillionaire serial entrepreneur, strategic +advisor, and consultant, and one of the highest paid direct-response +copywriters in the world. As an author, speaker, and coach, he directly +influences over one million business owners annually. Information +about his books can be found at www.NoBSBooks.com. Direct contact +with Dan’s office: fax 602-269-3113. +Other Books by Dan S. Kennedy +In the No B.S. series, published by Entrepreneur Press +No B.S. Guide to DIRECT Marketing for NON-Direct Marketing Businesses +(2nd Ed.) +No B.S. Guide to Marketing to Leading-Edge Boomers and Seniors (with +Chip Kessler) +No B.S. Guide to Trust-Based Marketing (with Matt Zagula) +No B.S. Price Strategy (with Jason Marrs) +No B.S. Guide to Marketing to the Affluent +No B.S. BUSINESS Success in the New Economy +No B.S. SALES Success in the New Economy +No B.S. Wealth Attraction in the New Economy +No B.S. Guide to Ruthless Management of People and Profits +No B.S. Time Management for Entrepreneurs +With other publishers: +Ultimate Sales Letter (4th Edition—20th Anniversary Edition) +Ultimate Marketing Plan (4th Edition—20th Anniversary Edition) +Making Them Believe: The 21 Lost Secrets of Dr. Brinkley-Style Marketing +(with Chip Kessler) + + +THE DIRECT-MAIL SOLUTION + 221 +ABOUT THE AUTHORS +The New Psycho-Cybernetics (with Dr. Maxwell Maltz) +Unfinished Business/Autobiographical Essays +Make ’Em Laugh & Take Their Money +BOOKS CONTRIBUTED TO +Uncensored Sales Strategies by Sydney Barrow with Dan Kennedy +Marketing Miracles +Win, Place or Die: A Mystery Novel by Les Roberts with Dan Kennedy + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +[Image-only page; OCR found no readable text. Consult the PDF for visual content.] + + +223 +Index +A +acquiring new customers, 7, 112. See also +customers +action, requesting, 15, 20, 22, 28–30, 62, +63 +address correction tools, 168, 178–179. See +also cleaning mailing lists +address panels, 215 +AIDA formula, 15–16 +attendee lists, 86 +audience, 20, 30–31. See also targeting +specific markets +auto-bill renewal services, 133 +AWAIonline.com, 68 +B +best-told story advertising, 9–10 +bluelines, 211 +booklets, sales, 66–67, 72–75 +brick-and-mortar retailers, 59–60 +broker reports, 176–178, 215–216. See also +cleaning mailing lists; list brokers +bulk vs. first class mail, 183–184, 189–191. +See also postage +business reply envelopes (BREs), 23 +buyers lists, 86 +buying behavior, 104–105 +C +calls to action, 15, 20, 22, 28–30, 62, 63 +campaigns. See direct-mail campaigns +catalog marketing, 52–54, 187 +CD mailers, 37–38 +cleaning mailing lists +address correction tools for, 168, +178–179 +benefits of, 167–172 +broker reports and, 176–178, 215–216 +data-processing services for, 170–171, +173–178, 210–211, 213, 215–216 +duplicate record handling, 168–176, +213 +interaction reports and, 215–216 +multibuyers and, 172–173 +suppression files and, 173–174, 177, +179–181, 212, 215–216 +undeliverable address handling, 167– +168, 173–179, 215–216 +Coding Accuracy Support System (CASS), +178 +color proofs, 211 +competition, 8–9 +competitive offers, 92–93 +compiled lists, 83, 88–89 + + +224 + THE DIRECT-MAIL SOLUTION +INDEX +complementary products and services, 134 +continuation/usage lists, 97 +continuity services, 133 +controlled circulation lists, 84 +copywriting. See also sales pieces +accuracy in, 206 +AIDA formula for, 15–16 +calls to action, 15, 20, 22, 28–30, 62, 63 +hiring copywriters, 31, 68–69 +length of copy, 16–18 +resources about, 68–69 +sales piece elements, 18–24 +scheduling, 208 +timing for, 206 +tips for effective, 24–28 +web pages, 61, 63 +writing to audience of one, 30–31 +your input in, 18–20 +cost per acquisition (CPA), 135–136 +cost per order (CPO), 135–136 +cost tracking, 149 +coupons, 59–60 +customer files, 79–83. See also targeting +specific markets +customer lifetime value (CLV). See lifetime +value (LTV) +customer retention paths, 134–135 +customers +acquiring new, 7, 112 +ideal, 79–83, 104–105. See also targeting +specific markets +lifetime value of. See lifetime value (LTV) +maintaining files on, 79–83 +modeling, 136–138 +retaining, 134–135 +D +data cards, 89–97 +data hygiene. See cleaning mailing lists +data-processing services, 170–171, 173–178, +210–211, 213, 215–216. See also cleaning +mailing lists +databases for tracking, 154–157, 159–161. +See also tracking campaign effectiveness +DDNC (deceased do not contact) list, 180 +deceased suppression files, 174, 179–180 +decoy lists, 181–182 +deductions for bad addresses, 168, 173–178, +215–216 +delivery tracking services, 182, 191–192. See +also tracking campaign effectiveness +designing sales pieces, 31–32, 41–44, 69–71 +desire, building, 15 +digests, 36 +dimensional mail, 38–39 +direct mail. See also direct-mail campaigns +advantages of, 2–5, 8–9, 11–13, 111–112, +210 +basic elements of, 13 +criticisms of, 2 +for driving traffic to websites, 55–64 +lingo in, 21 +media inflexibility and, 9–10 +online buying and, 51–54 +search vs., 108–111 +statistics about, 187 +time commitment and, 10 +trust and, 21, 52, 64 +Direct Marketing Association (DMA) +mailing facility information, 186 +preference/pander file, 177, 181, 216 +suppression files, 179–180 +vendor lists, 31 +Direct to Consumer Publishing, 196–197 +direct-mail campaigns. See also direct mail; +expanding your reach +buying behavior and, 104–105 +checklist for, 209 +improving, 161–166 +mailing lists for. See mailing lists +mailing options for, 184–193 +online buying and, 51–54 +Postal Service confirmation receipts, +188, 216–217 +pre-mailing steps, 205–207 +sales pieces in. See sales pieces +scheduling, 208–217 +steps in, 205–207 +SWOT analysis in planning, 204–205 +targeting markets for, 11–12, 72–75, +79–83, 98–99, 104–107 +testing, 41–42, 85, 155–159, 166, +182–184 +tracking. See tracking campaign effec- +tiveness +direct-response messages, 66 +discounts, postage, 168, 178, 188–189, +213–214 + + +THE DIRECT-MAIL SOLUTION + 225 +INDEX +Do Not Mail lists, 177, 181, 216 +duplicate names, 168–176, 213. See also +cleaning mailing lists +E +envelopes, 41–42 +Epsilon Total Source file, 137 +evergreen asset, 7 +Every Door Direct Mail program, 192–193 +expanding your reach. See also direct-mail +campaigns +benefits of, 119–120 +customer modeling for, 136–138 +increasing lifetime value for, 121–124, +132–135. See also lifetime value +(LTV) +price point modification for, 120–121 +researching lists for, 120–123 +sales piece modification for, 121 +F +first class vs. bulk mail, 183–184, 189–191. +See also postage +follow-up, 160–161 +fonts, 43, 44 +formats for sales pieces, 38–40, 52–54, +69–71, 187 +G +Google, 52 +graphic designers, hiring, 31–32 +graphics, 43 +guarantees, 23 +H +habit-force, 197–199 +headlines, 15, 21–22 +house files, 79–83. See also targeting specific +markets +hygiene, data. See cleaning mailing lists +I +ideal customers, 79–83, 104–105. See also +targeting specific markets +income predictability, 7 +incomplete or bad addresses, 167–168, 178– +179. See also cleaning mailing lists +information marketing, 195–200 +inquiry lists, 84 +interaction reports, 173–176, 215–216. See +also cleaning mailing lists +interest, creating, 15 +internet sales, 51–54 +internet/direct-mail program tips, 61–64 +K +key codes, 96–97, 182, 213, 214 +L +landing pages, 59 +lead generation, 55, 59, 63, 92 +letter packages, 35–36, 61 +lettershops, 213–214 +lifetime customer value (LCV). See lifetime +value (LTV) +lifetime value (LTV). See also customers +calculating, 123–124, 127–131 +of direct mail buyers, 55 +impact on mailing campaigns, 124–127, +131–132 +increasing, 132–135 +out-of-pocket investments and, 112 +tracking, 130–131, 139–141, 152–153 +lingo, 21 +list brokers, 86–89, 208–210. See also broker +reports +list compilers, 88–89 +list hygiene. See cleaning mailing lists +list manager/broker, 89 +list managers, 88 +list orders, 210 +list rental agreements (LRAs), 97 +Locatable Address Conversion System +(LACS), 178 +M +magalogs, 36 +mail delivery tracking services, 182, 191–192. +See also tracking campaign effectiveness +mail processing facilities, 186–188 +mailing codes, 182 +mailing lists. See also direct-mail campaigns +cleaning up. See cleaning mailing lists +continuation/usage information about, +97 +creating profitable lists, 97–99 +data cards for, 89–97 +delivery options, 96 +due dates, 212 +list costs, 92–93 +list descriptions, 94–95 +list sources, 93–94 +minimum orders of names, 96 + + +226 + THE DIRECT-MAIL SOLUTION +INDEX +orders for, 210 +predictive factors and, 102–108 +preparing, 207 +renting, 78, 83–86 +researching, 120 +rollout potential, 91–92 +segmenting, 79–82, 95–96, 147–148 +sources for, 86–87, 89–97 +targeted list testing, 85 +targeting best prospects for, 98–99 +timing for ordering, 206 +types of, 78–86 +updated, 90–91 +verified, 91 +mailing schedule and checklist, 209 +marketing messages, 20, 62, 63, 66–75 +match analysis reports, 173–176, 215–216. +See also cleaning mailing lists +merge purge, 168–176, 213. See also cleaning +mailing lists +messaging, 20, 62, 63, 66–75 +modeling customers, 136–138. See also +customers +multibuyers, 172–173. See also merge purge +multis. See multibuyers +N +National Change of Address (NCOA) File, +178 +O +offers, 20, 22, 92–93, 195–200 +online buying, 51–54 +opposite-direction success stories, 5–7 +opting in, 55, 59, 63 +order forms, 23 +P +paid circulation lists, 84–85 +pander files, 177, 181, 216 +personal URL (PURL), 17, 60–61 +photographs, 43 +plain envelopes, 41–42 +postage, 171–172, 183–184, 188–191, +214–215, 216 +postage-paid reply envelopes, 23 +Postal Service. See United States Postal +Service (USPS) +postcards, 17–18, 34, 37, 57, 60–61, 113–117 +predictability, 7 +premium services, 133 +price points, 120–121 +print catalog marketing, 52–54, 187 +printing, 34, 44–49, 171–172, 208, 210, 211 +prison suppression files, 174, 180 +prospect capturing, 57–58 +PS (postscript) in sales letters, 23 +PURL (personal URL) postcards, 17, 60–61 +R +receipts, postal, 188, 216–217 +recently recorded deceased file (RRDF), 180 +reciprocal rentals, 93 +reliability, 7 +removing names, 181 +rented lists, 78, 83–86, 93, 97 +response lists, 84–86 +retaining customers, 134–135. See also +customers +rollout potential, 91–92 +S +sales booklets, 66–67, 72–75 +sales letters, 8–10, 18, 23, 38, 43, 68. See also +copywriting +sales pages on websites, 57–58, 63 +sales pieces. See also direct-mail campaigns +attention-grabbing with, 15, 33–34 +audience and, 20, 30–31 +calls to action in, 15, 20, 22, 28–30, 62, +63 +describing benefits in, 22 +designing, 31–32, 41–44, 69–71 +for driving traffic to websites, 57, 60–64 +for driving website traffic to stores, +59–60 +effectiveness of, 13–14 +elements of, 18–24 +graphics in, 43 +lingo in, 21 +message in, 20, 62, 63, 66–75 +modifying for expanding reach, 121 +offers in, 20, 22, 195–200 +optimal length of, 16–18 +photographs in, 43 +postcards, 17–18, 34, 37, 57, 60–61, +113–117 +preparing, 207–208 +print catalogs, 52–54, 187 +printing, 34, 44–49, 171–172, 208, 210, +211 + + +THE DIRECT-MAIL SOLUTION + 227 +INDEX +sales letters, 8–10, 18, 23, 38, 43, 68 +targeted, 11–12 +testing, 41–42, 182–184 +types of, 8–10, 34–42, 57–58, 60–61, +66–67, 69–71 +URLs in, 17, 60–61, 62 +voice in, 20–21 +writing. See copywriting +sales stories, 9–10 +search vs. direct mail, 108–111 +seed lists, 181–182, 212 +segmenting mailing lists, 79–82, 95–96, +147–148 +self-mailers, 36, 57, 61 +Serena & Lily, 52 +shock-and-awe packages, 39–42 +showing up alone advantage, 8 +slim jims, 36 +split tests, 156. See also testing +Standard Rate and Data Service (SRDS), 86 +suppression files, 173–174, 177, 179–181, +212, 215–216. See also cleaning mailing +lists +SWOT analysis, 204–205 +T +targeted list testing, 85 +targeting specific markets, 11–12, 72–75, +79–83, 98–99, 104–107 +terminology, 21 +testing, 41–42, 85, 155–159, 166, 182–184 +threshold resistance, 200–202 +tracking campaign effectiveness. See also +direct-mail campaigns +accuracy in, 145 +cost tracking, 149 +databases for, 154–157, 159–161 +individual mailing totals in, 153–154 +key codes for, 96–97, 182, 213, 214 +lifetime value tracking, 130–131, 139– +141, 152–153 +list history tracking, 149–152 +list segmentation and, 147–148 +mail delivery tracking, 182, 191–192 +mailing codes for, 182 +purpose of, 143–144, 157–158 +seed lists for, 181–182, 212 +systems for, 145–147 +tracking services, 182, 191–192 +TrackMyMail.com, 182, 192 +trust, 21, 52, 64 +U +undeliverable addresses, 167–168, 173–179, +215–216. See also cleaning mailing lists +unit of sale, 93 +United States Postal Service (USPS) +confirmation receipts from, 188, +216–217 +data hygiene tools from, 168, 178 +direct-mail program, 192–193 +discounts through, 168, 178, 188–189, +213–214 +study on effectiveness of direct mail, +52–54 +working with, 184–186 +US Monitor, 182, 191 +V +vendors, 207 +video sales letters, 57–58 +voice in sales pieces, 20–21 +W +websites, driving traffic to, 55–64 +writing direct-mail copy. See copywriting + + +Create Winning Campaigns Using . . . +Your Free Resource for +DIRECT-MAIL +SUCCESS! +Are you ready to take all the powerful business-building +ideas you learned in this book and put them to work +to expand your business? +Then Craig Simpson wants to help you. +Visit: www.TheDirectMailSolution.com +. . . where you will find: + Direct-Mail Campaign Scheduling Tools + Sample Spreadsheets for Tracking Mail +Campaigns + Sample Sales Pieces + Lists of Vendors + And More! +This FREE website has been created to help you produce +professional-level campaigns right out of the box. +Take advantage of these expert tips and tools to boost +profits and reach your maximum potential. +www.TheDirectMailSolution.com + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +B.S +MARKETING TO +THE AFFLUENT +NO HOLDS +BARRED +BUTK +TAKE NO PRISONERS +GUIDETO +GEG +REAV +RCH +Dan Kennedy +Foreword by Joe Vitale +bestselling author of The AttractorFactor + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +B.S. +MARKETING TO +THE +AFFLUENT +NO HOLDS BARRED +KICK BUTT +TAKE NO PRISONERS +GUIDE TO GETTING +REALLY RICH +Dan Kennedy +Ep +Entrepreneur +Press + + +Jere L. Calmes, Publisher +Cover Design: David Shaw +Production and Composition: Eliot House Productions +© 2008 by Entrepreneur Media Inc. +All rights reserved. +Reproduction or translation of any part of this work beyond that permit- +ted by Section 107 or 108 of the 1976 United States Copyright Act without +permission of the copyright owner is unlawful. Requests for permission or +further information should be addressed to the Business Products +Division, Entrepreneur Media Inc. +This publication is designed to provide accurate and authoritative informa- +tion in regard to the subject matter covered. It is sold with the understand- +ing that the publisher is not engaged in rendering legal, accounting or +other professional services. If legal advice or other expert assistance is +required, the services of a competent professional person should be sought. +Library of Congress Cataloging-in-Publication Data +Kennedy, Dan S., 1954- +No B.S. marketing to the affluent/by Dan S. Kennedy. +p. cm.—(No B.S. series) +ISBN-13: 978-1-59918-181-3 (alk. paper) +ISBN-10: 1-59918-181-9 (alk. paper) +1. Affluent consumers—United States. 2. Marketing—United States. +I. Title. II. Title: No BS marketing to the affluent. +HF5415.332.A34K46 2008 +658.8—dc22 +2008015785 +Printed in Canada +13 12 11 10 09 08 +10 9 8 7 6 5 4 3 2 1 + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +[Image-only page; OCR found no readable text. Consult the PDF for visual content.] + + +was homeless 30 years ago. No job, no home, no car, no +nothing. I struggled in virtual poverty for a decade after that. +As I worked on my business and my self, I became an inter- +net celebrity, a movie star, and the author of numerous best- +selling books. All of this brought me increased wealth. I’m in the +kindergarten category of knowing true affluence, but after pay- +ing off my debt, here’s some of what I’ve done with my money: +• bought two exotic hand-made limited edition luxury +sports cars, including one previously owned by a rock star +(Steven Tyler of Aerosmith) who autographed the engine. +• bought two of the rarest guitars ever known, including +one hand carved out of Hawaiian koa wood by one of the +greatest luthiers on the planet (Robert Taylor). +• paid for professional auto racing instruction, which +allowed me to roar around the Atlanta-Sebring racetrack +in a fire suit and a helmet (and paid for a friend to attend +with me). +xi +F O R E W O R D +I +How to Easily Attract +the Affluent +BY JOE VITALE + + +• given a staggering amount of money to the mother of a lit- +tle boy who needed a special machine to help him recover +from a pediatric stroke (a boy and a mother I’ve yet to +meet in person). +I’m not bragging or showing how frivolous I am. I can easily +justify my expenses and even deduct them from my taxes. The +truly affluent do far more than this, of course. They have private +jets, more than one mansion, and servants to cook for them and +their pets, and they spend money on diamond-enhanced cell +phones. +But I’m making a point here. I’m declaring that the affluent +spend money on two things. Two things that you can provide. +What are they? +Experience and Exclusivity. +As I wrote in my book on circus promoter P.T. Barnum, There’s +A Customer Born Every Minute, people will spend almost any +amount of money on something, anything, that will change their +internal state. They want to feel something. Provide it and get rich. +People also want to feel they are unique. If they can buy that +uniqueness, they will. Owning something you’ve made—say, a +collectible version of whatever you sell that few others have—is +one way to accomplish this sense of individuality. +There’s more, of course. That’s where Dan Kennedy comes in. +Dan’s book is the first one to reveal the direct route to the +affluent’s bank vault. He shows you how to open it and with- +draw bags of loot, legally and joyfully. He talks about Experience +and Exclusivity and a whole lot more. His branded No B.S. +approach is a simple paint-by-the-numbers system for getting +more than your fair share of the wealth the affluent are willing +and even eager to spend. +xii +NO B.S. Marketing to the Affluent +FOREWORD / HOW TO EASILY ATTRACT THE AFFLUENT + + +Dan is a living genius at marketing, a copywriting legend, +my all-time favorite marketing author, and glaringly brilliant at +teaching you to think differently about your marketing efforts. +He shows you how to get one thing: results. +To begin, stop thinking there are any limitations to becoming +affluent yourself, and start reading this book. You’ll then start to +attract the affluent—and their money. +Go for it! +JOE VITALE, star of the movie The Secret and outrageous internet marketing celebrity, is +the author of way too many books to list here, including Buying Trances, Hypnotic Writing, +The Attractor Factor, and The Key. His main website is www.JoeVitale.com. +NO B.S. Marketing to the Affluent +xiii +FOREWORD / HOW TO EASILY ATTRACT THE AFFLUENT + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +[Image-only page; OCR found no readable text. Consult the PDF for visual content.] + + +or many years now, I’ve been all about helping small- +business owners transition to entrepreneurs, turn ordinary +businesses into extraordinary ones, break free of boundaries +and limits, and make many more millions of dollars faster than +they ever thought possible. I’ve chronicled the strategies used +and their “case histories” in 11 books, beginning with How to +Make Millions with Your Ideas, first published in 1996, through to +No B.S. DIRECT Marketing for NON-Direct Marketing Businesses, +first published in 2006, to this book, as well as in my monthly +newsletters and the PHENOMENON™DVD, which can be found +at www.InNext12Months.com. Nothing I’ve ever done has +matched the impact of my most recent guiding, pushing, prod- +ding, and nagging of entrepreneurs and marketers to reinvent +themselves as needed in order to focus on marketing to the afflu- +ent. THIS book summarizes those five years of guiding, pushing, +prodding, and nagging. +This book has three purposes. +xv +P R E F A C E +F +How to Use This Book to +Get Very Rich + + +First, to sell you on transforming your business to market +to, appeal to, and attract the affluent, thereby transforming your +income, security, and business life. I use the word transform +deliberately. I try not to fool around with things of minor signifi- +cance. What you can do for yourself by combining price elasticity +with marketing to the affluent is, in fact, life altering. You will +have to buy this premise before anything else here has value to +you. You will have to take ownership of this idea and be willing— +no, eager—to work on it every day. There’s a canyon-sized gap +between whatever curiosity brought you to this book and the +commitment required to fully move to being a marketer to the +affluent as your chief role in your business, as your personal pro- +fession, as your greatest area of study, knowledge, and expertise. +Getting that commitment in just 430 pages is a tall order. But +that’s what I have set out to do, and I want to be completely trans- +parent about that objective. I am here to sell you something. To +sell you on making a major shift in every aspect of your business. +Imagine that you own a shop on a main street in a part of town that is losing its well-to-do +residents, its closest major employers closing their doors. Poverty is setting in. Sunny days +stop; gloom and doom descend. People walk stoop shouldered rather than upright, shuffle +rather than stride. Studiously avoid the displays in store windows like yours. From your shop +doorway, you see your entire world, and it is in decay. Only three streets away from the rear +of your store, out of your sight, is a community booming with new office buildings and lots +of jobs, its street’s shops and restaurants busy all day with the area’s workers, equally busy +in evening with the residents of the shiny, new high-rise condominium complexes at the +street’s end. Golden sunlight makes the diamonds and gold bricks in the street sparkle. +This is exactly the position so many business owners, profes- +sionals in practice, sales professionals, and marketers are in. +xvi +NO B.S. Marketing to the Affluent +PREFACE / HOW TO USE THIS BOOK TO GET VERY RICH + + +What they can’t see and are unaware of is not literally a place a +few streets away; instead it is a segment of the market immediately +before them and all around them. A unique myopia blinds so +many from seeing these people so eager to spend so much on so +many goods and services, with little concern over price. +If you would like to get very, very rich, you need to see where +the most money is and then go there to get it. Sounds foolishly +simple, I suppose, yet I daily see the vast majority of marketers +wasting valuable resources struggling mightily to get money +from people who have little of it to part with. +The second purpose, to give you new understanding of +who the affluent customers and clients are, where they are, +what they buy, why they buy, and how to get out of your own +way and get in sync with them. +There is this old story of some avid hunters who seek out and hire a highly recommended +guide to lead them to hidden herds of giant elk. Guns over shoulders, they hike, following +this guide through woods, up mountains, through rivers, into snow, for hours and hours, +until they gradually realize they’ve been hiking in circles. “Hey,” one hunter says, “you’ve +got us lost. I thought you said you were the best hunting guide in the United States?” +“I did, sir,” the guide said ruefully, “but I believe we are now lost in Canada.” +To market to the affluent, you must know where they are and +how to find them. In this book, I will guide you directly to them. +If you’ll forgive, one more hunting story . . . +A man who regularly suits up and goes off with the other guys into the woods for days on +end, suffering wet, cold weather, to hunt, leaving his wife a weekend widow, is finally con- +fronted by her—she wants to go along and see what is so exciting. Grudgingly, fearing the +worst, but wary of endless alimony, he gets her a camouflage outfit, boots, a gun, and +NO B.S. Marketing to the Affluent +xvii +PREFACE / HOW TO USE THIS BOOK TO GET VERY RICH + + +brings her along. He stations her at the bottom of a hill, in a stand of trees, and tells her, “I’m +going up the hill with Ben and Tom. If we flush deer out, they’ll come down this hill right in +front of you. Just point and shoot. We’ll come ‘a-running.” He and his friends climb the hill +but barely get to the top when they hear a gun blast and his wife and some other man +yelling. They race back to the bottom, to find her pointing her gun at a guy standing next to +a dead horse. He says, “OK, lady, OK, it’s a deer. Can I at least take my saddle with me?” +To successfully market to the affluent, you must know not +only where they are but what they look like. In this case, I don’t +actually mean just their physical appearance. I mean owning a +very clear and complete picture of who they are, how they think, +what they want, what they detest, and how they make their buy- +ing decisions—because they are a very different creature than +what you have been accustomed to dealing with. +The third purpose is to present a collection of strategies for +successfully marketing to these affluent customers and, ulti- +mately, to put it into the context of a step-by-step system. +Let’s take these three purposes in order: +First, to quote the advice given to Woodward and Bernstein +by Deep Throat about the Watergate investigation: follow the +money. As you progress through this book and subsequently go +looking where directed, you are going to discover that there is an +ocean of money out there, changing hands by the minute. This +picture is contrary to what the media would have you believe +about a slow and troubled economy and a population of broke +people struggling just to buy milk and diapers. This picture +may be contrary to the one you see and operate your business +in, which is exactly the point. Dr. Edward Kramer, an early pio- +neer in success education, said that even a tiny and insignifi- +cant penny held close to the eye can block the sun. I find most +xviii +NO B.S. Marketing to the Affluent +PREFACE / HOW TO USE THIS BOOK TO GET VERY RICH + + +businesspeople are just so myopic. Blocking their discovery of +untold opportunity for extraordinary income and profit by fol- +lowing the money to the affluent is a picture of the poor held too +tightly to the eye. Most business owners think that customers for +whom price is irrelevant are as rare as unicorns trained in ballet, +so they never set out deliberately to attract and do business with +them. In truth, there is a giant, growing availability of such cus- +tomers. Your view of the prosperity waiting for you will change +with this book. +To the second, while I have been the most serious student +and highly paid practitioner of direct marketing for 30 years, I +have been most seriously studying and devising special market- +ing strategies for the affluent for the past 5 years. I write a monthly +publication, the No. B.S. Marketing To The Affluent Letter (in addi- +tion to the regular No B.S. Marketing Letter), born by demand and +opportunity. The explosive growth of the emerging mass-affluent +and affluent populations made this specialized focus irresistible. +The response to that newsletter and the information it provides +led to this book. In everything I’ve ever done in marketing, the +two things that have had the greatest positive impact for the +greatest number and diversity of business owners have been +educating them about price elasticity and about marketing to the +affluent. +We are in the midst of a demographic revolution, with the +baby boomer population peaking, the mass-affluent population +exploding, and the affluent population growing richer per capita, +all converging to produce a new “spending class.” +Opportunities to trade up, to upgrade your clientele, to re- +arrange your business, its presentation of products, services, and +prices to attract upscale, more freely spending consumers have +NO B.S. Marketing to the Affluent +xix +PREFACE / HOW TO USE THIS BOOK TO GET VERY RICH + + +never been better. The retailers’ antidote to big box stores and +online commoditization, the professionals’ antidote to cheap-fee +competitors, the service companies’ antidote to cheap discoun- +ters and bait ’n’ switchers, everybody’s immunity to recession is: +the customer for whom price is not the issue! Now the popula- +tion of such customers is growing exponentially and rapidly. You +need to understand them, realize how abundant and plentiful +and obtainable they are (possibly contrary to your own limited +perception), and learn to target and attract them. You will under- +stand the psyche of the affluent customer and be able to market +to his aspirations, values, and mind-set as result of this book. +IF YOU WOULD CHOP OFF YOUR OWN HAND WITH A +DULL AXE before letting it hand over your credit card to buy a +$4,195.00 cloth purse or spend $8,000.00 to fly somewhere private +that Southwest goes to for $49.00, or join former Senator John +Edwards at the salon for a $400.00 haircut and then the architect’s +office to plan a 26,000-square-foot home, or pay $6,200.00 for a +hand-carved mahogany umbrella rack, then you do not under- +stand the rich and are therefore banned from success in selling to +them. +This book’s mission is to introduce you to three groups of +customers in a meaningful way—the rich or ultra-affluent, the +affluent, and the mass-affluent—as well as three convergence +groups, the ultra-affluent boomers, the affluent boomers, and the +mass-affluent boomers. Here I give you six different golden keys +to unlock six different doors, each leading to far greater financial +rewards for you regardless of the business or sales career you are +in. They are keys of understanding. Understanding the magni- +tude of these customer groups, their explosive growth, their psy- +che, their spending behaviors. +xx +NO B.S. Marketing to the Affluent +PREFACE / HOW TO USE THIS BOOK TO GET VERY RICH + + +Years ago, a client tried to hire me for a copywriting assign- +ment I foolishly rejected, for TV commercials for a home-study +course teaching fishermen how fish think, based on the premise +that to catch a lot of the biggest, fattest, most desirable fish, you +needed to know how fish think. Knowing nothing about fishing, +I thought the whole thing bunkum that no sane person would +buy no matter how clever my copy was crafted. I was wrong; the +commercials sold tons; I lost out on hundreds of thousands of +dollars in royalties. Oh well. It is, as we rich so often say, only +money. Now I tell you: you need to know how these rich think +should you wish to attract them. +Finally, third, you’ll be shown a systematic approach to con- +verting all this newfound understanding into actual attraction of +affluent customers. My life has been about building marketing +systems—and I am routinely paid upwards of $100,000.00 by my +private clients for doing so. Over 30 years, more than 85% of my +clients have returned to me for such assistance repeatedly. You +can be assured that the systematic approach I’ve prescribed here +will work for you—in any type or size of business, professional +practice, or sales career. +One of the best questions I’ve ever been asked, which I’ve +taken to asking others, is: Do you seriously, sincerely want to be +rich? If you do, you will use this book as a stepping-stone to the +road paved with gold, which leads to where all the wealth is. You +will go there without further delay, without hesitation, without +procrastination. +NO B.S. Marketing to the Affluent +xxi +PREFACE / HOW TO USE THIS BOOK TO GET VERY RICH + + +Important Notices from the Author +References +A massive amount of research, tapping into more than a hundred +sources as well as the experiences of my own clients and of +Glazer-Kennedy Insider’s Circle™Members has gone into this +book. I have not turned it into an academic textbook, meticulous- +ly footnoting each and every fact or statistic to its specific source +or sources. Where only one source was used for a significant +amount of information, it is footnoted. Otherwise, I have, in the +“Resources” portion of this book, provided a lengthy list of web- +sites including sites belonging to most of my research sources. +The serious student motivated by this book will visit them all. +Also, throughout the book, you’ll find “Recommended Resource” +boxes in the chapters directing you to useful sources of informa- +tion and assistance. I should tell you, delays between writing and +having a book published are unavoidable. While every effort has +been made to verify the accuracy of the information and to list +only active sites and resources, it’s a safe bet that some of this +won’t age well—even a few months can make a difference in the +fast-moving world of marketing. The principles and strategies, +however, will remain valid for years to come. Some updating of +the information will be provided at www.NoBSBooks.com, in the +section for this book. And the best way to stay connected to my +most current information on marketing to the affluent is to sub- +scribe to my No B.S. Marketing To The Affluent Letter, available at +www.DanKennedy.com. +Gender Language +For those of you who are gender- or political-correctness sensi- +tive, to head off letters: I have predominately used he, him, and so +xxii +NO B.S. Marketing to the Affluent +PREFACE / HOW TO USE THIS BOOK TO GET VERY RICH + + +on throughout the book with only occasional exception, rather +than awkwardly saying he or she, him or her. I do not mean this as +a slight to women, only as a convenience. I am not getting paid +by the word. +Free Offer +I do not want our new relationship begun with this book to end +as one-night stand. I have a great deal more to share with you, +and it won’t take you long reading this book to realize there’s a +lot more to be gained from me than can fit here. To make the next +steps entirely risk free to you, I’ve made them cost free too. There +is an incredible Free Gift Offer on page 429, giving you more than +$600.00 in resources (at their publishers’ price value), including a +two-month “test drive” trial membership in my Insider’s Circle, +which includes my No B.S. Marketing Letter. During these two +free months, you’ll be invited to join me and other experts on +Webinars and Tele-Seminars. To be sure you don’t get side- +tracked and miss out, why not go right now, before doing any- +thing else, to page 429 at the back of the book and accept my +offer? It will take only a few minutes. Oh, I’ll remind you as we +go along, but the sooner you accept, the sooner all the good stuff +starts coming your way! +NO B.S. Marketing to the Affluent +xxiii +PREFACE / HOW TO USE THIS BOOK TO GET VERY RICH + + +“LUXURY is the first, second and third cause +of the ruin of the republics. +It is the vampire +which soothes us into +a fatal slumber +while it sucks the life-blood of our veins.” +—EDWARD PAYSON ROE, (1838–1888), +MINISTER, CIVIL WAR CORRESPONDENT TO THE NEW YORK EVANGELIST, +NOVELIST, STRICT MORALIST. +“Let the +bacchanal +begin.” +—DAN S. KENNEDY + + +BOOK ONE +Who Are These People +Who Have All the Money? +Understanding +Mass-Affluent, Affluent, and +Ultra-Affluent Buyers + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +[Image-only page; OCR found no readable text. Consult the PDF for visual content.] + + +have always wondered about the monkeys on monkey +islands in our zoos. As we stand there looking at them, +amused at their funny expressions and antics, are they enter- +tained by looking at us in our funny clothes? Are the monkeys +asking themselves, Who are these goofy creatures, anyway? I do +know, from numerous conversations with my clients, that the +rich are strange and odd and incomprehensible, that figuring out +what motivates their behavior is as difficult as figuring out why +the monkeys act as they do. While we’ll never need to decipher +the monkeys’ thoughts and acts, we do need to decode the rich. +3 +C H A P T E R 1 +I +Who ARE These People, +Anyway? +“With money in your pocket you are wise, +you are handsome, and +you sing well, too.” +—YIDDISH PROVERB + + +We can begin by organizing the population itself. Through- +out this book, I’m going to subdivide the affluent population +many different ways: +Ultra-Affluent +Affluent +Mass-affluent +. . . and specialty market groups, like +Affluent Boomers and Mass-Affluent Boomers +Affluent Gays and Lesbians +Affluent Entrepreneurs and Business Owners +. . . and then by gender, women and men. +These divided groups meet, converge, and also act separately. +It is up to you to ultimately develop your own carefully defined +target group within the affluent population that is ideally matched +with your products, services, even your own personality. +Let’s begin with some basic definitions. +Mass-Affluent—Household +incomes +of +$85,000.00 +to +$150,000.00 and/or net worth exceeding $250,000.00. This is the +fastest-growing segment of the entire consumer market. These +people are younger and more diverse than any previous affluent +population in history. They include families with young chil- +dren; single-parent households; blue-collar, not just white-collar, +employees, as well as small-business owners. Demographic +groups who just five years ago, and certainly ten years ago, +would have been J.C. Penney® shoppers but now make some +purchases there, some down at Wal-Mart,®and many up at Saks® +and Neiman Marcus.® +Affluent—Those with household incomes of $150,000.00 to +$250,000.00 and/or net worth including primary and additional +4 +NO B.S. Marketing to the Affluent +CHAPTER 1 / WHO ARE THESE PEOPLE, ANYWAY? + + +residences’ equity, exceeding $1 million. In short, millionaires. As +many millionaires bemoan, being a millionaire ain’t what it used +to be! The status of millionaire, once rarified, is now mainstream. +We’ve had a two-decade millionaire explosion in America, and a +similar explosion is now occurring in a number of other countries. +It is within the Mass-Affluent in move-up mode and the +Affluent categories that we find what some demographers have +taken to calling “middle-class millionaires;” they are of a very +particular mind-set, which we’ll be talking about at length. +Ultra-Affluent. Those with household incomes of $250,000.00 up +and/or net worth of $3 million to $10 million. Here we find the +wealthiest 10% of U.S. households as defined by net worth, +according to the most recent Federal Reserve study. Their aver- +age net worth is $3.1 million, average annual income is +$256,000.00. They earn 36% of all U.S. income and control 70% of +the U.S. net worth. As a group, these 11 million households hold +89% of the value of all publicly traded stocks and mutual funds +in the United States. +Ultra-Ultra-Affluent. Household incomes of $1 million and up +and/or net worth starting above $10 million but more commonly in +the $20 million to $50 million range. Private jet owners* fit nicely +here—they have average yearly incomes of $9 million, net worth +in excess of $50 million. Average age 57, 70% men. Each year they +report spending $30,000.00 on wine and alcoholic beverages, +$150,000.00 at hotels and resorts, $115,000.00 on clothes and +accessories, $250,000.00 on jewelry, $500,000.00 on home improve- +ments and furnishings, and they have at least two residences. As +NO B.S. Marketing to the Affluent +5 +CHAPTER 1 / WHO ARE THESE PEOPLE, ANYWAY? +*Based on study reported at www.MarketWatch.com. + + +a practical matter, their spending power is unlimited. Their ranks +include Fortune 1000 CEOs, Hollywood celebrities and execu- +tives, and professional athletes, but more than half are not +famous or in exotic occupations or businesses but are, instead, +“the millionaire next door” who has moved up. Many have built +up and sold businesses or taken their businesses public, creating +lump-sum wealth. +Affluent Boomers. You’ll find a very lengthy chapter devoted +exclusively to this, pardon pun, booming group actively explor- +ing and even inventing an entirely new approach to retirement +and Act 3 and Act 4 of life—and funding it with an unprecedented +amount of spending power. +I I I +These groups, and other affluent groups, offer opportunity to +marketers as unprecedented as is their prosperity, spending +power, and attitudes about spending. In the chapters to come, +you will see this new world of opportunity revealed. +6 +NO B.S. Marketing to the Affluent +CHAPTER 1 / WHO ARE THESE PEOPLE, ANYWAY? + + +NO B.S. Marketing to the Affluent +7 +CHAPTER 1 / WHO ARE THESE PEOPLE, ANYWAY? +WHAT ARE THEY BUYING? +Purchases and Spending in Past 12 Months +Affluent +Ultra-Affluent +Home furnishings +80% +84% +Women’s evening apparel +43% +56% +Fine jewelry +37% +50% +Artwork, collectibles +10% +20% +Lifestyle Plans in Next 12 Months +Affluent +Ultra-Affluent +Invest: stocks, real estate +39% +55% +Remodel/renovate +39% +37% +Trip outside U.S. +37% +57% +Buy/lease new car +25% +34% +Cruise +16% +20% +Buy new/addt’l home +9% +13% +Based on 2006–2007 research data from Monroe Mendelsohn +Research/Mendelsohn Affluent Survey, 2007 (www.mmrsurveys.com). + + +Foreword +How to Easily Attract the Affluent by Joe Vitale . . . . . . . . . xi +Preface +How to Use This Book to Get Very Rich . . . . . . . . . . . . . . . xv +B O O K O N E +WHO ARE THESE PEOPLE WHO +HAVE ALL THE MONEY? +C H A P T E R 1 +Who ARE These People, Anyway? . . . . . . . . . . . . . . . . . . 3 +C H A P T E R 2 +The Ultra-Rich: Different Than You and Me . . . . . . . . . . . 9 +C H A P T E R 3 +The Question Freud Couldn’t Answer . . . . . . . . . . . . . . . 19 +Late-in-Life Divorce as a Spending Event, 21 +The Growing Population of “Cougars,” 22 +Stigmas Gone, 23 +iii +C H A P T E R 1 +Contents + + +iv +NO B.S. Marketing to the Affluent +CONTENTS +Legal Discrimination, 24 +It Isn’t Simple, 25 +C H A P T E R 4 +Boys Will Be Boys, No Matter Their Age. . . . . . . . . . . . . . 31 +Status, 32 +Men and Their Toys, 34 +C H A P T E R 5 +Marketing to Affluent Gay and Lesbian +Consumers Is Out of the Closet . . . . . . . . . . . . . . . . . . 37 +The Travel Industry Goes into New Territory, 39 +C H A P T E R 6 +Affluent Boomers’ Spending Boom. . . . . . . . . . . . . . . . . 43 +The Big Wave, 44 +What Do They Want? What Will They Buy?, 49 +One of the Toughest Challenges for Marketers +(The Death of Age-Based Advertising), 51 +A Look at the Attitudes Governing Boomers’ Spending, 52 +Sales Strategies, Tactics, and Tools, 57 +Big Opportunities and How Businesses +Will Adapt to Boomers in Coming Years, 62 +C H A P T E R 7 +Those Who’ve Gone from Poor to Rich . . . . . . . . . . . . . 77 +Selling to the Self-Employed Affluent, 79 +C H A P T E R 8 +The 3⁄4-Full Glass. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93 +C H A P T E R 9 +Peer Deep into Their Souls . . . . . . . . . . . . . . . . . . . . . . . 101 +What the Gates Really Are, 104 + + +NO B.S. Marketing to the Affluent +v +CONTENTS +C H A P T E R 1 0 +The Affluent E-Factors . . . . . . . . . . . . . . . . . . . . . . . . . . . 109 +Recognition Does Matter, 113 +B O O K T W O +WHAT ARE THEY SPENDING THEIR MONEY ON? +C H A P T E R 1 1 +“They” Are Trying to Figure It Out . . . . . . . . . . . . . . . . . 119 +C H A P T E R 1 2 +What Are You a Merchant Of? . . . . . . . . . . . . . . . . . . . 123 +What It Is Needn’t Determine What It Is, 126 +C H A P T E R 1 3 +Value in the Eye of the Beholder. . . . . . . . . . . . . . . . . . 131 +C H A P T E R 1 4 +Stop Selling Products and Services . . . . . . . . . . . . . . . . 137 +A Great Ad Campaign Can Last Forever, 138 +C H A P T E R 1 5 +Products and Services for the Affluent +Go Mainstream Mass-Affluent . . . . . . . . . . . . . . . . . . 143 +How Dare the Uncouth Heathens Invade Our Citadels, 145 +C H A P T E R 1 6 +How the Mass-Affluent Trade Up. . . . . . . . . . . . . . . . . . 149 +Their Little Indulgences Equal Big Profit Improvements, 150 +C H A P T E R 1 7 +Thanksgiving Dinner Grandma Doesn’t Make. . . . . . . 155 +C H A P T E R 1 8 +Money Spent on Passions. . . . . . . . . . . . . . . . . . . . . . . . 159 + + +vi +NO B.S. Marketing to the Affluent +CONTENTS +C H A P T E R 1 9 +Money Spent Collecting. . . . . . . . . . . . . . . . . . . . . . . . . 167 +C H A P T E R 2 0 +Money Spent on Kids and Grandkids . . . . . . . . . . . . . . 173 +C H A P T E R 2 1 +Money Spent on Pets . . . . . . . . . . . . . . . . . . . . . . . . . . . 177 +C H A P T E R 2 2 +Money Spent on Women . . . . . . . . . . . . . . . . . . . . . . . . 185 +C H A P T E R 2 3 +Money Spent on Bling. . . . . . . . . . . . . . . . . . . . . . . . . . . 189 +C H A P T E R 2 4 +Money Spent at Home . . . . . . . . . . . . . . . . . . . . . . . . . . 193 +C H A P T E R 2 5 +Money Spent Dining Out . . . . . . . . . . . . . . . . . . . . . . . . 199 +C H A P T E R 2 6 +Money Spent on Experiences . . . . . . . . . . . . . . . . . . . . 203 +C H A P T E R 2 7 +Money Spent on Liberty . . . . . . . . . . . . . . . . . . . . . . . . . 211 +How to Make Yourself Magnetic to the Affluent, 216 +B O O K T H R E E +HOW CAN I GET THEM TO GIVE ME THEIR MONEY? +C H A P T E R 2 8 +No Boundaries Anymore. . . . . . . . . . . . . . . . . . . . . . . . . 221 +The Internet as Great Liberator, 224 +C H A P T E R 2 9 +Recession-Proofing Your Business. . . . . . . . . . . . . . . . . . 231 + + +NO B.S. Marketing to the Affluent +vii +CONTENTS +C H A P T E R 3 0 +Affluent Consumer Entrapment. . . . . . . . . . . . . . . . . . . 239 +Problems and Solutions, 249 +C H A P T E R 3 1 +We Know Where They Live . . . . . . . . . . . . . . . . . . . . . . . 257 +How Much Do We Know?, 264 +C H A P T E R 3 2 +You Need to Choose Your Words Carefully . . . . . . . . . 273 +Out of the Mouths of . . ., 281 +C H A P T E R 3 3 +The Language of Membership . . . . . . . . . . . . . . . . . . . 303 +C H A P T E R 3 4 +You Need to Get Client Referrals on +Purpose, Not by Accident. . . . . . . . . . . . . . . . . . . . . . 309 +Peer Recommendations Rule, 312 +C H A P T E R 3 5 +Banish the Ordinary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 319 +C H A P T E R 3 6 +How to Create Unique Value from Thin Air . . . . . . . . . 325 +Illustrate Your Process, 325 +Elevate Your Status, 326 +Make Your Clients Qualify to Do Business with You, 328 +C H A P T E R 3 7 +Every Marketer to the Affluent Should Be +in the Information Business . . . . . . . . . . . . . . . . . . . . . 333 +Path 1: Get Published or Publish Yourself, 335 +Path 2: Promote Yourself as Author and Expert, 336 + + +viii +NO B.S. Marketing to the Affluent +CONTENTS +Path 3: Publicity, 336 +C H A P T E R 3 8 +Who Can Have the Highest Price? . . . . . . . . . . . . . . . . 341 +C H A P T E R 3 9 +Price, Profits, and Power. . . . . . . . . . . . . . . . . . . . . . . . . 345 +Stop Striving for Lower Prices, 348 +C H A P T E R 4 0 +How to Raise Prices without Raising Prices. . . . . . . . . . 357 +C H A P T E R 4 1 +Price Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 361 +The Secret of Selling Big-Ticket Items, 361 +The Slack Adjuster, 363 +Ascension, 364 +The 20% Factor, 365 +Upsells, 365 +Charge for What Was Free, 366 +C H A P T E R 4 2 +The Trouble with Having Money . . . . . . . . . . . . . . . . . . 371 +C H A P T E R 4 3 +Personal Confidence . . . . . . . . . . . . . . . . . . . . . . . . . . . 387 +C H A P T E R 4 4 +Political Commentary, In Defense of the Affluent . . . 395 +If You Eat the Rich, You Will Soon Starve, 398 +How to Set the American Economy Back +to the Stone Age Almost Overnight, 400 +Refuse to Be “Played” with Guilt by the Socialists, 402 + + +NO B.S. Marketing to the Affluent +ix +CONTENTS +B O O K F O U R +RESOURCES +Sources of Information in This Book and +Other Resources of Interest. . . . . . . . . . . . . . . . . . . . . 407 +Websites about Boomers, 412 +Magazines to Read—To Better Understand the Affluent, 412 +TV to Watch, 413 +Places to Go—To Better Understand the Affluent, 413 +Resources to Better Understand the +Philosophy of the Affluent, 413 +Reference Books, 414 +Other Books by Dan S. Kennedy, 415 +About the Author, 417 +Partial List of Authors, Business Leaders, +Celebrities, etc. with Whom Dan Has Appeared +on Programs with as a Speaker, 418 +Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 421 +The Most Incredible Free Gift Ever . . . . . . . . . . . . . . . . 429 +Dan S. Kennedy, No B.S. Marketing to the Affluent, ©2008, by Entrepreneur Media Inc. +All rights reserved. Reproduced with permission of Entrepreneur Media, Inc. + + +Get Entrepreneur Magazine +to help grow your business +Don’t miss out on must-have tips, techniques, trends and +strategies that business owners need to help build and grow +their businesses. Learn what other smart business owners know. +Subscribe to Entrepreneur! +Click on the link below to +subscribe to the print edition: +Click on the link below to +subscribe to the digital edition: +Note: Requires a browser to view. +or call 1-800-274-6229 +https://w1.buysub.com/servlet/OrdersGateway?cds_mag_ +code=ENT&cds_page_id=55992&cds_response_key=I1OPBEPDI +https://store.coverleaf.com/softslate/do/manufacturer/ +entrepreneur/?utm_source=Coverleaf&utm_medium=Online%2BLink&utm_ +campaign=PC%2BDigital%2BEdition + + +Entrepreneur Press is a leading SMB publisher, +providing aspiring, emerging and growing +entrepreneurs with actionable solutions to every +business challenge—ultimately leading you from +business idea to business success. +More titles from Entrepreneur Press +Entrepreneur.com is the most widely used website by entrepreneurs and leaders +in business worldwide. As the leading small business website, Entrepreneur.com +serves its visitors’ needs by creating the most satisfying experience with relevant +content, logical information management and ease of access. + Visit Entrepreneur.com +More from Entrepreneur +® +NEWSLETTERS +Sign Up for the Latest in: +Online Business +Franchise News +Starting a Business +Sales & Marketing +Growing a Business +Hot Off EPress +http://www.entrepreneurpress.com/ +http://www.entrepreneur.com/ +http://newsletters.entrepreneur.com/ diff --git a/library/The Direct Mail Solution/Chapter-01-How-to-Think-about-Direct-Mail-to-Grow-Rich/Chapter-01-chapter-notes.md b/library/The Direct Mail Solution/Chapter-01-How-to-Think-about-Direct-Mail-to-Grow-Rich/Chapter-01-chapter-notes.md new file mode 100644 index 0000000..742d58d --- /dev/null +++ b/library/The Direct Mail Solution/Chapter-01-How-to-Think-about-Direct-Mail-to-Grow-Rich/Chapter-01-chapter-notes.md @@ -0,0 +1,27 @@ +# The Direct Mail Solution — Chapter 01: How to Think about Direct Mail to Grow Rich +- **Date Created**: 2026-10-11 +- **Status**: Not Started +- **Reading Span**: PDF pages 22–31 + +--- + +## 1. Pre-Reading Briefing +- **Core Question**: +- **Key Points to Watch For**: +- **Context & Thread from Prior Chapters**: First chapter — nothing carried in. + +--- + +## 2. Reading Review & Reflections +- **Prompt Questions**: +- **User Key Takeaways**: +- **Scaffolding & Feedback**: + +--- + +## 3. Chapter Synthesis +- **Core Thesis**: +- **Key Concepts / Mental Models**: +- **Notable Arguments & Evidence**: +- **Updates to Prior Understanding**: +- **Weekly Action Item**: diff --git a/library/The Direct Mail Solution/Chapter-01-How-to-Think-about-Direct-Mail-to-Grow-Rich/Chapter-01-memory.md b/library/The Direct Mail Solution/Chapter-01-How-to-Think-about-Direct-Mail-to-Grow-Rich/Chapter-01-memory.md new file mode 100644 index 0000000..40230bd --- /dev/null +++ b/library/The Direct Mail Solution/Chapter-01-How-to-Think-about-Direct-Mail-to-Grow-Rich/Chapter-01-memory.md @@ -0,0 +1,27 @@ +# The Direct Mail Solution — Chapter 01 Memory: How to Think about Direct Mail to Grow Rich +- **Stage**: Intake complete — awaiting preview +- **Next Step**: Run the Chapter 1 pre-reading briefing before the reader starts. +- **Reading Span**: PDF pages 22–31 +- **Source Text**: /library/The Direct Mail Solution/Chapter-01-How-to-Think-about-Direct-Mail-to-Grow-Rich/Chapter-01-source-text.md (the chapter's own words; read instead of the PDF) +- **Full Record**: /library/The Direct Mail Solution/Chapter-01-How-to-Think-about-Direct-Mail-to-Grow-Rich/Chapter-01-chapter-notes.md (read only if needed) +- **Last Updated**: 2026-10-11 + +## Carried-in Context (from earlier chapters) +- First chapter — nothing carried in. + +## This Chapter +- **Core Question**: Pending preview +- **Watch-For Themes**: Pending preview +- **Core Thesis**: Pending +- **Key Concepts**: Pending +- **Notable Arguments / Evidence Limits**: Pending +- **Action Item**: Pending + +## Reader State +- **Pending Questions**: None +- **Reader's Answers (paraphrase)**: None +- **Misconceptions / Feedback Given**: None +- **Personal Threads**: None yet + +## Open Threads +- None yet. diff --git a/library/The Direct Mail Solution/Chapter-01-How-to-Think-about-Direct-Mail-to-Grow-Rich/Chapter-01-source-text.md b/library/The Direct Mail Solution/Chapter-01-How-to-Think-about-Direct-Mail-to-Grow-Rich/Chapter-01-source-text.md new file mode 100644 index 0000000..09fd89b --- /dev/null +++ b/library/The Direct Mail Solution/Chapter-01-How-to-Think-about-Direct-Mail-to-Grow-Rich/Chapter-01-source-text.md @@ -0,0 +1,358 @@ +# The Direct Mail Solution — Chapter-01: How to Think about Direct Mail to Grow Rich +- **Source**: /library/The Direct Mail Solution/source-file.pdf +- **PDF pages**: 22–31 +- **Pages without text**: none + +--- + + +1 +How to Think +about Direct Mail +to Grow Rich +By Dan S. Kennedy +OR YOU TO REALLY PROFIT FROM THIS BOOK, YOU WILL NEED TO HAVE +faith and confidence in direct mail. You will have to think about +it accurately and correctly, be able to justify investment in it +and in figuring it out and making it work in your situation. You’ll +need to be a rational, reasoned believer. How you think about direct +mail will predetermine what you will and won’t do, how determined +and persistent you’ll be, and ultimately how successful you’ll be with +direct mail. +I have produced hundreds of millions of dollars of revenue for +myself and my companies, and many hundreds of millions of dollars +more of revenue for my clients, over a 40-year term and currently, +in over 200 different categories of products, services, businesses, +and nonprofits, and I’ll share some of those experiences as we go +F +CHAPTER1 + + +2 + THE DIRECT-MAIL SOLUTION +CHAPTER 1 / HOW TO THINK ABOUT DIRECT MAIL TO GROW RICH +along. But my personal experience is not as important as outright, +uncontestable facts. +Facts Are Stubborn Things +It doesn’t matter what you think or believe, what others think or believe, +what it seems everybody thinks or believes. No amount of thinking or +believing ever alters fact. It may mask it. But it never alters it. One of +the ways you need to think about direct mail is factually. Craig lays out +many specific facts. I’ll paint in broader strokes. +Many erroneously think of direct mail as outdated and rendered +irrelevant by newer media. Others erroneously think of it as too +expensive, especially when compared to online media that seems to be +free or nearly free, like email. Others think it is too cumbersome and +difficult, especially when compared to dashing off a 140-character tweet +with one push of one button. But the fact that something is newer, +easier to do, or superficially judged cheaper to do is irrelevant. We do +not build wealth by any of those things—easier, faster, cheaper, newer. +We build wealth with profitable results. Walking is cheaper and easier +to do than buying a ticket for a train or navigating preflight security +at the airport, but it isn’t the most effective or (if your time has value) +cost-efficient way to get from Boston to Los Angeles for a meeting. Too +often, the way people think about marketing media options is flawed, in +two key ways: First, in apples-to-oranges comparisons; second, in terms +of raw cost rather than comparative, net return on investment. +The right way to think about direct mail is in the present, its long +history notwithstanding. The right way to think about direct mail is +in the context of the key marketing question: How can you best reach, +reach out to, and obtain favorable attention from prospective customers, clients, +patients, or donors ideally suited to your product, service, business, or charitable +cause? The right way to think about direct mail and to compare direct +mail to other media is in the context of true value (never raw cost), +considering the quantity and quality of customers delivered, and the + + +THE DIRECT-MAIL SOLUTION + 3 +CHAPTER 1 / HOW TO THINK ABOUT DIRECT MAIL TO GROW RICH +net return on investment drawn from total, measured term, or lifetime +customer value—a metric Craig discusses in Chapter 8. Finally, the +right way to think about direct mail is as a universally proven engine of +business growth. So if you aren’t successfully using it, there’s something +wrong with you, and you are missing out on key opportunities for +growth, profit, and, maybe most important, sustainability and security +for your business. +As I’ll discuss later, there are lots of media you can use to make +sales. None offer as much stability and security to a business as does a +direct-mail marketing system that works. +So, despite any chatter and opining you may hear around you from +peers, friends, and media, you’ve made a smart decision stepping into +the pages of this book to explore direct-mail opportunities for your +business. +The fact is, more commerce is driven and wealth created +by direct mail than by any other media. This was true before the +internet. It is true now. If direct mail were outlawed on the first day of +a month, the economy would grind to a halt by the 30th day of that +same month. This truth is supported by the many facts provided to you +throughout this book. Even modern media-tech companies like Google +rely on direct mail (and telemarketing and human salespeople) to sell +advertisers on using their media. Of the top 500 ecommerce sites I know +of, nearly all also mail print catalogs, enveloped solo offers and product +literature, and postcards, most in large quantities, very frequently. +Lifelock, a huge advertiser on radio, in print media, and across the +online media spectrum, also mails huge numbers of direct-mail pieces. +Companies like J.Crew, with brick-and-mortar stores and robust +ecommerce, mail hundreds of millions of catalogs. If you simply look, +you will see direct mail playing a role in virtually every kind of business: +retail, service, B2C, B2B, and, yes, (supposed) ecommerce. It is not only +as I said, a universal and largely essential engine of business growth, +it is even more vital in retaining, developing, and selling to existent +customers regardless of how they were obtained in the first place. + + +4 + THE DIRECT-MAIL SOLUTION +CHAPTER 1 / HOW TO THINK ABOUT DIRECT MAIL TO GROW RICH +“Plugging the holes in the money bucket” for businesses, something +I do a lot in my consulting practice, always involves direct mail. You +can find an in-depth discussion of plugging holes in a business’ money +bucket in Chapter 5 of my book, No B.S. Guide to DIRECT Marketing +for NON-Direct Marketing Businesses (2nd Edition), which is an excellent +companion to this book narrowed to direct mail. +This is, of course, contrary to the popular perception that direct +mail is antiquated, that everybody hates “junk mail,” that nobody +reads anymore, that we live in a digital world, and that you, the +businessperson, must focus on everything online. This statement is also +probably contrary to what employees, peers, your trade association and +trade journals, the media, friends, and family are all telling you. It is +important to listen more to facts than opinions. To methodically follow +the money, not popular opinion. +Something has brought you here. A nagging feeling that too +much of what you are being pushed to do is laden with waste, defies +accountability, is trendy and popular, and is eagerly embraced yet +ineffective. An awareness, maybe, that the direct mail you get from +very successful companies is clearly built for accountability and must +be productive or it wouldn’t continue. A desire to be more in control +of your sales. Whatever has brought you here, you are going to +encounter contrarian facts, strategies, methods, and opportunities. +Prepare yourself. +When presented with facts, there are three ways people can react. +Ignore them—a popular approach in government. Deny them and +insist on contradictory opinions and beliefs. Embrace them and find +opportunities by using them. +It is a fact that 1 percent are rich, 4 percent do well financially, +15 percent do okay, and 80 percent are distant, distant also-rans. +The Income Pyramid in America, and in virtually any organized sub- +population, such as an industry or profession, is a fact. It is not an +accident. It is not a forced injustice. There are reasons for this fact, one +of which is the way people choose—and they do choose—to react to facts. + + +THE DIRECT-MAIL SOLUTION + 5 +CHAPTER 1 / HOW TO THINK ABOUT DIRECT MAIL TO GROW RICH +Prosperity by direct mail is fact. Now we want to find your +opportunities to participate and profit. +As an admittedly nonlinear, hop-about introduction to those +opportunities, I’ll finish off this chapter by telling you about some +of my favorite reasons for relying on direct mail for myself and for +countless clients, as well as linked entrepreneurial and marketing +strategies and sources of power in the marketplace. +The Power of Opposite Direction +In price, there is always a battle, and at the bottom, there is a crowd in +combat over cheap, cheaper, cheaper yet, and cheapest. Howard Schultz +went in the opposite direction with coffee, and thus we have Starbucks. +An enormous amount of price elasticity is available simply by heading +in the opposite direction of a crowd. +In distribution, there is always a stampede of followers following +followers to any new doorway. J.K. Rowling held her Harry Potter +books back and out of digital distribution until millions of copies +in hardbound and paperback editions had been sold, thus reaping a +much, much, much greater financial harvest from her work. My client, +the Guthy-Renker Corporation, created the number-one selling acne +remedy, built and then sustained an $800-million-plus business with +it (Proactiv®) by not putting it on drug store and discount store shelves +where all the other OTC acne products are. +The entrepreneurial world is full of opposite-direction success +stories. A lot of ordinary businesses producing ordinary incomes +exist by doing ordinary things. Exceptional businesses producing +exceptional incomes tend to go in opposite directions. The entire +world of algorithms was birthed by a renegade going in the opposite +direction of the entire Wall Street community, a fascinating story +told in the first part of the book Automate This by Christopher Steiner. +Opposite direction is one of the big themes of my Renegade Millionaire +System and Renegade Millionaire Marketing System, a comprehensive + + +6 + THE DIRECT-MAIL SOLUTION +CHAPTER 1 / HOW TO THINK ABOUT DIRECT MAIL TO GROW RICH +blueprint of entrepreneurial fortune-making. (DanKennedy.com/ +store). +On GKIC stages, we’ve had a lot of opposite direction entrepreneurs. +Gene Simmons of KISS did something no other rock star of his era +even imagined—he personally retained all rights to licensing of all the +band’s images and built and owns one of the largest and richest brand +licensing businesses. As Gene says, you can buy KISS-branded condoms +and caskets and everything in between. Joan Rivers has made a fortune, +building a jewelry business empire not in stores, not by licensing her +name, but by selling direct to consumer via the home shopping channel, +QVC. I could go on. The point is that, often, acting against common +practice and widely held ideas and new, popular fads or trends yields +breakthrough outcomes. +The use of direct mail today is its own opposite direction. There +is a foolish stampede away from it and, for that matter, away from other +“old” media. I have a client in an industry that was badly damaged by +direct connection with the real estate and mortgage industry crashes +picking up speed from 2008 and 2009 to now. Most of his competitors +and peers who survived abandoned all the “old” media they’d relied on +and made a complete switch to online media, relying on Google Adwords +and manipulated organic search, Facebook advertising and organic +search, YouTube, etc., etc., to generate their leads. Even as they saw their +lead quantity rise but quality collapse so their costs per sale skyrocketed, +they kept pouring all their coal (money+time+attention) into this pit. +My client went in the opposite direction. He just about discontinued +his online lead generation and redoubled his use of well-selected +mailing lists and direct mail, driving people online to read and watch +his video-assisted sales letters and from them to buy his products. He +prospered so well at this, he began buying his competitors’ customer +and unconverted lead lists that they were only willing to email. He +mailed them his postcards and multipage sales letters to drive them to +his online sales presentations, and he made money with his rivals’ lists +even though they were losing money marketing to them! + + +THE DIRECT-MAIL SOLUTION + 7 +CHAPTER 1 / HOW TO THINK ABOUT DIRECT MAIL TO GROW RICH +The clutter in mailboxes has, in fact, thinned, a Darwinian thinning +of the herd. This is an advantage for today’s direct-mail marketers— +like my client. As all his competitors congregated online and created +overwhelming clutter, confusion, and chaos in peoples’ email inboxes +and throughout the media they used, like Google and Facebook, he +took over the territory they abandoned and, in his category, pretty +much had it all to himself. +Direct mail is the rare creature jointly owned by renegade millionaires +and, at the same time, the well-established giants and leaders and the most +profitable small businesses in hundreds and hundreds of categories. +The Power of “Evergreen” and “Autopilot,” +Predictability, and Reliability +You do not need to be psychic to predict income. +My clients have direct-mail campaigns that I created for them 3, 5, +7, as much as 11 years ago. They mail week in and week out, and have +not needed to change one whit. Because of this, they can accurately +predict the number of new customers being acquired and the amount +of income being created. Further, many lock it all in on autopilot. The +chosen lists go the mailing house; the needed quantity of the direct-mail +pieces go to the mailing house; a preset number are mailed each week; +a predicted number of sales are made each week or a predicted number +of appointments are created for a practice, and a predicted number of +people come to a store or showroom. Such a direct-mail asset is, inside +the industry, called “evergreen,” because it does not brown-out or die, +nor even need watering, fertilizing, or attention. It is much, much +more difficult to achieve evergreen in other media, particularly with +online media, where the speed of change, copycatting, and changing +of rules by the media itself—for example, Google’s incessant changes +in algorithms, content requirements, and ranking formulas. Most +successful advertising created these days has painfully short shelf life, +except in direct mail. + + +8 + THE DIRECT-MAIL SOLUTION +CHAPTER 1 / HOW TO THINK ABOUT DIRECT MAIL TO GROW RICH +The Power of Showing Up Alone +Consider the purchase of a commodity, say, a mattress or a portable +space heater. If you search “mattress” on Google, you’ll get a dizzying +array of over 100,000 product choices, informational pieces, consumer +reports, and other things to look at. If you go to Amazon.com and +search, you’ll find a myriad of options being sold by Amazon, and by +other vendors operating their own stores on Amazon’s platform. If +you go to a Home Depot store in October and look at space heaters, +you’ll find an aisle full of different products to pick from. Surrounded +by variably priced, seemingly comparable options, 80 percent of all +consumers pick from the bottom one-third of the prices. Increasingly, +consumers also price-compare what’s in front of them on the shelf with +other sellers via their smartphones. +Showing up amid a lot of competition cripples price and +profit. In such environments, long-established, familiar brand names +have advantage, and if you are a lesser-known but superior choice, +you are at disadvantage. The internet is not really as democratizing +a force in commerce as it is often made out to be. The majority of +traffic converted to buyers is bought and paid for, most of it by the +highest bidders—not obtained through organic search. And the traffic +obtained via “showrooming”—price comparing through smartphone +while standing in store—invariably goes to the lowest-price merchant. +If you choose to mud-wrestle in this swamp, I wish you well, but +you might be better served, wealthier, and happier by opting out. There +is an old line about recessions and No Parking Zones: They are for +everybody else. I refuse to participate. Some savvy users of direct mail can +say the same thing about competition. +There are only two sales channels that actually remove the +consumer from competition, clutter, chaos, and confusion and +focus him on a yes or no decision, on acceptance or rejection of +one offer or provider. One is the salesperson placed in the consumer’s +home or office, mano-a-mano, face-to-face, nose-to-nose, toes-to-toes. +The other is the sales letter placed in the consumer’s hands, as he sits in + + +THE DIRECT-MAIL SOLUTION + 9 +CHAPTER 1 / HOW TO THINK ABOUT DIRECT MAIL TO GROW RICH +his recliner or at his desk. The latter is the closest possible experience +to the first. +And only my sales letter can bring my customer directly to my +mattress store, predetermined to buy a mattress from me and no one +else. Only my sales letter can keep the homeowner out of Home Depot +and out of Google and get him to pick up the phone and buy my space +heater. With direct mail, you can show up alone and bolt the door +behind you when you enter. +The Power of the Full and Best-Told Story +A lot of media imposes a lot of pressure to abbreviate your sales story. +Don’t. +Personally, I find 30- and 60-second radio and TV commercials the +toughest media to work with. Most experts and most consumers insist +that 7 minutes, give or take, is the maximum attention that’ll be given +to online video, although I can point to notable exceptions, where +20-, 40-, 60-minute—or even 4-hour—online video presentations have +made and are making millions of dollars. To me, the media offering +the least pressure to tell less than the best-told story is direct mail. +With different direct-mail formats, I can successfully engage people in +very long copy and gain the opportunity I want most: to tell my full +and best story without compromise, to prospects picked to receive it +because of known interest in it. I have routinely created and mailed +12-, 16-, and 32-page sales letters, 24- to 64-page booklets, and other +similarly long copy pieces with audio CD or DVD. If I can make it +interesting for an interested prospect, he will read it all, listen to it all, +and watch it all. +This is particularly important for the most difficult marketing, +selling, or lead-generation tasks—such as presenting complex +propositions, new and unfamiliar propositions, things that are met +with high levels of skepticism, or premium price products or services. +Abbreviating these kinds of sales stories to fit preset limits of inflexible + + +10 + THE DIRECT-MAIL SOLUTION +CHAPTER 1 / HOW TO THINK ABOUT DIRECT MAIL TO GROW RICH +media or to meet short attention spans linked to certain media can be +deadly. +The Power of Time Commitment +This is a secret: The more time a prospect invests with a marketer, the +more likely he is to buy from him. +In direct sales, for years, the leaders in selling encyclopedias, fire +alarms, vacuum cleaners, and water purifiers had sales presentations +deliberately engineered to last 90 minutes to 2 hours. They might have +been abbreviated, even to the point of allowing each salesman to run +three or four appointments per night, rather than one or two. But it was +well understood that the longer you stayed in the home, the more likely +you were to leave with a sale. +Sales letters are basically salespeople arriving in envelopes instead of +on foot. Direct mail affords the best opportunity to interest, somewhat +obligate, and engage the prospect for the longest time commitment. +With a good direct-mail piece to a well-selected prospect, I may be able +to get him to read a 16-page letter, watch a 30-minute DVD, and pop +a 60-minute audio CD into his car’s player to listen to and from work +the next day. It’s nearly impossible to secure this time investment with +any other form of outreach but direct mail. One of my all-time, most +successful sales letters is 64 pages long. A person reading it is time +invested. +But Wait—There’s More! +I’ve enumerated only a few of many profound advantages of direct mail. +You will discover more as you progress through this book. +The industrialist Henry J. Kaiser observed that opportunity usually +arrives wearing work clothes—and brings a set of overalls and work +boots for you. This book does that. If you are up for it, this work can +transform your business and your income. diff --git a/library/The Direct Mail Solution/Chapter-02-Direct-Mail-Basics-and-Creating-the-Perfect-Sales-Piece/Chapter-02-source-text.md b/library/The Direct Mail Solution/Chapter-02-Direct-Mail-Basics-and-Creating-the-Perfect-Sales-Piece/Chapter-02-source-text.md new file mode 100644 index 0000000..7ffa564 --- /dev/null +++ b/library/The Direct Mail Solution/Chapter-02-Direct-Mail-Basics-and-Creating-the-Perfect-Sales-Piece/Chapter-02-source-text.md @@ -0,0 +1,759 @@ +# The Direct Mail Solution — Chapter-02: Direct-Mail Basics and Creating the Perfect Sales Piece +- **Source**: /library/The Direct Mail Solution/source-file.pdf +- **PDF pages**: 32–53 +- **Pages without text**: none + +--- + + +11 +Direct-Mail Basics +and Creating the +Perfect Sales Piece +IRECT MAIL IS ONE OF THE MOST EFFECTIVE METHODS I KNOW TO +take a small business and make it grow fast. You can quickly +and easily reach out to large numbers of people, telling them +all about the great features of your product or service and giving +them instructions on exactly what they need to do to start improving +their lives with what you have to offer. +Yes, it’s true that there are other forms of advertising you can +use. But direct-mail marketing offers a huge advantage over most +advertising media, and that advantage is that you can use it to target +very specific groups of customers or prospects. +Of course, it can also be used to reach a broad range of prospects +with your mailings—as broad as you would reach with TV—if that’s +your wish. Think about those ubiquitous Publisher’s Clearinghouse +D +CHAPTER +2 + + +12 + THE DIRECT-MAIL SOLUTION +CHAPTER 2 / DIRECT-MAIL BASICS AND CREATING THE PERFECT SALES PIECE +Sweepstakes mailings. I remember those arriving in the mailbox when I +was a kid, and you probably do too. They worked, or they wouldn’t still +be doing them! +But it’s the ability to zero in on your specific audience that makes +direct mail so cost effective—especially when you’re starting with a +specific product or service that won’t be of interest to everyone in the +world. You want to know your advertising dollars are being used to +reach the right people. +With direct mail you can target people by age, sex, income, hobbies, +and interests. You can narrow down the people you mail to by what +they have bought in the past and how much money they’ve spent. In +other words, you can make your mailing specific to the type of customer +you’re looking for. This increases the probability that you’ll get the +response you want. +For example, if you are selling a special golf driver for $400, and +you want to mail only to buyers who have spent $400 or more on +golf equipment, then you’ll be able to identify and then mail to the +exact type of prospect you want to reach: individuals who are golfers +who have spent $400 or more on golf-related products within the +past year. +What other advertising medium allows you to be this specific? +Direct mail gives you the option either to mail to a broad universe +of prospects or a very specific, targeted, narrowed-down, niche +population. +Then you can send a message that’s carefully tailored to appeal to +the group you’re sending to. Targeted sales pieces allow you to grab +your prospects’ emotions, and then you can motivate them to respond +by presenting a special offer. +You can give your prospects the option of responding in many +different ways. You can direct prospects to call a phone number, have +them come right down to your storefront, visit your web page, mail +something back to you, or even send you a fax or email—whatever works +best for you and your type of business. + + +THE DIRECT-MAIL SOLUTION + 13 +CHAPTER 2 / DIRECT-MAIL BASICS AND CREATING THE PERFECT SALES PIECE +As you can see by now, direct-mail marketing gives you lots of +flexibility in the kind of prospects you can reach, the kind of sales +material you will send them, and how you will ask them to respond. +But even with all that flexibility, a basic direct-mail campaign +always involves these three basic elements: +1. Sending out sales pieces with a targeted message . . . +2. To a select group of people . . . +3. And asking them to do something very specific—a direct call to +action that motivates and tells prospects how to respond. +This book is all about designing and running a direct-mail campaign +around these three elements. But before you can send something out, +you need something to send! You need a great sales piece. +It All Starts with a Sales Piece +In this chapter we’ll focus on the sales piece and how to get one that will +do the job. With the right sales piece you could see your phone ring off +the hook, your mailbox overflow with orders, or your web page receive +hundreds or even thousands of hits. +Having an excellent sales piece is a critical part of the success of any +campaign. When I first started out in this business, I worked for a man who +built a multimillion-dollar company on an unusual sales piece he wrote +himself. It worked so well rival companies copied his methods for years. +This man knew how to write a sales piece that appealed to a very +deep need in people. I’ll never forget something I heard him say again +and again about advertising: “It’s not the product that’s important. It’s +the sales piece.” +Of course, you need a great product, too. You need something to +sell! But unless you have an appealing sales piece, you won’t be able to +sell your product, no matter how wonderful it may be. +Writing an effective sales piece requires a real understanding of the +product or service you’re selling, and then putting all your enthusiasm + + +14 + THE DIRECT-MAIL SOLUTION +CHAPTER 2 / DIRECT-MAIL BASICS AND CREATING THE PERFECT SALES PIECE +for it into the piece. You want to make your audience as excited about +it as you are. +In addition to your knowledge and interest in your product— +that only you can bring to the process because nobody knows your +product as well as you do—you have to know some simple copywriting +techniques that have proved successful over the years. There’s no +reason why you can’t be the one to write the next million-dollar sales +The Sales Piece That Created a Millionaire +Ken Roberts was a young man who was deter- +mined to become rich. He tried several different business- +es with modest success, and then he discovered commodity +trading. A natural-born teacher and motivator, he developed +a course to teach the skill to others. And that’s when he dis- +covered he was a natural-born copywriter as well. +Ken wrote a sales piece to sell his course that was so effec- +tive it set him on the path to the wealth he’d always dreamed +of. Over the years he sold so many courses that Worth maga- +zine said he taught commodity trading to more people than +anyone else on the planet. One feature of this unique sales +piece was that he wrote it in the first person, telling his own +story, but in such a way that any reader could identify with +him and think he could accomplish what Ken did. The copy +was many pages long, but because it was so compelling, the +reader couldn’t put it down. Finally, the piece was published +as an attractive booklet, making it fun to read. +There were probably other qualities that made this sales piece +work as well as it did. Whatever they were, it was the perfect +combination, and it made Ken a millionaire, many times over. + + +THE DIRECT-MAIL SOLUTION + 15 +CHAPTER 2 / DIRECT-MAIL BASICS AND CREATING THE PERFECT SALES PIECE +piece. (Or at least direct a professional copywriter who will write it for +you.) +The following information should help you get started. +AIDA +There’s a famous formula for writing excellent sales pieces that has been +part of the copywriter’s bag of tricks for many years now. It’s called the +AIDA formula, an acronym for: +A = Gain Attention +I = Create Interest +D = Build Desire +A = Request Action +Pick up any sales piece that you like, and analyze it for these four +elements. Chances are you’ll find that they’re all there. +In some way the piece first grabs your attention. It may be +with a great headline or a graphic element. Whatever it is, the piece +immediately catches your eye, and you can’t help but pick it up to find +out what it’s all about. +Once it has your attention, the piece intrigues you with the +promise that something is about to be revealed that will be of benefit +to you. Now your interest is aroused. You just have to learn what the +big secret is. +Then it builds a desire in you to obtain the product. Often it will +do that by showing you that you have a problem (maybe a problem +you didn’t even know you had until you read the piece) and then +offering an easy solution that only the person sending the sales piece +can provide. +Finally it will have a very clear call to action: step-by-step instructions +for what you have to do in order to get all the benefits you’ve been +promised. A sales piece that doesn’t have a clear call to action is almost +worthless. + + +16 + THE DIRECT-MAIL SOLUTION +CHAPTER 2 / DIRECT-MAIL BASICS AND CREATING THE PERFECT SALES PIECE +Without all of these elements, a sales piece may not give you the +results you want. Before you send out any direct-mailing piece, make +sure it at least follows the AIDA formula. +How Long Should a Sales Piece Be? +There is much debate about how long a sales piece should be. I’ve tested +and seen over and over that, in general, the longer the piece, the more +success it will have. Once you get the reader interested, you just have +to drive your point home with tons of benefits, proof, and convincing +arguments. And the more the better. +Possibly you’ve read somewhere that shorter copy is better—that it +is better to just get to the point rather than ramble on with a long letter. +Just before I started writing this chapter I talked to a client who said, “I +think we just need to tell people what we are selling within the first few +paragraphs. No one has time to read through all those words.” This was +his first reaction to an eight-page sales letter to his existing customers. +He only wanted to mail two pages. +I bit my tongue and politely dis agreed with him and explained that +there is an art to selling. You can’t just tell someone to buy something +and expect them to buy it. If it was that easy, we’d all be broke from +buying everything offered to us. +The fact is, research shows again and again that it’s the longer copy +that sells. This is especially true for products that people don’t really +need. People don’t need to be convinced to buy things they need, like +washing machines or snow tires. When you buy these things, you’re +happy with a bulleted list of features in a catalog. +But when it comes to things you don’t need, and never even +thought about before, like a new set of golf clubs or a new miracle diet +and exercise program, you need lots of information to convince you— +and the more the better. +But now you’re thinking, if I have no interest in going on a diet, +I’m sure as heck not going to read a 36-page sales piece about it. Well, + + +THE DIRECT-MAIL SOLUTION + 17 +CHAPTER 2 / DIRECT-MAIL BASICS AND CREATING THE PERFECT SALES PIECE +maybe yes and maybe no. But one thing you can be sure of is that +someone who does feel like it wouldn’t be a bad idea to lose a few pounds +might eagerly read every word of the long sales piece. And research—and +sales figures—back up the efficacy of longer pieces. +One of my favorite direct-marketing quotes is “the more you +tell, the more you sell.” I’ve never seen a direct-mail (physical mail) +campaign where a shorter sales letter worked better than a longer sales +letter. +My first real direct-marketing job was with one of the most +successful financial pub lishers in the business opportunity niche. I +sent out millions of sales pieces for him. We constantly tested, and the +results led us to increase the page count. The sales piece we were mailing +grew from 56 pages to 64 pages to 72 pages to 80 pages. Each increase +in page count increased our response rate. +One of my clients sends out an oversized, 11 x 6-inch PURL postcard +each month. (A PURL postcard sends people to their own “Personal +URL”—for example, simpson-direct.com/craig.simpson). I convinced +him to test a four-page self-mailer because it would include more copy +and cost about the same to mail. The results were significantly better. +More proof for “the more you tell, the more you sell.” +I’ve tested long and short copy many times, and I’ve always seen a +higher response rate with the longer copy. Now, there are times when +the increased print ing and production costs offset the higher response. +If the longer piece bumps you into a higher postage class, then you’ll +need a significant lift in response in order to offset the higher price. But +90 percent of the time, you’ll find that it’s well worth your time and +extra cost to increase the length of your copy. +It’s also true that many people have had successful campaigns with +a two-page letter or even a well-written postcard. Important factors in +determining the length of the sales piece are what it is you’re selling, +how much explanation is required, how much the item costs, how +knowledgeable your audience is, what is the call to action, etc. For +example, if you have a list of steady customers and you just want to let + + +18 + THE DIRECT-MAIL SOLUTION +CHAPTER 2 / DIRECT-MAIL BASICS AND CREATING THE PERFECT SALES PIECE +them know a popular product is on sale, a quick postcard that makes it +easy for them to see that information may be the perfect vehicle. +I’ve directed extremely successful campaigns with sales pieces of +every length. I’ve sent out invitation-style mailers, “newspaper reprint” +mailers, four-page self-mailers, digest-size sales pieces that ranged from +16 to 80-plus pages in length, postcards—just about anything you can +think of. (We’ll be describing all of these formats and when and how to +use them later in this book.) +There’s a famous story that someone once asked Abraham Lincoln +how long a man’s legs should be. His answer was, “They ought to be long +enough to reach from his body to the ground.” That sums it up for me +too when it comes to the question of how long a sales piece should be. +One final thought on this topic: whenever I’m working with a +copywriter on a sales letter, I never give a specific page count that +must be fulfilled. The writer always asks how many pages are needed, +and I always answer, whatever it takes to get the job done. When you +are writing copy, never set a specific page count you need to achieve. +Instead, write what you think will work best. Write as much copy as you +think is needed to convince the prospect to respond to your campaign. +Don’t limit yourself by setting a page count. +The Elements of a Sales Piece +You may be thinking, “How am I going to write a sales piece?” If you’ve +never done anything like that before, it might seem impossible. But let +me tell you why you would be the perfect one to write—or at least be +the one to consult on the creation of—the sales copy for your business. + You understand your product or service. You know its strong points +and its weaknesses. You know what makes it unique and better +than anything else out there. + Hopefully, you love your product or service. You have great enthusi- +asm for it. You probably think about it every waking hour, and + + +THE DIRECT-MAIL SOLUTION + 19 +CHAPTER 2 / DIRECT-MAIL BASICS AND CREATING THE PERFECT SALES PIECE +maybe you even dream about it at night. It is that positive energy +that readers pick up on that makes them want to know more +about the product and what it can do for them. + You are familiar with your competition. You know their strengths +and weaknesses and why what you offer is a superior product. + You understand your prospects. You know why they need your +product, what problem they have that it can solve for them, +what they’re looking for specifically, and how your product is +designed to meet their need. + You know the story of the product. How you got involved with it. How +it changed your life. How your passion for some idea drove you +to create it or get involved with it. Stories make great sales pieces. +They grab people’s interest and get them hooked so they’ll keep +reading all the way to the end and finally place the order. +In other words, you are the best resource for all the information +that is going to be the basis of your winning sales piece. +And good sales copywriting is often informal and comes from the +heart. If you can talk about your product to other people, there’s no +reason why you can’t jot down your ideas and turn them into a written +sales piece. +And once you get started, it can actually be fun. Every time you +come up with a great idea to add, like a new benefit, and every time you +come up with an exciting new way to describe your product, you’ll feel +like you found a pearl in an oyster. You’ll quickly jot it down, and the +more you do, the more ideas you’ll get. +Then all you have to do is gather together all your notes, and it’s +just like assembling a jigsaw puzzle. You start putting all the pieces +together in the right order, and before you know it, you have a sales +piece! Once you have the main pieces stitched together, you just have +to polish it up a bit, and you’ll be ready to go. +Just start writing down points as they come to you throughout the +day. Think of some of your customers who used your product or service + + +20 + THE DIRECT-MAIL SOLUTION +CHAPTER 2 / DIRECT-MAIL BASICS AND CREATING THE PERFECT SALES PIECE +and had a good experience so you can throw in some examples. You may +already have the makings of a fantastic sales piece inside of you, just +waiting to be expressed on paper. +If you’re going to try creating your own sales copy, a good way to +start is to put together a collection of sales pieces that appeal to you. +You probably receive mailings every day from companies. Which ones +grab your interest or have a tone that appeals to you? What are the +elements of the piece that really capture your interest or make it seem +convincing? What is it that clinches the deal for you? Spend some time +studying them carefully. +Also, think about the following elements that will influence how +you write the piece. + The message: What is your product about? What does it do? What +makes it special? Why would someone want to buy your prod- +uct? What’s the benefit to them of buying it? + The audience: Who will be receiving the sales piece? What are they +after? What do they already know and what will you have to +explain to them? What do you believe will appeal to them about +your product? + The offer: What is the specific offer in the sales piece? Are you +offering a special price or an added bonus? What will people +receive if they order now instead of waiting? It’s usually good to +have an irresistible offer with a time limit to encourage a quick +response. You want them to order NOW! Give them an incentive +to do so. And make sure you have a clear call to action—step-by- +step instructions for what you want the reader to do next. + The voice: Every sales piece has a “voice.” It may be a personal voice +or an impersonal, expert voice. It may sound like it’s coming +from the owner of the company, or it may sound like it’s com- +ing from a third party. It can sound urgent, scary, encouraging, +humorous. It can say “I’m just like you,” or “I know how to help +you.” The more you know about your audience, the better you’ll + + +THE DIRECT-MAIL SOLUTION + 21 +CHAPTER 2 / DIRECT-MAIL BASICS AND CREATING THE PERFECT SALES PIECE +know what voice to use in the piece. Above all, you want the piece +to make you sound believable and trustworthy. + The lingo: You want the piece to speak the language of your audi- +ence. If there are certain buzzwords that should be used or cer- +tain specific expressions, use them judiciously; you don’t want to +overdo it. You can make a list of these words and expressions and +refer to it while you’re writing. But if you’re writing to a general +audience who will be put off by buzzwords, don’t use them. +In general, if your sales piece makes your potential buyers feel that +you are talking directly to them, that you understand their needs, that +you have a unique solution to their problems, that you will deliver on +what you promise, and that you have a great offer, you will be well on +your way to receiving a great response from your sales letter. +Make the Most Out of Every Part +of Your Sales Piece +If you were building a model airplane, it wouldn’t be any good to make +most of it great but to leave off the left wing or connect the rudder +upside-down. You would completely undo all your good work by being +sloppy in even one area. If the airplane is going to be worth anything at +all, every part of it has to be perfect. +It’s the same with your sales piece. You want to get the absolute most +out of every one of its parts. You don’t want to skimp on anything. The +success of your business is riding on your piece doing its job. That means +you have to do your job and give each section all the attention it deserves. +Every sales piece has exactly the same elements, no matter how +long it is. Whether your sales piece is a postcard, a two-page letter, or +a 36-page booklet, it will have all or most of the following parts. Make +sure you give attention to each one you include. + Headline: You have to grab your reader’s interest in just a few +seconds. And the way to do that is with a great headline. It can + + +22 + THE DIRECT-MAIL SOLUTION +CHAPTER 2 / DIRECT-MAIL BASICS AND CREATING THE PERFECT SALES PIECE +be just a few words long, or it can be several sentences. But it has +to capture interest and make or imply a promise that you are +offering something that will be of great value to the reader—and +they’d better read the piece right away to find out what it is. +Getting the right headline is job one! + Benefits: The one question every potential buyer is going to ask is, +“What is this going to do for me?” So throughout your piece you +have to keep piling on the benefits. +And keep in mind that it’s benefits, not features, that sell. That new +car may have the most advanced engine, but the buyer wants to hear +that he’ll be able to drive fast and impress the neighbors. That new diet +supplement may have an impressive list of ingredients, but the buyer +wants to know it will make her husband love her and her friends envy +her. +Always stress benefits that will appeal to your audience. If you’re +selling a money-making opportunity to a novice audience, you would +want to stress that it’s easy to learn with no experience needed. If your +audience is a group of veteran traders, you would want to stress that +this is a new and profitable trading technique they’ve never seen before. + The Offer and Call to Action. By the time your reader comes to the +end of the sales piece there should be no doubt as to what to do +next. You want to create a sense of urgency by providing a call to +action. As we say in the business, “always ask for the order.” +And you want people to act right away. If they put the sales +piece down, even if they’re interested, they will soon forget. All +that enthusiasm you worked so hard to develop will fade out. +To avoid that happening, you can encourage people to act +immediately by offering an incentive for buying within a certain +time period. It could be a special reduced price, a bonus gift, or +any other extra you want to throw in if they will just “act now.” +Another way to encourage action is to make it clear how easy +it is to respond and that with your toll-free number, they don’t + + +THE DIRECT-MAIL SOLUTION + 23 +CHAPTER 2 / DIRECT-MAIL BASICS AND CREATING THE PERFECT SALES PIECE +have to pay for the call. With today’s calling plans, many people +don’t pay for individual calls anyway, but there’s something +about a toll-free number that is very appealing. It’s a psychologi- +cal thing. + The PS. Research shows that one of the most important parts of +a sales letter is the PS. Very often people will look at the opening +of the piece, and then turn to the back to see what the offer is. If +there’s a PS there, they’ll often read it before anything else. +So make sure you always put an appealing PS that reiterates the +most important points of your sales pitch. Remember, you want +every part of your piece to work hard for you. Make sure your PS +is doing everything it can to clinch the sale. + The Order Form. If you’re using an order form with your piece, +this is your last chance to sell your product and convince your +prospect to go ahead and make the purchase. Always include +brief, attractive copy about the product, its benefits, and the +offer. + The Guarantee. OK, this is optional, but it can be very powerful. +Your potential buyer may be very tempted but still afraid to lose +money. If you put in a satisfaction guarantee, it can convince +prospects sitting on the fence to go ahead and try your product +because they “have nothing to lose.” + The BRE. This is also optional. If you would like your prospects +to respond by mail, you can consider inserting a Business Reply +Envelope (BRE) into your mailing package. The BRE is pread- +dressed to you, and the prospect does not have to put postage +on the envelope (the post office bills you postage for each enve- +lope mailed back to you). By making it easy for your prospect to +respond, you may increase response rates. +Again, just as it pays to point out to prospects that they can call +using a toll-free number, make sure your prospects know they +can send in their order form postage paid. Not only is it free, but +they don’t have to go to the bother of finding a stamp! + + +24 + THE DIRECT-MAIL SOLUTION +CHAPTER 2 / DIRECT-MAIL BASICS AND CREATING THE PERFECT SALES PIECE +Use all the parts of your sales piece to full advantage. Don’t be +satisfied with any part of the piece that just “gets by.” Put as much +care into each aspect of your piece as possible, and it will work hard +for you. +Adding Spice to Your Sales Piece +Good copywriting creates exciting pictures in the reader’s mind. Here +are some easy tricks to producing copy that sells. +Make It Easy to Read +When people pick up a sales piece, they will start by quickly glancing +through it. To grab their attention your copy must be interesting, and +at the same time it should be easy to read. + Keep paragraphs short. + Don’t use convoluted sentence structure. + Use bullet points so they can easily see your main benefits and +features. + Keep repeating the main point in different ways. That way the +message is sure to sink in. + Guide the reader with subheads that tell a story. +Use Images and Magic Words +Draw pictures of how the reader will feel with that beautiful new +car in the driveway or driving it. How they will feel on their luxury +vacation and how relaxed they will be. What they will look like with +fewer wrinkles and youthful skin. Be specific in the images, but not so +specific your readers won’t be able to tailor the images with their own +fantasies. +Also, certain words are proven to sell: Free, New. Use them wherever +you can. +Again, stress benefits, not features. Tell readers how their lives will +be improved with your product. + + +THE DIRECT-MAIL SOLUTION + 25 +CHAPTER 2 / DIRECT-MAIL BASICS AND CREATING THE PERFECT SALES PIECE +And testimonials can be extremely effective. Presenting proof +that other people used the product and benefited from it will be very +persuasive to your reader. +Have an Angle +One day you receive two sales pieces in the mail. The headline on one says: +“My Course Will Teach You Everything I Know +About Trading Stocks” +The headline on the other says: +“Learn the Stock Secret I Used to Make Six +Figures in Six Months” +Which piece are you more likely to read? I’ll bet it’s the second +one. Why? Because it has an angle—a clever way of presenting +the information that makes it clear what the unique advantage +is that the seller has to offer the reader. The first one just says +“I’ll teach you how to trade stocks.” But who am I, and why should you +care? +In the second headline the angle is that the information I have to +share is “secret,” and it made me a sizable amount of money in a short +amount of time. +What other angles could you use for this same product? +If you’re sending your piece to people with no experience trading +stocks but who just want to make money, you might play up the angle +that anyone can learn this, even if you’ve never traded a stock in your +life. +Or, let’s say you’re writing to commodity traders, and you want +to convince them to try trading stocks with your method. You +might promise them they can enjoy the same returns as they do with +commodity trading but with one-fourth the risk. +Or suppose you’re writing to a group of people nearing retirement. +You know they may be focused on building their nest egg and are + + +26 + THE DIRECT-MAIL SOLUTION +CHAPTER 2 / DIRECT-MAIL BASICS AND CREATING THE PERFECT SALES PIECE +worried they may not have enough time to build their account before +they stop working. Then you might promise this is the ideal method to +fund a retirement account: It works quickly with relative safety. +You need a hook that will get attention and will appeal directly +to your target audience. What is it about your product that makes it +of special interest and value to them? That’s the point you want to +stress throughout your piece. That’s your angle. With the right angle, +everything else about your piece will fall right into place. +Have a Story +Long sales pieces can be great. Long, dull sales pieces can be a complete +waste. +Think of it this way. You’ll happily read a 300-page mystery novel, +but you’ll toss aside a one-page legal disclaimer. Above all, to be +successful your sales piece has to keep the reader’s interest. +When you look through your sales piece, ask yourself, if you +found this in your mailbox, would you read it? Yes, you have certain +information you have to get across, but if no one will read it, you won’t +get anything across. +One technique many copywriters use to make a sales piece +interesting is to play up “the story.” It could be the story of the person +who developed the product. Or it could be the story of someone who +used the product and whose life was changed as a result. The idea is +that the reader identifies with the person in the story, becomes involved +enough to keep reading to find out what happened, and comes to the +conclusion, “I’m just like that person, and there’s no reason I can’t have +the exact same experience using this product.” +People especially love a rags-to-riches story. “I was poor (sick, lonely, +etc.). Then I learned this secret, and now I’m healthy, happy, and rich. +And now I will share everything I learned with you.” Some of the most +effective sales pieces ever written have taken exactly that approach. +Only you know your story and how it relates to your product. How +you saw a need and worked hard to find a way to fulfill it. How you + + +THE DIRECT-MAIL SOLUTION + 27 +CHAPTER 2 / DIRECT-MAIL BASICS AND CREATING THE PERFECT SALES PIECE +struggled to arrive at the answer. How you overcame obstacles to reach +your goal. How the answer you found was unlike anything anyone +has come up with before. This is your opportunity to sell yourself +(or whomever created the product). Why are you an expert? Why are +you the one to provide the solution to the reader’s problem? Often a +personal story about the individual who created the product makes for +a very compelling sales piece. +Of course, the story isn’t really about you. It’s about the product +and what it will do for the reader. So always bring it around to that. +What is it about this product that is so unique and so much better than +anything else out there? +If you’re writing your own sales piece, now’s the time to start +thinking about everything that brought you to this moment. And if +you’re working with a copywriter, it’s up to you to be open and share +your experience. Give the copywriter the material needed to create a +moving, compelling piece that will grab the reader’s attention and +convince him that you are real, that you are sincere, and that you truly +have the solution he is looking for. +Keep Them Guessing +It always helps to add a touch of “intrigue.” You want the reader to feel +compelled to keep going, wondering what great revelation is coming next. +The copywriter’s task is to first get the reader interested and then +keep him moving through the piece, all the way to the close. You don’t +want to lose the reader anywhere along the way. One method writers +often use is to keep hinting at what is about to be revealed next, so the +reader keeps following the “trail of crumbs.” For example, maybe you +want to make sure the reader gets through a relatively boring part, so +you keep him involved by saying, “I’ll tell you about how I had my big +breakthrough in a minute, but first I have to give you some background +information so you can understand the genius of it . . .” +Another technique is to structure the piece around a series of +subheads. The proper use of subheads can act like that “trail of + + +28 + THE DIRECT-MAIL SOLUTION +CHAPTER 2 / DIRECT-MAIL BASICS AND CREATING THE PERFECT SALES PIECE +crumbs” and will pull the reader along nicely. Before the reader sits +down to read the piece word for word, he or she will likely flip through +the piece and read the eye-catching subheads which, by themselves, +will tell a story. If that story sounds interesting enough and related +enough to the reader’s interests and goals, the motivation will be there +to read the entire piece. +Don’t think your product is too dull or practical to have some +intrigue associated with it. How did your construction firm resolve +the mystery of the dissolving sheet rock to create a new sealant? How +did your natural dry cleaning solution solve the mystery of the itchy +sweater? +A Little More About That All-Important +Call to Action +I’m constantly amazed at the failure of a marketing message to make +a clear call to action. If you don’t put a strong call to action in your +direct-mail campaign, you are wasting your money. You want to make +it abundantly clear what you want your prospect to do. +You may even want to list the call to action more than one time +within the sales message. Make it as easy as possible by outlining the +steps the prospect needs to follow in order to respond to your offer. +Recently I received a postcard from my local hospital. I’m still +scratching my head trying to figure out why they wasted advertising +dollars on this direct-mail campaign. Basically the postcard has a +picture of two smiling young men. The copy on the card indicates that +two new doctors have arrived at the hospital, and they are looking for +“consultations and surgical care” patients. +When was the last time you received a postcard from a hospital +or surgeon and decided, “Great, I’m so glad I got this reminder. I’ve +always suspected I could benefit from knee surgery. I guess I’ll call this +new surgeon, who is fresh out of college and has little experience, to +schedule my surgery.” + + +THE DIRECT-MAIL SOLUTION + 29 +CHAPTER 2 / DIRECT-MAIL BASICS AND CREATING THE PERFECT SALES PIECE +Thankfully marketing isn’t that easy or else I’d be out of a job. +The thing I find humorous about this postcard is the fact that it’s +coming from my local hospital. The small town I live in has only one +hospital. There is no one else in town to compete with them. If someone +in my family is injured and needs immediate medical attention, I only +have two choices. I can either drive a few minutes to my local hospital or +I can drive 40 minutes to the hospital in a nearby town. Hmmm—what +should I do? I know, it’s an emergency, so I guess I should go to the +nearest hospital. Wow—that’s brilliant! +The hospital could have done a much better job spending its +advertising dollars. + Instead of mailing to everyone in town, it should have narrowed +its list down to those who are older and more likely to need +surgery. Or, even better, they could have rented a list of names +and addresses featuring people who have filled out a survey and +specifically noted they have an ailment of some sort. + The hospital should have told the story of the new doctors. As far +as I can tell, they are fresh out of college with no experience. Who +knows? Maybe they just look young, but they are actually super +experienced and have done thousands of procedures. The hospi- +tal needs to tell us why we should have confidence in these new +doctors. If they are fresh out of school, they could say some thing +like, “Dr. Martin has just finished studying the latest procedures +for modern medicine. He is one of only 30 doctors who are certi- +fied to use XYZ Method, which shortens the recovery time for +most patients. He has two young kids and picked Grants Pass as +the perfect place to raise his family . . .” + It should have used a legitimate call to action. No one is going +to schedule a consultation from the postcard it sent me. There +are many different calls to action it could have used. It could +have offered a free report, “7 Things You Should Know Before +Having Surgery.” Or, it could have hosted a reception to meet + + +30 + THE DIRECT-MAIL SOLUTION +CHAPTER 2 / DIRECT-MAIL BASICS AND CREATING THE PERFECT SALES PIECE +the doctors and listen to a short presentation on “7 Things You +Should Know Before Having Surgery.” Or, “Call for a FREE con- +sultation to determine if surgery is right for you!” +I could list more options and suggestions for a bet ter direct-mail +promotion, but I’ll stop with just those three. In the end, the postcard +failed because it didn’t contain a legitimate call to action that is +motivated by strong copy. +Always Write to an Audience of One +One mistake I see copywriters make again and again is that they write +to some nameless, faceless audience. They think of “prospects”—in the +plural—rather than about individual buyers. +If you get a letter that opens with a salutation like “To Fly +Fishermen Everywhere,” you can be pretty sure the writer was not +approaching the job with the correct mind-set. If I see “To Fly +Fishermen Everywhere,” I’m not personally engaged. I don’t like being +lumped into big groups. I figure the writer just wants to sell as many +of his gizmos as he can, and he doesn’t know anything about me and +my personal needs. +But if I get a letter that opens, “Dear Craig, I know you enjoy fly +fishing like I do . . .” it feels a little more personal, and I’m more likely to +want to read whatever follows. (And with today’s printing technology, +it’s easy to personalize pieces in this way.) +It’s the copywriter’s task to make the reader believe that this letter is +coming directly from another human being right to him or her. We all +want to feel that we are recognized as individuals—even if it’s only in a +sales letter that we sense is going to thousands of other people. At least +we want the illusion that the material in this letter is meant to fulfill +our personal need. +And it’s important that the copywriter have this mind-set, too, +because this is the key to writing compelling copy that answers the + + +THE DIRECT-MAIL SOLUTION + 31 +CHAPTER 2 / DIRECT-MAIL BASICS AND CREATING THE PERFECT SALES PIECE +needs of the reader. The writer must put himself in the reader’s place +and ask, “What would I want to know that would convince me that this +is the product for me? That it would be worth it to me to spend my +hard-earned money on this product?” +Some of the best copywriters I know tell me that they always only +write to one person. They’ll picture that person in their mind, sitting +across from them at a kitchen table, listening to what they have to say. +Groups don’t buy your products. Individuals do. And you have to write +to individuals. +What If You Don’t Want to Write +Your Own Sales Piece? +Okay, maybe becoming a writer is just not something that appeals +to you. You may be too busy running your business to become a +copywriter. Or maybe you don’t enjoy writing, or you don’t think it’s +something you want to spend the time to learn. +That’s no problem. There are professional copywriters who will be +happy to write your piece for you. A simple search online and you’ll find +dozens to pick from. +One excellent place to start your search online is on the Direct +Marketing Association of America (DMA) website at the-dma.org. It +has an extensive list of vendors, including copywriters. +When you’re considering hiring a copywriter, determine whether +that person is familiar with your product and audience, and ask +for samples of his or her work. Many copywriters specialize in a +certain niche, like educational products, financial programs, or health +supplements. Try to find someone who knows your field. +Of course, another important aspect of your sales piece is how it looks. +An attractive layout is the first thing that will catch your reader’s eye. +A well laid-out piece will guide the reader through the copy with +color, headlines, and subheads. And it will be inviting: attractive and +easy to read. + + +32 + THE DIRECT-MAIL SOLUTION +CHAPTER 2 / DIRECT-MAIL BASICS AND CREATING THE PERFECT SALES PIECE +It should be easy for you to find a graphic designer who can design +your piece for you. Again, you can search online to find a designer, +perhaps starting on the DMA site. +Once you have your sales piece created, it’s time to plan your entire +mail package. That’s what we’ll look at next. diff --git a/library/The Direct Mail Solution/Chapter-03-Sales-Piece-Format-and-Design/Chapter-03-source-text.md b/library/The Direct Mail Solution/Chapter-03-Sales-Piece-Format-and-Design/Chapter-03-source-text.md new file mode 100644 index 0000000..3c20d6e --- /dev/null +++ b/library/The Direct Mail Solution/Chapter-03-Sales-Piece-Format-and-Design/Chapter-03-source-text.md @@ -0,0 +1,576 @@ +# The Direct Mail Solution — Chapter-03: Sales Piece Format and Design +- **Source**: /library/The Direct Mail Solution/source-file.pdf +- **PDF pages**: 54–71 +- **Pages without text**: 71 +- **OCR note**: OCR is supplied below for image-only pages; multi-column reading order may be imperfect, so consult the PDF for layout and visuals. + +--- + + +33 + +Sales Piece +Format and Design +T WOULD BE GREAT IF YOU COULD PERSONALLY VISIT EACH AND EVERY +prospect for your product or ser vice. You could share your +enthusiasm about the quality of your merchandise and your +customer service team. You could explain the reasons why what +you offer can have a positive impact on your buyer’s life. You could +go into detail about why you are so much better than any of your +competitors. +Of course it’s impossible for you to go out and meet everyone +who could potentially become your customer. But in a way, that’s +what your sales piece does for you. It enters your prospect’s home, +sits at the kitchen table, and carries on a kind of “conversation” with +him or her. +I +CHAPTER +3 + + +34 + THE DIRECT-MAIL SOLUTION +CHAPTER 3 / SALES PIECE FORMAT AND DESIGN +Your sales piece explains a problem your prospects have, offers a +solution, anticipates and answers questions, and tells them exactly what +steps they should take next so that you can make their lives better. +But there is one important difference between a live salesperson and +a sales piece. If you were knocking on their door, they couldn’t ignore +you. But a sales piece could easily get pushed aside and never get read. +It is an art to develop a sales piece that gets noticed. +You want your prospects to come home after a long day, stop at the +mailbox to see what’s waiting for them there, and have the first thing +they notice be your sales piece. Maybe it’s a bulky envelope with a big +headline. Maybe it looks like an elegant invitation. Whatever its format, +it catches your prospect’s attention immediately. +And that’s what we want to look at now. It’s time to consider a very +important element in the profitability of your direct-mail campaign: the +physical package that you will be sending to your prospects. +It needs to be attractive enough to stand out in the pile of daily mail +most people receive. In addition, it has to be the right format for your +audience. Some formats just work better with some types of prospects +(a matter of testing, which we’ll look at in a later chapter). +And then there are issues concerning the actual printing of your +package. How can you be sure that your print shop will produce what +you want? +You don’t have to become a printing expert. But there are some +things you need to know so that you can be confident that you’ll end +up with a package to mail that will be worthy of what you have to sell. +Formats and Designs +There are many different formats and designs to choose from when +planning a direct-mail campaign. Finding the right format for your +offer, niche, and budget is critical to the success of your campaign. +For example, if you are trying to make a direct sell for a product +or service, you may need more than a postcard to get the prospects to + + +THE DIRECT-MAIL SOLUTION + 35 +CHAPTER 3 / SALES PIECE FORMAT AND DESIGN +respond. On the other hand, if you are just trying to get people into +your store for a free promotion, you most likely don’t need a 10-page +sales letter. A postcard that people can read at a glance may be your best +option. +Below is a listing of some of the most popular mail formats. +The Letter Package +The most common format is a basic letter package. The components +within it can vary, but in general, the package would consist of a letter, +an order card or form, a brochure, and the outer envelope. Sometimes, +there’s a lift note included. A lift note is usually a little note (perhaps 6 +x 9 inches) that looks very personal—and may even be made to look as +though it has been written out by hand on stationery. +There are a number of different types of letter packages based on +the size of the envelope used. The most common sizes are the #10 letter +package, which uses a standard business-size envelope; a 6- x 9-inch +letter package, which stands out a little bit more in the mail; or a large +envelope letter package sized at 9 x 12 inches—which really stands out +in the mail. +You can mail just about any size envelope you want. You can create +a specific size just for your mailing, realizing, of course, that using a +nonstandard size will cost a lot more to print. +The envelope can be plain white or it can be cream or black or blue +or even a shiny silver or purple; you can make it any color you want. +The more color and style you add to the envelope, the more it will cost +to produce, but the more it will stand out in the mail. A shiny purple +envelope will get looked at before a plain white envelope. +Some marketers do interesting things with envelopes by making +them “official” looking. They may put words on them like “Verified +Mail” and “Confirmation Number.” Or they may create a sense of +urgency with words like “Express Letter Service,” “Rush,” and “High +Priority Contents.” These are all ways to make sure your package gets +noticed and moved to the top of the pile. On the other hand, sometimes + + +36 + THE DIRECT-MAIL SOLUTION +CHAPTER 3 / SALES PIECE FORMAT AND DESIGN +a plain envelope does best, and there’s only one way to know for sure: +test different formats to see which brings the best response. +The Self-Mailer +Another format that’s commonly used in direct mail is what is called a +self-mailer. This is a piece of mail that is not enclosed in an envelope. It +is mailed just like a magazine. There are many types of self-mailers; here +are three of my favorites. +SLIM JIM +Ranges in size from 6 x 10 to 61/8 x 111/2 inches. The J. Peterman catalog +is famous for its use of the slim jim format. There’s a quality of elegance +to this size and shape. +MAGALOG +Very commonly used. The size is around 8 x 11 inches. I’m sure you have +seen these in your mailbox. It’s floppy, it’s full of color, and it’s made to +look like an actual magazine—but it’s not. It’s actually a sales letter. This +is very commonly used in health supplement and nutritional marketing. +DIGEST +This is my personal favorite. I’ve mailed over 100,000,000 of the +digest sales piece. It looks like a little booklet, kind of like Reader’s +Digest. The size is usually around 6 x 9 inches. This kind of piece is +very appealing to people. It feels good in the hand and looks like it +would be fun to read. +Self-mailers are very versatile, and there are a variety of ways you +can use them. Keep in mind, with this, and really just about any mail +format, the kind of paper you select can help create a certain impression. +The piece can be printed on thick paper or thin paper, white paper or +colored paper, matte paper or glossy paper. And it can be offset printed +or digitally printed. There are numerous options with self-mailers that +you can discuss with your print shop. + + +THE DIRECT-MAIL SOLUTION + 37 +CHAPTER 3 / SALES PIECE FORMAT AND DESIGN +The Postcard +Generally, the least expensive type of direct-mail format is a postcard +or a double postcard. Postcards offer a huge range of sizes. The 4- x +6-inch postcard is the least expensive to print and mail, and it’s the size +most commonly produced. A 5- x 7-inch postcard is the second most +commonly used of all the postcard sizes. I’ve also used a huge 101/2- x +14-inch postcard. +Just because a piece is in a postcard format doesn’t mean the +postage is always going to be the lowest postcard rate. As you increase +the size of the postcard, you’ll also increase the cost of your postage. +Depending on the size, it could even be charged at the full first-class +postage rate. +Postcards are just like self-mailers but with a lot less sales copy. You +get the benefit of the prospect seeing your sales copy right away instead +of having to open an envelope. Your prospect can read the headline and +see what the offer is at a glance. +CD Mailers +The CD mailer is another favorite of mine. I’ve mailed well over a +million CDs to prospects. This format is really a cross between a +standard mail piece and dimensional mail, which we’ll discuss below. It +mails flat, but when it’s received you can feel something lumpy inside. +That’s what helps get this mail package opened. CD mailers are most +commonly mailed in a 6- x 9-inch envelope. The mailer should include +a short letter or lift note and be personalized. The CD should have sales +copy on it with a phone number or web address. Many people end up +throwing away the letter and envelope and holding on to the CD. Or +prospects may listen to the CD in their car and decide to respond to the +message on the spot. You need to make it easy for them to respond, so +always include contact information on the CD. +The CD mailer can deliver a powerful message. Not only do you get +to connect with prospects through a letter, they also get to hear your + + +38 + THE DIRECT-MAIL SOLUTION +CHAPTER 3 / SALES PIECE FORMAT AND DESIGN +voice and listen to your enthusiasm about whatever you are offering. +Your CD could also include testimonials from satisfied customers. +Testimonials will encourage the prospects to respond. +The sales letter that goes with the CD mailer should focus on +getting people to listen to the CD. That’s the best way to get prospects +to respond to your offer. The letter is only to pique their curiosity; you +don’t want to present the offer in the letter. If you do, the prospect will +have no reason to listen to the CD and will completely miss the most +powerful sales tool in the package. The whole idea is to get prospects +to hear you deliver your message. It’s almost like having an infomercial +delivered right to their doorstep. +I’ve seen the CD mailer work in large-scale mailings, where we’ve +mailed out hundreds of thousands, and I’ve also seen them work very +well for clients with a very small mailing of only 200 pieces. The format +is unique, it’s compelling, it stands out in the mail, and it delivers a +great response. +Dimensional Mail +If you want to mail something that is really going to stand out in the +mailbox, then dimensional mail is your best option. I use dimensional +mail to get people’s attention in hard-to-reach niches, such as medical +professionals or business executives who have gatekeepers who screen +their mail. +Dimensional mail is not just a flat piece of mail that arrives in a +mailbox. It has something totally unique about it, usually something +lumpy—something that relates to your business or your offer or that +has some clever tie-in to your sales copy. For example, if you are using +an envelope, maybe you could put a chopstick or Jelly Bellies inside. +Or if it’s a package, like a foam mailer, it can contain a bottle with a +message inside. +Dimensional mail has a much higher opening rate than traditional +direct mail, and it’s easy to see why. A mail package with something +lumpy inside will spark the curiosity of the person receiving it. + + +THE DIRECT-MAIL SOLUTION + 39 +CHAPTER 3 / SALES PIECE FORMAT AND DESIGN +If you are going to use dimensional mail, keep in mind that the +cost per piece is going to be much higher than doing traditional direct +mail. It costs more money to package and will most likely put you in a +higher weight class for postage. Plus the actual item that you include +(chopstick, aspirin, bottle, etc.) will cost more to produce than standard +printed material. In addition, your production cost to assemble the +package will be higher. It takes time to insert something of an odd size +into an envelope. But given the higher response rate, it could well be +worth the extra expense. +Dimensional mail has many great advantages, and there are +thousands of different items you can use to capture your prospects’ +attention. There are unlimited dimensional mail packages to choose +from, so you just have to find the right one for your niche. +Dimensional mail can be used very successfully by small businesses +targeting a small customer file. If you’re looking for a high response +from 500 to 1,000 people and you can afford a higher mailing cost, then +dimensional mail is definitely the way to go. It will get the customers’ +attention and get them to respond. +On the other hand, if you’re trying to reach tens of thousands or +perhaps millions of people, dimensional mail probably isn’t the most +effective way for you to reach out simply because of the huge mailing +costs involved. The lower response on a larger untargeted list isn’t likely +to offset the extra cost of using dimensional mail. +If you would like to get a better feel for what these direct-mail +formats look like, and perhaps get inspired for your own campaign, you +can download some PDF samples at TheDirectMailSolution.com. +The Shock-and-Awe Package +This marketing method, first described by Dan S. Kennedy, is an +elaborate package that you send to people who have specifically +requested information from you about your products and services, and/ +or have already placed an order with you. Regardless of how you got +their attention initially—a direct-mail campaign, an ad in a magazine or + + +40 + THE DIRECT-MAIL SOLUTION +CHAPTER 3 / SALES PIECE FORMAT AND DESIGN +newspaper, a radio spot, or even the internet—they have responded and +come into your court. +The idea is to exceed their expectations, engage their interest, and +build their loyalty—and perhaps even a sense of obligation to you—by +sending them a package of materials and goodies that is unexpected +and so impressive that it takes their breath away. That’s why it’s referred +to as the “Shock and Awe” package. +The contents of your shock and awe package will vary with the +nature of your business and your budget and on whether it’s for lead +generation or is part of a new-customer welcome package. Are you +trying to sell the person something? You will need sales material. Is +it a new customer package? You might need to provide orientation +materials of some kind. +Another consideration is the image you want to convey. Do +you want to appear serious and focused and therefore only want to +include practical, necessary information and items? Or do you want +to appear more friendly and playful? If so, you might broaden the +range of possibilities to add some fun elements. Whatever you put +in your package, it should be branded with your name and logo. +You want the recipient to think of you every time he or she uses +your mug, looks at your imprinted calendar, or reads through the +materials you sent. +These packages should include as many items, and as wide a +variety of items, as possible. The idea is to make going through +the package seem like opening a present. It’s better to break up the +material into lots of different smaller pieces (booklets, CDs, tables, +checklists). You want it to be exciting to go through and look like +there’s a lot going on there. +These packages can be expensive to put together. But they also can +be one of the best ways to spend your marketing dollar. What makes +this method work so well is that you’re giving your expensive packages +to a very self-selected group of people who are already interested in you. +You have to do the math on your own situation to see how elaborate + + +THE DIRECT-MAIL SOLUTION + 41 +CHAPTER 3 / SALES PIECE FORMAT AND DESIGN +How a Simple Design and Copy Change +Can Have a Significant Impact on Your +Direct-Mail Campaign +I once sent out a mailing for a client who wanted to test two +different envelope packages. Both packages had precisely the +same 16-page sales letter inside, the same order form, and the +same reply device. The only difference was the outside of the +envelope. One envelope had a really strong headline to grab +the prospect’s attention. The other envelope was completely +plain and just listed my client’s name, rather than the com- +pany’s name. +By not putting any copy on the outer envelope and not put- +ting the company name in the return address, it made the +sales piece look rather obscure. You couldn’t tell who the let- +ter envelope was from, what was inside, or why it was being +sent to you. +Which format do you think got the better response? +I’ve tested this concept a number of items. It’s surprising to +most people that every time I’ve tested it, the envelope with +no headline or copy always pulls a much higher response rate. +Most people would guess the opposite. +It should be noted that this test was based on mailing to cold- +prospect lists. If you are mailing to your house file or a list of +customers who know who you are, then I would recommend +using an envelope with sales copy on it. +But why would a plain envelope work better to cold pros- +pects? + + +42 + THE DIRECT-MAIL SOLUTION +CHAPTER 3 / SALES PIECE FORMAT AND DESIGN +a package is worthwhile for you. Of course, you can completely tailor +your shock and awe package to fit your business and budget. As always, +only testing will determine if your shock and awe package brings a level +of response that justifies the cost. +Issues of Design +Designing a direct-mail sales piece is not like designing an ad for +magazines. It’s not like a miniature version of a flashy website. +Simple Design and Copy Change, continued +If prospects see a headline or a company name on the enve- +lope, they know immediately that some kind of sales informa- +tion is enclosed, and they make the decision right then and +there whether they want to read it. +However, if there’s a chance the letter might be from some- +one personal—a friend, a relative, or someone else, perhaps +some mysterious stranger—then it’s going to get opened. +Once it gets opened and they take a look at it, they’re going +to realize, oh, this is some kind of sales material. At that point +they may or may not read it, but the plain design got the +envelope opened! +We have to get past that first barrier; we have to get our +prospects to open the envelope. So, making the envelope +plain—which keeps them from knowing exactly what it is— +gives us a chance to get them to open it to see what’s inside. +That increases the chances they will read the sales copy—and +possibly respond by ordering. + + +THE DIRECT-MAIL SOLUTION + 43 +CHAPTER 3 / SALES PIECE FORMAT AND DESIGN +Direct-mail design is much different from what you see in mainstream +advertising. For most businesses—not all businesses, but for most—you +actually want the piece to be fairly plain, simple, easy to read, and not +complicated with a lot of different graphics and fancy fonts. +The purpose of a direct-mail sales piece is to get people to read it +and respond. Some companies that do direct mail try to “brand” their +company by using beautiful art and large company logos and very little +sales copy. This usually gets them little or no response, and it’s really a +waste of time and money. If you’re serious about doing direct mail to +get a response—to get customers to your store or drive them to your +website—you need to have a very simple, clean, and easy-to-read sales +piece design. +An important part of the design is the typeface or font that is used +and how big it is—its point size. When I look at the font being used in +a piece, I want to make sure it’s large enough for the average customer +to read, preferably a 12-point font, and at least a minimum of 10-point. +You don’t want to use a tiny 8-point font that’s so hard to read, people +will just throw the piece away. And you don’t want to use something +super fancy that almost looks like cursive writing or a decorative +element. You want to use a simple, easy-to-read, serif-type font for the +main body copy. Sometimes a designer will use a clean sans serif font +for headlines. In Figure 3–1, you’ll see examples of both serif and sans +serif fonts. +Use graphics or photos to help support a key point in the copy, +but don’t overdo it. If you make your sales piece too graphic-oriented, +people may totally miss the point of why you’re contacting them. You +want to be very clear with a direct-mail piece. The key to a good sales +letter is to get people to respond, and it’s strong sales copy that will do +the job, not a design element or a fancy photo. You don’t want your +graphics to distract from the main point, which is to make a strong +argument for buying your product or service. (You’ll find the basic rules +of writing effective sales copy in Chapter 2.) + + +44 + THE DIRECT-MAIL SOLUTION +CHAPTER 3 / SALES PIECE FORMAT AND DESIGN +Printing Your Mail Package +One of your priorities is selecting the right vendor for the job. Your +mailing can be a success only if your vendors do their jobs correctly. It +is critical to have excellent vendors who do superior work. These include +list brokers, mail processors, and, of course, printers. +FIGURE 3–1 Font Samples + + +THE DIRECT-MAIL SOLUTION + 45 +CHAPTER 3 / SALES PIECE FORMAT AND DESIGN +One of my clients used a printer who was a “family friend.” I tried +to tell him that the printer was providing poor quality and didn’t pay +attention to detail, but my client didn’t listen. Eventually the printer +made a huge mistake and put the wrong order form in with the sales +piece. This “small” mistake went out to over 50,000 people. I ended up +firing this client and refusing to work with him again. +I suggest that you keep vendor relationships on a business level. +Over the years I’ve ordered thousands of mailing lists, printed millions +of sales pieces, and processed too many jobs to count. Early in my +career, I served as a purchasing manager and ordered hundreds of +thousands of books, manuals, CDs, and DVDs. It’s been my experience +that vendors are always willing to become your buddy. They want to +constantly talk with you on the phone and develop a friendship, which +is very nice. But it can compromise your decision-making process in +finding the best rate for your business, your clients, or whomever you’re +working with. +Let’s say you’re planning a direct-mail campaign and you need to +give the job to a printer. One vendor is your friend, and he has a slightly +higher price but provides lower quality of work. Meanwhile, there’s +another vendor out there who’s a little better at a lower price. Which +one will you select? You can see where at times, you’d lean toward giving +your friend the business, but you’d end up paying more and risking a +lower quality of printing. +Some people will disagree with me on this, but when it comes to +my business, I want the best deal, and I want the job done right—the +first time! That’s why I keep vendor relationships on a professional +level. The relationship is absolutely respectful, but we are not crossing +the line and developing a friendship where we’re hanging out, going +to dinner, playing golf, etc. I don’t want to compromise my judgment +when it comes time to make the right decision for printing, duplicating, +or any other services. So be careful with your vendor relationships +and try to keep them business-related. It will benefit you in the long +run, letting you establish great business relationships with a variety of + + +46 + THE DIRECT-MAIL SOLUTION +CHAPTER 3 / SALES PIECE FORMAT AND DESIGN +vendors, rather than being stuck using just one vendor you’re tightly +connected with. +Deciding who will print your sales material can be complex. Weigh +all these areas before making a final choice. + Color work. Color adds an added dimension to most promotional +pieces, but if it’s not done right, it can cheapen the look of your +piece. Make sure your printer can match the colors you want and +does a nice, clean job. + Availability of stock. Is your printer able to provide a wide variety of +quality papers in different weights, textures, and colors? You’d be +surprised at how the paper you use can affect the overall impres- +sion you present. + Proofs. It could be problem if your printer is unwilling to let you see +proof copies before printing a full job. While you don’t want to be +making editorial changes from proofs, you want to make sure the +piece looks good and has the right codes, that the pages are in the +right order, there are no smudges on the plates, and so on. + Quality of finishing work (folding, cutting, collating, etc.). A job can be +beautifully printed, but if it’s cut at an angle, the corners aren’t +straight, or the folding is sloppy, it can ruin the job. + Responsiveness. Things change quickly in business. You may have +a last-minute brainstorm that requires a change in the piece +you’re printing. Or you may realize you put the wrong phone +number on the piece. You want to know you can call and talk to a +real person who will make the changes you want. This is no time +to have to deal with a stream of voice-mail prompts or have to +leave a message for someone you don’t know and hope they get it +and respond before the job goes to press. Contact your prospec- +tive vendor two or three times to see if he is available, and if not, +how quickly he’ll get back to you. + His niche market. A printer who specializes in four-color printing +that’s high quality with low volume wouldn’t be a good fit for + + +THE DIRECT-MAIL SOLUTION + 47 +CHAPTER 3 / SALES PIECE FORMAT AND DESIGN +a two-color job that requires hundreds of thousands of pieces. +Sure, he probably could do the job, but he wouldn’t be as effi- +cient at it as a printer who specializes in high-volume work. It +would be like taking your Ford truck to a Volkswagen mechanic. +The VW mechanic could probably fix your truck, but he would +not be as efficient as someone who fixes Ford trucks every day. + Pricing. I always like to get a quote from three different vendors +so I know that I’m getting a reasonable price. If one price is much +lower than the others, be careful and double-check everything to +make sure the vendor isn’t missing any important details. Ask +lots of questions so you can be certain there are no hidden costs. +Compare vendors in the same niche. If you want to print 5,000 +postcards, don’t compare quotes from a vendor who special- +izes in printing postcards with a printer specializing in printing +magazines. + Attention to detail. When you ask for a quote, you have to give +specifics about what is involved in the job. If the vendor misses +or “forgets” to quote on one of the job’s details, you may want to +pass on using them. There are plenty of vendors to choose from. +Make sure to use one that pays extra attention to detail. + Experience. If your vendor has been in his niche business for many +years, he will be more likely to catch any possible errors early on. +He will also provide insight into how to run your job more effi- +ciently. It’s worth paying a little more for an expert. He will end +up saving you money in the long run. +Finally, when considering whether to try a new printer, get samples +of his work. Try to get samples of jobs similar to your own. +Get References +The price of the job is important but so are references. Make it a point +to ask for references and actually call them. Many companies ask for +references, but then never make the calls. If they had, they may have + + +48 + THE DIRECT-MAIL SOLUTION +CHAPTER 3 / SALES PIECE FORMAT AND DESIGN +learned something that could have prevented a disaster. Ask a printer’s +reference questions like these: + Was the quality what you were looking for? + Did the job get done on time? + How did the price compare to that of other printers? + Were there extra, unexpected costs? Any hidden costs? +Visit the Printing Facility +If possible, you’ll want to visit the printer and walk through the facility +while it’s operating. I’ve always found that a good printer keeps the +floors clean and the warehouse organized. +I once visited the printing facility that prints the West Coast edition +of the New York Times. It was a massive facility, but it was extremely +dirty. It was perfect for printing newsprint and high-volume projects, +but it would fail miserably if it tried to print a four-color, high-quality +catalog or invitation. Visiting the printing operation will give you a +much better idea about the printer’s strengths and weaknesses and +whether this facility is the one for you. +Once you find a great printer, find one or two more. You never want +to be locked into using just one. I’ve had numerous mailings where +the printer’s schedule was too full to take my job and get it done when +needed. Because I always have more than one printer, I’m able to move +my job somewhere else without worrying about whether the job will be +done right or on time. +Plus, having more than one great printer will keep them all +competing for your business—giving you excellent pricing, quality, and +customer service. +What About Those Discount Online Printers? +Many businesses are budget conscious these days—and properly so. But +there’s a great old expression: “penny-wise and pound foolish.” In other +words, trying to save a few cents by using a cheaper printer could end up + + +THE DIRECT-MAIL SOLUTION + 49 +CHAPTER 3 / SALES PIECE FORMAT AND DESIGN +costing you a lot more in printing jobs that look bad and don’t get the +response you want or, even worse, that you can’t use at all. +I personally prefer a full-service printer with whom I have an +ongoing relationship for higher-quality jobs that are more complex. I +like being able to talk to the person who is doing the printing. I like +to see paper samples so I know I’m getting the product I want. I like +being able to get proof copies, especially for color jobs, before printing +out 10,000 pieces. And I like being able to call with last-minute changes +or corrections and know that someone will be there who knows the +job and will be able to make sure the change is made before the job is +printed. +Plus, when you have that kind of relationship with your printer, +you have another set of eyes watching the job for you. The printer +may notice a problem in how the art is laid out or that a color doesn’t +seem quite right. Instead of having the attitude “Well, the customer +signed off on it so I’m not going to bother to check any further,” your +full-service printer is more likely to think, “I don’t believe Craig will +be happy if this job comes back looking like that. And even though it +would be his responsibility, and I’d still get paid, I want to make sure he +gets the job he wants. I’d better give him a call.” +This isn’t to say that discount online printers don’t have their place. +Discount printers can be good for small, simple jobs, like postcards that +don’t have any personalization. You can save a little money and still get +an adequate-looking product. But for anything more complex, I like to +use someone I know and trust. +Next we’ll look at a surprising—but highly effective—use of a direct- +mail campaign. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +[Image-only page; OCR found no readable text. Consult the PDF for visual content.] diff --git a/library/The Direct Mail Solution/Chapter-04-How-to-Use-Direct-Mail-to-Drive-Traffic-to-Your-Website-and/Chapter-04-source-text.md b/library/The Direct Mail Solution/Chapter-04-How-to-Use-Direct-Mail-to-Drive-Traffic-to-Your-Website-and/Chapter-04-source-text.md new file mode 100644 index 0000000..2d3a7fa --- /dev/null +++ b/library/The Direct Mail Solution/Chapter-04-How-to-Use-Direct-Mail-to-Drive-Traffic-to-Your-Website-and/Chapter-04-source-text.md @@ -0,0 +1,493 @@ +# The Direct Mail Solution — Chapter-04: How to Use Direct Mail to Drive Traffic to Your Website--and Then Back to Your Store! +- **Source**: /library/The Direct Mail Solution/source-file.pdf +- **PDF pages**: 72–85 +- **Pages without text**: none + +--- + + +51 +How to Use Direct +Mail to Drive Traffic +to Your Website—and +Then Back to Your Store! +OU’VE PROBABLY HEARD THE FAMOUS QUIP BY MARK TWAIN: “THE +reports of my death have been greatly exaggerated.” +We might say the same thing about direct mail. +The reports of the death of direct mail are largely due to the +digital age we’re living in and the perceived changes it’s brought +to the way we communicate with each other. With the rise of the +internet, many people think the days of snail mail are over. After +all, shouldn’t we advance with the times? Isn’t it easier to just set up +a pay-per-click (PPC) campaign or shoot off an email? And isn’t it +more effective? +I’ll let you to determine what’s easier for you. But one thing I +can tell you from what I’ve seen is that those online methods aren’t +all that effective. In fact, if you want to build your online business, +research shows that one of the best ways to do it is to use direct mail +Y +CHAPTER +4 + + +52 + THE DIRECT-MAIL SOLUTION +CHAPTER 4 / HOW TO USE DIRECT MAIL TO DRIVE TRAFFIC TO YOUR WEBSITE—AND THEN BACK TO YOUR STORE! +to drive prospects to your site. It’s the combination of direct mail with +an online presence that packs such a powerful marketing punch. +That’s probably why many of the world’s largest companies with a +major internet presence regularly use direct mail to promote themselves. +Even Google, probably one of the iconic internet businesses, sends out +direct-mail campaigns. It uses a sales piece sent by physical mail to +offer prospects $100 worth of free PPC advertising. By mailing these +offers directly to people’s homes or offices, it is able to reach a different +audience than it does with its online efforts. +And this kind of promotion works. As we saw earlier in this book, +people put greater trust in information they receive by mail. And they +are more likely to read physical mail, unlike so much of email that gets +deleted without being looked at. Direct mail must work because the +great marketing minds at Google wouldn’t use it if it weren’t profitable. +Another huge online marketer is Serena & Lily. It doesn’t even have +any physical stores. All of its business is online only. While it does some +online marketing, it reports that “65 to 70 percent of the company’s +total sales can be traced to print catalog marketing.” Let me point out +two critical details about this interesting quote: +1. It is entirely an on line store, yet the majority of its sales come +from a physical, direct-mail catalog. +2. It has traced its sales back to its print catalog. This means it is +doing a great job of track ing its mail cam paigns. It would not +know the success of its direct mail if it hadn’t put the effort into +track ing. Savvy direct marketers track all the details in their mail +campaigns so they know what is working and what is not! And +that’s what they stick with. We’ll be looking at how to track your +mail campaigns in Chapter 9. +The USPS Study +In a recent study, the United States Postal Service surveyed 5,000 +visitors after they left 135 retail websites to determine how they came + + +THE DIRECT-MAIL SOLUTION + 53 +CHAPTER 4 / HOW TO USE DIRECT MAIL TO DRIVE TRAFFIC TO YOUR WEBSITE—AND THEN BACK TO YOUR STORE! +to the site and how much they spent on merchandise while there. The +results were quite definitive in favor of direct mail. In fact, when it +comes to online sales, the USPS invites people to think of direct mail +as “power food for your website.” Its findings show that direct mail +can provide a solid boost to online traffic and sales. And it builds +business by attracting new prospects who may never have visited a site +otherwise. +According to the study’s findings, prospects who received a catalog +in the mail purchased 28 percent more items and spent 28 percent more +money than those who did not receive one. Revenue from customers +driven to sites by receiving a catalog was more than two times +greater than the revenue from people who had received only online +communications. +Here were some other interesting findings. + More than 60 percent of people who received a catalog were +influenced by the catalog to visit the website. The influence +proved to be greatest on first-time shoppers. + Catalogs were found to greatly discourage comparison shop- +ping—by more than 10 percent. That means that site visitors +came to the site and stayed on track—possibly because they had +gone through the catalog and knew what they wanted to buy. +They were less likely than random site visitors to go off searching +other sites to find better prices or other selections. + Catalog recipients were significantly more likely to shop for holi- +day gifts at the website than noncatalog recipients. + Recency matters; 17 percent of people who received a catalog in +the previous month purchased at least one item, while of those +who received a catalog more than a month ago only 11 percent +purchased an item. + Compared to people who had not received a catalog, buyers who +did receive a catalog reported that they were significantly +• more satisfied with the companys weCsite, + + +54 + THE DIRECT-MAIL SOLUTION +CHAPTER 4 / HOW TO USE DIRECT MAIL TO DRIVE TRAFFIC TO YOUR WEBSITE—AND THEN BACK TO YOUR STORE! +• more satisfied with their eYperience of the company, and +• more liLely to recommend the weCsite and the company to +others. +This study shows all the advantages of using direct mail to build +web traffic. + It lets you reach a wider range of prospects. + It builds confidence in you as a retailer. + It puts something in the prospects’ possession that is a constant +reminder of your site. Prospects can hold the sales piece in their +hands and take it with them to read as they sit in their living +room, on the back porch, or wherever they like to read. + The piece sits on the coffee table or kitchen counter where they +see it again and again, unlike an email that is quickly deleted or +an online ad that disappears a soon as the next URL is clicked. +I think it’s important to make this last point. Although this study +focused on catalog mailings, it also found similar results for other types +of direct mailings, such as postcards. I mention this here because I don’t +want you to think that you need to produce a catalog to take advantage +of the direct-mail boost in online traffic. I will show you how to take +advantage of this medium using very simple mail pieces. In fact, the +simpler, the better. +How My Own Clients Use Direct Mail +to Bank Internet Profits +I know that the findings of the USPS study were right on point. +That’s because I’ve seen similar results with my own clients. In fact, +let me tell you about the experience of one of them, a large publisher. +It wanted to do its own test to determine the value of customers who +came to the company in various ways. The idea was to determine +the best use of its advertising dollar so it could design its future +marketing plan. + + +THE DIRECT-MAIL SOLUTION + 55 +CHAPTER 4 / HOW TO USE DIRECT MAIL TO DRIVE TRAFFIC TO YOUR WEBSITE—AND THEN BACK TO YOUR STORE! +For this study it looked at the lifetime value of customers who +had bought its product—how much these customers spent with the +company over an extended period of time. Its subjects included + 50,000 buyers who had come to it through a direct-mail piece, + 50,000 buyers who had come to it through a TV infomercial, and + 50,000 buyers who had come to it through an email campaign. +All the buyers had paid the same price for the product and had +bought within a specific time frame. Now 18 months later, their lifetime +value was compared, and this is what my client found: The buyers who +came through a direct-mail piece had a lifetime value that was three +to four times greater than that of the buyers who came through the +internet campaign and two times greater than those who came through +the TV campaign. The direct-mail buyers were the highest quality leads +and spent 300 percent to 400 percent more money. Even if it may have +cost more to generate these prospects, their significantly higher lifetime +value more than justified the extra effort and expense. +And now let me share with you the experience of another client who +sent out a mailing of almost 45,000 pieces to drive people to its website. +The goal was to get people to “opt in” by providing an email address +and other information upon visiting the site. +The campaign resulted in 5,345 prospects opting in, which was an +excellent response rate of 11.94 percent. Of those, 231 prospects placed +orders, meaning there was a 4.32 percent conversion from prospects +into buyers. But that’s not the end of it. The company now had 5,000 +highly qualified leads that they could continue contacting with offers +and promotions. So not only did they receive over 200 actual orders, but +they also now had access to a highly promising storehouse of names on +which to grow future business. +In my experience just about any business with a website can build +response by incorporating a direct-mail component into its marketing +plan. To show you how it works, in the next section we’ll look at how +you would use direct marketing if you already have a website set up + + +56 + THE DIRECT-MAIL SOLUTION +CHAPTER 4 / HOW TO USE DIRECT MAIL TO DRIVE TRAFFIC TO YOUR WEBSITE—AND THEN BACK TO YOUR STORE! +for internet marketing. We’ll then look at what you would have to do +if your website is not yet set up for any kind of marketing. Finally, I’ll +show you how even a brick-and-mortar retailer can use direct mail to +build an email list to be used for ongoing email promotions. +How It Works If You Already Have a Website +Designed with a Sales Funnel +Let’s assume that you already have an active online presence, and you +have been using online means to promote your site. You may be driving +customers to your site with a pay-per-click campaign: You place a banner +ad on other internet sites, and you pay a fee each time someone clicks +your ad and is taken to your site. Or you may reach out to prospects by +running email campaigns. Or you may have affiliate promotions with +other marketers where they promote your site to their buyer or member +lists. Or you may use all three methods. +In any case, you are doing something to drive traffic to your site, +and it’s working well. And as a savvy marketer, you have your site all set +up to meet these prospects when they arrive. You probably have some +kind of landing page that prospects arrive at when they click your link +or ad. It has clear steps the prospect should follow to opt in. +The opt-in section is where prospects provide at least their name +and email address. You may also be able to get their physical addresses +you can use to help you market to them in the future. By giving you this +information, prospects are giving you both permission to contact them +again and the means to do so. Because they have come to you and are +willing to provide you with this information, they are hot prospects and +very valuable to you. +Once your prospect has opted in and has been moved along to a +sales page, hopefully you are able to turn the prospect into a customer. +Perhaps this is all working OK, but you wish you could get even +more new prospects to visit your site. You’ve been hearing that direct +mail may be one way to attract a whole new audience, but you know + + +THE DIRECT-MAIL SOLUTION + 57 +CHAPTER 4 / HOW TO USE DIRECT MAIL TO DRIVE TRAFFIC TO YOUR WEBSITE—AND THEN BACK TO YOUR STORE! +very little about direct mail. You’re concerned that it might be a lot to +take on. However, embarking on a direct-mail campaign would actually +be extremely easy for you. You’re already perfectly set up for it. You +have your landing page, and people are coming to it via your online +marketing. You just have to set up a stream of prospects that comes to +you through direct mail, and all that you need to do is write a direct- +mail piece with a clear call to action that drives people online. +So let’s talk about this sales piece that has to be created. Fortunately, +you don’t need a long, complicated piece. In fact, that’s just what you +don’t want. Really, you could just use a postcard—small, large, or even +oversized—but still just a postcard. Or, if you feel more copy is needed to +do the job, I’d recommend going no larger than a four-page self-mailer. +And remember, as a self-mailer, one page would be allocated for some +teaser copy and space for the address, the return address, and postage. +So, it’s really just three pages of copy—not counting any photos or +illustrations that may fill up some space. +Whichever format you use, you want compelling, intriguing copy +with the primary aim of getting people to go to your website. You don’t +necessarily want to sell the product or give all the details of the offer. +If you give too much information at this point, prospects may decide +they’re not interested and not visit the site. But the site is where you do +your main selling, so you want to keep them curious and excited and +eager to find out more. +Once prospects arrive online, I advise my clients to always ask +them to opt in before moving on to the next stage. You at least want to +capture their email address. Then, if possible, you want their full name +and their mailing address. Prospects may not be willing to give that +right away, so get what you can. Now you can present them with your +sales page. +Your sales page can take several forms. One popular method is +a video sales letter where prospects are shown a video of someone +presenting the product or service and making the offer. Another +method is a text letter that appears like a PowerPoint presentation + + +58 + THE DIRECT-MAIL SOLUTION +CHAPTER 4 / HOW TO USE DIRECT MAIL TO DRIVE TRAFFIC TO YOUR WEBSITE—AND THEN BACK TO YOUR STORE! +with narration, so it’s a cross between a letter and a video. Or you could +show them a previously recorded webinar. Or just use a simple text sales +letter. +The point of the sales page is to convince prospects to move along +to the next stage so that they will ultimately provide you with the +information you want, such as their mailing address. And, of course, it +would be great if you could get them to take you up on your offer to +buy something. +At several points in the process you can try to get the information +you want. For example, you may thank them for opting in and tell them +if they provide their physical address you will send them coupons to your +store. Or you’ll send them a free report with valuable information. This +is your chance to be creative about capturing prospects’ information +now that you’ve gotten them to visit you online. For examples, visit +www.TheDirectMailSolution.com. +Can you see what you’ve done here? You were able to capture a +prospect from a direct-mail list, and you got the person to visit your +website and give you the information you need to contact him or her +again. You know that this is an excellent prospect who is interested in +you. And significantly, this is a person who may never have found you +had you not reached out to find him yourself. +This is perfect for a business that already has an online sales funnel. +You don’t have to develop a whole new system to make sales. You can tap +into the online funnel that’s already working for you. You’re just adding +a new way to drive prospects to the sales structure that’s already there. +But if you don’t have marketing capability on your website, you +have to go an additional step. +What to Do If Your Website Isn’t a Sales Funnel +You may already have a great website with a nice home page and other +informational or product pages. But if that’s all you have, it may not be +ready yet for use as part of a sales funnel. + + +THE DIRECT-MAIL SOLUTION + 59 +CHAPTER 4 / HOW TO USE DIRECT MAIL TO DRIVE TRAFFIC TO YOUR WEBSITE—AND THEN BACK TO YOUR STORE! +When new prospects come to your site from your direct-mail piece, +you probably don’t want them to come directly to your home page. +First, there’s too much for prospects to see. They may be confused +about what to do first. Or they may start clicking links, go off reading +other pages, and then wander away. +You want to have much more control of your prospects’ attention, +and specifically you want to help ensure they are clearly guided to the +opt-in area first. That means you want a special page that prospects are +immediately linked to from the URL in the sales piece. This is your carefully +designed landing page, most likely with some kind of opt-in area built in. +Once prospects opt in, you must decide where they go next. Is it +to a video? A video letter? Just plain text? You want to carefully guide +them along. +A good web designer should be able to create these pages. And if +you use a writer to create a sales piece, that same writer should be able to +supply the copy for your site, largely based on the sales piece. Or, based on +what you’ve learned in this book, you could write the copy on your own. +How a Brick-and-Mortar Retailer Can Use a +Direct-Mail Postcard to Build an Email +List of Great Prospects +We’ve been looking at how to use direct mail to drive traffic to a website +and build an email list or make online sales. But you can take it a step +further to then drive that traffic right back into your physical store. +I’ve generated tens of thousands of online prospects for my clients by +sending postcards by direct mail. For many of them the idea was to +eventually get those prospects into a store. +You could start by simply sending out a direct-mail postcard that +directs customers to your website. Once they get to your website, you +can have them opt in to receive a free gift or a special coupon. +For example, let’s say that you’re a furniture store and you’re having +a weekend sale. A great way to publicize the event is to send out a mail + + +60 + THE DIRECT-MAIL SOLUTION +CHAPTER 4 / HOW TO USE DIRECT MAIL TO DRIVE TRAFFIC TO YOUR WEBSITE—AND THEN BACK TO YOUR STORE! +piece to everyone who has bought from you in the last three years. You +should also mail everyone else on your list, such as people who have +made inquiries or have contacted you in some way. At the same time, +a smart marketer would maximize this campaign by not only driving +current and past customers to the store but also reaching out to new +prospects (who will hopefully become new customers). So perhaps you +would mail to every address of people with incomes above a certain level +within a five-mile radius. +You could send a direct-mail postcard to prospects that drives them +to the website by saying: “Visit our website and print out our special +coupon to receive an additional 10 percent off our already discounted +weekend sale prices. Plus—get a FREE gift! $5 worth of Starbucks coffee!” +Prospects may look at that and say “Wow, I may not be interested +in buying furniture right now, but I’m interested in that $5 worth of +Starbucks coffee. So I’m going to visit the website.” They go to the +website, opt in, and get instructions for receiving their free coffee, which +they have to claim at the store. You’ve just earned yourself the contact +information for a new prospect who you can reach out to in the future. +Once these prospects are in the store, you have the opportunity +to show them your fine furniture and special sale items and ask for +their mailing address. The $5 worth of free coffee may sound like a +big investment on your part, but these people are highly self-selected, +and they are going to remember the gift and the good experience they +had with you when they are ready to buy a piece of furniture. They are +much more likely to come back and shop at your store because of the +generous gift that you’ve given them. +This is just one of many ways to combine direct mail with the +internet to build your mail and email lists and grow your business. +PURL Postcards +Another unique format that lets you combine the power of direct mail +and the internet is the PURL postcard. PURL stands for Personal URL. + + +THE DIRECT-MAIL SOLUTION + 61 +CHAPTER 4 / HOW TO USE DIRECT MAIL TO DRIVE TRAFFIC TO YOUR WEBSITE—AND THEN BACK TO YOUR STORE! +With this ingenious method, you take a normal URL (a regular website +address), and you add the first and last name of the prospect to the +URL to turn the URL into a Personal URL. For example: simpson- +direct.com can be made into a PURL for your prospect John Smith +by adding his name: simpson-direct.com/john.smith. The name can +also go in front of the URL: john.smith.simpson-direct.com. Thanks +to creative programming, you don’t have to develop separate pages for +each prospect. The programming personalizes the page automatically. +Imagine getting a postcard in the mail with a URL printed on it that +has your name in it. It would be almost irresistible, wouldn’t it? The +PURL postcard really captures prospects’ attention and drives them to +see a personal message on their “own” website. It sparks an interest and +curiosity in prospects. After all, who wouldn’t want to immediately see +their own website? +Postcards and self-mailers both work great when using a PURL +because the sales message can be made very personal by including +prospects’ names. The message on the mailer piece should include +copy that says something like “John Smith, here’s your personal +website! Go to . . .” +When the prospect gets to the landing page, that’s where the +real sales piece is. The sales copy on the PURL website needs to be +personalized and must have strong incentives to get customers to +respond to whatever you are offering. +I’ve mailed over a million pieces for my clients using the PURL +method, and it consistently generates great results. +Important Considerations for an Effective +Direct-Mail/Internet Program +If you think that using direct mail in conjunction with the internet +holds promise for your business, I encourage you to try it. Here are +some points for you to keep in mind so that you can make the most of +this powerful combination. + + +62 + THE DIRECT-MAIL SOLUTION +CHAPTER 4 / HOW TO USE DIRECT MAIL TO DRIVE TRAFFIC TO YOUR WEBSITE—AND THEN BACK TO YOUR STORE! +An Intriguing Message +The message in your direct-mail piece must capture prospects’ +attention and interest to such a degree that they will stop whatever +it is they’re doing and go online to visit your website. The mail piece +itself won’t be very long, so it has to pack a very powerful punch +in minimal words. You need a headline that immediately arouses +curiosity and promises some kind of benefit. Then you have to offer +them an excellent reason to go to the site: They’ll receive a coupon or a +free report; they’ll get to watch a video that will reveal some big secret +that will make their life better. Motivate them to take the action you +want. +The piece itself must look effortless, but writing it requires quite a +bit of savvy. So put some work into coming up with a message that will +move people to act. +A Clear Call to Action +Now that you’ve got your prospects’ attention and they’re ready to +act, you have to provide them with a crystal clear call to action. What +you want them to do is visit the site. Don’t provide them with any +alternative actions, and don’t make them struggle to find your web +address. People’s attention spans are very short, and if they have to go +hunting for the information they’ll get annoyed or distracted. You want +to keep them positive and moving in the right direction. Make the next +step clear and easy to follow. +An Easy URL +Prospects going from a direct-mail piece to a website must type in the +URL themselves. It’s not like they can just click on a link. So you don’t +want a URL that’s complicated, has an odd spelling, or that’s too long. +And you want it to be memorable so that if they are not near their +computer when they read your sales piece, they’ll be able to remember +it when they need it. + + +THE DIRECT-MAIL SOLUTION + 63 +CHAPTER 4 / HOW TO USE DIRECT MAIL TO DRIVE TRAFFIC TO YOUR WEBSITE—AND THEN BACK TO YOUR STORE! +An Incentive to Opt In +One of the most critical reasons for getting your prospects to the site is +to capture their contact information. You want them to opt in. But they +won’t do it unless you provide them with a good reason to do it. Maybe +for opting in they will receive a bonus of some kind, or they will receive +some valuable information. It’s important that you keep your opt-in +web page copy short with clean directions on how to opt in. Some of the +best opt-in pages I’ve used have only ten words on them. Keep it simple +and keep the instructions clear. +A Compelling Sales Page +Once prospects have opted in and arrived at your sales page, you want +them to be willing to read your letter, watch your video, or do whatever +it is you’ve set up for them. So the page has to be attractive, interesting, +and easy to read, with lists of benefits that can be seen at a glance. +A Coordinated Message +For a successful campaign you should have consistent branding and +messaging. All the pieces should coordinate with one another and +present one clear message and call to action. If your sales piece is +whimsical, there should be a whimsical quality to your website. If your +message is serious, all the pieces should be serious. The look of the +direct-mail piece and the website should be similar. Of course, the offer +and the call to action should be in agreement across all the different +media. +With all the pieces in place and working together, you will increase +the chances of a favorable response. +You May Be Closer Than You Think +If you already have an online presence, you’ve been using online +marketing to get people to visit your website, and you are already set up + + +64 + THE DIRECT-MAIL SOLUTION +CHAPTER 4 / HOW TO USE DIRECT MAIL TO DRIVE TRAFFIC TO YOUR WEBSITE—AND THEN BACK TO YOUR STORE! +with a landing page and opt-in program, you already have in place most +of what you need to expand into a direct-mail component. You’re just +developing another way to drive traffic. +But remember, this is more than just another way to drive any +traffic. Research shows that customers generated by direct mail, as +opposed to online methods, are better customers who spend more +money with you. That alone should make you want to look into this +approach and take the necessary steps to incorporate it into your overall +marketing program. +Also remember, the direct-mail sales piece doesn’t have to be long. +You can get started with just a postcard. That will keep the production +costs down and make it easier to write. +Of course, if you don’t already have a sales funnel as part of your +website, you will need to add one, but even then we’re just talking about +a landing page and a sales page. +The internet is a significant medium playing a larger and larger role +in our lives. But it will never replace direct mail as a way to communicate +a memorable message that is noticed and that builds trust. When you +are able to put the best aspects of the internet and direct mail together +in one sales package, you multiply the effectiveness of your efforts. +This book also serves as an example of taking prospects offline and +moving them online. You have the opportunity to read this book and +then go online for more resources at www.TheDirectMailSolution.com. +At this point you should be filled with ideas about the sales piece +you’ll be sending out and what it will say. Which brings us to the next +important question: To whom will you mail it? That’s what we’ll look +at in Chapter 6. diff --git a/library/The Direct Mail Solution/Chapter-05-The-Message-and-the-Messenger/Chapter-05-source-text.md b/library/The Direct Mail Solution/Chapter-05-The-Message-and-the-Messenger/Chapter-05-source-text.md new file mode 100644 index 0000000..b60976b --- /dev/null +++ b/library/The Direct Mail Solution/Chapter-05-The-Message-and-the-Messenger/Chapter-05-source-text.md @@ -0,0 +1,279 @@ +# The Direct Mail Solution — Chapter-05: The Message and the Messenger +- **Source**: /library/The Direct Mail Solution/source-file.pdf +- **PDF pages**: 86–97 +- **Pages without text**: 97 +- **OCR note**: OCR is supplied below for image-only pages; multi-column reading order may be imperfect, so consult the PDF for layout and visuals. + +--- + + +65 + +The Message +and the Messenger +By Dan S. Kennedy +S CRAIG HAS DESCRIBED, A DIRECT-MAIL PIECE OR PACKAGE involves +two big decisions and comprises two big pieces of work: the +message, expressed in copy, graphics, and photos; and the +messenger, which is the format. I’ll give you my perspective on both. +Why Marketing Messages FAIL +If you are in the patio furniture business, you can’t help yourself. +You habitually think about patio furniture, and you assume others +are interested in patio furniture, too. And you are wrong. This is +where failed messages begin, by being product-driven rather than +driven by human interest, real life, and emotion. People buy patio +furniture to sit on only when their current patio furniture is falling +A +CHAPTER +5 + + +66 + THE DIRECT-MAIL SOLUTION +CHAPTER 5 / THE MESSAGE AND THE MESSENGER +apart or they’ve moved, have an empty patio, and didn’t bring their old +patio furniture with them. Not enough of these folks in a given area to +support your patio furniture store, let alone everybody else selling the +stuff. You must get people who do not NEED new patio furniture, who +can sit in the patio furniture they’ve got, to (irrationally) WANT new +patio furniture. A message about brand names, vast selection, low price, +easy financing, and free delivery FAILS TO CREATE OR STIMULATE +WANT—it only caters to NEED. +Hardly anybody spends $100,000 remodeling a kitchen because +their current kitchen doesn’t work. They do it out of WANT, not NEED. +Both these examples involve emotion—ego, status, outdoing the +neighbors, pride of ownership. Family life and social life—having a better +environment, making at home experiences more enjoyable, having the +place family and friends want to congregate. Human interest—the story +of the big Fourth of July party or the Thanksgiving gathering with +feasts prepared by three generations in the amazing kitchen. If you +want to see somebody who has mastered this, in the backyard deck and +gazebo business, visit the website of one of our great GKIC Members, +Matt Buchel: tropicallifestyle.com.au. +At the end of this chapter, in Figures 5–1 to 5–4, I’ve reprinted just +a few pages from one booklet, part of a complete, multipiece direct-mail +package sent to leads obtained online, at home shows, and from simpler +lead-generation direct mail. This company is thriving, and selling at +premium prices, because it has built such a comprehensive message. +Look at page 43 of this sales booklet: a human interest story about +a couple getting married in their Tropical Lifestyle gazebo (Figure 5–4). +The front cover positions the sales booklet as a “how to” consumer’s +guide and features a lifestyle photo of a happy family. Pages 15 and 24 +focus on real-life reasons why specific types of customers might want +a gazebo and deck (Figures 5–2 and 5–3). In total, this is a 52-page +sales piece, loaded with really great sales copy, with a good balance +between product information and the more persuasive copy to make +people WANT a whole new, “tropical lifestyle” backyard. (All this is + + +THE DIRECT-MAIL SOLUTION + 67 +CHAPTER 5 / THE MESSAGE AND THE MESSENGER +so successful, by the way, that a few years back, Matt won the coveted +GKIC Marketer of the Year Award, and now has a package of all his +marketing that he licenses to other contractors throughout the world, +and a samples package that business owners in many different areas buy +from him as well.) +Matt has mastered the making of messages about real life, customer +emotions, and human interest. +Unless and until you understand this, and translate and apply it to +your business, you will forever fail at assembling interesting, persuasive, +and productive messages. +Direct mail fails, or at least disappoints for four reasons: +1. Poorly chosen list (Chapter 6 will cover this topic.) +2. An uninteresting, boring message that fails to motivate WANT +3. A message poorly matched with the list +4. A messenger that can’t get the message across +Two of these four failure factors revolve around the message. This is +why it’s so critically important to craft a message worthy of investment. +There are a number of possible ways to get to a worthy message. +You can and should assemble “raw material.” That may be past +advertising that has worked, competitors’ advertising, transcripts of +recordings of you or your best salespeople talking on the phone or face +to face with prospects, a focus group or interviews with customers, or +testimonials from customers. Research what exceptionally successful +operators of your type of business are doing in other parts of the +country. +You ought not focus just on those in your own field—some of +the best breakthrough ideas come from great marketing and great +messages outside your field. To that end, you should tap into GKIC, +a network and clearinghouse of great marketing, with a plethora of +resources, meetings and conferences, and assistance, starting with a +free test-drive opportunity. As a GKIC Member you’re introduced to +thousands of people in diverse businesses who are every bit as successful + + +68 + THE DIRECT-MAIL SOLUTION +CHAPTER 5 / THE MESSAGE AND THE MESSENGER +at this kind of marketing as Matt Buchel, who’s work I’ve shown off +here. Every month, in the No B.S. Marketing Letter, you see amazing +examples of great marketing. Check in at www.dankennedy.com/ +DirectMailSolution, Craig’s GKIC affiliate site. +If you are going to write your sales copy yourself, you need three +things: structure, inspiring samples to lead your thinking, and all of +the raw material that I just mentioned. Giving you a crash course in +direct-response copywriting here is way beyond this book’s purpose, so +instead, I’ll recommend the best basic shortcut resources I can. One is +mine, a book, The Ultimate Sales Letter (4th Edition); plus The Architecture +of Persuasion by Michael Masterson; How to Create Irresistible Offers by +Robert Bly; and Great Leads: Six Easiest Ways to Start Any Sales Message by +Masterson and Forde. These books will give you structure for your copy. +A skeleton to hang your flesh on. +In addition, many specific tools are available, like fill-in-the-blank +headlines. Million Dollar Mailings by Denny Hatch and The Greatest Sales +Letters by Hodgson are, in large part, giant inspiration files, with actual +samples of extremely successful sales letters for various companies, +products, and purposes. Last, there are “cheat sheets”: two advertising +thesauruses, Words That Sell and More Words That Sell by Richard Bayan. +For many purposes, this will be enough. If you want to go further, both +basic and advanced online and home-study courses on copywriting are +available from two sources: GKIC, at www.DanKennedy.com/store, and +from AWAI, American Writers and Artists, at www.AWAIonline.com. +If you are going to write by committee—involving your spouse, +business partner, and key employees—do yourself a huge favor and +get the book Copy Logic: The New Science of Producing Breakthrough Copy +(Without Criticism) by Michael Masterson and Mike Palmer. +If you are going to hire a copywriter or copywriters, or a copywriting +coach to critique your work, I suggest working through AWAIonline. +com. It maintains directories of freelance copywriters and has an +assignments board where you can post your needs and invite interested, +appropriate copywriters to connect with you, provide samples of work, + + +THE DIRECT-MAIL SOLUTION + 69 +CHAPTER 5 / THE MESSAGE AND THE MESSENGER +and even audition. If you are working with Craig Simpson, he can +also direct you to appropriate copywriters. If you have a project of +significant size and scope, I occasionally accept new copywriting clients +myself—but I am at the top of the compensation range; we begin with a +day of diagnostic and strategy consulting (as of this writing, my base fee +for that day is $18,800); multimedia, multistep campaigns frequently +involve fees from $50,000 to $150,000 and beyond, plus royalties, +usually linked to resulting gross revenues. +If you are going to use outside copywriters, you still need to +assemble good raw material for them, and it is still useful to be familiar +with what they are doing and why they are doing it the way that they +are—so I still recommend reading the above-listed books. +My final message recommendation is: Don’t be Amish. Most +businesspeople study only—only!—what their direct competitors and +peers do. Everybody in a circle looking at each other. But great +messages that work with direct mail tend to be direct-response messages, +not traditional retail or service messages, so you need to observe and +learn from direct-response marketers. Find relevant direct-marketing +companies to watch and borrow ideas from. If you have a local butcher +shop, pay attention to how Omaha Steaks sells steaks by mail order, +direct mail, and online; don’t pay attention to the other butcher shop +across town. If you have an upscale menswear store, pay attention to +the Charles Thywritt Company, to J. Peterman Co., and to other direct +marketers in the category. If you are a dermatologist, look at how my +client, Guthy-Renker, advertises its acne remedy, Proactiv®. +What Messenger to Entrust Your Message To +Message can govern formats, or formats can govern message. But one +thing is definite: the format of your direct-mail piece or package should +be carefully chosen, and its appearance should be congruent with +its purpose—which often means less than aesthetic, artistically pure +designs. + + +70 + THE DIRECT-MAIL SOLUTION +CHAPTER 5 / THE MESSAGE AND THE MESSENGER +My friend and client, Jerry Jones, who has probably put more +patients in dentists’ chairs all over the world with his direct mail than +anybody, living or dead, ever, often has trouble with his doctor-clients +who want to use postcards with beautiful photos, logos, and very little +copy, to look “professional.” One of his consistently best-performing +postcards is black typewriter-looking type on an ugly green 3- × 5-inch +postcard. This is why we always test multiple “looks” and formats. +Ugly or pretty, plain or fancy, in an envelope or self-mailer, big or +small—well, it all depends. +The most important thing to know is: The format’s jobs are: 1) +to get delivered, 2) to get opened or looked at, and 3) to facilitate +the sales copy, the message creating interest and persuading the +reader to take a clear next step. Don’t add any other directives or +responsibilities to that list—like pleasing you, your spouse, your staff, or +your graphic artist, or making a brand statement, or winning awards, or +being funny or clever. Any or all of those other things may or may not +happen in the course of achieving the three essential goals, but none +of these other things can direct the content or appearance or format of +your direct-mail piece. +The second most important thing to do is to be reasonable. Do +not underestimate the difficulty of achieving these three goals. A simple +postcard with a coupon on it may be able to achieve these goals if it’s +going to homes with customers who know your business and regularly +or seasonally buy what you sell—say, pizza or snow tires. But a simple +postcard simply cannot be reasonably expected to survive a mailroom +and a gatekeeper, to reach and interest a corporate CEO. What you are +doing with direct mail is buying interest and response, and you have +to understand that there is variable cost in getting different kinds of +people’s interest. The desire for unearned success is a rising plague on +American society, adversely affecting us in a myriad of ways—including +business owners’ irrational disappointment with direct mail when +formats wholly inappropriate for its task and its audience are used and +too-cheap investments are made. + + +THE DIRECT-MAIL SOLUTION + 71 +CHAPTER 5 / THE MESSAGE AND THE MESSENGER +Incidentally, direct mail doesn’t just mean mail. I’ve had and have +many clients who use Federal Express, UPS, and the USPS’ Priority +Mail as delivery means for marketing messages. Nor does it just refer +to printed matter. We send audio CDs, video DVDs, DVDs in players +inside attaché cases, messages inscribed on or fastened to basketballs +and coconuts and canoe paddles, and every other imaginable object. +The value of the response tells us what we can spend, establishing what +I call the Maximum Allowable Investment; we then engineer the most +impactful campaign within that number. For a look at a wide variety of +odd, unusual “object mail,” visit www.3DMailResults.com. +On the other hand, sometimes simple is best. The late, great +copywriter Gary Halbert was a staunch advocate of a simple, hand- +addressed, live postage stamp-adorned envelope, with no business +identity, no logos, and no teaser copy. Pure “sneak-up mail,” appearing +to be personal, from one individual to another. +Much of the time, my clients are doing multistep mailings, so there +is the opportunity to use several different formats within the campaign. +Ultimately, you must think of your format as a real messenger. +You are asking him to go to your prospect’s home or office, knock on +the door, and present himself—when he will either be invited in to tell +his story or have the door rudely slammed in his face, denying him any +opportunity. How will you dress and outfit and enable your messenger? +My friend Sally Hogshead, author of the excellent book, Fascinate, has +documented well that the average initial attention span to anything +new is now down to the attention span of a goldfish: nine seconds. Keep +that in mind. + + +72 + THE DIRECT-MAIL SOLUTION +CHAPTER 5 / THE MESSAGE AND THE MESSENGER +FIGURE 5–1 The cover of Matt Buchel’s 52-page Tropical +Lifestyle sales booklet. + + +THE DIRECT-MAIL SOLUTION + 73 +CHAPTER 5 / THE MESSAGE AND THE MESSENGER +FIGURE 5–2 Page 15 of Matt Buchel’s Tropical Lifestyle +sales booklet. + + +74 + THE DIRECT-MAIL SOLUTION +CHAPTER 5 / THE MESSAGE AND THE MESSENGER +FIGURE 5–3 Page 24 of Matt Buchel’s 52-page Tropical +Lifestyle sales booklet. + + +THE DIRECT-MAIL SOLUTION + 75 +CHAPTER 5 / THE MESSAGE AND THE MESSENGER +FIGURE 5–4 Page 43 of Matt Buchel’s 52-page Tropical +Lifestyle sales booklet. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +[Image-only page; OCR found no readable text. Consult the PDF for visual content.] diff --git a/library/The Direct Mail Solution/Chapter-06-Mailing-Lists-and-Segmentation/Chapter-06-source-text.md b/library/The Direct Mail Solution/Chapter-06-Mailing-Lists-and-Segmentation/Chapter-06-source-text.md new file mode 100644 index 0000000..1fa6175 --- /dev/null +++ b/library/The Direct Mail Solution/Chapter-06-Mailing-Lists-and-Segmentation/Chapter-06-source-text.md @@ -0,0 +1,825 @@ +# The Direct Mail Solution — Chapter-06: Mailing Lists and Segmentation +- **Source**: /library/The Direct Mail Solution/source-file.pdf +- **PDF pages**: 98–121 +- **Pages without text**: 121 +- **OCR note**: OCR is supplied below for image-only pages; multi-column reading order may be imperfect, so consult the PDF for layout and visuals. + +--- + + +77 + +Mailing Lists +and Segmentation +ITH YOUR SALES LETTER IN HAND, IT’S TIME TO FIND YOUR BEST +prospects to mail it to. +Suppose your product is a bicycle tire repair kit that +enables cyclists to change a flat tire in half the time. Competitive +cyclists everywhere will be eager to snatch up these new repair kits. +All you have to do is reach the right audience to tell them about +your amazing product. You would like to reach a group that’s +primarily made up of bicycle enthusiasts who ride frequently and +may even compete in races, or bike shop owners who change tires all +day long. +You don’t want to reach the guy who has a bike in the garage that +he hasn’t looked at in a year and not ridden in five years. You want to +be as targeted as possible when selecting your direct-mailing list. In +W +CHAPTER +6 + + +78 + THE DIRECT-MAIL SOLUTION +CHAPTER 6 / MAILING LISTS AND SEGMENTATION +this example, you don’t want to contact everyone who owns a bike . . . you +want those who are actively riding their bikes and may need to change +a tire quickly. +Here’s another example. Let’s say your product is a new kind of +dog leash that makes walking and running with your dog easier. If you +want to do a mailing to promote your new leash that gets the highest +response rate, you wouldn’t want to mail to everyone who owns a dog. +Instead, you will want to mail dog owners who have bought items +for their dogs through the mail in the past, more than one time, and +recently. If your prospects have a proven buying history, then you have +a better chance that they will purchase your product or service. If you +mail to people who have dogs, but none of the other characteristics, +you’re most likely wasting your money because the list would be too +broad and wouldn’t target your best prospects. +In this chapter, we’ll examine the different kinds of mailing lists +that are available and the simple steps you can take to get your hands +on one that’s targeted to your audience. Use the right mailing list to +send the right sales piece, and you will be on your way to a successful +mail campaign. +Types of Mailing Lists +When planning a direct-mail campaign, you obviously need a group +of prospects—along with their names and addresses—to offer your +product or service to. These names, which represent people with similar +characteristics, are rented or sold as a mailing list. +If you rent these names, you’ll be able to mail to them at least once, +and maybe up to three times, depending on the agreement you set up +with the list owner. Sometimes, you are given the option to purchase +the mail list. If you do, you’ll have to pay more for the list, but you’ll +have unlimited usage. +One of the toughest and most critical tasks in putting together a +successful direct-mail campaign is making sure you select the right lists + + +THE DIRECT-MAIL SOLUTION + 79 +CHAPTER 6 / MAILING LISTS AND SEGMENTATION +to mail to. If you mail to a list of people who have no interest in your +product, even the greatest copy will not work. +With thousands of mailing lists to choose from, you may not be +sure where to start. And the stakes are high because selecting the wrong +list will surely destroy your opportunity for success. +So let’s start making sense out of all the possibilities. +There are many different types of lists available. Some direct-mail +marketers break them up into many different categories. I like to break +lists up into two main categories: house file and rented lists. +House File +Your house file, also referred to as your customer file, is the list of +individuals you already have in your database. They are either your own +current buyers, past buyers, or people who have made inquiries about +your product. Talk about a targeted list! These people absolutely fit the +definition of your target audience, and they will normally be the most +responsive to your offer. Also, because these names are in your own +database, you don’t have to pay a rental fee to use them. So you want to +make the best use possible of this great resource. +You should be keeping good records of everyone who ever buys +anything from you or contacts you for any reason at all. Many +companies fail in this area. I’ll ask my clients how many people have +purchased a specific product from them within the last three months. +They’ll have no clue and no way of accessing their database to find out. +This is just poor business practice. You must have an organized, user- +friendly, up-to-date database. And every time a prospect or customer +contacts you, you should be sure to get her name and address and add +it into your database. +If you do have a useable database, you should start organizing it +right away. Depending on the number of products or services you offer, +your house file should be segmented (that is, broken into significant +categories) based on the relationship each person on the list has with +your company. + + +80 + THE DIRECT-MAIL SOLUTION +CHAPTER 6 / MAILING LISTS AND SEGMENTATION +There are many ways to segment your house file. How you do so +will depend on the number of names you have in your house file and +the kind of information you have on each person. Here’s a simple +segmentation option that has the house file split into three groups: +1. Buyer File. Purchased just one product/service +2. Multibuyer File. Purchased more than one product/service +3. Inquiry File. Interested prospects who have contacted you in some +way—maybe by calling your company after seeing an ad, making +an inquiry on a website, etc. +If you have the information on your list, you can break these +groups down into smaller segments based on how the prospects were +generated—internet, radio/TV, space ads, direct mail, etc. This could +help you in planning future promotions: +Buyer File: Purchased just one product/service +a. Internet-generated buyers +b. Radio/TV-generated buyers +c. Direct-mail–generated buyers +d. Space ad/classified ad–generated buyers +Multibuyer File: Purchased more than one product/service +a. Internet-generated multibuyers +b. Radio/TV-generated multibuyers +c. Direct-mail–generated multibuyers +d. Space ad/classified ad–generated multibuyers +Inquiry File: Interested prospects who haven’t made a purchase yet +a. Internet-generated inquires +b. Radio/tv-generated inquires +c. Direct-mail–generated inquires +d. Space ad/classified ad–generated inquires +But it doesn’t stop there. There’s additional important information +you can glean from your list. + + +THE DIRECT-MAIL SOLUTION + 81 +CHAPTER 6 / MAILING LISTS AND SEGMENTATION +The best way to further segment your house file is to use an RFM Score. +RFM Scoring is: +R = Recency. Customers who purchased recently are more likely to +buy again vs. customers who have not purchased in a while. +F = Frequency. Customers who purchased frequently are more likely +to buy again vs. customers who have made just one or two pur- +chases. +M = Monetary/Money. Customers who have spent the most money in +total on previous orders are more likely to buy again. +Customers can be ranked based on their R, F, and M characteristics +and assigned a “score” representing this rank. Assuming the behavior +being ranked using RFM has economic value, the higher the RFM score, +the more profitable the customer is to the business now and in the future. +High RFM customers are most likely to continue to purchase, and +they are most likely to respond to your marketing promotions. +Whenever I analyze a house file, I like to use an RFM score to +determine how strong the file is. In order to rank the customers for an +RFM score, you need to assign a score for each characteristic. Here’s one +example of how you might score your customers: +Recency +All customers who have purchased in the last 6 months receive a +score of 3. +All customers who have purchased in the last 7 to 16 months +receive a score of 2. +All customers who have purchased in the last 17 to 24 months +receive a score of 1. +All customers who have not purchased for the past 25 months +receive a score of 0. +Frequency +All customers who have purchased 4 or more products receive a +score of 3. + + +82 + THE DIRECT-MAIL SOLUTION +CHAPTER 6 / MAILING LISTS AND SEGMENTATION +All customers who have purchased 2 or 3 products receive a score +of 2. +All customers who have purchased 1 product receive a score of 1. +Trial subscriptions/free offers receive a score of 0. +Monetary +Customers who have spent over $700 receive a score of 3. +Customers who have spent between $200 and $699 receive a +score of 2. +Customers who have spent between $51 and $199 receive a score +of 1. +Customers who have spent less than $50 receive a score of 0. +Of course, depending on your product, its cost, etc., you would +adjust how you assign the scores. +Once all the scores have been assigned to each customer, add up +each customer’s score and then break the file into ranks: +Rank 1 = 9 Score +Rank 2 = 8 Score +Rank 3 = 7 Score +Rank 4 = 6 Score +Rank 5 = 5 Score +Rank 6 = 4 Score +Rank 7 = 3 Score +Rank 8 = 2 Score +Rank 9 = 1 Score +Rank 10 = 0 Score +The lowest rank (Rank 1) will be made up of customers who have +the highest score and are your best customers. The higher the rank (8, +9, 10), the lower the score and the weaker the customer. +Again, this is just one example of how to segment a list. There are +numerous ways to segment your house file, and it’s up to you to choose +what will be the most usable structure for your business model. + + +THE DIRECT-MAIL SOLUTION + 83 +CHAPTER 6 / MAILING LISTS AND SEGMENTATION +With your house file organized, you have a great start on developing +your customer profile. After all, your best guide to future prospects +is who your existing customers are now. So start making a list of +characteristics of your best current buyers. Do they come from a certain +geographic area? Do they tend toward male or female? How old are +they? What is their income level? What are their interests and hobbies? +If you’re not sure about these things, ask your customers. Put +together a customer survey. Or just ask some questions when they call +your customer service line or come into your store. +All this information is critical for properly using your next source +of names to mail to: rented lists. With knowledge of your existing +customers, you can effectively narrow down your mailing list selec tion. +You want the mail ing lists that you rent to be made up of people who +look just like your existing customers. You want them to have the same +buying habits, be the same gender and age, have a similar income and +net worth, etc. +Rented Lists +Rented lists are mailing lists that you must pay to use. Normally you +would rent them for a one-time use. There are two categories I break the +rented lists into: Compiled Lists and Response Lists. +Out of the 200-million-plus names that I’ve mailed over the years, +over 95 percent of them have been to response-based lists. This section +will teach you the difference between a compiled list and a response list +and how to effectively pick the right list for your campaign. +Compiled lists are made up of people who generally have a similar +interest or relatable characteristic. It could be a group of coin collectors +or home improvement enthusiasts or real estate agents or construction +workers. These groups have not responded or purchased anything +that would normally associate them with one another. Instead, these +compiled lists have been assembled using multiple sources, such as +warranty cards, government records, corporate reports, telephone +directories, Yellow Pages, credit bureaus, etc. + + +84 + THE DIRECT-MAIL SOLUTION +CHAPTER 6 / MAILING LISTS AND SEGMENTATION +By contrast, the individuals on a response list have made the effort +to reply/inquire/order from some offer (they have responded to an +offer), unlike the compiled list individuals who have not taken any +action and rarely even know they are on such a list. Compiled lists +normally generate a much lower response rate than a response list. +Response lists are broken up into five sublist categories: inquiry, +controlled circulation, paid circulation, buyers, and attendee. + Inquiry List: a group of individuals who have inquired about a +specific offer. There are many different ways for an inquiry list +to be generated. Perhaps they have called after seeing an info- +mercial on TV and asked for more information. Or the prospect +may have mailed in a request for more information from a space +ad in a publication. Or the inquiry may have been made online +requesting more information about a specific product. +Inquiry lists are generally more responsive than compiled lists +because these individuals took some action to respond to a +marketing campaign; but they are not as responsive as a list of +individuals who have actually paid for a subscription or product. + Controlled Circulation List: a group of individuals who receive a +free subscription to a publication—a magazine, newspaper, or +newsletter. These individuals have responded and requested to +receive the publication but have not paid anything for it. But +they are prequalified by the publication, or they never would +have received the free subscription in the first place. Normally, +the subscriber has filled out a questionnaire in order to receive +a subscription. It asks pointed questions to ensure the potential +subscriber is interested in the specific category or has a job func- +tion related to the publication. + Paid Circulation List: individuals who have paid for a subscription +to a publication. Lists of names from Time magazine, Newsweek, +and the Wall Street Journal are all examples of paid circulation +lists. Unlike the controlled circulation lists, these subscribers do + + +THE DIRECT-MAIL SOLUTION + 85 +CHAPTER 6 / MAILING LISTS AND SEGMENTATION +not have to be qualified in order to subscribe, but they do have +to pay for the subscription. So that makes them a very promising +group of prospects. +Benefits of Targeted List Testing +Targeted list testing can be very helpful in allowing +you to narrow down a huge universe of names into a more +targeted list that will lower your mailing costs while increasing +your results. For example, if you are opening a medical clinic +for elderly patients and want to let people in your community +know about it, you could do one of two things: +1. Send a large mailing to everyone in your community. +This would let everyone know, but it could end up being +very expensive because your list would be large. And it +would not be an efficient way to reach just your target +prospects. With a community-wide mailing you would +reach a large number of people who would have no +interest in coming to your clinic. +—or— +2. Narrow down your mailing list so that you reach only +the types of prospects who are likely to use the clinic’s +services. Since you specialize in adults over the age of +50, those are the people you want to reach. And since +your treatments can be expensive and are not neces- +sarily covered by insurance, you’d prefer your patients +to be affluent. So, instead of mailing everyone in your +community, it would be well worth it to target your list +to adults, aged 60-plus, who own their home. This will +greatly increase the efficiency of your campaign. + + +86 + THE DIRECT-MAIL SOLUTION +CHAPTER 6 / MAILING LISTS AND SEGMENTATION + Buyers List: individuals who have taken the step of paying for a +product or service. They have responded to a marketing cam- +paign (direct mail, radio/TV, online, space ad, etc.) and were +willing to purchase the offer. Buyers lists usually bring the best +response rates of all the response list types. + Attendee List: a group of individuals who have attended a trade +show, conference, seminar, etc. Attendee lists can be made up of +paid attendees and no-pay attendees. Obviously, the paid attend- +ees usually respond better than the no-pay. +Note: When you rent or buy a list for your direct-mail campaign, +you will want physical addresses. But keep in mind that you can also +rent lists with other kinds of contact information that may be suitable +to your needs. For example, you can also buy lists with email addresses +and phone numbers. +How to Find the Right Mailing List +Right now you may be thinking, “Where will I be able to find all these +names, let alone names that are so precisely targeted?” +It’s actually pretty easy to get exactly what you need. There are two +sources I like to use to help me narrow down my list selection: SRDS, +and even better, a great list broker who will do all the researching and +negotiating for you. +The Standard Rate and Data (SRDS) Direct Marketing List Source +will provide you with an easy and organized way to review many +different lists. SRDS will give you complete list rental information +(sources, selects, counts, costs, list managers, etc.). It boasts information +on more than 100,000 lists. You can use SRDS to search by category, +market classification, list title, and just about any other way you want to +search for a list. You can reach them by going to its website, SRDS.com. +The most helpful and convenient source for finding the right +mailing list is to simply use the services of a great list broker. + + +THE DIRECT-MAIL SOLUTION + 87 +CHAPTER 6 / MAILING LISTS AND SEGMENTATION +A list broker is a direct-marketing professional who can provide you +with list recommendations (“List Reco”). A list reco is a group of lists +the broker has carefully selected for you to pick from. +For example, let’s say you are selling ski equipment through the +mail, and you want to reach people who have bought ski equipment in +the past. You can request a “list reco” from a list broker who will do the +research and then give you an assortment of direct-mail lists that you +can choose from, all of them within your niche. In this case, it would be +a list of available mailing lists containing the names of people who have +purchased ski equipment through the mail. +List Brokers/Managers/Compilers +List brokers have a wealth of knowledge about mailing lists that can +make the task of selecting the right list much easier. They can also help +you negotiate lower list-rental rates, which is a real benefit since renting +lists can be expensive. List brokers offer one-stop shopping for mailing +lists, and they will save you time and money. +For example, you can go through a list broker to rent 20 lists or 1,000 +lists. Imagine trying to rent 20 lists from 20 different list owners yourself! +It would take a lot of time and energy to negotiate with each list owner +and make the arrangements for each list to be delivered to the proper +location (data processor, printer, mailing facility, etc.). Using a list broker +will eliminate the hassle of dealing with numerous list owners. +List brokers can also help set up Net Name Arrangements, which +can save you thousands of dollars. A net name arrangement is where the +list owner agrees to accept a lower payment based on either a percentage +or the actual number of names mailed. For example: Your “net name +arrangement” with the list owner could be 85 percent of the names +shipped. This means if you ordered 50,000 names, you’d only have to pay +for 42,500. Or, sometimes the list owner will allow you to pay for just the +actual number of names you sent mail to. If you ordered 50,000 and mailed +41,855, the list owner would charge you only for the 41,855 names mailed. + + +88 + THE DIRECT-MAIL SOLUTION +CHAPTER 6 / MAILING LISTS AND SEGMENTATION +There are numerous list brokers and managers to choose from, and +finding the right one can be crucial to your success. Look for a broker +who specializes in your target market. If you have a retail pet shop, find +the best broker in that category. If you’re selling a health supplement, +get the best broker in that category. Also, ask other colleagues in your +industry for their recommendation for a great list broker. +Be aware that the world of list brokers itself is broken up into +different levels. Altogether, there are four main sources you can go to +in order to rent lists: list brokers, list managers, list compilers, and list +broker/managers. +1. List Brokers. Their basic role is to make arrangements for +you, as the list renter, to rent the list from other companies. +Normally, a list broker will research lists and segments to +identify the ones that will work best for you and what you’re +trying to accomplish. +2. List Managers. They supervise the rental of specific mailing lists +that they themselves manage. List managers promote the lists +they manage themselves in an effort to get list renters to rent +and mail their list. The more people who rent the list, the more +revenue is generated for the list manager and list owner. +They will keep track of all the businesses that have rented the +list and what they paid for each usage. They usually ask the +prospective list renter to provide a copy of the sales piece they +want to mail so that the list manager can determine whether to +give approval to rent the list. If the sales piece is too competi- +tive with the list owner’s own offer, or if the sales piece might +offend the list owner’s customers, the list manager may decline +rental of the list. +3. List Compilers. They manage lists that they have “compiled.” As dis- +cussed earlier, a compiled list has been assembled using multiple +sources, such as warranty cards, government records, corporate +reports, telephone directories, Yellow Pages, credit bureaus, etc. + + +THE DIRECT-MAIL SOLUTION + 89 +CHAPTER 6 / MAILING LISTS AND SEGMENTATION +If you wanted this type of list, you could work directly with a list +compiler. +4. List Manager/Broker. Often, the most versatile source for renting +lists is someone who is both a list manager and broker—someone +who has experience with both managing and brokering lists. +However, some people in the direct-mail community think it’s a +conflict of interest to provide both services. You can understand +why they think so. There could easily be a temptation for the list +manager to push his own list over others. +If you decide to use someone who is both a list manager and a +broker, keep an eye on the lists that are being recommended. If it +looks as though most are lists that the broker is also managing, +I’d quickly find a new broker. You want someone who is working +for you—and not just working for himself or his company. Good +list managers/brokers will provide you with list recommenda- +tions that will be the best fit for your offer regardless of whether +they manage the list. +List managers/brokers normally make between 10 percent to +20 percent of the list rental cost and are paid by the list owner. +This fee is split between the broker who places the order and the +list manager who manages the list. If you are a list renter, it will +not cost you a dime to use their services. +Finally, when using a list broker, make sure you receive a large +number of lists to choose from. For example, if you are mailing an offer +for a weight-loss course, your list broker will be providing you with list +recommendations from the weight-loss/diet category. If your goal is to +rent 10 lists, your broker should not only provide you with 25 or 30 to +choose from but also identify which lists he or she thinks will work best. +The Data Card—Your Source for List Information +Now you’ve got 25 lists, from which you want to select 10. How are +you going to know which lists are most likely to be successful? That’s + + +90 + THE DIRECT-MAIL SOLUTION +CHAPTER 6 / MAILING LISTS AND SEGMENTATION +where you can turn to a very helpful source with a wealth of valuable +information to help you make your decision: the “data cards.” +I can’t count the number of times people have told me about +renting a mailing list that completely bombed. They ended up wasting +a small fortune on a mailing that was sent to a group of mysterious +prospects—who proved by their lack of response that they had no +interest in the product and did not want to buy any of it. Most of the +time these marketers didn’t even know what the name of the list was. +They just found an online list broker and ordered a mailing list through +the “Quick and Easy Online Order Form.” They selected a specific +characteristic, like age or income, but that was it. They knew very little +about the rest of the list details. +If you are going to be successful in direct mail, you must learn how +to select mailing lists. Your best ally is the “data card,” an information +sheet created by the list owner or manager that summarizes a specific +mailing list’s significant details. The broker will give you a data card +for each list you’re considering using. You should study it well before +purchasing any list. +Here’s the kind of information you can usually expect to find on a +data card: + “Last updated” is the date when the list last added new names to +the file. If a list is updated every month, then the “last update” +would show when the most recent month was added to the file. +“Recency” is one of the critical factors in determining the success +potential in a list. We live in a mobile world with people moving +around the country like never before. Plus, people’s interests +change. A young daredevil who buys rock-climbing gear one day +could be married six months later, and his rock climbing days +are over! You want to make sure you have a list that’s updated +frequently and that you have been provided with the most recent +update. You don’t want to send your sales pieces to people who +are no longer interested in your product. + + +THE DIRECT-MAIL SOLUTION + 91 +CHAPTER 6 / MAILING LISTS AND SEGMENTATION + “Date verified” (or date confirmed) is the date when the list +was last reviewed. If a list updates only two times per year, the +“last update” may be June 2013, but the “date verified” could be +September 2013. This would mean that in September of 2013, +the company producing the data card reviewed the “last update” +and confirmed that it was updated in June 2013. + Last updated and date verified are important when determining +if you should rent a list. If the last update was 12 to 24 months +ago, the names on this file are older. In most cases, mailings sent +to a file with recent names will outperform mailings sent to a file +with older names, assuming the lists are equal in all the other +areas, such as category, unit cost, list source, etc. + “Counts” gives the number of names available for each segment. +Here’s an example of a list that is updated monthly: +Update +Count +January 2013 +15,596 +February 2013 +17,955 +March 2013 +14,877 +If you are mailing small quantities and don’t plan to mail that +often, the number of names available on the list isn’t an issue. But, +if you want to mail often and increase your mail volume, then the +count is very important. When picking which lists to rent, make +sure to consider what we refer to as the rollout potential. +The rollout potential of a list is the number of names you will +have available after you’ve used a small number of names in your +initial test. +Let’s say you test 7,000 names off a list that has 50,000 total +names available. Your rollout potential would be: +50,000 – 7,000 = 43,000 (rollout) +Most of the time, lists that update monthly have the best roll- +out potential because they are constantly adding new names to + + +92 + THE DIRECT-MAIL SOLUTION +CHAPTER 6 / MAILING LISTS AND SEGMENTATION +the file. If you test 7,000 names from a list that updates by add- +ing 20,000 names per month, you’ll have 240,000 names avail- +able to you in the next 12 months. + “List cost” is the cost per thousand-rental charge on the list. The +list cost will generally range between $70 per thousand to more +than $200 per thousand. It all depends on the type of list. A list +that is very targeted to a specific category will generally cost more +than a list that is more generalized and could be used for many +different categories. The additional cost may be well worth it if +it means getting a higher response rate that returns your invest- +ment many times over. +The initial list cost that’s quoted to you is not necessarily the +final price. If the base list price is $125 per thousand, there are +still a lot of other charges that could be added or subtracted, so +you could end up actually paying more—or even less. +For example, publishers and fundraisers often get a lower list +cost. If you’re marketing for one of these, make sure to ask for +special pricing, even if it is not indicated on the data card. +On the other hand, if you have a “lead-generating offer” or +“competitive offer,” you will most likely have to pay a higher list +cost, and you may be declined by some list owners/managers. +A lead-generating offer is a promotion that is used to gener- +ate leads by almost giving something away—often for free or +up to $20. Most list owners will charge you an extra $50 per +thousand names rented for a lead-generating offer. If you rent +10,000 names, you’ll pay an extra $500 ($50 × 10) on top of your +normal list rental fee. List owners will charge you more because +they know that you will get a high response rate on your mailing +because your offer is low-priced or free. +A competitive offer is an offer that is directly competitive with +the list owner’s own business. For example, if you are promoting +a newsletter that gives advice on picking stocks, and you decide +to rent a list of names from a stock advisory newsletter, there’s a + + +THE DIRECT-MAIL SOLUTION + 93 +CHAPTER 6 / MAILING LISTS AND SEGMENTATION +good chance you’ll either be declined (too competitive) or have +to pay an additional “competitive offer” fee. This fee is usually +around $50 per thousand. +List owners will often request a reciprocal rental from everyone +who rents their list. A reciprocal rental is when the list renter +agrees to rent their list to the list owner at an agreed price. If the +list renter does not want to exchange lists, then the list owner can +charge a “nonreciprocal” fee, which can range from a flat fee of +$50 to $50 per thousand. +Another cost to be aware of is “run charges.” This is a fee that +may be charged if you make changes once your order has been +processed. For example, if you change the list segment you +ordered or want to cancel the list altogether, you may have to pay +run charges. The list owner/manager has already invested time +in you and perhaps has already prepared the file. It’s just good +business for him to want to recoup the cost for processing your +order. + “Unit of sale” is the average amount spent by the individuals on +the mailing list (if this list is a “buyers” list). If the mailing list +is made up of inquires or is a compiled list, then the unit of sale +would be $0.00. +The unit of sale is very important to look at when reviewing +a list for rental. Try to find lists that have a comparable unit of +sale to your own offer. If your offer is for $97 and one of the lists +you mail has a unit of sale for $9.95, you will most likely receive +a low response rate for that list. These people are not proven to +pay as much as you want them to spend. On the other hand, if +you mail a list that has a unit of sale for $195, it should perform +well, assuming, of course, that the list is in your target category. + “List source” or “media” will let you know how the individuals +on the mailing list were generated. There are many ways buy- +ers and inquires can be generated. Here’s a list of the main list +sources: + + +94 + THE DIRECT-MAIL SOLUTION +CHAPTER 6 / MAILING LISTS AND SEGMENTATION +• direct-mail–generated or direct-mail sold +• internet-generated +• radio-generated +• TV-generated +• print: classified ad, magazines, newspapers, space ads +• controlled circulation +• attendee +• compiled +The list source will often be derived from more than one medium. +For example, one list could be 60 percent direct-mail–generated and +40 percent TV-generated. +The list source is a key ingredient for finding the right mailing +list. If you are choosing between a list that has been generated +through direct mail and a list that was generated through the +internet, the direct-mail–generated list will most likely bring a +better response. The individuals on the list have already respond- +ed to an offer sent by direct mail once and therefore are more +likely to respond again. You know that they open their mail, read +it, and respond to an offer if it’s attractive enough. + “List description” gives a brief summary of the individuals on the +list. A data card for a financial list may say something like: +“Buyers who have spent $77 to learn how to make money from +their home and secure financial independence. Easy Option +Advantage offers revolutionary trading advice in the Options +Market. These buyers signed up for an online service that sends +out an email two times per week updating them on the recent +trade recommendations. This list will work for all financial and +opportunity offers. It will also work for health, catalogs, and +senior offers.” +Keep in mind that it’s usually the list owner or manager who +writes the list description and are trying to sell you on the idea +of renting his list. Don’t make your list selection based on just + + +THE DIRECT-MAIL SOLUTION + 95 +CHAPTER 6 / MAILING LISTS AND SEGMENTATION +the list description. Make sure to ask questions about the list and +find out everything you can about it. + “Segments/selections” gives you options for narrowing down a +list to the group of people who are most likely to respond. There +are segments that deal with the timeframe when the individuals +on the list responded. +Depending on how often the list is updated, a few selections +that deal with timeframe would be: hotline, monthly, quarterly, +and annually. (Hotline names are the most recently updated— +usually within the last 30 to 90 days.) +The segment/selections can also be a set of characteristics +about the individuals, such as: +• Gender: If your offer appeals to women over men, you may +want to select “females” on your list order. +• Unit of Cost: If the list is made up of Multiple Buyer files, you +can specify the dollar amount ($50+ Buyers—Buyers who have +spent over $50). +• Region: You can narrow your list down to a specific part of the +country using SCF (Sectional Center Facility) Code, ZIP code, +state, etc. +• Address: Some lists have multiple addresses for their file. You +can select “at home address” or “business address.” +• Demographics and Psychographics: Large lists usually have a lot of +information about the names in their file. If they do, they may +allow you to select segments based on income, age, hobbies, +and interests. +• Masterfile: A file that has combined a group of files together. +It could be a “health masterfile” that is made of up seven or +eight different health offers with different responses (buyers, +inquires, subscribers). +• Actives: Names that are part of a subscription list, like sub- +scribers to Time. When you order actives, the names can + + +96 + THE DIRECT-MAIL SOLUTION +CHAPTER 6 / MAILING LISTS AND SEGMENTATION +represent a broad range of time. You may get some “Actives” +who have just purchased a subscription and you may get some +“Actives” who have been subscribing for 10 years. +• Multiple buyers or Multibuyers: If the list has grouped more than +one set of buyers together in a masterfile, then you may be +able to select multibuyers. These are individuals who have +purchased more than one product. +• Enhanced Lists: These lists have added or appended data to +their current file to “enhance” it. Companies with large files +do this often so they will know more about their customers. +Most enhanced files will give you more demographic and psy- +chographic information to choose from. +When ordering a list for the first time, narrow it down and +make it as targeted as possible. Taking extra selections will cost +more, but I’ve always found the boost in response outweighed the +extra cost. If the list is a success, the next step is to test it again by +removing a segment to see if it will still perform well. You’ll want +to do this until you find the most efficient segment(s) to take. + “Minimum order” is the smallest group of names you can order. +Some lists require you to order at least 3,000 names, and others +require you to order at least 5,000. + “Delivery of the list” is normally very easy, and you have mul- +tiple options. You can choose to receive labels with the name and +address printed on them, or you can have the file sent via email, +CD, or flash drive. You can also ask to have key codes (see below) +assigned to the list for you. Each delivery method costs a different +fee, and of course, there’s a charge for assigning key codes. + “Key codes” are identifying codes that you assign to each list so you +can track the results of your mail campaign. If you are mailing seven +lists, you’ll want to assign seven different key codes—one for each +list. You can use just about any sequence you want. I like to start +with a letter and then add four numbers following it. For example: + + +THE DIRECT-MAIL SOLUTION + 97 +CHAPTER 6 / MAILING LISTS AND SEGMENTATION +W1234 +W1236 +W1238 +W1240 +W1235 +W1237 +W1239 +When the prospect responds to your mailing, you’ll immedi- +ately want to capture this key code so you will know which list the +responder came from. At the end of the campaign, you’ll be able see +which list performed best based on the key codes. You can use that +information to run a more efficient campaign the next time around. + “Continuation/usage list” is another valuable resource for deter- +mining if you should rent a list or not. Most of the time you have +to ask for continuation/usage list information. It’s not always +on the data card, but it should be. This list will show you which +other mailers have used the list. Some list owners will break it up +into two groups: those who have tested the list and those who +have continued on the list. If you see a mailer that has a similar +offer to yours and they have tested but not continued on the list, +you may want to stay away from that list. On the other hand, if +you see a mailer who has a similar offer to yours and they are on +the tested list and the continuation list, chances are that this list +is working for them and you should test it yourself. +As you can see, a data card offers a lot of information. You just need +to know what to look for. You can find a sample of what a data card +looks like at: www.TheDirectMailSolution.com. +After you’ve selected the lists you want to rent and placed your +list orders, you’ll have to sign a “list rental agreement” (LRA). This +agreement will specify in writing all the details of the arrangement +between the list renter and the list owner/manager. +How to Turn a Marginal Mailing List +into a Great One +What happens if you mail a list and the results are marginal but not +great? + + +98 + THE DIRECT-MAIL SOLUTION +CHAPTER 6 / MAILING LISTS AND SEGMENTATION +In most cases, you can turn a marginal mailing list into a profitable +one by enhancing the list or narrowing down the segment so you more +highly target the type of individuals who are your best responders. +Let’s say that your primary group of prospects or customers is +made up of females over the age of 60. The list you mailed is made up +of mostly women, but there are some men on it. Maybe it’s 70 percent +female and 30 percent male. In order to increase your results, the next +time you use the list, you could select only females and narrow down to +your best customers. +Or let’s say that the list has the option of taking multibuyers, +people who have purchased more than one time. The next time you +rent the list, you could select the multibuyer segment, so you would +mail only to people who have purchased multiple times. These people +are more likely to respond, which should help boost your response rate. +Or you could narrow down the list of prospects by age. You could +simply add an age selection, and just mail those who are over the age of +60, if that fits your target. +Or, if you really want to narrow down the list and make a marginal +list profitable, you could select females, who have purchased more than +one time, and are over the age of 60. That way, you’re mailing only to +the best group of people who would most likely respond to your offer. +Making a marginal list profitable can be fairly easy if the list you +are mailing has lots of segments to select from. Here are a few other +examples of factors you could use to target your best prospects: + income + net worth + hobbies or interests + geographic location + recency—how long ago they purchased + dollar amount spent—$50+, or $150+, etc. + dwelling type—apartment, house, condo, etc. + product type purchased—books, newsletters, or movies + + +THE DIRECT-MAIL SOLUTION + 99 +CHAPTER 6 / MAILING LISTS AND SEGMENTATION +Whether you can make such a specific selection depends on what +the list offers, but you can definitely make a marginal list profitable by +narrowing it down or narrowing it down by using selections. +Sometimes these special selections are not on the data card, but if +you contact the list owner, there may be more information available +than has been reported. That means there may be an opportunity for +you to capitalize on those other unpublished enhancements to the list +that are valuable to you. +If the list is marginal, ask the list owner for special selects. I’ve done +this many times, which is one of the reasons why I’ve been able to make +lists work that do not work for others. +Getting the best list really is a kind of art. In Chapter 8 we’ll look +at some additional refinements you can use to get a better list with a +higher response rate. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +[Image-only page; OCR found no readable text. Consult the PDF for visual content.] diff --git a/library/The Direct Mail Solution/Chapter-07-We-Know-Where-YOU-Live/Chapter-07-source-text.md b/library/The Direct Mail Solution/Chapter-07-We-Know-Where-YOU-Live/Chapter-07-source-text.md new file mode 100644 index 0000000..53e5f80 --- /dev/null +++ b/library/The Direct Mail Solution/Chapter-07-We-Know-Where-YOU-Live/Chapter-07-source-text.md @@ -0,0 +1,411 @@ +# The Direct Mail Solution — Chapter-07: We Know Where YOU Live +- **Source**: /library/The Direct Mail Solution/source-file.pdf +- **PDF pages**: 122–139 +- **Pages without text**: 139 +- **OCR note**: OCR is supplied below for image-only pages; multi-column reading order may be imperfect, so consult the PDF for layout and visuals. + +--- + + +101 + +We Know +Where YOU Live +By Dan S. Kennedy +EVER BEFORE HAS PRIVACY BEEN SO VIOLATED—AND OFFERED +up for sacrifice. Online, entities like Facebook trade in +information extracted from your conversations with friends, +selling it in live time to the highest bidders, and aggregated to any +and all purchasers. Your drugstore rewards or discount card moves +data about you to countless marketers. +Still, nothing is as precise in targeting known buyers within a +product, service, need, desire, or interest as the response lists used +for direct mail. You can know exactly where your ideal prospective +customer, client, patient, or donor lives, and you can go get him! +N +CHAPTER7 + + +102 + THE DIRECT-MAIL SOLUTION +CHAPTER 7 / WE KNOW WHERE YOU LIVE +How to Use Predictive Factors, Mailing Lists, +and Direct Mail to Attract Your Ideal Customers +Most business owners are indiscriminate in seeking more customers. +This is easy and simple but costly and can, in time, actually cripple a +business. It produces a relatively low average customer value—so low +that it may make it impossible to do much marketing or to use the best +marketing media and methods. It clogs up your business with poor- +quality, low-value, poorly retained customers. It puts you in head-to- +head competition with all the other indiscriminate marketers, battling +for the attention of nominally interested people. If you switch to smart +use of predictive factors that pinpoint the most valuable and most likely +to respond customers and tailor your message narrowly to them, rather +than broadly to everybody with a pulse, you can process fewer leads and +customers and end up with the best ones for you. This is the marriage +of effectiveness and efficiency. +Consider an auto dealership. With mass advertising, it floods its +showroom with 200 prospects on Saturday, who are divvied up at +random to the 20 salespeople—whichever salesperson is loose and +up next when the next prospect walks in gets him. But only a small +number of the 200 prospects are well-qualified, serious, ready-to-buy +customers. Most are more casual shoppers. Not all the 20 salespeople +are equally skilled either. It’s likely two are terrific, as many as eight are +good, five are okay, and five are barely hanging on. In this scenario, a top +prospect could be matched with the worst salesperson. A prospect with +poor credit and casual interest might consume two hours of the best +salesperson’s time. Another top prospect might be kept waiting and +leave while all the salespeople are busy with poor prospects. Imagine +if we could bring in only the 40 best prospects and employ only the 10 +good salespeople. We would process less but make more money. This is +even more critical in a smaller business where the owner-operator is the +salesperson, such as in a dental or law practice. +Applied differently to different businesses, this is the idea behind +combining the predictive factors of best customers with mailing + + +THE DIRECT-MAIL SOLUTION + 103 +CHAPTER 7 / WE KNOW WHERE YOU LIVE +lists. I’ll quickly take you through the top, general predictive factors +of response. You have to delve into your own current clientele and +current best clientele to look for special predictive factors at play in +your business. For example, the sweet spots for highest response to +direct mail to divorced women are two months after a divorce in weight +loss and four to six months after a divorce for cosmetic dentistry or +surgery. In different businesses, I’ve seen strong biases in best customers +for having served in the military; having crew cuts; being long-haul +truckers; subscribing to National Geographic; political affiliation; a +person’s or family’s name in the business name (Smith Brothers Carpet +Cleaning vs. Oak Hill Carpet Cleaning); and on and on and on. I can +assure you, there are such biases within your customer base, and they +are common specifically among your best customers. +A client I work with in the seminar business recently had a +conference attended by nearly 1,000 of his customers. Various +products and services were presented and sold during the conference. +There was about $1.5 million in sales. Fifty-two of the 1,000 spent +between $10,000.00 and $28,000.00, accounting for almost $1 million. +In other words, two-thirds of the revenue came from 5 percent of the +attendees. +What my client should do is microscopically research, probe, and +analyze those 52 buyers. Examine all the information available about +them by looking at the 52 websites, sending a survey that appears to +be for all customers but is actually constructed and sent only to them +(with a $100 bill attached as a thank-you for completing it), even go +hide in the bushes and eavesdrop on their dinner table conversations +if need be. In earnest, search for any commonality all or most of them +share. If they all came from Midwest states, if they all own dogs, if they +are all in a certain age range, if they are all politically conservative, if +they all engaged in any specific activity or purchasing with the company +before this conference, then these commonalities become criteria +for selecting prospects to mail to, to acquire new customers, to rule +out customers, and to cull mailing lists of people not to mail to. The + + +104 + THE DIRECT-MAIL SOLUTION +CHAPTER 7 / WE KNOW WHERE YOU LIVE +objective is to get as many new customers as possible who match the +factual, demographic, attitudinal, and behavioral profile of these 52 +stars—and to bring in fewer customers who don’t fit the profile. +You have these kinds of predictive factors for your own clientele. But +let’s back up and look at the top generic predictive factors of response, +which you should consider when obtaining mailing lists: + The strongest predictor of buying behavior is buying behav- +ior. There is an important principle to understand: A buyer is +a buyer is a buyer. People buy multiple products from multiple +merchants in the same category of interest. Not all list owners +will rent to direct competitors, but some will. Craig and I both +do some pro bono work for a wonderful animal charity, Happy +Trails Animal Sanctuary. (http://happytrailsfarm.org). Its leader, +Annette Fischer, is an outstanding, self-taught copywriter and +a big user of direct mail. In the last year, for the first time, she +has begun using response lists with more and more sophistica- +tion and better and better results. Happy Trails is a small, local, +home-grown sanctuary in northeast Ohio. When Craig went to +work renting mailing lists from national animal-related chari- +ties, just of donor names in Ohio, some refused due to their view +of the direct competition issue. One that said yes was the Doris +Day Animal League, and that list provided a very high, first- +donation positive return on investment from Happy Trails’ mail- +ing to acquire new donors. +There are also buyers of related but noncompetitive subscrip- +tions, products, or services. For example, subscribers to a maga- +zine about fine wines fit with a local restaurant boasting the best +wine cellar of any in a 500-mile radius. While the restaurant oper- +ator using that list doesn’t know for a fact that these people dine +out often at fine restaurants, he does know they are interested +in fine wines, pay to read about fine wines, and almost certainly +spend money on fine wines. This is a big leg up over mailing to + + +THE DIRECT-MAIL SOLUTION + 105 +CHAPTER 7 / WE KNOW WHERE YOU LIVE +any and all homeowners in his area. And it dictates a message +matched to these subscribers. The bigger the mailing universe to +be tapped, the more you want to drill down to best buyers or buy- +ers currently “in heat,” which Craig has written about, in terms +of multibuyers, frequency, and recency. + The second strongest predictor of buying behavior is activ- +ity behavior. A golfer is infinitely more likely to buy the new +high-tech golf club than a nongolfer. But “golfer” covers a broad +spectrum of activity. He may golf four or 40 times a year, play +casually or compete in tournaments, play only at home or travel +on golf vacations, have taken lessons, subscribe to just one or to +four golf magazines. In effect, the higher his passion level and +active involvement level, the more likely he is to buy things tied +to that category of interest. + The third strongest predictor of buying behavior drops +down to demographics—age, gender, income, net worth, +homeowner or renter, married or single. This is not just lim- +ited to marketing to consumers; it can apply to B2B, at least +to small businesses. As example, I have had two clients, both +selling a somewhat similar program to dentists. Early test- +ing revealed a strong bias: The dentists buying were between +50 and 60 years old and were in secondary, suburban mar- +kets, not major cities. This information allows reducing the +mailing universe by two-thirds, spending more reaching out +to only the best prospects, and more directly targeting the +message, using age-appropriate photographs and otherwise +syncing with the prospect. For a general understanding of the +links between demographics and buying, I recommend study- +ing the economist Harry Dent Jr. +I also have two demographic-targeted marketing books, No B.S. +Guide to Marketing to Leading-Edge Boomers and Seniors and No B.S. Guide to +Marketing to the Affluent. + + +106 + THE DIRECT-MAIL SOLUTION +CHAPTER 7 / WE KNOW WHERE YOU LIVE +Using Predictive Factors to Select and Get Lists +Direct-marketing professionals who are smart (not all are) endeavor to +work with as many “knowns” as possible. The longer the list of known +facts about best customers and predictive factors of best customers, the +better. +Consider this example. A northern Virginia and Washington, D.C.– +area matchmaking service, a client of mine, has a bias in its clientele +of Kennedy Center members and attendees. They also need relatively +affluent and accomplished men, of certain income, who are fit or +interested in fitness and/or who travel frequently, and, of course, who +are single or divorced. There is some evidence its ideal client is fashion +conscious or at least interested in his appearance. There are other +knowns that I’m not going to name, but that did govern list search. +Figures 7–1 (page 107), 7–2 (page 108), and 7–3 (page 109) are some of +the work product regarding available lists gathered for It’s Just Lunch +by Craig Simpson. +The client can test all these lists separately, segments of these lists +separately, or merge-purge and overlay two or three lists and mail only +the duplicates. With this, we know where their highest probability +prospects live! +And we can go further. We not only know where our target prospect +lives, we can know what direct mail he has responded to in comparable +product and service categories. Once you know which mailers have +been repeatedly using a list, usually on the full data card or data page +provided by the list manager, you can utilize the archive service at +www.InsideDirectMail.com and get copies of the “control” direct-mail +pieces used by those mailers. With thorough examination of the top +10 campaigns being mailed to a list, a picture emerges comprised of +commonalities, about the type of appeals, ideas, stories, price points, +premiums, etc. the people on this list are most frequently responsive to. +This is a very important point about message. The narrower and +tighter your list, the more knowns about the list, the response behavior +of the people on the list, and the response triggers used by other mailers + + +THE DIRECT-MAIL SOLUTION + 107 +CHAPTER 7 / WE KNOW WHERE YOU LIVE +FIGURE 7–1 It’s Just Lunch List Opportunities—Page 1 of 3 +to that list, the better we can craft a message with irresistible appeal to +that list. One of the many ways businesspeople sabotage their direct-mail +efforts is with big, broad, sloppy, one-size-fits-all messages. A fundamental, +foundational tenet of all my work is: Message to Market Match. +If the stakes are high enough, we can find a professional copywriter +or even an entire marketing team with specific and direct experience +in selling to these particular prospects via direct mail, in comparable + + +108 + THE DIRECT-MAIL SOLUTION +CHAPTER 7 / WE KNOW WHERE YOU LIVE +product and service categories. I described one place and way to conduct +such a search in Chapter 6. +Circumventing Search (Sorry, Google) +Some contemplating all this complexity—which we prefer thinking of +as sophistication—will say: Why go through all this when I can just +advertise on Google, push up high in organic search, and get people +interested in and looking for my products to find me? +Ah, grasshopper, the obvious often hides the truth. Far more +opportunity exists in circumventing search than in being fed by it. +FIGURE 7–2 It’s Just Lunch List Opportunities—Page 2 of 3 + + +THE DIRECT-MAIL SOLUTION + 109 +CHAPTER 7 / WE KNOW WHERE YOU LIVE +First of all, an enormous amount of selling occurs with people +who aren’t actively searching for what they buy when their interest is +aroused. A person currently patronizing Acme Dry Cleaners is probably +not searching online (or elsewhere) for a different dry cleaner, but if that +different dry cleaner shows up in that consumer’s mailbox, with a good +sales letter stirring up dissatisfaction with Acme, making a case for its +superior service, advancing a terrific offer, that consumer—who that day +hadn’t a glimmer of thought about searching for a dry cleaner—can be +had. +This is not to suggest you don’t want customers who are actively +searching. You may, you may not. But if you do, fine. By all means, +be where they search, and don’t limit that to online. A client of mine, +Gardner’s Mattress, does very well with a Yellow Pages ad in the +Chiropractic section, not the Mattress section. This is called out-of- +category advertising, one of many clever place strategies I teach. But +FIGURE 7–3 It’s Just Lunch List Opportunities—Page 3 of 3 + + +110 + THE DIRECT-MAIL SOLUTION +CHAPTER 7 / WE KNOW WHERE YOU LIVE +you do not want to be dependent on search. You neglect the way most +fortunes are made—that is, by circumventing search. +My Titanium Member Nelson Searcy is the nation’s number-one +advisor to pastors on church marketing. He uses direct mail extensively +for his own thriving churches, and he guides more than 3,000 other +pastors in doing the same. On pages 113–117 at the end of this chapter, +you will see a couple examples of his very effective postcards, and you +can see more at www.ChurchLeaderInsights.com. What is extremely +effective here is that Nelson is not relying on online search activity +to fuel his churches’ growth, nor is he mailing a message for those +actively looking for a church to attend. To the contrary, he is interesting +the “un-churched” with specific subject matter, a description of an +appealing experience, a special event or offer. Most, and maybe all, of +the people who responded were not, on the day or week they received it, +searching Google for a nearby church to attend. +Second, the other reason to circumvent search was presented in +Chapter 1. The person searching online for anything never finds only +you. Instead, he is drawn into a swirling maelstrom of competing +options, confusion, and chaos. In my book No B.S. Trust-Based Marketing, +my co-author Matt Zagula, a top financial advisor and coach to financial +advisors, used the product category “Life Insurance” as an example. A +Google search offers 189 MILLION resources to study and companies +and brokers to consider, including discount brokers and even experts +telling consumers not to buy life insurance at all. If a person gets mired +in this, he’ll be dead long before he buys any life insurance. Even if he +roams around a little and checks out 18 or 30 or 50 of these providers, +the odds of you getting him are very, very poor. +Third, there is the Google Slap, which Matt also talks about. Google +is constantly monkeying around with its algorithms, changing its rules, +secretly altering the way it judges your site’s content and your Facebook +activity, and God only knows what else to determine your ranking and +how, when, and how much traffic gets to you. It is actually in control. +You aren’t. And that’s a bad thing. At best, you never get to “set it and + + +THE DIRECT-MAIL SOLUTION + 111 +CHAPTER 7 / WE KNOW WHERE YOU LIVE +forget it”; you must be constantly monkeying, just as it is. This supports +an entire industry of SEO (search engine optimization) consultants, +service bureaus, and other vendors, and frankly, the field is overrun with +charlatans. +Nobody monkeys with direct mail. Everything being revealed to +you here about the world of available mailing lists stays pretty static. +You can get to “set it and forget it” with a collection of lists that are +productive for you, a direct-mail campaign or campaigns in rotation +that work with those lists, and a mailing schedule. In the middle of it, +the USPS doesn’t wake up one morning and decide it’s going to deliver +blue envelopes this week or deliver your piece only to every fourth name +and only deliver somebody else’s only to the other three. +The Price, Pain, and Power of Complexity +Everybody lusts for the easy button. +It is a mythical creature. +I now have 40 years’ experience building businesses, helping others +build businesses, and getting to work intimately with a great number +of people who’ve created extraordinarily successful businesses and +companies. I can tell you that far more often than not, success, power +in the marketplace, profit, sustainability, and wealth are directly and +proportionately linked to the complexity of the business’ marketing +processes and its owner’s willingness to embrace complexity. +To many, this is an unwelcome fact. +As with many things, if you just look at the price tag out of +context, the price is too high. What you’ve been presented with so +far and what you are about to be presented with in this book are, at +least at first, difficult and complicated—and therefore painful. But if +you ask clients like Steve Adams, with 21 thriving pet stores with way +above industry average revenue and profit per store; Michael Kimble, +who prospered wildly in an industry that suffered mightily in 2009, +2010, and 2011; and Phillis Pilvinis, a high-income financial advisor + + +112 + THE DIRECT-MAIL SOLUTION +CHAPTER 7 / WE KNOW WHERE YOU LIVE +whose introductory workshops were full while peers struggled with +diminished attendance . . . these people will tell you that the price put +in context is well worth paying. +Nothing can give you greater, more sustainable, and more reliable +competitive advantage than mastery of direct-mail marketing for your +business. +Now, more good news/bad news. Using direct mail for customer +acquisition requires significant out-of-pocket investment, and none +of it is concealed, as it may be with the time costs of online and social +media or, for that matter, shoe leather. You write out checks for lists, +copywriting, printing, and postage. It’s all right there in front of you, +in red and white. You may even incur a higher cost per first transaction +with direct mail than with some other media, although the overall +quality of the customer and long-term or lifetime customer value may +be considerably better. +This puts pressure on you to manage your marketing, each lead +and customer, and your business as a whole for maximum yield. To +leave no dribble of juice in a piece of fruit. Probably to add new steps to +your process, new price and offer perambulations to your products and +services, new strategies (possibly including continuity or ascension), +and new disciplines governing every touch point with a customer where +they are won or lost, made more or less valuable. In the next chapter, +Craig takes you through many of these back-end opportunities. I also +strongly urge getting and reading my book, No B.S. Guide to Ruthless +Management of People and Profits. +This pressure can be a very positive thing, like the pressure that +converts grains of sand to valuable pearls or coal to precious diamonds. +It can compel you to build a better business machine, from beginning +to end, top to bottom. It can lead you from effort to organized effort. It +can make you a better manager as well as a better marketer. It can make +you rich. +In Figures 7–4, 7–5, 7-6, 7–7, 7–8, and 7–9, you’ll see three of Nelson +Searcy’s very effective church marketing postcards. + + +THE DIRECT-MAIL SOLUTION + 113 +CHAPTER 7 / WE KNOW WHERE YOU LIVE +FIGURE 7–4 Nelson Financial Peace, front +FIGURE 7–5 Nelson Financial Peace, back + + +114 + THE DIRECT-MAIL SOLUTION +CHAPTER 7 / WE KNOW WHERE YOU LIVE +FIGURE 7–6 Nelson Easter, front + + +THE DIRECT-MAIL SOLUTION + 115 +CHAPTER 7 / WE KNOW WHERE YOU LIVE +FIGURE 7–7 Nelson Easter, back + + +116 + THE DIRECT-MAIL SOLUTION +CHAPTER 7 / WE KNOW WHERE YOU LIVE +FIGURE 7–8 Nelson Tempted Journey, front + + +THE DIRECT-MAIL SOLUTION + 117 +CHAPTER 7 / WE KNOW WHERE YOU LIVE +FIGURE 7–9 Nelson Tempted Journey, back + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +[Image-only page; OCR found no readable text. Consult the PDF for visual content.] diff --git a/library/The Direct Mail Solution/Chapter-08-Expanding-Your-Mailing-Universe/Chapter-08-source-text.md b/library/The Direct Mail Solution/Chapter-08-Expanding-Your-Mailing-Universe/Chapter-08-source-text.md new file mode 100644 index 0000000..6bf7c34 --- /dev/null +++ b/library/The Direct Mail Solution/Chapter-08-Expanding-Your-Mailing-Universe/Chapter-08-source-text.md @@ -0,0 +1,832 @@ +# The Direct Mail Solution — Chapter-08: Expanding Your Mailing Universe +- **Source**: /library/The Direct Mail Solution/source-file.pdf +- **PDF pages**: 140–163 +- **Pages without text**: 163 +- **OCR note**: OCR is supplied below for image-only pages; multi-column reading order may be imperfect, so consult the PDF for layout and visuals. + +--- + + +119 +Expanding +Your Mailing +Universe +T’S TIME TO REVISIT YOUR FACE CREAM BUSINESS. +Suppose you’ve been using direct mail to sell your face +cream, and it’s been going pretty well. You found a list you like +that’s updated regularly, and it allows you to mail 10,000 names at a +time. Out of those you usually get a 2 percent response rate (which +is very good for direct mail). As a result, each time you mail you get +about 200 orders. Thanks to those orders your business is growing— +but it’s growing a little too slowly for your liking. +What if you could expand your mailing universe so you could +mail to 100,000 names at a time? That would mean you could get +1,000 orders even if you just got a 1 percent response with each +mailing. Your business could grow five times faster! +I +CHAPTER +8 + + +120 + THE DIRECT-MAIL SOLUTION +CHAPTER 8 / EXPANDING YOUR MAILING UNIVERSE +And that is exactly the way it works. The more you mail—to the +right prospects—the more orders you get. It’s simple mathematics—and +a very easy way to find new customers and grow your business. +But you don’t want to mail to just any 100,000 names. The key is to +find your most likely customers and mail to them. +Especially in today’s economy, most businesses are struggling to +find qualified customers, and many are foolishly looking for them +through the wrong medium. With direct mail, you can easily expand +your pool of prospects/customers. And if you design your mailings +correctly, you can do it without compromising your marketing budget. +There are a number of very effective ways to expand your mailing +universe. I’ve outlined my top four suggestions here. I’ve used each to +significantly increase the mailing universe for countless clients. +List Research +I helped one client go from a mailing universe of 20,000 prospects to +850,000 prospects just by analyzing its mailing list. Here’s how I did it: +I took a deeper look at exactly what type of list was giving the company +the best response rate and which lists were a waste of its marketing +dollars. Then I found other lists that were similar to those that had +already worked for them. I was able to get it a list of names that was +both larger and more highly targeted at the same time. +Tens of thousands of lists are available to rent. Knowing the +characteristics of your ideal customer will help you do targeted research +so you can find the best lists to take. The more you know about your +current buyers, the better job you can do at list research and selection. +Then you just need to line up your current customers with prospect lists +and find the ones that are very similar. +Researching lists is one great way to expand your mailing universe. +Price Test +The second way to expand your mailing universe is to change or modify +your price point. + + +THE DIRECT-MAIL SOLUTION + 121 +CHAPTER 8 / EXPANDING YOUR MAILING UNIVERSE +Let’s say you’re selling something for $97 through the mail. You +could change the pricing offer to three payments of $39.95. That may +open the door to a new universe of prospects who have not shown +a willingness to spend $97 all at once in the past, but who might be +willing to make three payments of $39.95. +New Sales Piece Format or Copy +The third way you can expand your universe is by trying to mail a +different format/sales package or by revising the sales copy you’re +currently using. If you are mailing an eight-page letter, try increasing +the page count to 16. You may find that you get a higher response rate +with a longer sales letter (or a different sales package), allowing you to +budget more money to mail to more prospects. +Increase Your Customer Lifetime Value +The fourth way I encourage companies to expand their universe is to +try growing the lifetime value of their customers. If each new customer +is worth more money to you, you may be willing to spend more money +to acquire customers. That means you will be sending out more +mailers to a larger mailing universe. This is a very important concept +to understand. Using increased lifetime value of the customer to help +expand your mailing universe is key to becoming a very successful +direct-mail marketer. +For example, let’s say that your customer lifetime value is $300 on +average—they’ll end up spending $300 on your products. Now suppose +that through your direct-mail campaign, you spend $175 to acquire +each new customer. If your customer lifetime value is $300 and it costs +you $175 to get each customer, then you are making $125 for each new +customer you acquire. This is a good return on your investment—but +let’s see how we can improve that. +By paying an acquisition cost of $175, you may be limiting yourself +to a smaller mailing universe—but with a lifetime value of $300, that +may be all you can afford. But, if you increase the lifetime value of your + + +122 + THE DIRECT-MAIL SOLUTION +CHAPTER 8 / EXPANDING YOUR MAILING UNIVERSE +customer, then you may be willing to spend more to acquire a new +customer—which would increase your mailing universe. +So, let’s say that you can increase your customer lifetime value to +$500. If you can do that, then you may be willing to spend as much as +$225 to acquire a customer. How will this impact mail campaigns? +It means that your response rates don’t have to be as high because +you are willing to pay more for each customer, so maybe you’ll be +willing to cast a wider net and maybe send a more elaborate package. +You can do that because you know you’re going to make more off each +customer you do get. You know that because your lifetime value is +much higher. Let’s see how the math works out: + You spend $225 to acquire a customer. + Your lifetime value is $500. + You end up making $275 off of each new customer—more than +double what you were making before. +Not only are you making more, but because you are mailing to +more prospects, you are also bringing in more customers. This means +your overall profits will skyrocket! +I worked with a publisher who thought he had a mailing universe of +only 450,000 people. I told him I could help him significantly increase +his mailing universe and profits within a few months. He didn’t think it +was possible. I was able to help him increase his customer lifetime value +from $550 to just over $990. I then convinced him that on the basis of +that, it would now be worthwhile to increase his cost per acquisition +from $220 to $350. Just by increasing the cost per acquisition by $130, +we were able to expand the mailing universe by five times! This led to +many more orders, and with the increased lifetime value per customer, +the company grew quickly. +Increasing your customer’s lifetime value can have a huge impact on +how much you can expand your mailing universe. One way to increase +lifetime value is to get a better calculation of what each customer is +actually worth to you. Another way to build lifetime value is to offer + + +THE DIRECT-MAIL SOLUTION + 123 +CHAPTER 8 / EXPANDING YOUR MAILING UNIVERSE +additional products or services to customers after their initial purchase. +We’ll look at how to do that in greater detail later in this chapter. +Increase Lifetime Value by Building an +Ongoing Relationship with Your Customers +Let’s say you were in the insurance business. If you sold an insurance +policy one time for one fee and never saw another dime again from any +client, you’d have to sell far too many insurance policies each month to +generate a profit. +The reason why insurance companies and agents are so successful is +that once clients sign up, they make an insurance payment every month. +It’s residual income (kind of sounds like multilevel marketing, doesn’t +it?). The insurance business has a very high customer lifetime value. +Each customer pays a monthly fee and often will stay with the same +insurance company for years. We can learn a valuable lesson from this. +Lifetime value is a vital part of direct marketing. It’s what you +can use to calculate profits, determine what your cost per acquisition +should be, and analyze what marketing methods work best for you. +Calculating lifetime value is essential for all direct-response +companies. However, there are many different views about the best ways +to use and calculate lifetime value. I’ll give you the basics and then you +can modify them to fit your marketing model. +Lifetime value (LTV) can also be referred as customer lifetime value +(CLV) or lifetime customer value (LCV). The most commonly used term +is just “lifetime value.” Lifetime value is the dollar amount the average +customer will spend during his or her relationship with your business. +This metric is critical in planning future direct-mail campaigns +and projecting profit/losses for current campaigns. Because lifetime +value tells you what each customer is worth to your business, you can +use this information to better project the outcome of a marketing +campaign. You’ll know in advance if the campaign is most likely going +to generate a profit or a loss. Unfortunately, many companies overlook + + +124 + THE DIRECT-MAIL SOLUTION +CHAPTER 8 / EXPANDING YOUR MAILING UNIVERSE +the significance of determining lifetime value when designing an +advertising program. +Let’s look at two examples of how lifetime value can greatly impact +your outlook for planning a direct-mail campaign. +A Tale of Two Health Clubs +Do you have a membership in a gym or health club? If you do, you +know that most of these establish ments don’t let you pay on a per- +visit basis. As soon as you walk through the doors, they get you set +up with a contract where you pay an initial membership fee, and then +you pay month-by-month dues. This is very sound business sense on +their part. +From the club’s standpoint, just getting a one-time payment from +you isn’t enough to keep the busi ness growing. How many people would +have to make that one-time payment, and how many new custom ers +would they have to attract, to make any kind of profit? +No, what they want to do is get each customer in a program in +which he or she is contracted to pay money month after month after +month. Each customer then represents tremendous lifetime value. + But how much is that lifetime value? If the health club calculates +lifetime value correctly, it will know how much it can spend to acquire +each new customer and run a robust campaign. But if it doesn’t, it may +underestimate how much each customer is actually worth to them, and +this may derail its efforts from the very start. Here are two examples that +show how the way a health club calculates lifetime value can make or +break its direct-mail campaign. +The Short-Sighted Health Club +A health club wants to promote a new location. It’s planning to mail to +10,000 people, offering a one-month trial membership for $39.95 and +no commitment, and it wants to estimate the campaign’s pro jected +profit/loss. Unfortunately, the marketing person is really just one of the + + +THE DIRECT-MAIL SOLUTION + 125 +CHAPTER 8 / EXPANDING YOUR MAILING UNIVERSE +trainers, with no marketing background, and he doesn’t understand the +concept of lifetime value. Here are the figures he’s working with: +Number of pieces mailed: 10,000 +Cost of one-month trial membership: $39.95 +No lifetime value has been calculated +Cost of mailing (printing, postage, list rental, computer process- +ing, mail processing): $6,000 +Estimated response rate: 1 percent, or 100 cus tomers +The estimated profit/loss without calculating the lifetime value +would be: +[FOR]100 customers +x $39.95 one-month trial membership +$3,995 gross +– $6,000 mail cost +($2,005) loss +Without lifetime value calcu lated into the campaign, this health +club wouldn’t want to proceed with the mailing. The projections show +it would be a huge loss. So they send a teen ager around town putting +flyers on car windshields in the rain. And the results are miserable. +The Veteran Marketer Has the Big Picture +This same health club is promoting a new loca tion, but this time the +manager has some marketing experience and knows how to use lifetime +value to help project the campaign’s outcome. The manager knows +that people who take the trial, on average, will pay for six months of +membership. So let’s look at the figures now: +Number of pieces mailed: 10,000 +Cost of one-month trial membership: $39.95 +Average dues paid over six months: $239.70 +Cost of mailing (printing, postage, list rental, computer process- +ing, mail process ing): $6,000 + + +126 + THE DIRECT-MAIL SOLUTION +CHAPTER 8 / EXPANDING YOUR MAILING UNIVERSE +Estimated response rate: 1 percent, or 100 cus tomers +The estimated profit/loss with calculating the lifetime value +would be: +[FOR]100 customers +$39.95 one-month trial membership +x $239.70 LTV +$23,970 gross +– $6,000 mail cost + $17,970 profit +Adding lifetime value into the equation makes it clear that this can +be a highly profitable campaign. If the health club had followed the first +example, it probably wouldn’t have run the mail campaign and would +have missed out on $17,970 in profits! +As you can see, using the lifetime value to calculate an estimated +profit/loss for a campaign is critical. If you are not doing this, you are +probably missing the boat on a great many marketing opportunities. +Drilling Down to Determine Lifetime Value +A captain of a large ocean liner will often travel with the ocean currents +to save time and fuel. In order to find the right path, the captain will +use charts and maps to guide him to the most efficient route across the +ocean. When we market our businesses, we need to do the same thing. +Taking a close look at lifetime value will help guide us in this arena of +direct marketing. Using the direct-marketing “charts” and “maps,” we’ll +be able to determine which path is most efficient and profitable. +For example, at first glance $300 may seem like a lot of money to +acquire a customer. If you know that your lifetime value is $750, it may +look more reasonable. But if your lifetime value is $650, then you may +be willing to spend only $250 per new customer. Knowing your lifetime +value can be a huge help with planning your direct-mail campaigns. +You’ll know exactly how much you are willing (and able) to spend to +bring in a new customer. + + +THE DIRECT-MAIL SOLUTION + 127 +CHAPTER 8 / EXPANDING YOUR MAILING UNIVERSE +Let’s look at an example of how you can calculate your lifetime +value. Keep in mind, when you calculate lifetime value, most of the time +it is a relative number. It’s not an exact figure per customer, but just an +average across customers. +Let’s say you sell a financial newsletter at $97 per quarter. You know +that your average renewal rate per quarter is 80 percent. You also have +a seminar you recorded and made into a DVD workshop package that +you sell to your subscribers for $295. Through your marketing efforts, +you’ve found that 3 percent of those who sign up for your newsletter +will buy the DVD package. Here’s how you could quickly calculate your +lifetime value: + 10 subscribers each pay $97 for a three-month subscription = +$970 + Eight of the 10 subscribers continue for a second quarter = an +additional $776 + Six of the 10 subscribers continue for a third quarter = an addi- +tional $582 + Four of the 10 subscribers continue for a fourth quarter = an +additional $388 + Three of the 10 also purchase the $295 DVD seminar package = +$885 + The total return from the original 10 subscribers would be: +$970 for first quarter +$776 for second quarter +$582 for third quarter +$388 for fourth quarter +$885 for DVD package +$3,601 total return +The average would be $360.10 LTV per person for this particular +business model. The formula is easy, but tracking each subscriber +is much more complicated. This is also figured on just the gross +amount. + + +128 + THE DIRECT-MAIL SOLUTION +CHAPTER 8 / EXPANDING YOUR MAILING UNIVERSE +Now we’ll take it one step further to calculate the lifetime value, +this time finding the net amount. +First, we need to take out the costs associated with each product/ +service. +$97 three-month newsletter subscription: +[FOR] $3.25 credit card and bank processing fees +$3.20 order and renewal processing +$7.35 newsletter fulfillment cost for three months +$13.80 product cost +$97 newsletter subscription sale price: +[FOR]–$13.80 product cost +$83.20 net profit per order/renewal +$295 DVD seminar package: +[FOR] $9.90 credit card and bank processing fees +$3.20 order processing +$7.80 shipping cost +$13.50 package fulfillment cost (DVD duplication, +packaging, printing, etc.) +$34.40 product cost +$295 DVD seminar package sale price: +[FOR]–$34.40 product cost +$260.60 net profit per order +Next, we do the same calculation as before, using the net amounts. + 10 subscribers each pay $97 for a three-month subscription (cal- +culate using net profit number of $83.20) = $832 + Eight of the 10 subscribers continue for a second quarter (calcu- +late using net profit number of $83.20) = an additional $665.60 + Six of the 10 subscribers continue for a third quarter (calculate +using net profit number of $83.20) = an additional $499.20 + + +THE DIRECT-MAIL SOLUTION + 129 +CHAPTER 8 / EXPANDING YOUR MAILING UNIVERSE + Four of the 10 subscribers continue for a fourth quarter (calcu- +late using net profit number of $83.20) = an additional $332.80 + Three of the 10 also purchase the $295 DVD seminar package +(calculate using net profit number of $260.60) = $781.80 +The total return from the original 10 subscribers would be: +$3.20 order processing +[FOR] $832 for first quarter +$665.60 for second quarter +$499.20 for third quarter +$332.80 for fourth quarter +$781.80 for DVD package +$3,111.40 total return +The lifetime value average would be $311.14 net per person for this +particular business model. +This calculation is simplified. Your specific business model, +customer lifecycle, and the length of time you want to track the lifetime +value will change how it’s calculated. You need to determine which +costs are critical for estimating the success of your campaign. +Issues Concerning Lifetime Value +Some marketers have very strong opinions about how lifetime value +should be calculated. There are two main areas of disagreement: +1. Do you calculate lifetime value for the full life of the customer— +five or more years—or for a specific time—one, two, or three +years? +2. When figuring the lifetime value of a customer, what costs do +you take out: just marketing costs and product costs, or com- +pany overhead as well—rent, electricity, insurance? +While there are many good arguments that can be made for each +approach, I fall in the middle; when companies ask me how long I think + + +130 + THE DIRECT-MAIL SOLUTION +CHAPTER 8 / EXPANDING YOUR MAILING UNIVERSE +they should track lifetime value, I tell them they should at least track +it two ways. +Long Term +I suggest tracking the lifetime value for two to three years if it’s a +product-based business, or three to five years if it’s a subscription-based +business, like a newsletter or magazine. This long-term calculation will +give you good idea of a customer’s true lifetime value, but I wouldn’t +recommend using this number for projecting profitability from a +marketing campaign. +Short Term +I also suggest calculating the lifetime value on a much shorter term— +nine months to a year. I’d use this number to project profitability for +direct-mail campaigns. When planning your marketing campaigns, you +don’t want to wait two to three years to recoup your marketing costs +and make a profit. Most companies would like to recoup their cost and +generate a profit within six months to a year. Using short-term lifetime +value to evaluate a campaign will help accomplish this. +When deciding whether to use the long- or short-term lifetime +value figure, ask yourself, “How long do I want to wait to recoup my +costs and start making a profit?” +When it comes to calculating what costs should be taken out +of your lifetime value figure, I normally stick with the costs directly +associated with the products/services you are selling. Everything that +goes into the product or service should be taken out. This may include +bank fees, product duplication/printing costs, assembly wages, phone +charges, shipping, and so on. If your product requires assembly, like a +handmade toy, figure out how much it costs to assemble one toy. If you +can assemble 20 toys in an hour, take your hourly wage divided by the +number of toys assembled—this will give you your unit cost. Do this +with all the items related to the product/service. + + +THE DIRECT-MAIL SOLUTION + 131 +CHAPTER 8 / EXPANDING YOUR MAILING UNIVERSE +I also take out refunds. If you have a refund rate of 10 percent for +each product, make sure you account for that when calculating your +lifetime value. +How Lifetime Value Can Directly Impact +the Size of Your Mail Campaigns +The examples below show that the higher your lifetime value is, the +more names you’ll be able to mail. +Example 1 +In Example 1, with a $100 lifetime value, mailing 500,000 pieces incurs +a substantial loss. +Net product price: $56 +12-month LTV net: $100 +Mail +Cost +Number +Mailed +Response +Rate +Number +of Orders +Net Profit +/Loss +LTV Profit +/Loss +$30,000 +50,000 +1.% +500 +($2,000) +$20,000 +$90,000 +150,000 +0.70% +1,050 +($31,200) +$15,000 +$300,000 +500,000 +0.55% +2,750 ($146,000) ($25,000) +Example 2 +In Example 2, where the lifetime value was $200, the 500,000-piece +mailing brought a very substantial profit. +Net product price: $56 +12-month LTV net: $200 +Mail +Cost +Number +Mailed +Response +Rate +Number +of Orders +Net Profit +/Loss +LTV Profit +/Loss +$30,000 +50,000 +1.% +500 +($2,000) +$70,000 +$90,000 +150,000 +0.70% +1,050 +($31,200) +$120,000 +$300,000 +500,000 +0.55% +2,750 ($146,000) +$250,000 + + +132 + THE DIRECT-MAIL SOLUTION +CHAPTER 8 / EXPANDING YOUR MAILING UNIVERSE +Normally in direct mail, the more names you send to, the lower +your response rate will be. This is because most mailers always select +the best names to mail first, and then as they expand their universe to a +wide range of lists, they have to take names that are not in the top tier. +Obviously, the names that aren’t in the top tier won’t perform as well. +You can see in Example 1 that the most profitable mailing is the +one with the highest response rate. As the response rate drops, so does +the profit. +In Example 2, the lifetime value is high enough that you can mail more +names and bring in more revenue, even with the lower response rate. +Increasing your lifetime value by just $100 can allow you to mail +hundreds of thousands of more names and bring in hundreds of +thousands in extra profits! +It’s a good idea to be conservative when planning your mail +campaigns. I encourage you to use a slightly lower lifetime value than +the actual amount in your calculations. If your lifetime value is $495, +use $475 only when calculating your projections. And keep in mind that +most of the time lifetime value is a relative number. +Expanding Your Lifetime Value +Every new customer you get represents a lot of work and money. But +it’s well worth it because not only does your customer make that first +purchase but he or she is also self-selected to be most likely to make +additional purchases. +So once you’ve made all that effort to find that customer, you want +to do everything you can to make the most of this asset. Businesses +grow by building on their customer base. Your aim should be to keep +adding new customers to a solid base of existing custom ers who are +continually buying more of what you are selling. +So how do you increase lifetime value? How do you get your +customers to boost their buying from an average of $100 to an average +of $200? + + +THE DIRECT-MAIL SOLUTION + 133 +CHAPTER 8 / EXPANDING YOUR MAILING UNIVERSE +It’s really quite easy. Once you bring in new customers, you’ll want +to do everything you can to keep them a part of your business family. +The more products and services you can sell them, the higher their +lifetime value will be. The key is to keep offering things that will keep +the customer buying. +Here are four things you can do to increase what you offer to +customers and reach a higher customer lifetime value. +1. Offer a Continuity/Auto-Bill Renewal Service +In my experience, businesses such as pest-control services with an auto- +billing cycle will generate at least an 80 percent renewal rate. This will +quickly build lifetime value. And because there is a high renewal rate, +it’s not necessary to sell as many other products or services to get a +higher value from each customer. +For example, let’s say 100 people buy your service, and 80 of them +renew their subscription for a second round. Out of the 80 second- +round renewals, 65 to 70 will usually renew for a third time. You can +see how easy it is to build a high LTV with an auto-renewal system. I’m +on an auto-payment plan with my local pest control company. It sprays +my house/office six times a year on a regular schedule, and it auto-bills +me every other month. It makes more money off of me, and I get better +service. +2. Offer a Premium Service +A business may offer a standard service and supplement it with a +premium service that some customers may be willing to spring for now +and then. For example, a car wash may regularly offer a standard wash, +inside and out, for $15 or $20. It can also offer a deluxe treatment that +includes full detailing, interior shampoo, and exterior hand wash, buff, +and wax for $150 or $195. If it’s marketed right, 7 percent to 15 percent +of customers will take advantage of this option. The premium brings +in enough revenue so that it isn’t necessary to sell as many to build the +company’s back-end profit base. + + +134 + THE DIRECT-MAIL SOLUTION +CHAPTER 8 / EXPANDING YOUR MAILING UNIVERSE +3. Offer Additional Products or Services That +Complement Your Core Business + If you don’t have a continuity program or a premium service package, +you can offer additional products or services to build a great lifetime +value. +For example, a dry cleaning business might expand to clean +draperies, leather coats, furniture, and even carpets. Or it might rent +out carpet-cleaning equipment and sell related supplies. Use your +imagination to come up with ideas for back-end products or services +that will appeal to your customers. +4. Put Your Customers on a Customer Retention Path +We want each customer to follow a customer retention path as their +relationship with the company develops. This is often referred to as a +sales funnel. We tell customers what to buy and when by making special +offers at specific times after they’ve purchased something from us. +For example, let’s say you have a leather clothing store. A customer +walks in and purchases a new leather coat. You offer the leather cleaner +and conditioner kit at the time of sale, but the customer declines. You +put this type of customer on a retention path and follow up with a +series of mailings. This will be a regular reminder of your business, +which may keep these people returning to your store and buying. +Here’s an example of what such a program might look like: +Week 1: Mail customers a thank-you card for buying and offer +two or three tips on making their new leather coat look great for +years to come. Keeping it clean and conditioned would be one +key tip. +Week 2: Send them a postcard offering 10 percent off your +cleaning and conditioning treatment. Notice that the prior +week, we gave them information on how to keep their leather +coat looking good . . . now we are offering the supplies to make +it easy. + + +THE DIRECT-MAIL SOLUTION + 135 +CHAPTER 8 / EXPANDING YOUR MAILING UNIVERSE +Week 3: Mail out a brochure with a short letter telling about +matching accessories that would go well with their new coat: +purse, backpack, wallet, shoes, belt, etc. +Week 4: Send them an invitation-style mailing that invites the +customer back into the store for a free cleaning and inspection +of their coat. Getting the customer back in the store gives you +another opportunity to sell them other products and/or services. +The customer retention path will help keep your customers +engaged and coming back for more. It will take some time to test and +find the right retention path for your niche, but once you do, it will be +very profitable for you. +The longer you keep customers connected to your business, the +more money they bring in. Forgetting to keep your current customers +a part of the “family” is one of the biggest mistakes made by many +businesses. Often, businesses have tunnel vision that focuses on just +the first sale, but I find it more profitable to spend time focusing on +creating more back-end products. +The efficiency of your back-end campaigns and products/services +is the key to increasing the lifetime value of the customers you already +have. The more products/services you can offer, the easier it becomes to +generate a larger profit with each new customer. Building that customer +loyalty is extremely important. +Cost Per Order/Cost Per Acquisition +Chances are that if you are using lifetime value to project profitability +for specific marketing campaigns, then you have most likely figured out +what you are willing to spend to generate an order. The amount you are +willing to spend, or the amount you do spend to generate an order, is +called your cost per order (CPO) or cost per acquisition (CPA). +Let’s say you sell a health supplement, and each month your +customers receive a new 30-day supply. All your subscribers are on an +auto-bill system where they are charged $39.95 per month. You want to + + +136 + THE DIRECT-MAIL SOLUTION +CHAPTER 8 / EXPANDING YOUR MAILING UNIVERSE +evaluate whether you should do a direct-mail campaign with a target +cost per acquisition of $95. The calculation is simple. +First, you estimate your mail cost. Let’s say you want to mail +100,000 pieces, and your mail cost is about $0.60 per piece. This mail +cost includes: printing, postage, list rental, computer processing, and +mail processing. +You are expecting a response rate of .75 percent—just under 1 +percent. This means you’ll bring in 750 orders. +To figure out if this campaign is viable using a $95 cost per +acquisition, you simply divide the total mail cost by the estimated +number of orders. +$60,000 mail cost/750 estimated orders += $80 cost per acquisition. +Because your target cost per acquisition is $95, at $80 cost per +acquisition this campaign would be a huge success if you reach your +estimated number of orders (750). +But let’s say you had calculated your target cost per acquisition at +only $60 rather than $95. Given an actual campaign cost of $80 cost per +acquisition, you wouldn’t want to proceed with the campaign. +Building a Customer Model +Building a customer model is another great way to expand your +universe of customers. This works best if you are a larger business. +If you have a database of 10,000 or more customers, you should +consider building a customer model. I’ve worked with dozens of large +companies to build many sophisticated models, but here I’ll explain +some of the basic steps in building a model. Each model you build will +be different because, for example, one model may be based primarily +on financial information while another model may be based on +demographics. It all depends on the characteristics of the data being +used to create the model. + + +THE DIRECT-MAIL SOLUTION + 137 +CHAPTER 8 / EXPANDING YOUR MAILING UNIVERSE +What does it mean to “model” your customers? Simply, it involves +finding out everything you can about your existing customers—age, +income, hobbies, interests, etc.—and then searching for new customers +who look just like them. You can apply the model to new lists and reach +customers who are very similar to your existing customers. +In order to build a successful model you need to have a good +customer base to start with and to work with a modeling company that +has access to a huge number of records. One of my favorite modeling +companies with a great database is the Epsilon Total Source file, which +has millions of names. Many of the people in the file have responded +to a survey or filled out a product registration card (this is called “self- +reported data”). There are other good companies out there, including +Experian, I-Behavior, and Acxiom. +Do you remember the last time you purchased a refrigerator from +Lowe’s or Sears? Your package included a product registration card +that asked questions about your age, income, and maybe some hobbies +or interests. This is the type of data Epsilon collects and adds to its +database. The self-reported data has many advantages over the typical +compiled data used in modeling. +Your first step is to send your customer file to the company that +is building the model. That company will then attempt to find your +customers in its file. If you send 10,000 names, there may be 4,000 exact +matches. Those names are then researched in the Epsilon database, and +you receive a report showing all the demographics and psychographics +of those 4,000 customers. +You’ll find out what percentage of them like to read books, and how +many are into sailing small boats or like to hike. You’ll also see their +income levels, age ranges, if they have kids and how many, what type of +structure they live in, etc. +This data is extremely valuable and will allow you to more +effectively market to your customers. Let’s say a high percentage said +they like to drink fine wine. You could mail a special sales piece that +showed a picture of a nice bottle of wine and then comment on fine + + +138 + THE DIRECT-MAIL SOLUTION +CHAPTER 8 / EXPANDING YOUR MAILING UNIVERSE +wines in your sales copy, which will help you better connect to your +customers. +Even more important, you could use this information to expand +the universe you mail in a campaign to find new customers. +I did a model for a large client who sold books, CDs, and +DVDs. I found out that a portion of its customers were interested in +photography and developing their own photos. I never knew this about +these customers and would have never considered targeting a group +of prospects interested in photography. But I used this great data to +my advantage when looking for mailing lists to reach new customers. +I selected a list of people who had spent money through the mail +purchasing do-it-yourself photo-developing kits. +How did this list perform? Excellent! I was able to reach a new +universe of prospects by learning more about current customers +through modeling. +The most common way to use a model is to apply the characteristics +that you learned about your customer to a large file. For example, after +doing your model with Epsilon, you could rent other names from +their list that match the same characteristics as those of your current +customers. +I have mailed millions and millions of modeled names for more +than one client—with outstanding success. Modeling your customers +can be extremely effective for you as well if you have a large enough +customer file. +OK, now we’ve looked at ways to expand the universe to which +you’re able to mail—and you’re sending out hundreds of thousands of +pieces! +The next thing you want to know is whether what you’re doing is +working. It’s time to learn how to track your results so you know if your +direct-mail program is on target or needs some tweaking to make the +best use of your advertising dollar. +That will be the topic of our next chapter. + + +THE DIRECT-MAIL SOLUTION + 139 +CHAPTER 8 / EXPANDING YOUR MAILING UNIVERSE +The Wise Client +I love working with people who understand direct +marketing and lifetime value. +One of my clients is the vice president of business develop- +ment for a construction company that builds all types of +commercial buildings. It has a division that specializes in +building and remodeling dental offices in Iowa. This is a rare +niche, and you’d have a hard time finding other contractors in +Iowa that offer the same level of expertise and service as my +client. +This client asked me to help find Iowan dentists who would +want his company to build or remodel their offices—a tall +order. But I was willing to take on the project because I knew +he was a very sharp marketer who understands direct mar- +keting and the value of a customer. +I worked with the copywriter to create a two-step campaign +that went to 2,313 dentists. The goal was to get the dentist +to call for a free report and CD. Those who called would also +start receiving this contractor’s monthly newsletter. +The campaign brought in seven responses. Now, you may be +thinking, “That’s a terrible response rate. Only 0.30 percent of +the prospects called in for a free report.” +I should also add that we spent months preparing for this +campaign. Coming up with the right strategy. Creating the +free report and audio CD. And writing the sales copy. A lot +was put into this campaign—all for seven responses. + + +140 + THE DIRECT-MAIL SOLUTION +CHAPTER 8 / EXPANDING YOUR MAILING UNIVERSE +The Wise Client, continued +On the surface this may look like a complete failure. +So, was this campaign really worth it? +Here’s an email I received from the client . . . +“I thought you’d like to know I signed a design agree- +ment last week with one of the doctors that responded +to the mailing we did. He’s working with us to design +and build a new ground-up orthodontic office and plans +to include additional space in the same building to add +a pediatric dentist within the next year. Gross revenue +will likely be $1.4M for this project!” (that “M” stands for +“million”). +This came within about three months of the mailing. I would +have anticipated they would have had to wait at least a year +before the first deal came through. I’d say that three months +is outstanding! I’m confident that at least two of the other +seven responders will sign a deal within the next 24 months. +If my client had gone into this campaign and wanted to get +a 1 percent or 2 percent response rate and have 15 percent +of those immediately sign up for a remodel or new build- +ing, then I would never have agreed to work with him. But, +because he’s a savvy marketer, he knew that we just needed +to get people in the door, and that in time, the prospects +would convert—especially since he uses a newsletter to keep +in touch with each lead he gets. +How can you apply this to your business? Have a clear under- +standing of lifetime value. And keep in mind that sometimes + + +THE DIRECT-MAIL SOLUTION + 141 +CHAPTER 8 / EXPANDING YOUR MAILING UNIVERSE +The Wise Client, continued +it takes time to convert your leads into customers. Don’t just +look at your initial campaign results, but make sure to evalu- +ate the results based on the long-term picture. You may be +surprised at how you’ll start looking at each lead differently +than you did before. Hopefully you’ll see dollar signs and hear +a cash register ring every time you get a new lead. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +[Image-only page; OCR found no readable text. Consult the PDF for visual content.] diff --git a/library/The Direct Mail Solution/Chapter-09-Tracking-Your-Mail-Campaign/Chapter-09-source-text.md b/library/The Direct Mail Solution/Chapter-09-Tracking-Your-Mail-Campaign/Chapter-09-source-text.md new file mode 100644 index 0000000..96a755b --- /dev/null +++ b/library/The Direct Mail Solution/Chapter-09-Tracking-Your-Mail-Campaign/Chapter-09-source-text.md @@ -0,0 +1,909 @@ +# The Direct Mail Solution — Chapter-09: Tracking Your Mail Campaign +- **Source**: /library/The Direct Mail Solution/source-file.pdf +- **PDF pages**: 164–187 +- **Pages without text**: none + +--- + + +143 + +Tracking Your +Mail Campaign +K, SO YOU JUST SPENT $3,000 ON A DIRECT-MAIL CAMPAIGN. THE +pieces are out the door, and you’re finished with the whole +process. Now it’s back to business, just waiting for all those +customers to flood into your store or call you on the phone. There’s +nothing more to do with the mailing, right? +Wrong. +Now comes one of the most critical parts of the entire campaign— +assessing the results so you know: + Was it worth it to spend the $3,000 in the first place? + Of the two versions of sales pieces you tested, which one did +better? + Which of the two mailing lists you sent to did better? +O +CHAPTER +9 + + +144 + THE DIRECT-MAIL SOLUTION +CHAPTER 9 / TRACKING YOUR MAIL CAMPAIGN +We’re talking about tracking. Tracking your mail campaigns isn’t +about the past. It’s about the future. It’s about understanding every +element of the mailing you just sent out so that you can refine everything +you do for future mailings. That’s the only way to systematically get +better results as you grow your business. +I can’t tell you how many new clients didn’t know the results +of their direct-mail campaigns before I started working with them. +They had a sense that orders picked up after a mailing, but they +didn’t have any hard data. And maybe they tried several different +pieces over the years, but they didn’t really know which one did +better. +A few years ago I was contacted by a well-known marketer that +targeted dentists. The company had tried direct mail a number of times +but said it was no longer working. +I asked for all the data relating to the five most recent direct-mail +campaigns. After I dug in, I found that it had a few segments that were +not only working but working extremely well. The company just had +to focus on those segments and drop the ones that didn’t respond. +It was thrilled when I showed them how it could increase its profits. +Unfortunately, it is not uncommon for companies to miss the critical +information that tracking could reveal. +Most people are lazy when it comes to tracking their marketing +campaigns. Frankly, I don’t get it. Why would you spend thousands of +dollars on something and then make very little effort to find out if it +was successful? +Sometimes a mailing works, sometimes it doesn’t. But if you don’t +know why, you can’t use the infor mation to create more effective +campaigns. You could waste thousands of dollars on future cam paigns, +using the same methods and lists that don’t work. And even more +frustrating, you could fail to use methods and lists that you’ve already +proven to yield the best results—but you haven’t done the simple math +to see it. + + +THE DIRECT-MAIL SOLUTION + 145 +CHAPTER 9 / TRACKING YOUR MAIL CAMPAIGN +A Scientific Approach +When you track direct mail, or any marketing campaign, you need to +become a master of logic. No emotions involved! We collect the data +and crunch the numbers, and up comes the answer we need to continue +building on our success. +Think of every piece of mail you send out as a seed with the +potential to grow you a new customer! +Now, if you were an agricultural researcher who was being paid to +grow more abundant crops of carrots, you would be very careful about +what you did with your seeds. You would keep very careful records of +how the seeds from one batch did compared to seeds from another +batch. You’d measure how your seeds did in different kinds of soil or +what kind of watering schedule yielded the best results. +You would do all that because it was your job, and your livelihood +depended on finding the very best way to grow carrots. +You need to be just as careful about following up on the mailings +you send out. You have to know what works and what doesn’t when it +comes to building your customer base. Accurately tracking the results +of your mail campaign plays a critical role in determining the success of +your future marketing efforts. +You can never be sloppy with your mailing results. You spend a +great deal of money to send out your sales material. You want to learn +as much as possible from each campaign so that you can maximize the +effectiveness of each mailing. +Careful tracking shows you exactly what works and what doesn’t. If +you do your tracking properly, and follow up on what you learn, your +business will blossom. +It All Starts with a Mailing Code +If you’ve been in business for a while, you already have customers +coming into your store, calling you, or visiting your website regularly. + + +146 + THE DIRECT-MAIL SOLUTION +CHAPTER 9 / TRACKING YOUR MAIL CAMPAIGN +Now you’ve sent out a direct-mail campaign, and you want to know +whether it increased those numbers. You could figure out your average +number of calls and orders for each month for the past year, two years, +etc. and then base your answer on the increase from your average. I talk +to businesses all the time that track promotions this way. But, how +accurate would that be? +Sure, you could try to estimate your mailing results by looking at +the increase from your past sales vol ume, but there could be a number +of reasons why orders picked up, like changes in the economy. How do +you test the direct result of your mailing? + You need to make sure you have a system in place to track each +mail campaign. There are two things you can do to make tracking really +easy: +1. Use a dedicated phone line and/or URL/landing page. That way +you know that 100 percent of the leads/orders came in from your +direct-mail campaign. +2. Put a tracking code or coupon on the mailing piece. +The next step is to collect that information from every customer or +order that comes in. Whether it’s printed on the coupon or the order +form, or an operator requests it when people phone in, get that code +every time. +Track the Number of Leads/Orders +Having codes in place is the first step. Then you have to be consistent +in collecting them for every lead or sale that comes in response to your +campaign. When the campaign is finished, you will, of course, want to +know how many leads or orders you received—but there’s a great deal +of other specific information that will be very valuable. Not only do you +need to know the overall response from the mailing but you also need +to know how many leads or sales were in response to each mailing list, +each segment, and each sales piece, if you are using more than one. + + +THE DIRECT-MAIL SOLUTION + 147 +CHAPTER 9 / TRACKING YOUR MAIL CAMPAIGN +If you are testing the effectiveness of a new sales piece vs. the piece +you’re currently using—your control piece—you need to know which +one performed better and which lists it performed better on. +For example, I have a client who is in the financial/business +opportunity niche. The lists I select for this client are either buyers of +financial newsletters and courses or individuals who have purchased +something relating to starting their own home-based business. For +one of our mailings, I tested two sales pieces for the client. I mailed +a 16-page letter and a 32-page magalog. The letter was plain, with +emphasis on the copy. The magalog looked more like a magazine, with +pictures and sidebars. +The letter outperformed the magalog on the financial lists, but +the magalog outperformed the letter to the business opportunity lists. +Accurate tracking showed me what type of sales piece worked better in +each niche. The results allowed me to be more targeted for each list type +so I could get the best response. +From then on, I mailed the 16-page letter to just the financial +lists and the 32-page magalog to just the business opportunity lists. +Using the two formats in their respective niches has proved to be a very +successful approach for this client. +This is a great example of how tracking the performance of each +sales piece for each list can help you maximize your profit potential. +List Segmentation +In order to properly track each version of the sales piece and each list, +it’s critical that you do a good job of list segmentation, which is the +process of systematically splitting up lists into smaller units to keep +track of your different parameters. That’s just a fancy way of saying you +have to use basic logic to keep all your variables straight. +For example, let’s say you have five lists with 10,000 names each, +and you want to mail two sales pieces, a 16-page letter and a 32-page +magalog. Here’s one way you can effectively segment your lists: + + +148 + THE DIRECT-MAIL SOLUTION +CHAPTER 9 / TRACKING YOUR MAIL CAMPAIGN +16-Page Letter List Segmentation +List +Number of Names +Code Assigned +List #1 +5,000 +M1000A +List #2 +5,000 +M1001A +List #3 +5,000 +M1002A +List #4 +5,000 +M1003A +List #5 +5,000 +M1004A +32-Page Magalog List Segmentation +List +Number of Names +Code Assigned +List #1 +5,000 +M1000B +List #2 +5,000 +M1001B +List #3 +5,000 +M1002B +List #4 +5,000 +M1003B +List #5 +5,000 +M1004B +In this example, you have two formats that you use on five different +lists. That gives you 10 possibilities. You assign a code to each of them. +In the Code Assigned column, the Letter “M” represents your offer +(product/service). The number (1000 to 1004) represents the list. And, +the last letter (A or B) represents the version of the sales piece (or price, +etc.) you are testing. That code is printed on each of the pieces you send +out—either as part of the address label or directly on the piece itself. +When orders start coming in, your next step is to determine which +of the 10 groups the buyer was in. If buyers return a coupon or order +form, you would have the buyer write the code on the form; if the order +form is the overleaf of the address panel with the printed code, it will +automatically be included. If customers call in their order, the operator +just asks for the code. +You would keep track of how many orders came in from each +group. After a certain number of days or weeks have passed, you can +easily see which of the 10 possibilities brought the best results. + + +THE DIRECT-MAIL SOLUTION + 149 +CHAPTER 9 / TRACKING YOUR MAIL CAMPAIGN +Was the Mailing Worth It? +When tracking the profitability of a direct-mail campaign, you need to +make sure that you track all the costs associated with the mailing. That +means tracking the cost for each of the following: printing, list rental, +data processing, mail processing, and postage. I consider all these costs +the “hard costs” associated with the campaign. +If you are directly selling a product, you’ll also want to make sure +you take out the product cost for each order fulfilled. For example, I +did a mailing for a large pet supply store. It wanted to promote a free +bag of dog food to attract new customers. The dog food cost $15. The +calculations in the mail-tracking report accounted for each order. Even +though the new customer received a free bag of dog food, most went on +to spend another $35 in the store. I counted $20 in the tracking report +for every order received to help determine the actual return. +Taking out the costs associated with the mailing and the product +fulfillment cost will help show you the true profit/loss for each mailing. +You need these accurate numbers so you can determine your cost per +acquisition (CPA) or your cost per inquiry (CPI). +List History +Keeping track of the list history is important for knowing which lists to +order in the future. By keeping a list history, you track the performance +of one specific list over the course of all the times you’ve mailed to it. +Let’s say you own a car wash and you want to increase the number +of clients each month. You decide to offer a 20 percent discount to all +new customers. You rent a list of the most recent local “new movers” +(people who have recently moved into your area). You find that the +campaign is a huge success. The list is updated monthly so you decide +to rent the most recent names each month and send them your 20 +percent off offer. +When you do this, you’ll want to keep track of the “new movers” +list history. How did it do when you mailed it in January? How about + + +150 + THE DIRECT-MAIL SOLUTION +CHAPTER 9 / TRACKING YOUR MAIL CAMPAIGN +February? March? April? May? June? And so on. Watch the response +rate. Do you see a lift in response when you mail it in one month vs. +another? Do you see a decline in response the more frequently you mail +it? Does it give your business a boost in your slow season? Is it worth +mailing each month? +Keeping track of list history helps you identify which lists perform +consistently well time and time again, which lists are on a downward +trend, and whether there are any lists that work better in one season +than others. +A few years ago I was mailing for a financial publisher who +was selling a course on how to trade commodities. The direct-mail +campaigns were doing very well, and I was looking for ways to expand +into new niches. +I decided to test a list of farmers, thinking, “They grow corn, +soybeans, wheat, etc., so they should be interested in commodities.” It +sounded like a reasonable test. +So I researched all the farming lists on the market, and I came up +with what I thought was the best list. I mailed it and sure enough, the +results were outstanding. I continued to mail farming lists for about +three more mailings. Each mailing I took one or two additional farming +lists until I was mailing about five or six. +They were all working extremely well when—out of the blue—all the +farming lists stopped working. I couldn’t believe it. Why? +I decided to keep testing in hopes of figuring it out. I started +retesting the lists one at a time every few months. Then, once again, they +started working again. +By tracking the list history, I was able to figure out exactly why the +farming lists stopped working and then started working again. Can you +guess what the answer to the mystery was? +It turned out the lists stopped producing orders during the harvest +season. How many days a week does a farmer work during the harvest +season? Eight days a week! They are always busy! They don’t have time +to read mail. + + +THE DIRECT-MAIL SOLUTION + 151 +CHAPTER 9 / TRACKING YOUR MAIL CAMPAIGN +The list history showed me that the farming lists gave a great +response during the off-season but performed terribly during the +harvest season. I would have never known this had I not tracked the +history of the list. List history reveals details that help you know the +best times to mail to specific lists and when to avoid mailing. +Dig Even Deeper into the Lists You’re Buying +There’s a great deal more you can find out by studying how your list +performs. I always compare the list to how it per formed last time, and +the time before that, and the time before that, as far back as I have data +for it. I monitor my complete history of that list. +Looking at the complete history of the list allows me to see how the +list is trending. + Is the list still performing well, and are the results consistent? + Is the list trending up, and are the results getting better each +time? + Is the list trending down, and are the results getting worse? +The only way you can see this is by examining the history of the list. +So, in order to see a trend, you have to mail the same list over and over. +By tracking this history, you can see how a mailing list, and the names +included on it, can and will change. +For example, it’s not uncommon for me to mail a list with first +quarter update, and then a few months later take the same list with a +second quarter update. (The quarter represents the time frame when +the list owner acquired the prospects on the list. Most lists are updated +four times each year.) +The first quarter update may get a marginal response rate, while +the second quarter may get an outstanding response rate. If you +mailed the same piece to both lists, it may leave some scratching +their heads and asking, why did the response jump up like that? +Not that an increase in response rate is bad . . . but the same could + + +152 + THE DIRECT-MAIL SOLUTION +CHAPTER 9 / TRACKING YOUR MAIL CAMPAIGN +happen in the other direction, too, and you’d have a significant drop +in response. +So why does this happen? Most marketers change the way they offer +their products over time. They change price points, sales copy, format, +order options, and the way they acquire customers. This changes who +lands on their mailing list that they then rent to you. +In one set of list orders, you may get buyers who paid $97 for a +specific product or service. In the next set of list orders, you may get +a group of buy ers who paid only $9.95 for the same product. Which +group of buyers will respond better to your offer? Most likely the high- +priced buyer. +The constant change in offers by the list owners directly affects your +list rental because you may be mailing to a different kind of buyer with +each mailing, even though you are taking the same list. +If you are mailing that same list or group of lists over and over, +ask your list broker to send an inquiry to the list owner and ask if the +offer, sales package, price point, or anything else has changed since you +last rented the list. If there are no changes, then you shouldn’t see a +significant change in results. If the list has changed, then you’ll want +to retest the list again rather than assume your results will turn out the +same. Dig in and research your lists, just as you keep tabs on every other +aspect of your mailings. +Lifetime Value +I know I keep harping on lifetime value, but once again I want to look +at it, this time from a slightly different angle. It is essential to calculate +the lifetime value of the customer in each mailing. This provides a +quick way to determine how profitable your mailing will be. Let’s say +your offer is for an auto repair shop. You offer a discounted oil change +for $15.95. You send out a small mailing to 500 prospects. The mailing +costs you $250, and you gain 10 new customers. Initially, the numbers +do not look good: + + +THE DIRECT-MAIL SOLUTION + 153 +CHAPTER 9 / TRACKING YOUR MAIL CAMPAIGN +[FOR] 10 Customers × $15 = $150 gross +With a cost of $250 to send the mailing out, it looks like you’re +losing $100. Was this mailing worth it? +Now look at the numbers after taking into account the lifetime +value of the average customer . . . +Let’s say you’ve determined that average customers who come in for +their first oil change will come back for other auto repair services and +spend at least $295 with you sometime in the next 12 months. Knowing the +lifetime value will help show you the true profit/loss for your mailing. In +this case, your 10 new customers are actually worth $2,950 (10 customers × +$295 average LTV) instead of $150. This means your mailing wouldn’t lose +$100, but instead make you $2,750 over the next 12 months. +If you look only at the return on the initial purchase, you will +conclude that your campaign costs outweigh the number of customers +who responded. But, if you are willing to look at the campaign with the +big picture in mind, lifetime value included, then you may come to a +very different conclusion. +Keep in mind, you must track the lifetime value of your customers +for all your direct-mail campaigns. +Individual Mailing Totals +Similar to list history, it’s important to track individual mailing totals. +Don’t just look at the final mailing total one time, and then never +refer back to it again. Add the results of all the individual mailings to a +special spreadsheet, and track the history of all the mailing totals. +Tracking the mailing totals from each mailing in one easy-to-read +spreadsheet has helped me find specific dates throughout the year that +are very good mail dates as well as dates that I know to avoid. +I encourage many of my clients to mail at the end of December so +that the mail arrives in the mailbox around the first of January. This +is the time of year when people are making goals and decisions for the + + +154 + THE DIRECT-MAIL SOLUTION +CHAPTER 9 / TRACKING YOUR MAIL CAMPAIGN +new year. This is when people are considering buying a new car, signing +up for a health club, starting investing and planning for retirement, +purchasing more health insurance, whitening their teeth, and so on. +This is a very good time for most offers. +Also, during certain seasons I encourage my clients to avoid +mailing. For example, I always try to stay away from mailing in April. +Tax time is a tough time of year for most families, and many are not in +the buying mood. +Knowing your best mail dates will help you know when to increase +mail quantities. And, knowing which mail dates bring you the lowest +response rates will help you know when to decrease mail quantities or +not mail at all. Keep in mind that the more years of mail history you +have to look at, the more valid your results will be. +By comparing mailing totals you may also find that when you mail +a certain quantity of pieces, the overall response drops significantly +(possibly because you have to dig deeper into older, less responsive lists). +Looking at one mailing total in comparison to other mailing totals will +give you a quick reference to your overall mailing performance year after +year. +If you’d like to see a great example of a mail-tracking report, you can +go to www.TheDirectMailSolution.com and download a free example. +You Need a Great Database +All this powerful information about the results of your mailings lies +in your database/order management system. In order to properly track +your mail campaigns and calculate lifetime value numbers, you need to +have easy access to your customer database and be able to manipulate it +to find the numbers you need. It is critical to have an efficient database +that can help you keep track of your customers and allow you to know +what and when they are buying. +New customers must be tracked individually to see whether they +continue buying other products or if they just remain a one-time buyer. + + +THE DIRECT-MAIL SOLUTION + 155 +CHAPTER 9 / TRACKING YOUR MAIL CAMPAIGN +How Do You Determine the Best +Months to Mail? +There is only one way to know for sure: test. Let’s say you +are a landscape/yard maintenance business owner. You +should run a test mailing in every season to see which months +are most responsive and which months are not. +Start with testing a mailing in February, May, August, and +November. This is the middle month in each quarter and cov- +ers each of the four seasons. +Month +Quantity Mailed +February +5,000 +May +5,000 +August +5,000 +November +5,000 +In most cases, you will find that two of the mailings per- +form much better than the other two. The next step would +be to mail larger quantities in the months that had a higher +response rate and smaller quantities in the months that had a +lower response rate. +You’ll also want to expand your mailing by testing other +months. You’ll test smaller quantities in the months that fall +in the quarters that didn’t perform as well in your initial test, +and larger quantities in months falling in the quarters that +performed better. +If February and August were your best months, then the fol- +lowing year’s mailings may look like: + + +156 + THE DIRECT-MAIL SOLUTION +CHAPTER 9 / TRACKING YOUR MAIL CAMPAIGN +Best Months to Mail, continued +Month +Quantity Mailed +February +7,500 (higher quantity) +March +5,000 (new test) +May +2,500 (lower quantity) +June +2,500 (new test) +August +7,500 (higher quantity) +September +5,000 (new test) +November +2,500 (lower quantity) +December +2,500 (new test) +Keep increasing the mailing quantity for the months that +your mailings do well in and decrease the quantities that your +mailings do poorly in. You’ll come to a point where there are +some months that you will not mail in at all and other months +where you aggressively mail. +Your results will tell you what months it is safe to mail in, but +you must be sure to compare results side by side. You’ll also +want to make sure your offer and sales piece are consistent +between each mailing or your testing results will be off. For +example, you can’t compare a postcard mailed in one month +with a letter mailed in a different month. +If you want to test different formats or offers, you can split- +test each individual mailing. Mail one piece in each of the +mailings that is the same (from one mailing to the next), and +mail a separate version that tests a different variable in each +mailing. + + +THE DIRECT-MAIL SOLUTION + 157 +CHAPTER 9 / TRACKING YOUR MAIL CAMPAIGN +If they do go on to buy other products, you must keep a close eye on +what products/services they are purchasing. Are they buying videos, +books, accessories, or a variety of items? Knowing every detail about +the buyer will allow you to know where to direct your efforts when it +comes to creating and offering new products or adding and perfecting +the old ones. +Not only does your database need to give you convenient access to +all the information about your customers, it also needs to allow you to +accurately track your back-end campaigns as well. +Accurate tracking gives a significant advantage when evaluating +campaign results by showing what works and what doesn’t. If accurate +tracking measures are not in place, you may be sending sales pieces to +your prospects for a product they are not likely to purchase. Or you may +have a product that is generating so much response that you should +continue offering that same product—and perhaps develop variations +of it for additional back-end campaigns. +Best Months to Mail, continued +I’ve spent a number of private consulting days reviewing and +analyzing testing variables and mailing seasons. The results +are invaluable. It helps trim the fat, focus marketing efforts, +and can change the way you do business. All making you +much more profitable! +You have to test to make sure you know when the best time +of the year is for you to mail. Even though some of your mail- +ings may fail, it’s worth sending them out so you can be more +effective in your future marketing efforts. A little loss now will +help you reap huge rewards in the future! + + +158 + THE DIRECT-MAIL SOLUTION +CHAPTER 9 / TRACKING YOUR MAIL CAMPAIGN +I once worked on a back-end campaign schedule that offered +about 11 different products over a period of 17 weeks. There were a +few products that it paid (very well) to offer more than one time to +the buyer. I received a 6 percent response on the first mailing for an +expensive video series, and a 1.5 percent response on the second mailing +for the same product. If proper tracking had not been in place, I would +never have known that it was profitable to mail this sales piece more +than once. +Test the Waters Before You Plunge In! +Direct-mail campaigns can be very expensive. And often you don’t really +know what will work and what won’t before you actually run one. It’s a +very good idea to start off by testing a small mailing before investing a +significant amount of money in a larger campaign. +Start with the right attitude; keep in mind it is just a test. Your +goal is not to make millions of dollars off the first campaign. The goal +should be to see if your sales copy, format, lists, and offer can generate +an acceptable response rate that allows you to expand. +Each mail campaign has a number of parameters, and getting just +one of them wrong could ruin the entire campaign. You have to be willing +to do more than one test and be committed to testing over and over. I +can assure you from the hundreds of millions of dollars I’ve seen made in +direct mail, it’s worth the extra effort and testing to make it work! +Even though I’m not a baseball fan (it moves too slow for me . . . sorry +baseball fans, I like basketball, soccer, football), I think it’s a great +example of how direct-mail testing works. The odds of you stepping +up to the plate and hitting a grand slam on your first try are very +slim. Your chances of a home run are a little better, but not much. +Ultimately what you want is a base hit. Once you’ve gotten a few base +hits, then you can try for a home run, and eventually a grand slam. +Keep in mind that there are numerous ways you can improve your +response rates, but you must have a starting point. Start small, and +slowly increase your mailing size. + + +THE DIRECT-MAIL SOLUTION + 159 +CHAPTER 9 / TRACKING YOUR MAIL CAMPAIGN +The largest mail campaign I’ve ever done was almost 6 million +pieces. It took me years of testing to get to the point where I felt +confident enough in the sales piece and the program to send out that +many pieces in one mailing. +The size of your first campaign should be based on the size of +your niche and the area you are mailing. If you are a large publishing +company that is offering a new product in a niche you’ve been in for a +long time, you may want to test as many as 50,000 pieces. But if you are +a small regional retail shop mailing into your neighborhood, you may +want to test only 1,000 pieces. +You need to test your copy, format, lists, and offer, and know +that they are all working before you start expanding your mailing +universe and invest significant amounts of money into a larger +campaign. +Getting the Most Out of Your Database +Your database holds a wealth of information that +you need to develop your business. The key is being +able to get that information out. And it hasn’t always been +that easy to do. I remember when I first started working in +the direct-mail business over 15 years ago, we would have to +use long complicated SQL sequences to put lists together. +(SQL stands for Structured Query Language—a programming +language designed specifically to handle data.) The process +could take hours. But today, with the right database solution, +you can pull out the data you want with a few clicks of your +mouse. +Here are examples of two features that your database solu- +tion should offer. + + +160 + THE DIRECT-MAIL SOLUTION +CHAPTER 9 / TRACKING YOUR MAIL CAMPAIGN +Most Out of Your Database, continued +Easy In–Easy Out +A great database will let you enter the information for your +prospects and customers in one place rather than having to +enter different parts of the system to enter different kinds +of names. In conjunction with that, it gives you a very flex- +ible “tagging” (coding) system for your contacts. This allows +you to pull extremely targeted lists out of your house file. So +entry of data is easy, while pulling data back out is precise. +For example, if you are looking for direct-mail responders +who purchased from your test sales piece between March +15 and March 22, you should be able to easily form this list +within seconds. +When you are able to pull a targeted list out of your data- +base, you can expect an increase in response. That means +you can be more aggressive in your direct-mail campaigns by +sending a larger sales package or including more steps in the +sequence. +Automated Follow-Up +A great database allows you to automate your follow-up +sequence. You can set up automated follow-up campaigns +that allow you to send a specific follow-up letter, email, voice +broadcast, or live phone call to your prospect or customer on +a specific schedule. +For example, you could automate an email for everyone who +signs up for your monthly dry cleaning service club. It could +say something like, “Thanks for signing up . . . as a bonus for +joining our membership, I’ve put a special package in the mail +for you . . . it should arrive any day now.” + + +THE DIRECT-MAIL SOLUTION + 161 +CHAPTER 9 / TRACKING YOUR MAIL CAMPAIGN +Getting Better All the Time +You should always be working to get better at de signing and running +your direct-mail campaigns. +Sure, one day you may send out a winning cam paign that has a huge +response. But that doesn’t guarantee that you’ll keep getting that same +Most Out of Your Database, continued +Then, you could have another follow-up email that would be +sent seven days after sign-up that says something like, “I’m +just checking to make sure you received your free bonus +gift.” +Follow-up sequences have proven to help boost response +rates for later campaigns. This boost in response helps +increase customer lifetime value. +Finding the Right Database +While the technology to create the perfect database is avail- +able, in my experience finding one really great database that +does it all can be difficult. Most databases either don’t have +all the features you need, they’re complicated to use and +require additional programming to set them up the way you +want, or they require the use of a second or third set of soft- +ware to make them do the tasks you require. +That’s why I was excited when, a few years ago, one of my +clients introduced me to Infusionsoft, a database company +that really understands the needs of direct-response com- +panies. Now I recommend it to all my clients who are in the +market for a complete database solution. For information +on this excellent software product, visit its website at www. +Infusionsoft.com. + + +162 + THE DIRECT-MAIL SOLUTION +CHAPTER 9 / TRACKING YOUR MAIL CAMPAIGN +response if you keep doing the same thing. And it doesn’t mean you +can’t get an even bigger response by making some small change. If your +goal is to make more and more money, your attention should be on +creating better and better campaigns. +But you don’t want to make random changes. You have to go +about it scientifically so you know what your findings mean. Make +measurable changes, one at a time, and track whether there’s a differ- +ence in response rate. The numbers will tell you what works and what +doesn’t. Then use what you learn from each campaign to make the +next one even better. +What Kind of Changes Are We Talking About? +Really, it can be almost anything. +The sales copy. The offer (e.g., price, discount, free trial, bonus gift, +etc.). The format (letter in an envelope vs. a magalog). The color of the +ink. The way customers are asked to respond (order form vs. call-in only). +The possibilities are endless. And any of them can significantly +affect response rate. That means there’s lots of opportunity for refining +what you do. You probably have an idea of what may be impor tant. +Maybe you think lowering the price would make a difference, but you +don’t know for sure. (In fact, in some cases, I’ve seen a higher price point +bring in more sales. I know it seems counterintuitive, but the numbers +don’t lie.) +Select what you think may be the most important variables, and +design your tests around those. +Segmenting Your List +This is where you have to think logically. +First of all, you have to set up a comparison. So, if you have one +sales piece that you’re using as your regular piece (your control piece), +and you want to see if you do better or worse by changing the price of +your product, you want to set up a kind of “experiment.” That means +you send one group of prospects the control piece and another group + + +THE DIRECT-MAIL SOLUTION + 163 +CHAPTER 9 / TRACKING YOUR MAIL CAMPAIGN +of prospects—one that is a close match to the first group—the test +piece. +Second, you want to set up your test so that you can clearly see the +influence of each thing you’re testing. You don’t want to test two things +at the same time. If you change both the price and the format, and you +get a different response, you won’t know if it’s because of the different +price or the different format or both. +That doesn’t mean you can’t test for more than one variable with +one mailing. But to do that you have to properly “segment” your mailing +list. That means you have to systematically split up your big list into +smaller units that allow you to keep track of the different parameters. +In other words, you have to use basic logic to keep all your variables +straight, with none overlapping. +Suppose you have a control piece you’ve used for a while, and you +decide to test one different headline. You also decide to test one differ- +ent offer. Maybe the control piece offers a hand car wash and wax for +$179.95, and you want to see if $159.95 is a better price. So you’re +testing two prices, and you have to be able to look at their influence +independent of each other. +Earlier we looked at a simple example where we tested only one +vari able. Now let’s look at a more complicated example. In this case let’s +say you have five lists with 20,000 names each, and you want to mail +two different offers (the control piece offer and the new offer) with two +different headlines (the control piece headline with the new headline). +Here’s one way you can ef fectively segment your lists: +Offer 1: Headline 1 List Segmentation (Control Piece) +List +Number of Names +Code Assigned +List #1 +5,000 +M1000AC +List #2 +5,000 +M1001AC +List #3 +5,000 +M1002AC +List #4 +5,000 +M1003AC +List #5 +5,000 +M1004AC + + +164 + THE DIRECT-MAIL SOLUTION +CHAPTER 9 / TRACKING YOUR MAIL CAMPAIGN +Offer 1: Headline 2 List Segmentation (Test Piece 1) +List +Number of Names +Code Assigned +List #1 +5,000 +M1000AD +List #2 +5,000 +M1001AD +List #3 +5,000 +M1002AD +List #4 +5,000 +M1003AD +List #5 +5,000 +M1004AD +Offer 2: Headline 1 List Segmentation (Test Piece 2) +List +Number of Names +Code Assigned +List #1 +5,000 +M1000BC +List #2 +5,000 +M1001BC +List #3 +5,000 +M1002BC +List #4 +5,000 +M1003BC +List #5 +5,000 +M1004BC +Offer 2: Headline 2 List Segmentation (Test Piece 3) +List +Number of Names +Code Assigned +List #1 +5,000 +M1000BD +List #2 +5,000 +M1001BD +List #3 +5,000 +M1002BD +List #4 +5,000 +M1003BD +List #5 +5,000 +M1004BD +In this example, you have two offers and two headlines that you use +on five different lists. That gives you 20 possibili ties. You assign a code +to each of those possibilities. +In the Code Assigned column, the letter “M” rep resents your +product. The number (1000 to 1004) represents the list. The next to last +letter (A or B) represents the offer you’re testing. And the last letter (C or +D) represents the headline you’re testing. That code is printed on each +of the pieces you send out—either as part of the address label, coupon, +or directly on the piece itself. + + +THE DIRECT-MAIL SOLUTION + 165 +CHAPTER 9 / TRACKING YOUR MAIL CAMPAIGN +If the control piece gets the best response, you know that Headline +1 and Offer 1 can’t be beat by the changes you made. You can forget +Headline 2 and Offer 2 and try something else for the next mailing. +If test piece 3 outperforms the control piece, you know it’s good, +but is it because of Headline 2, Offer 2, or both? We look to our other +two pieces to tell us. If Test Piece 1 outperforms the Control Piece we +know Headline 2 worked (both pieces had the same offer and only +differed in the headline). If Test Piece 2 outperforms the control piece +we know that Offer 2 worked (both pieces had the same headline and +only differed in the offer). But, if Test Piece 1 bombed, we know that +Headline 2 did not work, and the reason Test Piece 3 worked was +because of the Offer 2 and not because of the headline. If you had only +tested Test Piece 3 against the control piece, you’d never know that. +But because you did things logically, you now have a new, better +control piece that uses Headline 1 with Offer 2. Next mailing you can +test another variable! +One last note on this: If the control piece is beaten by one of the +test pieces, depending on the response, you may want to retest the sales +pieces. Mail the control against the test piece that won. That way you +can safely confirm the results before rolling out with the new piece. +To make all this work worthwhile, you have to put a system in place +to track every response that comes in and which of the 20 groups they +fall in. Do this for a cer tain number of days or weeks, until you feel +most of the orders from that mailing have come in. At that point you +can easily see which of the 20 possibilities brought the best results—or +if there was no dif ference between the groups. +This is the data you need to ensure that your next mailing does +better than the one you just sent out. It’s the payoff of the entire +operation—and the key to bigger and bigger profits! +I hope you can now see how important it is to properly track your +mail campaigns. It doesn’t work to send things out willy-nilly. Become a +scientific researcher of your mailings, and you will get better and better +at it every time you send out a new campaign. + + +166 + THE DIRECT-MAIL SOLUTION +CHAPTER 9 / TRACKING YOUR MAIL CAMPAIGN +OK, now you’ve got a plan in place to track your sales pieces as they +traverse the nation or just go across town. You’re almost ready to drop +the mail. +But not quite. +There’s a little cleanup work you should do on your mail list to get +the best results for your money. That’s what we’ll look at next. +You Need the Numbers +There’s only one limit on the number of variables +you can test in a mailing, and that’s the number of names +you have to mail to. Statistics lose their value if they’re based +on too few numbers. You have to start out with enough +names in each cell of your logic table to make your results +statistically accurate. I feel comfortable with a minimum of +1,000 names per cell, but 5,000 would be better if you are +doing a regional mailing. If you are mailing nationally, I’d like +to see the minimum test cell quantity at 7,500; 15,000 would +be even better. +If your lists aren’t big enough, you should limit the number of +variables you’re testing so you have an adequate number of +names in each cell. diff --git a/library/The Direct Mail Solution/Chapter-10-Technical-Details-That-Help-You-Create-Better-Mailings-and/Chapter-10-source-text.md b/library/The Direct Mail Solution/Chapter-10-Technical-Details-That-Help-You-Create-Better-Mailings-and/Chapter-10-source-text.md new file mode 100644 index 0000000..48e4b33 --- /dev/null +++ b/library/The Direct Mail Solution/Chapter-10-Technical-Details-That-Help-You-Create-Better-Mailings-and/Chapter-10-source-text.md @@ -0,0 +1,965 @@ +# The Direct Mail Solution — Chapter-10: Technical Details That Help You Create Better Mailings--and Save You Money, Too! +- **Source**: /library/The Direct Mail Solution/source-file.pdf +- **PDF pages**: 188–215 +- **Pages without text**: 215 +- **OCR note**: OCR is supplied below for image-only pages; multi-column reading order may be imperfect, so consult the PDF for layout and visuals. + +--- + + +167 +Technical Details That +Help You Create Better +Mailings—and Save +You Money, Too! +ITH EVERYTHING WE’VE DISCUSSED SO FAR, YOU NOW HAVE A +good understanding of the important issues involved in +running a direct-mail campaign. +But now we come to some of the finer details that experts know. +These are the secrets that will help you get the very most out of every +advertising dollar you spend. And that’s how you multiply the profit- +making potential in every piece of mail you send out. +Cleaning Up Your Mailing List: How Merge Purge +and Data Hygiene Can Save You Thousands +Even the best mail list may have duplicate names, old and +undeliverable addresses, or some names that you may not want to +mail to. By cleaning up the list you can save a great deal of money. +W +CHAPTER +10 + + +168 + THE DIRECT-MAIL SOLUTION +CHAPTER 10 / TECHNICAL DETAILS THAT HELP YOU CREATE BETTER MAILINGS—AND SAVE YOU MONEY, TOO! +It’s like trimming out the weeds so only the good crops are growing +in your field, and you’re not wasting your water and plant food on +something that can’t bring you any return. +Most large mailers take advantage of running the processes of “merge +purge” and “data hygiene” on their lists. As a result, they often end +up saving themselves thousands of dollars. One of my clients recently +informed me that by following my advice, it instantly saved $52,000. +Unfortunately, it’s usually the small mailers—the ones with the +least money to waste—who pass on this vital step when putting together +their direct-mail campaigns. But you can use the advanced direct-mail +information in this section to keep from throwing away money. +Merge purge and data hygiene are the processes used to clean up +your mail file. They will help you limit the number of undeliverable +records, take out duplicate records, and suppress records you do not +want to mail. The combination of merge purge and proper list hygiene +will give you these three main benefits: +1. By reporting the undeliverable names you find, you can get +deductions on your rented lists that will lower your list rental +cost. You shouldn’t have to pay for duplicate records within the +same list or records that have invalid address and ZIP code infor- +mation. A good list broker will deduct these bad records/names +from your invoice. +2. The post office doesn’t want to deal with undeliverable or +returned mailing pieces. That’s why discounts on postage are +available if you use the tools provided by the Postal Service to +clean up and presort your list. It can save you thousands. +3. If you order 10 lists from different companies, each of which is +based on the same criteria, there are bound to be some duplicates +between the lists. By cleaning up your lists, you eliminate these +duplicate records, which saves you money on printing and post- +age. It will also keep prospects from being annoyed by receiving +multiple sales pieces from you. + + +THE DIRECT-MAIL SOLUTION + 169 +CHAPTER 10 / TECHNICAL DETAILS THAT HELP YOU CREATE BETTER MAILINGS—AND SAVE YOU MONEY, TOO! +Quick and Easy $52,000! +My friends Curt Dawn and Kirsit Hegg are savvy +direct-mail marketers who’ve been doing it for a long +time. They recently gave me a wonderful testimonial. +“Craig Simpson has always given us solid advice on +direct mail. He recently had us make one change to +our direct-mail campaigns, and it instantly saved us +$52,000!” +This is a real testimonial, and it concerns real money. The +simple tip I gave them that could save you thousands, too, is +exactly what we’re talking about here: Make sure you run a +merge purge to eliminate duplicates on every mailing you run. +If you are mailing a list with 5,000 names on it, there is a +good chance that there are duplicates on that list. It doesn’t +matter if it’s your house file or a rented list—you must check +for duplicates. +It’s common for people to rent a list of names and assume +that the list manager did his job and sent you a list of names +with no duplicates in it. The odds of you receiving a clean list +are rare. I bet 98 out of 100 have duplicate names in them. +Let’s take this one step further. Let’s say you have two dif- +ferent lists—List A and List B. Not only does List A have +duplicate names within itself, but there is a very good chance +there will be names that are on both List A and List B. If you +do not remove the names from one of the lists that are on +both lists, then many individuals will receive two sales pieces +from you. + + +170 + THE DIRECT-MAIL SOLUTION +CHAPTER 10 / TECHNICAL DETAILS THAT HELP YOU CREATE BETTER MAILINGS—AND SAVE YOU MONEY, TOO! +You have many options for how you will run a merge purge. There’s +software you can buy, you can develop your own software, or you can +pay a data processing company to run the merge purge for you. +I prefer to use the professional services of a data-processing +company. A good data-processing company will have access to the +Postal Service files you need to clean up your list and get postage +discounts. It’ll also help guide you on what parameters to use when +running a merge purge, for example, whether you want it performed at +a household level or an individual level, or at a home or business level. +Quick and Easy $52,000!, continued +Think about the waste you have if you are mailing the same +person the same piece at the same time. If printing and post- +age is costing you $0.65 per piece and you can cut 500 +duplicates, you’ll save $325 in printing and postage. If you are +doing large mailings and you cut out 5,000 duplicate names, +you’ll save $3,250. +It’s not uncommon to cut 25 percent of the lists, not only +because of duplicate names but also bad addresses, incom- +plete ZIP codes, or to remove existing customers from the mail +file. If you are mailing 100,000 pieces and only 75,000 are to +people who you should actually mail to, then cutting 25,000 +names would save over $15,000 in printing and postage. +Plus, also consider that for every duplicate name, you’re not +mailing to an actual prospect, so you’re possibly losing sales. +So, if you ever think that doing a merge purge is a bit of a +hassle and you’re tempted to skip it now and then, I hope this +story about a $52,000 savings will make you reconsider. + + +THE DIRECT-MAIL SOLUTION + 171 +CHAPTER 10 / TECHNICAL DETAILS THAT HELP YOU CREATE BETTER MAILINGS—AND SAVE YOU MONEY, TOO! +If you are selling tax software designed for small businesses, there +may be a huge advantage to specifying the parameters for your merge +purge. If you’ve found from past campaigns that you sell more software +packages to small business owners if you mail to their home rather +than their business address, you’ll want to make sure you reach them +at home whenever possible. You can set the merge purge parameters +to select the home address for all duplicate records. For example: A +duplicate name may have two different addresses. +Simpson’s Shoe Repair Store +Simpson’s Shoe Repair +Craig Simpson +Craig Simpson +123 Main Street +987 Summer Drive +Any Town, NY 12345 +Any Town, NY 12345 +One address may appear to be a business location, and the other +address may appear to be a home address. If your data processing +company is able to distinguish the difference between the two, you +would have them keep the “At Home” address. Based on your experience, +you should improve your mailing response rate if you are able to get +your data-processing company to use this parameter. +Finding Duplicates Across Lists Saves Money +on Printing and Postage +If you mail more than one sales piece to the same person in the same +mailing, then you’re wasting the money spent on printing and postage +for the extra piece. Plus, you’re not sending to another prospect who +might have placed an order. Here’s a quick example. +Let’s say you sell a limited edition coin to collectors, and you want +to do a mailing to 50,000 people. You order 10 lists of 5,000 names each +from your list broker, all related to coin collecting. Because all the lists +have a common interest, there will be some duplicate names among +them. If you mail these lists without a merge purge, you could end up +wasting thousands of dollars on extra printing and postage on mailings +sent to duplicate names. + + +172 + THE DIRECT-MAIL SOLUTION +CHAPTER 10 / TECHNICAL DETAILS THAT HELP YOU CREATE BETTER MAILINGS—AND SAVE YOU MONEY, TOO! +There are likely 4,000 to 6,000 duplicate names out of the 50,000 +because this is a very targeted mailing. If it costs you $0.60 for every +piece you mail, you can easily see how costly duplicate names can be: +5,000 × $0.60 = $3,000 +What Happens to the Duplicate Records/Names? +One of the main purposes of the merge purge is to find duplicates +between the files. These duplicate records/names are also called +multibuyers or multis. +Multibuyer names usually end up being very responsive. When you +are selecting lists to rent for a targeted mailing, the lists usually have +something in common with one another. If you are doing a mailing +to promote a newsletter on naturopathic medicine, then the lists +should all be related to wanting to improve health through natural +approaches. This means there will very likely be duplicate names across +the lists. Their interest level in this area is so high that they’ve bought +or subscribed to more than one product or service. Therefore, they are +more likely to purchase again. +Depending on the size of your mailing, these multibuyers are +usually broken down into three groups: +1. 2X Multis: Duplicate names that are on two lists +2. 3X Multis: Duplicate names that are on three lists +3. 4X + Multis: Duplicate names that are on four or more lists +The merge purge will ensure you mail the name only one time even +though the name appears on more than one list. But these multis can +be very useful to you. Because these names are on more than one list, +you’ve paid for the name more than one time. And because you are just +mailing the name one time in your current mailing, you can also mail +the name at a later date. Obviously, you’ll want to wait a few weeks +before re-mailing it—otherwise you defeat the purpose of removing the +duplicates from the mail file. + + +THE DIRECT-MAIL SOLUTION + 173 +CHAPTER 10 / TECHNICAL DETAILS THAT HELP YOU CREATE BETTER MAILINGS—AND SAVE YOU MONEY, TOO! +If the multibuyer is a 2X Multi, then you can only remail the same +name a second time. If it’s a 3X Multi, you can mail the same name +three times. A 4X Multi can be mailed up to four times. Always keep +some space between mailings. I like to wait at least four weeks before +mailing the same name again. Depending on the volume of mail you +send out each month, you may want to wait six to eight weeks before +re-mailing it. +Interaction Reports +If you use a data-processing company for your merge purge, make sure +to ask for the reports from the process. You’ll be able to use these to get +discounts on your rented lists. +An interaction report, or a match analysis report, shows what occurred +in the merge purge. It will show you how lists duplicated with one another, +how your suppression file (the list of names you want removed) duplicated +with the rented lists, and how other suppression files (like a prison +suppression file) affected the merge. Not all data-processing companies +offer an interaction report. If your current data-processing company +does not offer one, find another company that does. It may call these +reports by another name, so ask questions. +Figure 10–1 on page 174 is a simplified example of what to look for +in an interaction/match analysis report. +The list name on this interaction report is Naturopathic Medicine +Newsletter. This interaction report shows how Naturopathic Medicine +Newsletter duplicated with all the other lists in the table. +To start with, take a look at the suppression files. The customer +suppression file had 391 matches/duplicates between the two lists. This +means the mailer sent a file of names that it already had in its database +and asked to have these names suppressed/removed from the rented +lists. This customer suppression file could be a list of previous buyers +of the product it is selling or buyers of other products the company has +sold, or it could be an inquiry list that it’s generated. The bottom line + + +174 + THE DIRECT-MAIL SOLUTION +CHAPTER 10 / TECHNICAL DETAILS THAT HELP YOU CREATE BETTER MAILINGS—AND SAVE YOU MONEY, TOO! +is, the mailer doesn’t want to spend the money mailing names it already +has in its database. In this instance, the 391 matches will save a few +hundred dollars on printing and postage. +The deceased suppression file (a file of the deceased) had 159 +matches. For obvious reasons, you don’t want to mail to the deceased— +I’ve found that they are the least responsive buyers . . . +Last, the prison suppression file had 29 matches. Most companies +do not want to waste their money mailing to someone who is in prison +and probably don’t want or can’t buy the product. +Looking at the rented lists, you can see at the top Naturopathic +Medicine Newsletter is listed and has 98 matches. This means there are 98 +FIGURE 10–1 Sample Interaction/Match Analysis Report +List Name: Naturopathic Medicine Newsletter +Quantity: 14,726 +List Code +List Description +Quantity +Matches +0000 +Customer Suppress* File +3,816,849 +391 +0997 +Deceased Suppress +4,380,569 +159 +0998 +Prison Suppress +22,448 +29 +0001 +Naturopathic Med. Ltr. +14,726 +98 +0200 +Alternative Health Mag. +14,073 +82 +0201 +Alternative Product Byrs +6,919 +31 +0202 +Naturopathic Magazine +4,910 +28 +0203 +Naturopathic Prdt Byrs +3,562 +17 +0204 +Herb Buyers +6,761 +23 +0205 +Herb Report Newsletter +2,333 +26 +0206 +Healthy Alternatives +10,092 +95 +0207 +Healthwise Product Byrs +14,859 +133 +0208 +Healthwise Newsletter +14,566 +125 +List interacted with 10 lists of 11 main lists with 658 duplicates. (*Suppress is +short for suppression.) + + +THE DIRECT-MAIL SOLUTION + 175 +CHAPTER 10 / TECHNICAL DETAILS THAT HELP YOU CREATE BETTER MAILINGS—AND SAVE YOU MONEY, TOO! +duplicate records within the file. You can continue down the list and see +how each list “interacted” with Naturopathic Medicine Newsletter. +This interaction report is very simplified. This report shows how +only one list, Naturopathic Medicine Newsletter, interacted with all the +others. In a complete interaction report, you’d see this information +for each list. If you are mailing only a few lists, the interaction report +may only be 10 or 20 pages. If you are mailing to a hundred lists, the +interaction report will be hundreds of pages. +Analyzing the interaction report will help you get deductions on +your list rental invoices. This interaction report shows us that we will +get to deduct 286 names from the Naturopathic Medicine Newsletter List +invoice. + The deceased suppression file had 159 matches + The prison suppression file had 29 matches + Naturopathic Medicine Newsletter had 98 matches/duplicate +records + Total: 286 +Most list owners will give you a deduction for these unusable +names. If the list rental cost were $125 per thousand, finding these +deductions would save you $35.75. +286 names × $0.125 list cost = $35.75: +Plus, because you are eliminating these unwanted names, you are +also saving on printing and postage: + 286 names × $0.60 printing and postage cost = $171.60 + $35.75 list rental savings + $171.60 printing and postage savings + $207.35 total savings for just one list. +That may not sound like a lot, but if you do this for every list, it will +quickly add up. +10 lists × $207.35 = $2,073.50 savings + + +176 + THE DIRECT-MAIL SOLUTION +CHAPTER 10 / TECHNICAL DETAILS THAT HELP YOU CREATE BETTER MAILINGS—AND SAVE YOU MONEY, TOO! +Looking at the interaction report with only a few lists will take you +less than 10 minutes. Saving $2,073.50 is not bad for 10 minutes of +work. +Broker Report +In addition to the interaction report, I like to provide the list broker with +a “broker report” that is generated by the data-processing company. A +broker report shows the list broker how many names you get to deduct +because of bad addresses, bad ZIP codes, etc. It also reports some of +the same information that is in the interaction report. Using the two +reports together will allow you to claim the most deductions available +to you. Figure 10–2 is a sample of a broker report. +You can get a copy of this broker report, along with a few others, at +www.TheDirectMailSolution.com. +This is just a simplified version of a broker report. It’s best if you +work with your data-processing company to create a broker report to +your specifications. Use this sample broker report as a starting point. +Here’s what each column represents: + Quantity Expected: The quantity of names you expected to receive +from the list broker. + Quantity Received: The actual quantity of names the list broker +sent. + Convert Drops: Invalid addresses. The address could be missing +the city or state name or have the incorrect state and ZIP code for +a record, etc. Basically, it involves incomplete data. + M/P Input: The quantity input in the merge purge. + ZIP Drops: Records that were dropped due to special drops in the +merge, such as omitting addresses that are located in a region +where a hurricane just hit or where the Postal Service is unable +to deliver mail. + Non-Coded Drops: These are records that do not have the ZIP+4. + + +THE DIRECT-MAIL SOLUTION + 177 +CHAPTER 10 / TECHNICAL DETAILS THAT HELP YOU CREATE BETTER MAILINGS—AND SAVE YOU MONEY, TOO! + Pander Drop: Takes out all names that are on the DMA Preference +File (Do Not Mail List). All mailers are encouraged to use this +list, and companies who are a member of the Direct Marketing +Association are required to use this list. There is no use mailing +to people who do not want to be mailed to. + Deceased Drops: Takes out names of those who are deceased. + Intra Dupes: Duplicate records within the same file. +FIGURE 10–2 Broker Report + + +178 + THE DIRECT-MAIL SOLUTION +CHAPTER 10 / TECHNICAL DETAILS THAT HELP YOU CREATE BETTER MAILINGS—AND SAVE YOU MONEY, TOO! + M/P Output: The net names you are left with after the merge +purge. + Broker Deductions: These are the names you get credit for from +your list broker. You don’t have to pay for names with bad +addresses, intra dupes, etc. + Broker Net: This is number of names your list broker should bill +you for on the list invoices. +The broker report should be used in conjunction with the interaction +report. The two reports will help you get the most deductions from your +list broker. +More on Data Hygiene +The Postal Service offers some great tools and files to help you ensure +you have the most up-to-date addresses. Here are a few of the files the +Postal Service has available: + National Change of Address (NCOA) File: A list of people who +have moved within the last three years. Running the NCOA list +against your mail file will help ensure that you have the correct +address for anyone on the mail file that has recently moved. + Locatable Address Conversion System (LACS): Will convert rural- +style addresses (nonstandard) to city-style addresses (standard). +This will help increase the deliverability of your mail. + Coding Accuracy Support System (CASS): Helps mailers improve the +accuracy of delivery. This software will identify and correct bad +addresses to the carrier route, five-digit zip, ZIP +4, and delivery +point codes. In addition to improving your delivery, the CASS sys- +tem will help you receive an automatic discount on your postage. +Make sure your data-processing company has access to these files +because the Postal Service does not make them available to everyone. +Getting all the postage deductions available for your mail piece +will save you thousands of dollars. You must plan in advance to make + + +THE DIRECT-MAIL SOLUTION + 179 +CHAPTER 10 / TECHNICAL DETAILS THAT HELP YOU CREATE BETTER MAILINGS—AND SAVE YOU MONEY, TOO! +sure you run the address hygiene process correctly. Proper list hygiene +will lower the number of “nixie” records—incorrect or undeliverable +records. +There also are other address correction files and mailing +enhancement tools available. For example, some data-processing +companies have tools that append apartment numbers to records that +don’t have an apartment number but should. Ask your data-processing +company what options it has available to help clean up your mail file. +More on Suppression Files +Suppression files are lists of names/addresses that you do not want to +mail to. If you are trying to generate new leads, you will not want to mail +to the names you already have in your database. These names are often +referred to as your house file or customer file. You’ll need to send this +file to the data-processing company and ask them to “suppress” these +names from your mailing. Your data-processing company will probably +refer to this file as house suppression file or customer suppression file. +You also don’t want to mail to anyone who is in prison or deceased. +And it’s not just to save money. If you mail to someone who is deceased, +it could be disturbing to the family, or at the very least an annoyance. +And it can make you appear uncaring and sloppy. And prison inmates +are likely not allowed to order what you’re selling. +Now, perhaps you think you would never do that. But don’t be so +sure. The Direct Marketing Association (DMA) estimates that every +year, 22 million pieces are sent to people who are deceased. And many +millions are sent to prisoners. +The fact is, you don’t always know for sure what kind of names are +on the mailing list you purchase or rent. Of course, you must always +ask your list broker or the company itself for assurance that it cleaned +the list of unwanted names. And any reputable list rental company will +try to stay on top of these issues. But people’s situations are always +changing, and a list that was compiled even three months ago may +contain names that would be better suppressed. + + +180 + THE DIRECT-MAIL SOLUTION +CHAPTER 10 / TECHNICAL DETAILS THAT HELP YOU CREATE BETTER MAILINGS—AND SAVE YOU MONEY, TOO! +And there’s always the possibility that the list rental company did +not do a recent or thorough search. To be safe you should al ways check +the file yourself. One excellent place to start is with DMA, which offers +two suppression files: a recently recorded deceased file and a state and +federal prison file. +The recently recorded deceased file (RRDF) contains data on +millions of recorded deaths over the last 12 months. It is updated +monthly and includes names from several sources, including the DMA’s +deceased do not contact (DDNC) list, which is a long-term list. +Both the RRDF and the DDNC are subscription services, and it +probably isn’t going to be worth it to you to pay the yearly fee, especially +if you’re a small company and don’t mail to that many names. In that +case, you can go through a list hygiene service, which we’ll discuss +shortly. +DMA’s state and federal prison file contains approximately 2,000 +addresses of federal and state prisons and correctional facilities. You +would clean your mailing list by removing the names of any individual +whose address matches one of the ad dresses on the list. The file is +updated three times each year. Again, you don’t need to buy this list +yourself if your list hygiene service subscribes. +While you need to keep your mailing lists clean by suppressing +unwanted names, you do not have to subscribe to the necessary lists or +do the cleanup yourself. Your data-processing company should provide +a list hygiene ser vice. +If you are mailing frequently—weekly or monthly—you may want to +consider suppressing your prior mail file. When you are mailing often, +there’s a good possibility that you will mail to the same person two or +three times a year. It’s okay to do this, but you want to make sure you +don’t mail to this same person three times within a few weeks. In order +to prevent this, have your data-processing company suppress your prior +mailings. +Please note: Obviously there are times when you do want to mail to +the same person more than one time within a short period of time, but + + +THE DIRECT-MAIL SOLUTION + 181 +CHAPTER 10 / TECHNICAL DETAILS THAT HELP YOU CREATE BETTER MAILINGS—AND SAVE YOU MONEY, TOO! +as a general rule for attaining new buyers/leads, you’ll want to suppress +your prior mailing. +And there may be some people on your list who have written, +called, or emailed to say “Do not send me any more mail.” You must +immediately remove their names from your list. If you send anything, +you’ll just antagonize them. If they get mad enough at you, they may +contact the Federal Trade Commission or the Better Business Bureau to +report you, and you don’t want that kind of attention. Plus, mailing to +them is a waste of money. +Have your mailing list set up so that you can quickly go in and +remove unwanted names. Develop your own “do not mail” list. That +will work for mailings from your house file, but don’t stop there. Those +same names could very well pop up on the lists of names you buy or rent +from other companies. So check all lists against your company’s own +suppression file of people who have requested not to hear from you. +Last, it’s very important that you suppress the DMA preference file. +This is a national file of people who have said, “Do Not Mail to Me.” +Sending these people mail will only make them mad and possibly get +you in trouble. The only kind of response you’ll get from them is an +angry one. Make sure to suppress this list from all mailings! +Post Merge-Purge Production +After the data hygiene has been completed and the merge purge has +been run, you can start working on the post merge-purge production— +the final touches you will put on your list. At this point, you can add in +your decoy list or seed list and assign your key codes and splits. +The decoy or seed list is the group of names and addresses you use +to track the delivery of the mailing. It’s how you will know for sure that +your mail has been delivered and isn’t sitting in trays in a warehouse +somewhere. +If you’re doing a national mailing, make sure you insert seed names +in every part of the country. If the mailing is being sent from Los + + +182 + THE DIRECT-MAIL SOLUTION +CHAPTER 10 / TECHNICAL DETAILS THAT HELP YOU CREATE BETTER MAILINGS—AND SAVE YOU MONEY, TOO! +Angeles, you’ll want to know when your sales pieces are delivered in San +Francisco, Chicago, New York, and places in between. +You probably don’t have friends in all those places to send your +mail to, but there are services available whose job is to help track your +mail for you. Two of the best are US Monitor and Track My Mail. Each +has its own way of tracking a mail campaign, and both can provide +excellent delivery information. +The last step is assigning your key codes or mailing codes and +splitting the lists into segments if you are doing any testing on different +features of your mailing. For instructions on how to do that, please look +back at Chapter 6, which covers list segmentation. +A Little Bit More about Testing Variables +There are countless variables that you can test when doing direct mail. +The simple and obvious ones that most people know about would +involve testing different kinds of sales copy, headlines, price points, and +design formats. But there are also more subtle things you can test like: + The color scheme for the sales package: whether you print in +black and white, four-color, or two-color—and if it’s two-color, +whether the second color is red or blue + The offer, whether it’s different price points, or testing a free +offer + The way the order form is presented + Bonus items, guarantees, and coupons + Whether response involves going to a website or calling an 800 +number +There are literally hundreds of thousands of different variables you +can test, and every test can be important. +As we mentioned earlier, it is critical that you test only one variable +per sales package at a time. For example, let’s say you want to test two +different offers and two different postcard colors. You could not do the +test effectively in the example below: + + +THE DIRECT-MAIL SOLUTION + 183 +CHAPTER 10 / TECHNICAL DETAILS THAT HELP YOU CREATE BETTER MAILINGS—AND SAVE YOU MONEY, TOO! + Yellow Postcard with Offer A + White Postcard with Offer B +There are too many variables represented in each piece to be able +to determine which one variable worked best and how they may have +interacted. If the yellow postcard worked better, you would not know if +it was the yellow part of the postcard or the offer part of the postcard +that made it work better. +Here’s how the test should be set up: + Yellow Postcard with Offer A + Yellow Postcard with Offer B + White Postcard with Offer A + White Postcard with Offer B +This example has all the areas covered. You’ll know exactly which +offer and postcard color worked best once the campaign is complete. +You must be very cautious when you test. By testing only one +variable at a time (per package) you can scientifically monitor and know +your results are valid. +As I was writing this section on testing, I was interrupted by a client +who was confused by some recent mailing results. His mailing two +months ago had outstanding results, but his mailing three weeks ago +was not performing well at all. The same sales piece was used for both, +so he expected a similar response. +I agreed that the response should be similar, but after asking a +series of questions, I found out that he had changed the way he mailed +the sales package. He segmented out different parts of the country and +mailed some pieces via first-class mail and some via bulk mail. The +mailings also didn’t go out on the same day . . . he mailed the pieces over +the course of a few weeks. +What problems did he create for himself by doing this? + He originally mailed the package first class—which in my experi- +ence always brings a higher response rate, even though it doesn’t + + +184 + THE DIRECT-MAIL SOLUTION +CHAPTER 10 / TECHNICAL DETAILS THAT HELP YOU CREATE BETTER MAILINGS—AND SAVE YOU MONEY, TOO! +always offset the extra cost. In his second mailing, he mailed a +portion of his pieces bulk. I’m certain this caused a partial drop +in response rate. + He also picked which sections of the country should get first- +class mail and which areas should get bulk mail. His most +responsive state in the past was California, where he was located. +He decided to mail all of the California names via bulk mail since +he figured the delivery time would still be fairly quick because it +was local. Basically, he took his highest responding market and +mailed to it using the least responsive method. +This client learned an important lesson the hard way: Don’t make +arbitrary changes in your mailing, and don’t mix up your variables. If +you do, you may not be able to assess the effect on your results. Make +sure to plan out each mail test so you know exactly how each element +could impact your current campaign. That way you can use your results +to guide you in future campaigns. +Working with the Postal Service +Working with the Postal Service is a key part of being a direct mailer. +You want to have a good relationship with your post office and stay +abreast of current guidelines. +The Postal Service revises and changes guidelines constantly +throughout the year. It seems there’s always a new procedure, rate, +or form being implemented. If you are going to be in the direct-mail +business, you need to establish a good relationship with a Postal Service +representative in your local area—someone you can actually talk to, +someone you can sit down with in your office or go visit at the post +office. You want to be able to show this person what you want to mail +and ask: + Is this format acceptable? + How much will the postage be? + + +THE DIRECT-MAIL SOLUTION + 185 +CHAPTER 10 / TECHNICAL DETAILS THAT HELP YOU CREATE BETTER MAILINGS—AND SAVE YOU MONEY, TOO! +You would be surprised at the different kinds of things that you can +send through the mail. A knowledgeable representative can help guide +you, giving you the freedom to be super creative with your direct-mail +campaigns. +Did you know that you can mail: +coconuts +bottles +wooden postcards +trash cans +boomerangs +bank bags +metal postcards +and many other unique items +You will never know what you can and can’t mail without consulting +a good Postal Service rep. +Make sure you choose a representative who wants to be your +advocate—who wants to see you send lots of mail. I’ve come across many +postal representatives who seemed uninterested in my business. Even +though I told them I could put millions of pieces of mail through their +post office every year . . . they still did nothing to help me and improve +the status of their facility. (More mail volume would make their post +office look better and get more resources.) +That said, I must add that I believe the Postal Service has unfairly +gotten a bad rap over the years. Sometimes people complain about +delivery or about how difficult it is to work with people there. But, in +reality they do an exceptional job. Think about how rarely you don’t get +your mail or learn that something you mailed wasn’t delivered. The post +office has a very high delivery rate. +I’m very confident in the Postal Service’s ability to deliver mail. But +I’m not confident in all the USPS representatives—so make sure you +find a good one! +So get on the same team as the Postal Service and work together. +Ask your representative questions, and always, always make sure that +you’re constantly checking the guidelines. I would hate to hear about +you printing 10,000 pieces and then finding out that the format that + + +186 + THE DIRECT-MAIL SOLUTION +CHAPTER 10 / TECHNICAL DETAILS THAT HELP YOU CREATE BETTER MAILINGS—AND SAVE YOU MONEY, TOO! +you printed in is unacceptable, or the postage rate has changed and it’s +going to be twice as expensive as you originally thought. +The way to prevent costly mistakes like these is to check with your +postal representative ahead of time whenever you print something that +is going to be put in the mail. +Using a Mail-Processing Facility +Early in my career I worked for Ken Roberts, who was one of the largest +financial direct mailers in the country. We sold hundreds of thousands +of courses on commodity trading. And I mailed out millions of sales +pieces every year to sell them. +Ken didn’t start off mailing millions of pieces. He started out as a +one-man operation and loved telling stories about how at the beginning, +he’d get his kids to help him stuff his sales pieces into envelopes and slap +on the stamps. They’d work around the kitchen table, and he paid the +budding entrepreneurs a couple of bucks for helping him out. +But soon Ken’s company got too big for his kids to handle the +volume, and he engaged a professional mail facility to prepare and mail +his sales pieces. The mail facility would receive the sales pieces from the +printer and label, sort, bundle, and deliver the finished mail packages to +the post office, ready to be distributed across the nation. +If you’re past the stage where your kids can process your mailings +around the kitchen table, it’s time for you to look into hiring the +services of a mail-processing facility, too. +Probably the easiest way to find a mailing facility is to ask your +print shop to recommend one. Or you can look in your local Yellow +Pages. You’ll also often find that many printers have the capability to +process mail. +A mailing facility doesn’t have to be located close to you. It could be +in the next state, or even across the country. You can turn to the Direct +Marketing Association to help you find one. Visit its website at www. +the-dma.org, and search its vendor list. + + +THE DIRECT-MAIL SOLUTION + 187 +CHAPTER 10 / TECHNICAL DETAILS THAT HELP YOU CREATE BETTER MAILINGS—AND SAVE YOU MONEY, TOO! +Even if you find a company that’s located far from you, it’s still a +good idea to establish a personal relationship. Talk to its representatives +on the phone, or even visit the operation and watch it process mail. +You want it to be organized, clean, and responsive to your needs. +Closely check and monitor this facility, and make sure it is a legitimate +company. +Your mailing facility will probably be able to take your entire job +from start to finish. You supply (or pay for) the raw materials: the +printed pieces, envelopes, order forms—whatever is needed. The mail +facility takes it from there, helping you prepare and clean your mail +list, presorting your mail, assembling the pieces, and bundling them +according to post office regulations. +Direct-Mail Facts and Figures +• According to the American Catalog Mailers +Association, up to 12.5 billion catalogs were mailed +in 2012. On average, those who receive at least a cata- +log in the mail spent 28 percent more on items than +those who did not receive a catalog. +• A recent study showed that 98 percent of consumers +retrieve mail from the mailbox the day it is delivered, +and 77 percent sort through it immediately. +• The Postal Service delivers to 152 million businesses and +households each day, six days per week. In comparison, +UPS delivers to 8 million addresses daily, while FedEx +serves even fewer. +• Advertising mail accounted for $16.4 billion in revenue +for the Postal Service in 2012. + + +188 + THE DIRECT-MAIL SOLUTION +CHAPTER 10 / TECHNICAL DETAILS THAT HELP YOU CREATE BETTER MAILINGS—AND SAVE YOU MONEY, TOO! +In some cases you will pay for your postage through the mail-processing +facility. When you send a check for postage that amounts to thousands of +dollars, make sure that postage is being processed properly and that you +are getting what you’re paying for. Always make a postage check out to the +U.S. Postmaster—so that only the post office can deposit it—and not to the +mailing facility itself. If you make it out to the mailing facility, it can cash +the check and then tell you it’s buying postage with it—but you don’t know +for sure that all that money is going for that purpose. +For all mailings, make sure you get verification from the USPS +that it received your mailing along with confirmation of the amount +of postage used. If you spent $2,528.35 on postage, get a form/receipt +from the USPS showing what was received, when the mailing entered in +the mail stream, and how much it cost. Request verification from the +USPS whenever you or your mailing facility drops off your mail. +Huge Postage Discounts That Can +Save You Thousands! +Check with your Postal Service representative whenever you are mailing +more than 500 pieces of mail at one time. You may qualify for a +presorted mail discount. This discount can be used for both first-class +and bulk mail and will vary between classes of mail. +The USPS offers discounts when you presort your mail because +it helps reduce the work on its end. By presorting your mail, you are +arranging it by ZIP code and then putting it in mail trays or mailbags. +All the USPS has to do is throw it on the right truck going to the +specific location that you’ve indicated on the tray or bag. Your local +USPS representative can help direct you to the most efficient way, using +software, to presort your mail. +If you do not presort your mail, then the USPS has to sort and bag +or tray the mail for you—which takes time and money. +So doing it yourself will provide you huge savings. Let’s say you are +mailing 10,000 letters via first-class mail. Typically, the full postage rate + + +THE DIRECT-MAIL SOLUTION + 189 +CHAPTER 10 / TECHNICAL DETAILS THAT HELP YOU CREATE BETTER MAILINGS—AND SAVE YOU MONEY, TOO! +is about $0.06 per piece higher than the presorted rate. If you presort +your mail, you may end up saving $600. +Presorting your mail will not increase the time it takes for delivery. +On the contrary, in many cases it shortens the delivery time because one +step in the process has been removed. +First-Class vs. Bulk Mail: Which Class +of Mail Should I Use? +Are you better off sending your mail first class or bulk? Here are a few +things to consider. +Mail first class when . . . +1. You are mailing time-sensitive material, for example, sending a +birthday promotion that is going to all your clients or prospects +that have a birthday within the next two weeks. +2. You have an offer end date or “deadline” for responses. +3. You need fast response. Do you want to measure the mailing +response as soon as possible so you can get another mailing out +quickly? For quick response, mail first class. +Mail bulk mail when . . . +1. You have time to wait for responses. You have a consistent mail- +ing system in place, and it doesn’t matter if the responses come +in weeks after you mail. +2. You are mailing a thick or heavy sales piece. I’ve had clients who +mail sales pieces that are up to 88 pages. First class will cost three +times as much as bulk mail. If your mail piece is too large, then +the only economical way to mail it is bulk. +There is usually a huge price difference between first-class and bulk +mail rates. The difference between a letter presorted first class and the +bulk mail rate for the same letter can be as high as $0.20 per piece. +That’s can be a huge savings! But you do sacrifice delivery time. + + +190 + THE DIRECT-MAIL SOLUTION +CHAPTER 10 / TECHNICAL DETAILS THAT HELP YOU CREATE BETTER MAILINGS—AND SAVE YOU MONEY, TOO! +Consider the following postal rates as of this writing): +10,000 pieces of mail via first-class mail +@ $0.46 per piece = $4,600 +vs +10,000 pieces of mail via bulk mail @ $0.26 per piece = $2,600 +To offset the higher postage cost, the pieces mailed via first class +must generate at least $2,000 more revenue than the bulk mail pieces. +If you are offering a $39.95 auto inspection, you’ll need to generate +50 more inspections from the piece that you mailed via first class. +There are many occasions when the cost of first class will easily +offset the high cost and make it worth paying more for your mailing. +This is something that must be tested and is different for every niche. +Returned mail is another major difference between first-class and +bulk mail. If a mail piece sent first class is not deliverable, it will be sent +back to you. If you use bulk mail and the piece is not deliverable, it will +be discarded. Only by mailing first class will you be able to track how +many pieces were not delivered. +Here are some helpful tips for mailing first-class vs. bulk mail. + Always mail postcards presorted first class. Even if you have time +on your side and you don’t need the response right away, it’s +always worth mailing a postcard first class. Every time I’ve tested +this, I always find that the first-class postcards will get a higher +response rate—high enough to offset the extra cost. + Whenever mailing a digest sales piece, use bulk mail. I’ve never +found it to be cost effective to mail a digest sales piece first class. +The slight increase in response does not offset the extra cost. + Send an invitation sales piece first class; you will get the highest +response rate by mailing it normal first class, not pre-sorted, with +a unique, live stamp. + I’ve never received consistent results on envelope packages, +which is a standard mail package with an outer envelope, letter, +or der form and maybe a few other components. Some packages + + +THE DIRECT-MAIL SOLUTION + 191 +CHAPTER 10 / TECHNICAL DETAILS THAT HELP YOU CREATE BETTER MAILINGS—AND SAVE YOU MONEY, TOO! +do well with first class and others are more profitable to mail +bulk mail. You’ll have to test this one on your own. +Use these general guidelines as a starting point for your own +mailings. In my experience they work. But also be willing to test and +track your own results. And never assume that saving money is always +more profitable in the long run, or that spending more money always +brings a better outcome. +Making Sure Your Mail Is Delivered +If you are sending large national mailings in which you are reaching +more than one region, you will want to use a mail-tracking service. For +example, if you’re in Los Angeles and you are sending a national mail +campaign, how are you going to know when the mail is delivered? Will +you know if the mail is damaged or not? When did the mail arrive in +Dallas, Boston, Chicago, or New York? +In order for you to find out how your mail is being delivered and +what condition it’s in when it arrives, you’ll need to use a tracking +service. +There are two mail-tracking services I recommend. The first is US +Monitor. It will provide you a list of addresses throughout the United +States (or specific to any region you are mailing). You can use these +addresses as “seed” addresses. By adding these addresses into your +mailing file, US Monitor can track your mailing and report back to you +when the pieces were received at the seed address. It’ll even comment on +the condition of the piece. Or you can have it mail the seed pieces back +to you so you can evaluate their condition yourself. +US Monitor will allow you to check the delivery status for each +region you mail to. If you notice response rates seem low from some +area, you can check the US Monitor report online and find out if any +of your sales pieces have been delivered or not. For example, you may +find that the mail has not reached the Northeast. Knowing this you can +contact the post office to see what is going on. + + +192 + THE DIRECT-MAIL SOLUTION +CHAPTER 10 / TECHNICAL DETAILS THAT HELP YOU CREATE BETTER MAILINGS—AND SAVE YOU MONEY, TOO! +The other tracking service I recommend is TrackMyMail.com. +Rather than give you seed names, it actually puts a special barcode, +called a planet code, on your sales piece. This barcode will be +scanned by the USPS at each USPS location the mail passes through. +This code will help track your mail piece, and you’ll know when it’s +received by the closest post office to where the mail is delivered. If +you are mailing to a small town in Montana, TrackMyMail.com will +keep an eye on it until it reaches the city in Montana that you are +mailing to. +TrackMyMail.com will not tell you how your pieces look, but it has +great online tracking features so you can follow your mail as it’s being +delivered. This will give you peace of mind because you’ll know your +mail is moving and is being delivered. +Every Door Direct Mail—An Ideal Solution +for the Local Business +Every Door Direct Mail is a program developed by the USPS to help +more businesses benefit from direct mail. It allows you to blanket +specific neighborhoods and is therefore great for regional businesses. +For example, if you have a pizza shop and want to send an offer to +everyone within a two-mile radius of your restaurant, Every Door Direct +Mail will allow you to send out any size standard flat mail piece for an +extremely low fee—about one-third the normal rate. The mail will be +delivered to every address in that area. You don’t need a postage permit +or a list of names. And there is no annual fee. All you have to do is show +up at your local post office and drop off your mail. +So if you have a regional business and want to contact everyone +within a specific neighborhood, then Every Door Direct Mail is a great +fit for you. However, there are a few draw backs you should be aware of. +The USPS allows you to mail to everyone only on a specific carrier route. +You can’t segment out some of the names or addresses for factors like +age, income, or previous buying habits. You have to mail to everyone + + +THE DIRECT-MAIL SOLUTION + 193 +CHAPTER 10 / TECHNICAL DETAILS THAT HELP YOU CREATE BETTER MAILINGS—AND SAVE YOU MONEY, TOO! +on the route, which can be a problem if your product or service has a +limited group of buyers. +If you have a specific buyer in mind, Every Door Direct Mail is +probably not your best option. But if you have a regional business +that appeals to a broad audience, such as a restaurant, tire shop, car +dealership, etc., and you want to reach every household or business in a +limited area, this is a very cost-ef fective way to meet your goals. +Well, you’re almost a mail expert now. But there’s still one gap that +needs to be filled in: the process of scheduling all the different parts of +the operation. +There are a lot of steps in putting together your direct-mail +campaign, and they have to fall into place like clockwork to get the best +results. Chapter 12 will make you an expert on scheduling the entire +production. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +[Image-only page; OCR found no readable text. Consult the PDF for visual content.] diff --git a/library/The Direct Mail Solution/Chapter-11-Why-You-Should-Be-an-Information-Marketer/Chapter-11-source-text.md b/library/The Direct Mail Solution/Chapter-11-Why-You-Should-Be-an-Information-Marketer/Chapter-11-source-text.md new file mode 100644 index 0000000..26d18a3 --- /dev/null +++ b/library/The Direct Mail Solution/Chapter-11-Why-You-Should-Be-an-Information-Marketer/Chapter-11-source-text.md @@ -0,0 +1,258 @@ +# The Direct Mail Solution — Chapter-11: Why You Should Be an Information Marketer +- **Source**: /library/The Direct Mail Solution/source-file.pdf +- **PDF pages**: 216–223 +- **Pages without text**: none + +--- + + +195 +Why You Should +Be an Information +Marketer +By Dan S. Kennedy +NE OF THE ESSENTIAL ELEMENTS OF A DIRECT-MAIL PIECE OR +package to elicit response is an offer. In seeking response +from new people, new prospects, and leads or first-time +customers, the nature of the offer is critical. A common approach is +the irresistible offer directly involving the goods or services of the +marketer, often featuring a huge discount or even a free trial, exam, +consultation, etc. A more interesting approach, far less hazardous to +your price integrity, is the irresistible information offer. +A financial advisor client of mine, under my direction, switched +her lead-generation advertising in print, on radio, and by direct mail +to offering relevant, interesting information “widgets” (reports, +book, CD, online video, etc.) in place of “call for appointment” or +“attend my workshop.” The results? +O +CHAPTER +11 + + +196 + THE DIRECT-MAIL SOLUTION +CHAPTER 11 / WHY YOU SHOULD BE AN INFORMATION MARKETER +1. Fewer leads, +2. higher cost per lead . . . +BUT +3. higher conversion of prospects to clients, +4. better, more valuable clients, +5. more easily sold to and managed, and thus +6. more money from fewer clients and less work. +Direct mail is the perfect vehicle for offering information. +Proof: The entire newsletter industry, a thriving, multibillion-dollar +industry revolves around direct mail for securing new subscribers. Proof +and important news: In almost every category where businesses sell +products or services, there are excellent mailing lists of consumers who +have paid to get information about that subject matter. If you own an +organic grocery, there are lists of people who’ve paid for information +about healthier eating and cooking. If you own a sporting goods store, +there are lists of people who’ve paid for information about playing +better golf, rock climbing, or running marathons. People who pay +to get certain information are very likely to respond to an offer for +interesting free information of the same nature. This is how you build a +bridge on which a customer can walk to you and then buy and become +a customer, rather than asking them to leap. +Direct mail does something interesting in the book business, too. In +2011 through 2012 there were over 200 books about diabetes published +traditionally, for sale in bookstores, via Amazon, etc. Many were nearly +dead on arrival, never even selling their small first printings. Fewer than +10% topped 15,000 copies sold. Average price: $10. In that same time +period, a friend of mine sold over 200,000 copies of his diabetes book at +about $50, at a profit, entirely and exclusively via direct mail, using the +kinds of lists I described in Chapter 7. This is called Direct-to-Consumer +Publishing. It bypasses all agents, editors, publishers, interference with +the author, distribution, forced discounting, and, by showing up alone, +all competition. And by creating a mailing list, it provides a basis for + + +THE DIRECT-MAIL SOLUTION + 197 +CHAPTER 11 / WHY YOU SHOULD BE AN INFORMATION MARKETER +a business behind the book. This is but one example of thousands +that prove people will respond to offers of relevant information about +health offered via direct mail, and that should fascinate any dentist, +chiropractor, medical doctor, psychologist, child psychologist, hospital +administrator, etc. +There are similar examples in home improvement, gardening, +fitness and exercise, weight loss, planning vacations, travel, investing, +and hundreds more. +Yet, faced with these facts, the overwhelming majority of merchants, +marketers, and professionals insist on advertising and selling their +products or services instead of (first) offering information. The example +of the diabetes book should tell every hospital executive and every +doctor how to successfully use direct mail to attract top quality patients. +But instead, most advertise and promote emergency rooms, having the +number-two top-rated heart surgeon in Kansas, providing back-pain +relief or dental implants, and so on. Opportunity is knocking, and they +are stuffing cotton in their ears. +This is a perfect example of having profitable facts staring you in +the face and refusing to acknowledge them, let alone capitalize on them. +Sad, really. +Even when it is clearly shown and explained to people, demonstrated +with examples upon example, laid out bare, no secrets concealed, as I +frequently do, businesspeople quite literally turn their back on it and +return to their selling of their products or services just as they’ve been +selling them all along. Despite declining results and diminishing returns, +they ignore all just told to you here and every example shown to them. +The author of Think And Grow Rich, Napoleon Hill, cited +“habit-force” as the most powerful of all forces, and I suppose he +was right. People are blinded and made deaf, trapped and imprisoned, +and intellectually retarded by their habits of thought and habitual ways +of doing things. Just as I pull somebody out of their “like everybody +else” advertising and selling of the cars or chiropractic care or whatever, +their habit-force pulls them back in. + + +198 + THE DIRECT-MAIL SOLUTION +CHAPTER 11 / WHY YOU SHOULD BE AN INFORMATION MARKETER +How to Break the Chains of Habit-Force +and Escape the “Like Everybody Else” Prison +Maybe you are ready for a radical replacement of the “like everybody +else” advertising and marketing rut. Some people, by the way, +advertise and market like everybody else, but scream “Better.” Others +advertise and market like everybody else, but scream “Cheaper.” +Others advertise and market like everybody else, but try trickery: +“This Weekend Only.” But they are all still advertising and marketing +like everybody else. IF you are ready for a radical replacement for the +“like everybody else” advertising and marketing rut, and you actually +follow through, break the chains of habit-force, and do something +authentically different, know—and take pride in the fact—that you are +the rarest of rare birds. +If you are such a bird, here is what to do. + STOP advertising, marketing, and pitching your company, your +products, your services, your prices, your sales event—whatever it +is that you have habitually been pushing. + CREATE relevant, appealing information and put it into an +information “Widget” that your potential customers will want +to get, have, find out about, and know. + ONLY advertise, market, and promote that Widget. Nothing +else. Just it. + USE DIRECT MAIL to offer your Widget to the most qualified +potential customers you can identify. +Then—and only then—after someone has stepped forward and +asked for your information Widget, and you have used your Widget +to demonstrate expertise, trustworthiness, and whatever other factors +would make someone prefer to do business with you and rule out all +other alternatives—may you invite the potential customer to a next +step, leading to a sale. Until then, you may not wave your brand flag +or cute logo or clever slogan. Until then, you may not even mention + + +THE DIRECT-MAIL SOLUTION + 199 +CHAPTER 11 / WHY YOU SHOULD BE AN INFORMATION MARKETER +your product or service. Until then, you may not show your product, +mention awards won, show your store or office, refer to price,or +guarantee or any product features or benefits. You can not promise +coupons or discounts. +If, for example, you own a fine restaurant and you plan to mail +a letter to married men in your area two months in advance of their +wedding anniversaries to offer them a free guide for “planning the +most amazing anniversary date your wife has ever had and will never +forget, for under $300,” your letter cannot mention your restaurant, its +views, its wine cellar, its five-star rating, its Kobe beef. None of that. +Understand that habit-force will tempt you to muck this up. This is an +unfamiliar road less traveled. I get that. It involves what I teach as The +Strategy of the Delayed Sale. You can find additional information about +it and examples of it in my book No B.S. Sales Success in the New Economy, +and in a book I co-authored with Chip Kessler, Making Them Believe: The +21 Lost Marketing Secrets of Dr. J.R. Brinkley. +If you are going to take this approach, and take it seriously, you will +study actual information marketers in relevant categories—those selling +books, courses, newsletters, etc., direct to consumers by direct mail (and +other media as well). You will stop studying and copycatting your peers +and trying to somehow advertise as they do but incrementally better. +You will become an information marketer, with the only difference +on the “back-end”: where their back-end businesses are more books, +subscriptions, seminars, etc., yours is a restaurant or a gym or a +financial advisory service. But on the “front-end,” you and they will +be indistinguishable cousins. To get started, I suggest buying some +books and subscribing to some newsletters from Direct to Consumer +Publishers in your category. If you aren’t on its mailing lists now, +you can back in through online media. Use search, find its sites, buy, +subscribe. You’ll quickly be on a mailing list rented to many mailers. +Also, check out the Information Marketing Association at www.info- +marketing.org. + + +200 + THE DIRECT-MAIL SOLUTION +CHAPTER 11 / WHY YOU SHOULD BE AN INFORMATION MARKETER +The Low-Threshold vs. High-Threshold Secret +In the book Uncensored Sales Secrets by Sydney Barrows, which I +contributed to, we introduce mall developer Arnold Taubman’s concept +of “threshold resistance.” In retail, he means it to describe how inviting +or how off-putting the front of a store or restaurant is and what can +be seen immediately inside it. He says many retailers set up too much +threshold resistance. +Many marketers do the same thing with the reason and means +of response they offer. High thresholds require a person to call, +knowing they will talk to a (dreaded) salesperson, or to come into +a store or showroom where she will be confronted by a (dreaded) +salesman. High thresholds make the response about buying the +product or service. One of the lowest thresholds is “let me send you +information about.” +Elsewhere in this book, Craig talks to you about list segmentation. +I want you to understand that it is linked to the allocation of +financial resources. If you have, for example, $10,000.00 to invest, +you can spread it wide and thin, with outreach to 5,000 people at $2 +each. Or to 500 people who are somehow known to be much more +interested, at $20 each. Or to just 100 known to be hyperinterested, +at $100 each. Clearly, the more invested in each prospect, the more +impact you can have. By first advancing a low-threshold offer, you +carve a segment out of a big list (or create a list from advertising +in other media) so that you can then invest in those who have +demonstrated interest. +In the book Buy Now, infomercial industry peers of mine, Rick +Cesari and Ron Lynch, explain the making of the multimillion- +dollar Juiceman-brand countertop juicer business this way. When +spokesperson Jay Kordich did thousands of radio interviews and +the breakthrough TV appearance on The Today Show, he didn’t pitch +the juicer or offer literature about it. He offered free healthy-eating +recipes. People who took the trouble to write in and request those + + +THE DIRECT-MAIL SOLUTION + 201 +CHAPTER 11 / WHY YOU SHOULD BE AN INFORMATION MARKETER +recipes identified themselves as very interested in healthier eating and +curing health problems naturally. Those were the prospects to invest +substantially in marketing to. They built their list with a low-threshold, +perceived high-value, free offer of information. +If you would like to see the low-threshold offer used at GKIC, +available to you as a test-drive of all the marketing resources and +support offered, refer to Craig’s GKIC affiliate site www.dankennedy. +com/DirectMailSolution. +If You Are Going to Do Direct Mail, +You’ll Be Fighting for Response +Direct mail reveals—painfully—a truth about all advertising and +marketing that a lot of other media hides: Only a tiny, tiny percentage +of people give their attention to your advertising or marketing. Most +ignore you. With a lot of ad media, you don’t realize how much you +are being ignored. But with direct mail we know. Because there’s no +ambiguity about the investment being made, we must fight for every +response. +In the football movie On Any Given Sunday, the coach played by +Al Pacino gives a locker room speech about inches. About fighting +hard for each and every inch, for victory or defeat is not really the +result of a dramatic big play that covers half the field. If such a play +appears to win the game, it was made possible by winning the battle +of inches, and it mattered because the battle of inches was won. +Success in business in toto works the same way. Success with direct +mail profoundly works this way. Each headline choice, each photo +choice, each graphic choice, and each list choice matters even if it +affects only one person per hundred reading it (the rough result of +10,000 getting it). +Your decisions about the height of the threshold and the amount of +threshold resistance your offer engenders must be the best they can be. +At times, you will want to discourage mass, poorly qualified response. + + +202 + THE DIRECT-MAIL SOLUTION +CHAPTER 11 / WHY YOU SHOULD BE AN INFORMATION MARKETER +But know that the response you do get will have been fought for and +hard won. Be careful not to ask too much of your direct mail or of your +brand-new prospect or first-time customer, client, patient, or donor. diff --git a/library/The Direct Mail Solution/Chapter-12-Putting-It-All-Together-the-Details-of-Scheduling-a/Chapter-12-source-text.md b/library/The Direct Mail Solution/Chapter-12-Putting-It-All-Together-the-Details-of-Scheduling-a/Chapter-12-source-text.md new file mode 100644 index 0000000..d1dcb13 --- /dev/null +++ b/library/The Direct Mail Solution/Chapter-12-Putting-It-All-Together-the-Details-of-Scheduling-a/Chapter-12-source-text.md @@ -0,0 +1,493 @@ +# The Direct Mail Solution — Chapter-12: Putting It All Together--the Details of Scheduling a Direct-Mail Campaign +- **Source**: /library/The Direct Mail Solution/source-file.pdf +- **PDF pages**: 224–239 +- **Pages without text**: 239 +- **OCR note**: OCR is supplied below for image-only pages; multi-column reading order may be imperfect, so consult the PDF for layout and visuals. + +--- + + +203 +Putting It All +Together—the Details +of Scheduling a +Direct-Mail Campaign +HEN A GENERAL PLANS A MAJOR OPERATION, HE DRAWS UP A +big schedule of what has to happen and when. Without +that, it would be chaos in the field. Someone has to +have the big picture and make sure everything happens when it’s +supposed to. +In the same way, a successful direct-mail campaign always begins +with one very important step: strategically creating a direct-mail +plan. Skipping the planning stage and jumping right into making +decisions about the mailing will be a detriment to your campaign +and your pocket book. +In the following pages I’m going to show you the exact planning +process I use to create almost 300 direct-mail campaigns per year— +beginning with a handy method that will help you define who you +are and where you stand. +W +CHAPTER +12 + + +204 + THE DIRECT-MAIL SOLUTION +CHAPTER 12 / PUTTING IT ALL TOGETHER—THE DETAILS OF SCHEDULING A DIRECT-MAIL CAMPAIGN +SWOT +A successful mail campaign has its foundation in a strong beginning. +Many direct-mail companies start at the very beginning by using a +direct-marketing analysis method called “SWOT” to create and plan a +campaign. SWOT is a useful tool that will help you scrutinize all the +critical aspects of your situation before you enter into the direct-mail +stream. +SWOT stands for Strengths, Weaknesses, Opportunities, and +Threats. Utilizing the SWOT analysis will help you focus your direct- +mail campaign so that it’s more targeted and efficient. In this way it will +save you money, and by leading to a more effective campaign, it will add +more money to your bank account. +The first SWOT action is to identify your strengths. What is it +that you do or offer that no one else can or does? Do you have more +experience? Have you been in business longer? Is your product superior? +Do your customers give you great reviews and testimonials? Do you +have a great reputation? Have you won awards? What makes you +different and special? +Next you need to identify your weaknesses that could prevent you +from reaching your marketing objectives. What do you need to improve +on? Do you need to provide better customer service? Could you get +better at tracking your campaigns? Are you losing out by not following +up with your customers? Are you saddled with a tight budget? You can’t +deal properly with these issues until you’ve named them. +After you’ve identified some of your strengths and weaknesses, +you need to take a close look at your opportunities. What direct- +mail opportunities do you have right now? Have you just identified a +targeted universe of prospects? Do you have a new product or service to +offer? Are you able to offer special pricing? Maybe it’s time for a Holiday +Special—or perhaps an Inventory Blowout. What is going on right now +that offers a unique opportunity to expand your customer base and +build sales? + + +THE DIRECT-MAIL SOLUTION + 205 +CHAPTER 12 / PUTTING IT ALL TOGETHER—THE DETAILS OF SCHEDULING A DIRECT-MAIL CAMPAIGN +The last part of SWOT that you need to look at has to do +with potential threats. What “threats” could hinder your marketing +campaign? Perhaps it’s a direct competitor in your niche/market— +perhaps a company that has a very similar offer to yours. Or perhaps it’s +a timing issue. Is this the right time to make your offer? +This SWOT exercise will help you identify the areas that you need +to focus on in your direct-mail campaigns and the limitations within +your organization that you have to learn to overcome or work within. +In essence, you want to use what you learn to: + Target your Strengths + Fix your Weaknesses + Identify your Opportunities + Reduce the Threats that could negatively impact your campaign +Once you have gone through the SWOT exercise and addressed +the issues it raises, you will know what your offer should be, who your +target audience is, and what kind of package you should mail out to +best meet your goals. Now you can start planning the rest of the details +of your direct-mail campaign. +Steps of a Direct-Mail Campaign +There are many details that go into setting up a mail campaign. The +task can sometimes seem enormous and overwhelming—especially +when it’s all new to you. However, once you get organized, you’ll see it’s +not that difficult. If you establish a set of procedures to follow for each +mailing and use a checklist to guide you, scheduling your campaign can +be much faster and easier than you suspect it will be. +There are a few things that must be taken care of before you select +your mailing date. + Write the sales copy. + Get the sales piece designed. + Select the vendors you’ll use. + + +206 + THE DIRECT-MAIL SOLUTION +CHAPTER 12 / PUTTING IT ALL TOGETHER—THE DETAILS OF SCHEDULING A DIRECT-MAIL CAMPAIGN +I can’t count the number of campaigns I’ve worked on where the +client insisted that I order mailing lists and schedule the campaign +before the copy and design were finished. Nine times out of 10 the copy +wasn’t completed in time, and we had to put the mailing on hold until +the company could finish it up. Sometimes the delay put us six or eight +weeks behind schedule. +This kind of poor planning can cause you to rush your sales copy +just to meet a printing deadline or a specific mail date. This is when +costly errors in the copy and critical design flaws can creep in. +Not only that, if you order your list too soon, and your list broker +provides the names on time, but you’re not ready to use them, the +lists could sit around for a couple of months untouched. Every day +the names get older, people may move, interests may change, and the +targeted list you paid so much money for could lose a great deal of its +value before you can use it. It’s better to have the sales piece finished +and ready to go to the printer before you completely schedule your mail +campaign. +I once had a client give me the sales piece, saying everything was +“100 percent finished, double-checked, and ready to go.” After reviewing +the sales piece and double-checking it myself, I found out the client had +put in a new 800 number, but the number had not been transferred to +its phone system yet. We caught it in time, but you can imagine the +detriment that would have been to the campaign if the phone number +had not been corrected. +It is very important that you spend the time needed to make sure +your sales copy is checked and double-checked. Chapter 2 has more +details on how to write sales copy that makes the cash register ring. +Writing great copy is one thing—but making sure all the details are +accurate is also critical. +Once you have your sales copy and design finished, you need to +select the printer, mailing facility, and data-processing company you +will use. Make sure you have references from each of these companies +prior to making your final selection—and check them out! + + +THE DIRECT-MAIL SOLUTION + 207 +CHAPTER 12 / PUTTING IT ALL TOGETHER—THE DETAILS OF SCHEDULING A DIRECT-MAIL CAMPAIGN +You’ll want to get quotes from three different vendors to ensure +that you are getting the best pricing. This is tough to do if you are +working under a tight deadline. Allow yourself some time so you can +negotiate the best price between a few different vendors. +Knowing in advance which vendor you are going to use for each step +of the process will give you peace of mind as your mail date approaches. +Scrambling at the last minute rarely brings the best results. +How Long Will It Take to Get a Mailing +Ready and into the Mail Stream? +It all depends on how many pieces you’re mailing, how complicated the +sales package is that you’re putting together, how big your mailing lists +are, and what type of list you’re mailing to. +The List +If you’re mailing to your own house file, names that you already have, +and it’s only a few hundred, you could get your list ready within a day. If +it’s thousands, you could get it out in a couple of days. If you’re renting +lists, you’re having to do a merge purge, and your sales pieces are being +printed in another location, it could take a couple of weeks to get it +all together. If you are printing hundreds of thousands of pieces and +renting dozens of mailing lists, it could take up to a month. +The Package +If the package is simple, like a short sales letter, you can get it into the +mail quickly. If you’re sending dimensional mail, it will take more time +to put the package together. For example, if you are mailing a message +in a bottle, then you’ll have to get the bottles, print the message, and +have it inserted into the bottle. This will obviously take a lot longer to +get into the mail. +You can start scheduling your mail campaigns once your sales piece +is finished and you know which vendors you are going to use. Normally, + + +208 + THE DIRECT-MAIL SOLUTION +CHAPTER 12 / PUTTING IT ALL TOGETHER—THE DETAILS OF SCHEDULING A DIRECT-MAIL CAMPAIGN +you can plan to mail two to four weeks from the time you place your list +orders. The length of time needed to prepare your mail campaign will +depend on the number of names being mailed and how quickly your +vendors can complete your job. If you’re only mailing to a few thousand +names, you probably can get the mail out in a week or two. But, if +you are mailing a million pieces, you’ll most likely need four weeks to +complete all the necessary preparations. +Printing for more than one campaign at a time can shorten the lead +time needed to get your sales pieces in the mail the next time (and it will +save you money!). If you have a control sales piece that you know you +are going to use in more than one mail campaign, consider printing +enough extra pieces to cover the next mailing or two. This will give you +extra pieces on hand so the next time you are ready to do a mailing, +you will not have to wait for the printer to print and bind/insert your +sales material. But, if you think you may be making a change to the +sales piece, don’t plan on printing extra sales pieces. They will just go +to waste. +Figure 12–1 is a basic schedule I’ve used thousands of times to put +together mail campaigns with the aim of acquiring new customers or +leads. (Note: This schedule is based on a four-week schedule.) +You can download a sample of this schedule at www.TheDirect +MailSolution.com. +Here are the details for each item in the mailing checklist. +Note: Most of these areas have been covered in detail in other +sections of this book. +Write Sales Copy and Sales Copy Design +Don’t get caught in scheduling problems. Make sure your piece is +written and laid out before scheduling the rest of your mail campaign. +Give List Broker the Mail Schedule +Plan ahead with your list broker, and make sure your broker is aware +of your mailing schedule. You’ll want your broker to make several list + + +THE DIRECT-MAIL SOLUTION + 209 +CHAPTER 12 / PUTTING IT ALL TOGETHER—THE DETAILS OF SCHEDULING A DIRECT-MAIL CAMPAIGN +recommendations, and the more time you allow for the process, the +more research he or she will be able to do. Provide your broker with a +copy of the sales piece you are mailing and, if possible, a copy of the +product you are selling. By doing these things you will help your broker +FIGURE 12–1 Direct Mail Schedule and Checklist + + +210 + THE DIRECT-MAIL SOLUTION +CHAPTER 12 / PUTTING IT ALL TOGETHER—THE DETAILS OF SCHEDULING A DIRECT-MAIL CAMPAIGN +recommend the best lists for you. Normally, I like to give the broker at +least four days’ notice if it’s a product or service I’ve mailed before. If +it’s a new product or service, I like to give the broker at least two weeks. +Request Printing Quote for Sales Piece +Get price quotes from several different printers. Select the printer who +offers the best combination of price and service. +Place List Orders with Broker +After you’ve selected the lists you want to mail, it’s time to place an +order with your list broker. Tell your broker what the list due date is +and where you want the lists to go. You have several options for where +to have the mailing lists sent. +1. You can send directly to your printer or mailing facility. Make +sure it has the software to perform the merge purge, data +hygiene, and NCOA. +2. Larger mailings require a data-processing company that can +better handle jobs that are more complicated (more lists, more +variables to consider). +3. Many list brokers offer a data-processing service. +When placing your list orders, assign each list an order number, +or you can use the broker’s order number. This will help the data +processing company know what the lists are when they receive the files. +Also ask your list broker to send back an order confirmation—it’s +always good to document everything. +Give Mailing Schedule to Data-Processing Company +The company that is going to handle your merge purge and data +hygiene will need to know when the list due date is—i.e., the date +that all the rented lists should be in. It will also need to know what +lists you ordered and their order numbers. This will help it identify +which lists it’s received and whether any are missing. You’ll want the + + +THE DIRECT-MAIL SOLUTION + 211 +CHAPTER 12 / PUTTING IT ALL TOGETHER—THE DETAILS OF SCHEDULING A DIRECT-MAIL CAMPAIGN +data-processing company to give you an update every day so that you +and your broker can keep an eye on which lists have come in. +You’ll also want to give the data processor instructions concerning +what type of data hygiene you want to use. That way, once all the lists +are in, it knows exactly what’s needed to clean up your lists. +Artwork Due at Printer +This is the date on which you need to have the file containing your sales +piece at the print shop. Have the print shop tell you how much lead +time it needs in order to get your job done on time, and make sure you +send the file in a format the printer can read. Each printer works off a +different schedule and uses different computer programs. Confirming +this information in advance will save you time and money. +Approve Bluelines and Color Proof from Printer +After the print shop receives your file, it will output a blueline and +color proof—or email a PDF. The blueline is taken directly from the +film that will be used to create printing plates. On the blueline, you +need to check the copy, line breaks, page breaks, borders, cropping—in +other words, everything. This is your last chance to make changes. But +be aware the printer may charge you for every change, so make sure +you do a very good proof on the piece before you get to this stage. And +for the color proof, check the colors on the proof to make sure they +are exactly what you want to use in your sales piece. Make sure there +are no errors. Any errors found on the blueline will end up on your +printed material unless you make the correction. Again, most printers +will charge you for changes that are not their fault, since they have to +make the change and then output new film and a new set of proofs +for you to review. +It’s becoming more and more common for printers to just send +a PDF proof via email. This method is adequate for small jobs, but I +would suggest using the blueline and color proof for all large printing +jobs. + + +212 + THE DIRECT-MAIL SOLUTION +CHAPTER 12 / PUTTING IT ALL TOGETHER—THE DETAILS OF SCHEDULING A DIRECT-MAIL CAMPAIGN +Send Data Processor Suppression Files and Seed List +The suppression files are names you want to omit from the mailing. +For example, if you are mailing an offer to sell a limited edition watch, +you will want to omit all prior buyers of that watch. You wouldn’t want +to mail to someone who has already purchased the product you are +offering. This “suppression file” may also be called a “customer file,” +“customer-suppression file,” or “house file.” +The decoy or seed list is the group of names and addresses you +use to track delivery of the mailing. If the mailing is going out from +the Los Angeles post office, you will want to know when your mail is +delivered in different places across the nation. The “seed list” would +have the names of individuals in different regions of the country who +will inform you when they receive the sales piece and let you know what +condition the piece is in when it arrives. You can subscribe to a service +that provides seed names and addresses. I recommend US Monitor or +TrackMyMail.com. +Mailing List Due Date +This is the date all the lists are due at the data processor. Normally +the lists come in before the due date, but if a list is not in by this date, +you’ll need to cancel it. You don’t want to hold up the merge purge +and possibly risk changing the mail date over one list not arriving on +time. +Prior to the list due date, keep track of the lists as they arrive at +the data-processing company. Check the number of names the list +owner sent and compare it with the number of names you ordered. +If you ordered 10,000 names and the list owner shipped 20,000—find +out why. The list owner may have pulled the wrong file or made a +mistake in your order. Maybe you specified that you want to mail +only to men over 50, and the list owner accidentally sent the entire +file. You’ll obviously want them to resend the file if they made a +mistake. + + +THE DIRECT-MAIL SOLUTION + 213 +CHAPTER 12 / PUTTING IT ALL TOGETHER—THE DETAILS OF SCHEDULING A DIRECT-MAIL CAMPAIGN +Issue Merge Purge Instructions and +Approve Merge Purge +These are the instructions you give to the data processor indicating +what criteria you want to use for running the merge. After the merge +purge is completed, check over the results to see if there are any red +flags. For example, if after the merge purge one of your 10,000-name +lists is reduced to 2,000 names, you should probably investigate why. +Issue Key Codes and Splits +The key codes are used to track the effectiveness of different elements of +your campaign, such as lists, copy variations, sales package, etc. These +codes will help you know what the response rate is for each list, and +they’ll tell you how well your test pieces are doing. +Issue Lettershop Instructions +These instructions tell the lettershop—the company assembling your +mail pieces and preparing the mailing for the post office—how to +process your job. I like to give these instructions before the mail file +even arrives. That way it can be prepared, and it’ll know exactly what to +do once your file comes in. +Tell them: + Where the address label should appear on your sales piece + What type of font you want for imprinting the address infor- +mation + What class of mail you want to use—first class or standard/bulk + If you are mailing a letter package, specify the insertion order for +each component and in what direction you want everything to +face +Ask the lettershop to presort the mail file. Presorting your mail file +into mail groups by ZIP codes will save the Postal Service time, and it +will give you a discount for doing some of the work. If your mailing is + + +214 + THE DIRECT-MAIL SOLUTION +CHAPTER 12 / PUTTING IT ALL TOGETHER—THE DETAILS OF SCHEDULING A DIRECT-MAIL CAMPAIGN +large enough, you can ship it directly to the Postal Service bulk mail +centers and save even more on postage costs. +Bulk mailing isn’t the only way to save money. You can also presort +first-class mail and receive discounts from the Postal Service. +Some printers have a mailing facility or lettershop in-house. This +will save on the time it would take to ship the printed material to an +off-site lettershop. +Keep in mind that the lettershop is the last contact you will have +with your mail campaign. After your mail is dropped off at the post +office, it’s completely out of your hands. +Approve Key Codes and Splits +After you’ve given the data processor your key codes and splits, it +should send back a confirmation and sample. The data processor needs +to apply the instructions you gave it and then let you approve. If you are +mailing 50 lists, and each list is broken up into three splits (tests), that’s +150 different key codes. These key codes are vital to effectively tracking +your mail campaign. There is no room for error here. This step is very +important. First, assign key codes for tracking, and then make sure to +double-check and approve them! +Mail File Due at Lettershop +This is the date the data processor needs the final mail file at the +lettershop. +Printing Due at Lettershop +Your sales material is due at the lettershop on the same day that the +mail file is due. The lettershop will then have everything needed to start +processing your job. +Postage Request from Lettershop +The lettershop will take your mail file and calculate the total postage +for your mailing. Then, it’ll send you a request for postage. You’ll need + + +THE DIRECT-MAIL SOLUTION + 215 +CHAPTER 12 / PUTTING IT ALL TOGETHER—THE DETAILS OF SCHEDULING A DIRECT-MAIL CAMPAIGN +to get a check to the lettershop ASAP. The Postal Service will not accept +your mailing unless the postage is paid in advance. +Some companies set up a mailing permit with the Postal Service. By +doing this, you can keep a running account with money in it so you’ll +always be ready for your next mail campaign. That would save you from +having to overnight a check to the lettershop. +Approve Address Panel(s) +When the mail file is ready to be ink-jetted on your sales piece or printed +on a label, ask the mailing facility to fax or email you a sample of how +the name and address will appear. Check to see that everything looks +exactly the way you want it to, and that it appears in the correct place +on the sales material. If it’s printed in the wrong place or the font is +hard to read, your mailing response rate could be lowered. It’s easy for +the lettershop to get the sample to you, and it will help ensure that no +mistakes are made. +Reports Due from Data Processor +After the merge purge is complete, the data processor will send you +reports from the merge purge process. You’ll want to review these +reports and then, if necessary, send portions of them to your list broker +so you can get the deductions you deserve on your list rental. +A mail campaign is not complete without submitting verification +for discounts. You always want to get as many discounts as possible +because it affects your profit potential on the mailing. If you are using +a data-processing company, ask it for an “interaction report” or “match +analysis report” and “broker report” (it may call it something different). +An interaction report will show you how lists duplicated with one +another, how your suppression file duplicated with the rented lists, and +how other suppression files (like a prison suppression file or deceased +file) impacted the merge. +A broker report is basically a report for the list broker that shows +how many names you should be billed for on each list. This report will + + +216 + THE DIRECT-MAIL SOLUTION +CHAPTER 12 / PUTTING IT ALL TOGETHER—THE DETAILS OF SCHEDULING A DIRECT-MAIL CAMPAIGN +show how many names had bad ZIP codes, intra duplicates (duplicate +names within a list), deceased names, DMA pander names, etc. +The broker report and interaction report will reveal all the discounts +available. These discounts will add up. You’ll need to work with your list +broker and data processor to create reports that work for everyone. +Postage Due Date +It is necessary that you have the postage due to the lettershop the day +before the mailing. You don’t want to miss your mail date because you +didn’t get your postage in on time. +After your mailing has been dropped off at the post office, get a +verification form confirming the number of pieces it received from you, +the class of mail, and the total cost. The copy of the Postal Service form +should be signed by a Postal Service employee. If possible, you also +Reminder +The DMA pander file is a list from the Direct Mail +Association of people who have asked NOT to receive +sales information in the mail. It is essential to suppress these +names out of all prospect mailings. It will most likely make +these people mad if they get mail from you. They may even +call and complain. +I once had a client who included a business reply envelope +with its sales letter. One prospect taped the envelope to a +red brick and mailed it back. The USPS actually delivered it +back to my client. The USPS ended up not charging the client +for return postage, but you would think it would have tossed +it out or not accepted it in the first place. In any event, it was +a good lesson learned. + + +THE DIRECT-MAIL SOLUTION + 217 +CHAPTER 12 / PUTTING IT ALL TOGETHER—THE DETAILS OF SCHEDULING A DIRECT-MAIL CAMPAIGN +want the form to have the Postal Service “date stamp” for the day your +mail entered the mail stream. This verification will inform you whether +or not the lettershop mailed the correct number of pieces and on the +correct day. +Now You Have All the Facts You Need to Start +Planning a Direct-Mail Campaign +This book has given you all the information you need to plan and +direct a successful direct-mail campaign. This means you are ready to +use proven, time-tested methods to build your customer base. I hope +you will use this knowledge to multiply your business many times over! +We’ve covered a great deal of material. Use this book as a reference +that you return to as you go through the planning stages of your future +campaigns. I’ve also put together a website that has sample sales pieces, +a downloadable mailing schedule, sample spreadsheets, and much +more! Go to www.TheDirectMailSolution.com. +People have made millions of dollars using direct-mail marketing. I +know that for a fact, because I’ve directed their campaigns and I’ve seen +it happen over and over. +Now you have everything you can use to make direct mail a success +for your business too! + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +[Image-only page; OCR found no readable text. Consult the PDF for visual content.] diff --git a/library/The Direct Mail Solution/Front-Matter/Front-Matter-source-text.md b/library/The Direct Mail Solution/Front-Matter/Front-Matter-source-text.md new file mode 100644 index 0000000..d2727ea --- /dev/null +++ b/library/The Direct Mail Solution/Front-Matter/Front-Matter-source-text.md @@ -0,0 +1,545 @@ +# The Direct Mail Solution — Front-Matter: Front matter, acknowledgements, and preface +- **Source**: /library/The Direct Mail Solution/source-file.pdf +- **PDF pages**: 1–21 +- **Pages without text**: 9, 11, 21 +- **OCR note**: OCR is supplied below for image-only pages; multi-column reading order may be imperfect, so consult the PDF for layout and visuals. + +--- + + +THE +DIRECT +MAIL +SOLUTION +lead-generating +sales-driving +MONEY-MAKING +DIRECT-MAIL CAMPAIGN +CRAIG SIMPSON with DAN S. KENNEDY +A BUSINESS OWNER’S GUIDE TO BUILDING A + + +THE +DIRECT +MAIL +SOLUTION +lead-generating +sales-driving +MONEY-MAKING +DIRECT-MAIL CAMPAIGN +CRAIG SIMPSON & DAN S. KENNEDY +A BUSINESS OWNER’S GUIDE TO BUILDING A + + +Publisher: Entrepreneur Press +Cover Design: Andrew Welyczko +Production and Composition: Eliot House Productions +© 2014 by Entrepreneur Media, Inc. +All rights reserved. +Reproduction or translation of any part of this work beyond that permitted by +Section 107 or 108 of the 1976 United States Copyright Act without permission of +the copyright owner is unlawful. Requests for permission or further information +should be addressed to the Business Products Division, Entrepreneur Media Inc. +This publication is designed to provide accurate and authoritative information +in regard to the subject matter covered. It is sold with the understanding that the +publisher is not engaged in rendering legal, accounting, or other professional ser- +vices. If legal advice or other expert assistance is required, the services of a compe- +tent professional person should be sought. +Library of Congress Cataloging-in-Publication Data +Simpson, Craig. +The direct-mail solution: a business owner’s guide to building a +lead-generating, sales-driving, money-making direct-mail campaign / by +Craig Simpson with Dan S. Kennedy. +p. cm. +ISBN-10: 1-59918-518-0 (pbk.) +ISBN-13: 978-1-59918-518-7 (pbk.) +1. Direct marketing. I. Kennedy, Dan S. II. Title. +HF5415.126.S563 2014 +658.8'72—dc23 +2013037976 +Printed in the United States of America +18 17 16 15 14 +10 9 8 7 6 5 4 3 2 1 + + +iii +Contents +Acknowledgments . . . . . . . . . . . . . . . . ix +Preface +How I Started Making Money in Direct + Mail—and How You Can, Too!. . . . . . . . . xi +Chapter 1 +How to Think about Direct Mail to Grow Rich + By Dan S. Kennedy. . . . . . . . . . . . . . . . . . 1 +Facts Are Stubborn Things. . . . . . . . . . . . . . . . . . . . 2 +The Power of Opposite Direction. . . . . . . . . . . . . . . . 5 +The Power of “Evergreen” and “Autopilot,” + Predictability, and Reliability . . . . . . . . . . . . . . . . . 7 +The Power of Showing Up Alone . . . . . . . . . . . . . . . . 8 +The Power of the Full and Best-Told Story . . . . . . . . . . 9 +The Power of Time Commitment. . . . . . . . . . . . . . . 10 +But Wait—There’s More! . . . . . . . . . . . . . . . . . . . . 10 + + +iv + THE DIRECT-MAIL SOLUTION +CONTENTS +Chapter 2 +Direct-Mail Basics and Creating the +Perfect Sales Piece . . . . . . . . . . . . . . . . . 11 +It All Starts with a Sales Piece . . . . . . . . . . . . . . . . . . . . 13 +AIDA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 +How Long Should a Sales Piece Be? . . . . . . . . . . . . . . . . 16 +The Elements of a Sales Piece . . . . . . . . . . . . . . . . . . . . 18 +Make the Most Out of Every Part of Your Sales Piece. . . . . . 21 +Adding Spice to Your Sales Piece . . . . . . . . . . . . . . . . . . 24 +A Little More About That All-Important Call to Action . . . . 28 +Always Write to an Audience of One . . . . . . . . . . . . . . . . 30 +What If You Don’t Want to Write Your + Own Sales Piece?. . . . . . . . . . . . . . . . . . . . . . . . . . . 31 +Chapter 3 +Sales Piece Format and Design . . . . . . . . . . . 33 +Formats and Designs . . . . . . . . . . . . . . . . . . . . . . . . . 34 +Issues of Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42 +Printing Your Mail Package . . . . . . . . . . . . . . . . . . . . . 44 +Chapter 4 +How to Use Direct Mail to Drive Traffic to Your +Website—and Then Back to Your Store!. . . . . .51 +The USPS Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52 +How My Own Clients Use Direct Mail + to Bank Internet Profits . . . . . . . . . . . . . . . . . . . . . . 54 +How It Works If You Already Have a Website + Designed with a Sales Funnel . . . . . . . . . . . . . . . . . . . 56 +What to Do If Your Website Isn’t a Sales Funnel . . . . . . . . 58 +How a Brick-and-Mortar Retailer Can Use a Direct-Mail + Postcard to Build an Email List of Great Prospects . . . . . . 59 +PURL Postcards . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60 +Important Considerations for an Effective + Direct-Mail/Internet Program. . . . . . . . . . . . . . . . . . . 61 + + +THE DIRECT-MAIL SOLUTION + v +CONTENTS +You May Be Closer Than You Think . . . . . . . . . . . . . . . 63 +Chapter 5 +The Message and the Messenger +By Dan S. Kennedy. . . . . . . . . . . . . . . . . . . 65 +Why Marketing Messages FAIL . . . . . . . . . . . . . . . . . . . 65 +What Messenger to Entrust Your Message To . . . . . . . . . . 69 +Chapter 6 +Mailing Lists and Segmentation. . . . . . . . . . . 77 +Types of Mailing Lists. . . . . . . . . . . . . . . . . . . . . . . . . 78 +How to Find the Right Mailing List . . . . . . . . . . . . . . . . 86 +List Brokers/Managers/Compilers . . . . . . . . . . . . . . . . . 87 +The Data Card—Your Source for List Information . . . . . . . 89 +How to Turn a Marginal Mailing List into a Great One . . . . 97 +Chapter 7 +We Know Where YOU Live +By Dan S. Kennedy. . . . . . . . . . . . . . . . . . . 101 +How to Use Predictive Factors, Mailing Lists, and + Direct Mail to Attract Your Ideal Customers . . . . . . . . . . 102 +Using Predictive Factors to Select and Get Lists . . . . . . . . . 106 +Circumventing Search (Sorry, Google). . . . . . . . . . . . . . . 108 +The Price, Pain, and Power of Complexity. . . . . . . . . . . . 111 +Chapter 8 +Expanding Your Mailing Universe. . . . . . . . . . 119 +List Research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 120 +Increase Lifetime Value by Building an + Ongoing Relationship with Your Customers. . . . . . . . . . 123 +A Tale of Two Health Clubs . . . . . . . . . . . . . . . . . . . . . 124 +Drilling Down to Determine Lifetime Value . . . . . . . . . . . 126 +Issues Concerning Lifetime Value. . . . . . . . . . . . . . . . . . 129 + + +vi + THE DIRECT-MAIL SOLUTION +CONTENTS +How Lifetime Value Can Directly Impact the Size + of Your Mail Campaigns . . . . . . . . . . . . . . . . . . . . . . 131 +Expanding Your Lifetime Value . . . . . . . . . . . . . . . . . . . 132 +Cost Per Order/Cost Per Acquisition. . . . . . . . . . . . . . . . 135 +Building a Customer Model . . . . . . . . . . . . . . . . . . . . . 136 +Chapter 9 +Tracking Your Mail Campaign. . . . . . . . . . . . 143 +A Scientific Approach . . . . . . . . . . . . . . . . . . . . . . . . . 145 +It All Starts with a Mailing Code . . . . . . . . . . . . . . . . . . 145 +Track the Number of Leads/Orders . . . . . . . . . . . . . . . . 146 +List Segmentation . . . . . . . . . . . . . . . . . . . . . . . . . . . 147 +Was the Mailing Worth It? . . . . . . . . . . . . . . . . . . . . . . 149 +List History . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 149 +Dig Even Deeper into the Lists You’re Buying . . . . . . . . . . 151 +Lifetime Value . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 152 +Individual Mailing Totals . . . . . . . . . . . . . . . . . . . . . . 153 +You Need a Great Database . . . . . . . . . . . . . . . . . . . . . 154 +Test the Waters Before You Plunge In!. . . . . . . . . . . . . . . 158 +Getting Better All the Time . . . . . . . . . . . . . . . . . . . . . 161 +Chapter 10 +Technical Details That Help You Create Better +Mailings—and Save You Money, Too! . . . . . . 167 +Cleaning Up Your Mailing List: How Merge Purge + and Data Hygiene Can Save You Thousands . . . . . . . . . . 167 +Post Merge=Purge Production. . . . . . . . . . . . . . . . . . . . 181 +A Little Bit More about Testing Variables . . . . . . . . . . . . . 182 +Working with the Postal Service . . . . . . . . . . . . . . . . . . 184 +Using a Mail-Processing Facility . . . . . . . . . . . . . . . . . . 186 +Huge Postage Discounts That Can Save You Thousands! . . . 188 +First-Class vs. Bulk Mail: Which Class of + Mail Should I Use? . . . . . . . . . . . . . . . . . . . . . . . . . 189 + + +THE DIRECT-MAIL SOLUTION + vii +CONTENTS +Making Sure Your Mail Is Delivered . . . . . . . . . . . . . . . . 191 +Every Door Direct Mail—An Ideal Solution + for the Local Business. . . . . . . . . . . . . . . . . . . . . . . . 192 +√Chapter 11 +Why You Should Be an Information Marketer +By Dan S. Kennedy. . . . . . . . . . . . . . . . . . . 195 +How to Break the Chains of Habit-Force and + Escape the “Like Everybody Else” Prison . . . . . . . . . . . . 198 +The Low-Threshold vs. High-Threshold Secret. . . . . . . . . . 200 +If You Are Going to Do Direct Mail, + You’ll Be Fighting for Response. . . . . . . . . . . . . . . . . . 201 +√Chapter 12 +Putting It All Together—the Details of +Scheduling a Direct-Mail Campaign . . . . . . .203 +SWOT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 204 +Steps of a Direct-Mail Campaign . . . . . . . . . . . . . . . . . . 205 +How Long Will It Take to Get a Mailing Ready + and into the Mail Stream? . . . . . . . . . . . . . . . . . . . . . 207 +Now You Have All the Facts You Need to + Start Planning a Direct-Mail Campaign . . . . . . . . . . . . . 217 +About the Authors . . . . . . . . . . . . . . . . . . 219 +Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . 223 + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +[Image-only page; OCR found no readable text. Consult the PDF for visual content.] + + +ix + + +Acknowledgments +HANKS TO DAN KENNEDY FOR HIS GUIDANCE, RELENTLESS +innovation, instruction, and brilliant insights on marketing +and running a business. Without Dan, this book would not +have been possible. +Much appreciation goes to my family for supporting me in the +penning of this book. Thank you Heidi, Aiden, Quinton, and Ziann! +I also want to say a huge thank you to Ellen Dickstein, my +personal friend and editor. She spent hours and hours helping me +take my knowledge of direct mail and turn it into The Direct-Mail +Solution. +It has also been a pleasure to work with Jillian McTigue, director +of Entrepreneur Press, and Roe D’Angelo, who provided outstanding +editorial feedback. Last, but not least, thanks to Jeff Herman, my +literary agent. +T + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +[Image-only page; OCR found no readable text. Consult the PDF for visual content.] + + +xi +How I Started Making +Money in Direct Mail—and +How You Can, Too! +S A BUSINESS OWNER, ONE OF YOUR PRIMARY GOALS IS TO SEE +your business grow and become more profitable. In my +experience, direct mail is one of the most powerful tools +available to help you achieve that. +Regardless of what business you are in, or how big it is, or even +what type of customers you have . . . with the right information, I +believe you will be able to develop a direct-mail program that will +work for your business. +Marketing is a critical need of every business. It doesn’t matter +if you are selling software, clothing, or books, or if you manufacture +some kind of widget. +Maybe you produce the best face cream in the world. Perhaps it +even has the power to rejuvenate the skin and make people look 20 +years younger! +A +PREFACE + + +xii + THE DIRECT-MAIL SOLUTION +PREFACE / HOW I STARTED MAKING MONEY IN DIRECT MAIL—AND HOW YOU CAN, TOO! +You still could end up not making a dime. +That’s because unless somebody buys your face cream, you have no +income stream. The product is just the beginning of the process. You +have to have customers, too. +There’s one main way to grow any business, and that’s to grow and +expand your customer base. It’s all about finding new customers and +making additional sales to the ones you already have. +You have to find some way to get the word out about your business +so that it reaches the widest possible group of potential buyers and +convinces them to give you a try. +What are some of your options? +You could hang a sign out in front of your business. That could lure +people in, but you would be reaching only the people who happen to be +walking down the street and passing by the sign. +You could put an ad in a newspaper, but then you’re reaching only +people who read that paper, who happen to notice your ad as they turn +to the sports section. +You could hire a blimp to carry your message across the sky on +a streamer. That could potentially reach the whole city—but only the +people who are looking up when the blimp goes by. +But what if you could get your message directly into the hands of +large numbers of people—people who are highly qualified to become +your customers because they have spent money on products like yours +in the past and are likely to spend more in the future? +Even better, what if you could put your message in an attractive +package that gets their attention and holds it while you explain all the +reasons why your product or service is better than any your competitors +can provide? +And what if you could tell them about a special offer that’s +available for a limited time so that they feel compelled to respond to it +immediately? +In a way, it would be as if you were having a private conversation +with a thousand, ten thousand, maybe even a million “hot prospects,” + + +THE DIRECT-MAIL SOLUTION + xiii +PREFACE / HOW I STARTED MAKING MONEY IN DIRECT MAIL—AND HOW YOU CAN, TOO! +explaining to them your product, touting its advantages, and presenting +your unbeatable offer. +Oh, and one more thing . . . you could have that “private +conversation” with people all over the country at the same time. +In essence, that’s what direct-mail marketing is all about—reaching +out to large numbers of individuals or companies with a targeted, +carefully crafted message that you put right in their hands. +And it works! Direct mail has been proven to be an extremely +effective way to build and maintain just about any kind of business. In +fact, many multimillion-dollar businesses have started with little more +than an idea and a sales piece. +Now you too can begin to take advantage of this premier approach +to advertising to build your own business. You just have to learn the +proven techniques that can make your cash register ring. And I’ve +outlined them for you here in the pages of this book. +My Life in Direct-Mail Marketing +I’ve spent my entire adult life in the direct-mail field. Over the years I’ve +strategized and executed thousands of direct-mail campaigns. I’ve +seen companies make hundreds of millions of dollars as a result of +meticulously planned mailings. +And the techniques that worked for them can do wonders for you. +Whether you want to mail only 500 pieces or you’re ready to run a +nationwide campaign of 100,000,000 pieces—I’ve done it all. And this +book will teach you all the secrets of direct-mail success I’ve gathered +over the years. +But let me start at the beginning. My first experience with direct +mail came when I was just 19 years old. I was a young entrepreneur with +big dreams, manufacturing rock-climbing holds (the fake rocks you +bolt onto a wall to practice rock climbing). My “manufacturing facility” +was a small workshop in my parents’ garage. +I was selling hundreds of these fake rocks through my friends, but +I had big dreams. I wanted to get them into retail shops. + + +xiv + THE DIRECT-MAIL SOLUTION +PREFACE / HOW I STARTED MAKING MONEY IN DIRECT MAIL—AND HOW YOU CAN, TOO! +So I bought a list of 100 stores that I thought were good prospects +to carry my rocks. Then I wrote a one-page sales letter and stuffed it +into an envelope with one of my brochures. After licking the stamps and +dropping the mail off at the post office, I sat back, waiting for the phone +to start ringing off the hook. +So how did my first campaign do? +It completely bombed—not a single phone call! How could things +have gone so wrong? Needless to say, I was extremely disappointed. +And so my first experience with direct mail was similar to that of so +many others: an unsuccessful campaign. For a while I even believed as +many others do: that direct mail just doesn’t work. +Now that I’ve sent out hundreds of millions of sales letters and +generated countless leads and customers, I can look back on my first +campaign and laugh. Knowing what I do now, it’s obvious to me that I +did everything wrong. +First, I got the list of names I mailed to from an unreliable source. +So I could have sent my sales piece to people with no interest in rock +climbing. Or the names could have been so old that the addresses were +no good any more. Second, knowing nothing about writing sales copy, +I prepared a very short letter, deluding myself into thinking I could +convince people to buy $150 worth of rocks in just two paragraphs. +And those two paragraphs were just bad, focusing on the features of my +rocks, not on their benefits. (I’ll explain more about that in Chapter 2.) +Fortunately, that wasn’t the end of the story for me. I didn’t give +up on my direct-mail campaigns for my rock-climbing-hold business. I +kept testing different methods until I found a few that worked. And as +a result, I ended up selling over 4,000 fake rocks! +Now, you may be familiar with the saying, “Be careful what you +wish for.” Success doesn’t always turn out to be what we expect, and +after a few years of working in my own sweatshop, I decided that +manufacturing rocks was not the business I wanted to be in after all. +So I got a job working for a large financial publishing company that +had been built upon a highly creative and successful marketing program. + + +THE DIRECT-MAIL SOLUTION + xv +PREFACE / HOW I STARTED MAKING MONEY IN DIRECT MAIL—AND HOW YOU CAN, TOO! +This was my opportunity to learn a lot more about direct-mail +marketing and see firsthand how a company could use it correctly to +gross over $100 million. +I’ve been immersed in direct-mail marketing for over 15 years now +and have worked with a huge variety of clients in many different business +niches. I’ve sold everything from courses on the benefits of drinking +eight glasses of water a day and how to train your bird to do tricks, +to technical software, real estate investments, financial investments, +continuing-education courses, health products, diet programs, medical +professionals, and even wholesale clothing. Just about anything you can +think of can be profitably sold through the mail. +I made some mistakes along the way—especially at the beginning. +But I learned from all of them, and soon I was helping companies grow +from small start-ups to multimillion-dollar businesses through the +direct-mail campaigns I ran for them. +I’ve created this in-depth guide to help save you from making the +same mistakes that I made and to show you the techniques I use every +day to generate millions of paying customers and countless qualified +prospects for my clients. +Direct-mail marketing works for just about any business area. +Whether you are a small-business owner, an information marketer, a +software developer, or a small retail business owner . . . whether you +have an auto-mechanic shop, own an insurance business, run a beauty +salon, or even if you just know you want to get into business but you +don’t know what it is yet . . . whatever it is that you do or want to do, +learning the strategies of direct mail will help you be more effective +and profitable with your marketing efforts. I’m going to show you how +direct mail can be used for any market . . . in any business . . . and in +any economy. +To get started, I want to give you a few examples of market niches +in which I’ve seen direct mail work extremely well. +The first is the publishing business. Over the years I have worked for +a number of different publishers. The largest was a financial publisher + + +xvi + THE DIRECT-MAIL SOLUTION +PREFACE / HOW I STARTED MAKING MONEY IN DIRECT MAIL—AND HOW YOU CAN, TOO! +that sold over 700,000 financial educational courses for $195 each (do +the math on that one!). +The largest mailing I ever sent was for this publisher—tipping +the scales at just over 5.7 million pieces! A paper mill in the state of +Washington had to ship 36 boxcars of paper down to Los Angeles +where my commercial printer was located . . . just for this one +mailing. +In addition to his flagship product, this publisher sold a variety of +books, courses, and newsletters. There were years where this business +generated over $100 million in sales—and 95 percent of the revenue was +initiated through direct-mail campaigns. +I’ve used this same type of direct-mail marketing to sell information +for a real estate information marketer. If you have never explored +information marketing or the amount of money you can make with it, +you should! A real estate client of mine made over $100 million in one +year, and then did it over again in multiple years. +I used the exact same direct-mail marketing methods that I used +to sell millions of financial courses and information on real estate to +promote a clothing wholesaler. The mailings worked so well for this +business that I was mailing out over 50,000 pieces every other week! All +based around selling clothing! +I’ve worked with clients in just about every niche you can imagine, +and most of them developed highly successful and very profitable +companies that make millions each year, all through the right use of +direct-mail marketing. +You May Have Heard . . . +There’s a lot of talk you may have heard that the United States Postal +Service is in trouble and snail mail is a thing of the past. I’d like to +address this issue before we go any further. +Yes, the USPS has some big issues and prob lems to deal with, but +they are not going anywhere. They are here to stay! + + +THE DIRECT-MAIL SOLUTION + xvii +PREFACE / HOW I STARTED MAKING MONEY IN DIRECT MAIL—AND HOW YOU CAN, TOO! +The fact is, direct mail is alive and booming, even in today’s +economic downtrend. The Postal Service is seeing a 5.8 percent increase +in the amount of money being spent on direct mail. A whopping $47.8 +billion was spent on direct-mail advertising in 2011. The numbers +were predicted to be larger than that in 2012. Studies indicate that +consumers received 5 billion pieces of direct mail in 2011, compared to +3.6 billion in 2010. The 2012 numbers were expected to show another +large increase! +SourceLink, a top marketing agency, reported in 2012 that nine +out of ten of their clients named direct mail the medium that was best +equipped to help them reach their marketing objectives. In March 2013, +Target Marketing’s Seventh Annual Media Usage Forecast survey of +B2C U.S. marketers reported that the marketing channel that delivers +the best ROI for customer acquisition and retention is direct mail. +And these findings work across generations. With all the talk of +using email or social networking for marketing, a national survey by +ICOM found that in the 18- to 34-year-old demographic, direct mail was +the preferred way to learn about marketing offers. +And people love receiving mail. Epsilon surveyed nearly 5,000 +customers and found that “U.S. consumers report an emotional boost +from receiving direct mail, with 60 percent agreeing they ‘enjoy checking +the mail box for postal mail.’” People have a great connection with +mail. It’s personal, tangible, and, if done right, can be highly targeted +to individuals’ specific interests. The Epsilon survey also revealed that +people reported that information received through postal mail was +“more trustworthy” than information received through other channels. +And even neuroscience backs up these findings. Using functional +Magnetic Resonance Imagery (fMRI) scanning to study brain response, +researchers at Bangor University in Wales found that “greater emotional +processing is facilitated by the physical material than by the virtual. The +‘real’ experience that the physical media provides means it’s better at +becoming part of memory. It generates more emotion, which should +help to develop more positive brand associations. The real experience + + +xviii + THE DIRECT-MAIL SOLUTION +PREFACE / HOW I STARTED MAKING MONEY IN DIRECT MAIL—AND HOW YOU CAN, TOO! +is also internalized, which means the materials have a more personal +effect, and therefore should aid motivation.” +The bottom line is that this type of advertising really works. Small +businesses and entrepreneurs make millions each year from direct +mail. Even online businesses use direct mail to drive buyers to their +sites, including Google, which uses direct mail to get companies to +sign up for their AdWords program. And direct mail can work for your +business, too. +Now It’s Your Turn +I don’t care if your business is small or large. If you take what I’m +about to reveal to you in this book and use it, I fully believe that +you’ll see similar results in your own business. Most won’t make $100 +million in a year, but I wouldn’t be surprised if you increase your +business tenfold. +The same strategies work whether you own an auto repair business, +have a kitchen supply store, run a publishing company, or sell face +cream. It doesn’t matter what type of business you are in. Direct-mail +marketing can make your business grow! +The following chapters are going to show you—step by step—how +to build your business with direct mail. These are the same techniques +I’ve been using successfully for 15 years. You’ll learn how to easily +acquire new customers and grow your business. And you’ll learn how +to communicate with your existing customers and get them to give +you more repeat business. I’ve also created a special website for you +that includes sample sales pieces, direct-mail reporting examples, +gifts, and access to some great resources. You can access it at www. +TheDirectMailSolution.com. +Before we proceed, I think it’s important to take a moment to +introduce marketing guru Dan S. Kennedy, my mentor, friend, and this +book’s co-author. Dan is a best-selling author, speaker, direct-response +marketing consultant, and copywriter who has been creating winning + + +THE DIRECT-MAIL SOLUTION + xix +PREFACE / HOW I STARTED MAKING MONEY IN DIRECT MAIL—AND HOW YOU CAN, TOO! +direct-mail campaigns for more than 30 years. His insight and advice +makes an invaluable contribution to this book. +And now, on to The Direct-Mail Solution. Growing your client base +and getting repeat business from your existing customers—this is how +direct-mail marketing can turn any business into a gold mine. +—Craig Simpson + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +[Image-only page; OCR found no readable text. Consult the PDF for visual content.] diff --git a/library/The Direct Mail Solution/book-structure.md b/library/The Direct Mail Solution/book-structure.md new file mode 100644 index 0000000..4ad6593 --- /dev/null +++ b/library/The Direct Mail Solution/book-structure.md @@ -0,0 +1,27 @@ +# The Direct Mail Solution — Book Structure + +- **Title**: *The Direct Mail Solution: A Business Owner's Guide to Building a Lead-Generating, Sales-Driving, Money-Making Direct-Mail Campaign* +- **Authors**: Craig Simpson and Dan S. Kennedy +- **Source**: `/library/The Direct Mail Solution/source-file.pdf` +- **PDF length**: 283 pages +- **Structure**: 12 chapters. +- **Extraction**: Text is exported once into the source-text files below. PDF page markers preserve citation locations. Image-only pages were OCR-checked and recovered text is included where present. + +| Section | PDF pages | Title | Source text | +| --- | ---: | --- | --- | +| Front Matter | 1–21 | Front matter, acknowledgements, and preface | `/library/The Direct Mail Solution/Front-Matter/Front-Matter-source-text.md` | +| Chapter 01 | 22–31 | How to Think about Direct Mail to Grow Rich | `/library/The Direct Mail Solution/Chapter-01-How-to-Think-about-Direct-Mail-to-Grow-Rich/Chapter-01-source-text.md` | +| Chapter 02 | 32–53 | Direct-Mail Basics and Creating the Perfect Sales Piece | `/library/The Direct Mail Solution/Chapter-02-Direct-Mail-Basics-and-Creating-the-Perfect-Sales-Piece/Chapter-02-source-text.md` | +| Chapter 03 | 54–71 | Sales Piece Format and Design | `/library/The Direct Mail Solution/Chapter-03-Sales-Piece-Format-and-Design/Chapter-03-source-text.md` | +| Chapter 04 | 72–85 | How to Use Direct Mail to Drive Traffic to Your Website—and Then Back to Your Store! | `/library/The Direct Mail Solution/Chapter-04-How-to-Use-Direct-Mail-to-Drive-Traffic-to-Your-Website-and/Chapter-04-source-text.md` | +| Chapter 05 | 86–97 | The Message and the Messenger | `/library/The Direct Mail Solution/Chapter-05-The-Message-and-the-Messenger/Chapter-05-source-text.md` | +| Chapter 06 | 98–121 | Mailing Lists and Segmentation | `/library/The Direct Mail Solution/Chapter-06-Mailing-Lists-and-Segmentation/Chapter-06-source-text.md` | +| Chapter 07 | 122–139 | We Know Where YOU Live | `/library/The Direct Mail Solution/Chapter-07-We-Know-Where-YOU-Live/Chapter-07-source-text.md` | +| Chapter 08 | 140–163 | Expanding Your Mailing Universe | `/library/The Direct Mail Solution/Chapter-08-Expanding-Your-Mailing-Universe/Chapter-08-source-text.md` | +| Chapter 09 | 164–187 | Tracking Your Mail Campaign | `/library/The Direct Mail Solution/Chapter-09-Tracking-Your-Mail-Campaign/Chapter-09-source-text.md` | +| Chapter 10 | 188–215 | Technical Details That Help You Create Better Mailings—and Save You Money, Too! | `/library/The Direct Mail Solution/Chapter-10-Technical-Details-That-Help-You-Create-Better-Mailings-and/Chapter-10-source-text.md` | +| Chapter 11 | 216–223 | Why You Should Be an Information Marketer | `/library/The Direct Mail Solution/Chapter-11-Why-You-Should-Be-an-Information-Marketer/Chapter-11-source-text.md` | +| Chapter 12 | 224–239 | Putting It All Together—the Details of Scheduling a Direct-Mail Campaign | `/library/The Direct Mail Solution/Chapter-12-Putting-It-All-Together-the-Details-of-Scheduling-a/Chapter-12-source-text.md` | +| Back Matter | 240–283 | About the authors, index, and book excerpt | `/library/The Direct Mail Solution/Back-Matter/Back-Matter-source-text.md` | + +All 283 PDF pages are covered exactly once. diff --git a/library/The Direct Mail Solution/ocr-image-pages.json b/library/The Direct Mail Solution/ocr-image-pages.json new file mode 100644 index 0000000..06beb28 --- /dev/null +++ b/library/The Direct Mail Solution/ocr-image-pages.json @@ -0,0 +1,18 @@ +{ + "9": "[Image-only page; OCR found no readable text. Consult the PDF for visual content.]", + "11": "[Image-only page; OCR found no readable text. Consult the PDF for visual content.]", + "21": "[Image-only page; OCR found no readable text. Consult the PDF for visual content.]", + "71": "[Image-only page; OCR found no readable text. Consult the PDF for visual content.]", + "97": "[Image-only page; OCR found no readable text. Consult the PDF for visual content.]", + "121": "[Image-only page; OCR found no readable text. Consult the PDF for visual content.]", + "139": "[Image-only page; OCR found no readable text. Consult the PDF for visual content.]", + "163": "[Image-only page; OCR found no readable text. Consult the PDF for visual content.]", + "215": "[Image-only page; OCR found no readable text. Consult the PDF for visual content.]", + "239": "[Image-only page; OCR found no readable text. Consult the PDF for visual content.]", + "243": "[Image-only page; OCR found no readable text. Consult the PDF for visual content.]", + "250": "B.S\nMARKETING TO\nTHE AFFLUENT\nNO HOLDS\nBARRED\nBUTK\nTAKE NO PRISONERS\nGUIDETO\nGEG\nREAV\nRCH\nDan Kennedy\nForeword by Joe Vitale\nbestselling author of The AttractorFactor", + "251": "B.S.\nMARKETING TO\nTHE\nAFFLUENT\nNO HOLDS BARRED\nKICK BUTT\nTAKE NO PRISONERS\nGUIDE TO GETTING\nREALLY RICH\nDan Kennedy\nEp\nEntrepreneur\nPress", + "253": "[Image-only page; OCR found no readable text. Consult the PDF for visual content.]", + "257": "[Image-only page; OCR found no readable text. Consult the PDF for visual content.]", + "269": "[Image-only page; OCR found no readable text. Consult the PDF for visual content.]" +} diff --git a/library/The Direct Mail Solution/source-file.pdf b/library/The Direct Mail Solution/source-file.pdf new file mode 100644 index 0000000..d5230af Binary files /dev/null and b/library/The Direct Mail Solution/source-file.pdf differ diff --git a/library/The Hype Handbook/Back-Matter/Back-Matter-source-text.md b/library/The Hype Handbook/Back-Matter/Back-Matter-source-text.md new file mode 100644 index 0000000..4f2faff --- /dev/null +++ b/library/The Hype Handbook/Back-Matter/Back-Matter-source-text.md @@ -0,0 +1,1593 @@ +# The Hype Handbook — Back-Matter: Epilogue, bibliography, and index +- **Source**: /library/The Hype Handbook/source-file.pdf +- **PDF pages**: 174–225 +- **Pages without text**: none + +--- + + +N +EPILOGUE +Evil and conniving people manipulate, right? Wrong. Everyone +manipulates. Manipulation simply means that you are attempting to +influence other people’s behavior toward your ends. +—MICHELE WEINER-DAVIS +obles and peasants. Kings and subjects. Fat cats and workers. +Trust fund kids and kids from the projects. +A lot has changed since the bulk of Homo sapiens stopped +roaming the savannah, but one thing has remained remarkably +constant. There has never been a civilization on earth that has been +truly fair. It’s an unpleasant feature of our species, and one that +many people have tried to explain over the years. +They tend to fall into two camps. Some place all the blame on +the inherent awfulness of whatever culture happens to be dominant +at any given time. According to this version of reality, history is +simply a series of episodes of exploitation, theft, and oppression in +which the powerful dominate the powerless. One day, the story +goes, we’ll finally have a revolution that will end this state of affairs. +On the other side is the idea that all people have an equal +opportunity to better themselves, achieve all their dreams, and +become multimillionaires. If you aren’t doing as well as others, it’s +your own fault. As long as you stay on the straight and narrow, +you’ll ultimately get everything you ever wanted. + + +Really, neither of these viewpoints is accurate. One government +gets overthrown, and the replacement creates a society more +unequal than the last. People work hard their whole lives and die +broke anyway. Wishing the world was different does not change the +circumstances. Playing the game of life according to a set of rules +put in place by the people who already have all the power is the +best way to get nowhere. +Fortunately, there is a tool that allows for an escape route from +this predicament. Hype. +It is easy for those who sit at the center of power in a society to +follow the traditional methods of getting what they want. When you +grow up with the right educational opportunities, right background, +right interests, right personality, and right race, it is relatively easy +to make your way in the world using tried-and-true channels. But +for those who exist on the fringes of that world—those without +resources or connections—creating a life full of opportunity requires +more unconventional methods. +Hype allows those without power to gain access to it. It provides +those on the bottom the ability to leapfrog over those at the top, or +at least to get where they want to go through a side door. It gives +the ignored a chance to grab attention and the unconnected a +chance to penetrate inner circles. +Remember back in Strategy #8 when I mentioned C Bin and Zeyu +Zheng—the two young guys I interviewed for my Forbes column? +Well, there is an interesting coda to that story. In the wake of our +interview, I told them about my work on hype, and it was right up +their alley. They offered to fly me over to China to speak to a group +of entrepreneurs they would be training. +I agreed, but I have to admit I was nervous. At the time, I had +only spoken on the subject of hype a few times before in a formal +setting. While those few stateside speeches had gone relatively +well, there was always one person who would start debating with +me during the Q&A portion about the morality and wisdom of what +I was teaching. + + +“I get this stuff you’re telling us about how manipulating +people can be effective. But isn’t it better to just put your +message out there and let the cream rise to the top?” +Or . . . +“What if I don’t want to be the kind of person who uses these +kinds of tactics?” +Or . . . +“Why do you call it hype? Doesn’t that have, like, a negative +connotation?” +I’d always get into a bit of a back-and-forth with these naysayers, +and they would usually nod their heads politely. But I could always +tell they didn’t buy it. And this was in the United States of America +—a country literally founded on the belief that you should do +whatever you need to do in the “pursuit of happiness.” +Now I was going to deliver the same message to an audience in +a country that was known for its collective spirit. I had always heard +that people in China prized rules over rebellion, solidarity over +standing out, and selflessness over self-promotion. If Americans had +trouble understanding what I was getting at, what was a Chinese +audience going to think? +When the day of my talk arrived, I got up in front of a packed +ballroom in the St. Regis Hotel in Shenzhen to address the gathered +business owners who filled every seat. Bolstered by a talented +interpreter, my confidence grew as I watched audience members +scribbling furiously in their notebooks. With each point I made, +people nodded and leaned forward. +Then, at the end of my allotted 45 minutes, I closed with a +statement that I had used a number of times before. +“The thing about hype,” I told them, “is that it’s too powerful a +tool to be left in the hands of the bad guys alone. That’s why I’ve + + +made it my life’s work to teach it to incredible entrepreneurs like +you, people who are creating products and services that are +designed to make the world better. If I can do my part in getting us +to a place where the best people making the best stuff are armed +with the strategies to most effectively—and ethically—attract +attention to what they’re doing, I will have had a life worth living.” +The crowd exploded—a full-fledged standing ovation. +As I basked in the applause, happy and stunned, I happened to +lock eyes with a young woman in the front row. +She was crying. +When it comes to entrepreneurship, China still exists on the +margins—at least in regard to how the people see themselves. +Every conversation I had during my trip made it clear that even the +most successful Chinese entrepreneurs have an inferiority complex. +They still see themselves as running behind the Western world, +especially the US. +Despite China’s trending toward free enterprise over the last +couple of decades, overt self-promotion still stands in complete +contrast to thousands of years of Chinese cultural history. Even +now, dedicating your life to the pursuit of the kind of nonconformity +and individualistic decision-making it takes to be an entrepreneur +makes you a bit of a misfit. +The American businesspeople in my audience at home had the +societal structure and support that put them directly in the center +of the mainstream. They had the luxury of speaking about how the +world should be. +On the other hand, the Chinese entrepreneurs I spoke to have +had to see the world as it really is. It was what made them +successful in a culture that didn’t naturally support their aspirations. +So to hear someone like me come out and tell them that it was not +just all right, but flat-out desirable, to view the world the way they +always had, and to do what they had always done, really touched +them. It touched me too. The experience made me realize that as +far as life’s work goes, this is pretty good stuff. + + +Imagine a world where the best ideas, the greatest products, the +most interesting art, and the most meaningful causes don’t get +swallowed up and forgotten. Imagine a world where the best +people understand the best methods for getting attention and for +building the biggest, most energetic audiences. +This is what hype can give us. +NOW FOR SOME RANDOM TIDBITS +Since this is my epilogue, I get to use it however I want to. And the +way I want to use the rest of it is to give you a few additional +closing tips and techniques that didn’t fit in any of the other +chapters. +All of what follows is a set of metastrategies for the advanced +hype artist. You should keep all of them in mind while you practice +any of the hype strategies we’ve discussed, alone or in +combination. +Engage in Relentless Experimentation +In reading about the previous strategies, one might get the +impression that as long as you follow the strategies as laid out, +you’ll get the same results as the masters I got them from. +Not exactly. +While there are universal principles of hype, details matter a lot, +as they do in any other area of human interaction. When people +apply the same strategies the same way, regardless of time period +or specific circumstances, it always falls short in the long run. +To truly learn something—anything—it must be practiced in the +arena of real life. Book learning is important, but it is never +sufficient. Some degree of trial and error will always be necessary to +adapt what you know in the abstract to the specifics of your time, +your personality, and your audience. + + +When it comes to sales, people skip this step all the time. They +read every sales book and take every sales course and then bet +their entire fortunes on the step-by-step system they memorized. +Then they’re shocked when it doesn’t work out. +Remember our old friends Mystery and Style? Like you, they +were students of human psychology. They began their road to +becoming master seducers by educating themselves through +books, audio programs, and seminars. But they quickly realized that +while this education was essential to their success, it wasn’t +enough.  +Mystery and Style became successful with women because they +took the theory into the bars and clubs. They approached hundreds +of women and got rejected hundreds of times. They said hundreds +of stupid things. But every time they did so, they studied the data +and adjusted their approach. If you want to become a master of +hype, you must do the same.  +Become a Lifelong Student of Hype +You should be convinced by now that throughout the course of +history, certain people have had an uncanny ability to get large +numbers of other people to believe what they wanted them to +believe and do what they wanted them to do. These people have +gone by many names and plied many trades. Magicians. Prophets. +Soothsayers. Spiritualists. Shamans. Gurus. Consultants. +Hype artists, every one of them. +This book should be nothing more than a starting point for you. +If you’re truly serious about building an audience for whatever you +are selling that will stick with you wherever you go and whatever +you do, you need to continue to seek out new hype artists to learn +from. +Put down the marketing and sales books. Forget about the +Build-a-Nine-Figure-Online-Business courses. Instead, seek out and +study the real masters. When you learn from the true artists of mass + + +manipulation, then you can build the business or company or +following or movement you want and name your price for whatever +it is you’re selling. +Engage in Benevolent Mischief (Not Harmful Hucksterism) +While the core principles of hype hold constant whether they are +being deployed by the most devious of demagogues or the most +altruistic of activists, the actual content on whose behalf they are +being applied really does make all the difference. +We’ve talked about managers like Shep Gordon who used hype +to pack an arena for Alice Cooper—a band whose songs were once +praised by Bob Dylan. When Thomas Edison used hype to bring +attention to his work, the world got electric light, recorded sound, +and motion pictures. Richard Branson uses hype to deliver top- +flight entertainment and luxury travel experiences at affordable +prices. +On the other hand, Bernie Madoff used hype to get some of the +world’s wealthiest and most powerful people to invest in his Ponzi +scheme for years. Theranos founder Elizabeth Holmes hyped her +way into a multibillion-dollar valuation without ever having created +a working product. And Fyre Festival founder Billy McFarland used +it to sell 5,000 tickets at an average of a thousand dollars a pop to +an event that was plagued by filth and chaos. +If you have an awesome product or service but its newness and +your lack of visibility are keeping you from success, faking it until +you make it makes sense as a strategy. But if you haven’t created +anything valuable, work on that first. Learn your craft. Become an +expert. Build something solid. Once you’re confident that you’ll +have the ability to deliver on your promises, a little bit of hype +won’t hurt you—or your customers. In fact, it might add the splash +of color and excitement people crave. +Whichever way you end up using this powerful set of strategies +drawn from the assorted cult leaders, propagandists, and hucksters + + +we’ve spent time with, it is my sincerest wish that you will apply +them to projects and causes that improve people’s lives. +While there are already plenty of people who understand how to +use the ideas in this book to sell garbage, I have a lot of hope. If +these strategies can be used to push that which deceives and +degrades, imagine what can happen if more and more people +apply them to work that enhances and enriches. Hype artists may +see the world as it really is, but the best of them use that +knowledge to make it better. Now that you know their secrets, I +hope you’ll join their ranks. + + +BIBLIOGRAPHY +BOOKS +Anand, Bharat. The Content Trap: A Strategist’s Guide to Digital +Change. New York: Random House, 2016. +Artaud, Antonin. The Theater and Its Double. New York: Grove +Press, 1958. +Barabási, Albert-László. The Formula: The Universal Laws of +Success. New York: Little, Brown and Company, 2018. +Bernays, Edward. Crystallizing Public Opinion. New York: Ig +Publishing, 1923. +Bernays, Edward. Propaganda. New York: Ig Publishing, 1928. +Bockris, Victor. Warhol: The Biography. London: Da Capo Press, +1997. +Branson, Richard. Losing My Virginity: How I Survived, Had Fun, and +Made a Fortune Doing Business My Way. New York: Crown +Publishing, 1998. +Brock, Pope. Charlatan: America’s Most Dangerous Huckster, the +Man Who Pursued Him, and the Age of Flimflam. New York: + + +Three Rivers Press, 2009. +Butler, E. M. The Myth of the Magus. Cambridge: Cambridge +University Press, 1948. +Butterfield, Steve. Amway: The Cult of Free Enterprise. Boston: +South End Press, 1985. +Carnegie, Dale. How to Win Friends and Influence People. New +York: Simon&Schuster, 1936. +Chuang Tzu (trans. Martin Palmer). The Book of Chuang Tzu. New +York: Penguin, 2006. +Daichendt, James G. Shepard Fairey Inc.: +Artist/Professional/Vandal. San Francisco: Cameron and Co., +2014. +Ecko, Marc. Unlabel: Selling You Without Selling Out. New York: +Touchstone, 2013. +Ehrenreich, Barbara. Bright-Sided: How Positive Thinking Is +Undermining America. New York: Henry Holt and Company, +2009. +Emmons, Henry. The Chemistry of Calm. New York: Atria, 2015. +Evanzz, Karl. The Messenger: The Rise and Fall of Elijah +Muhammad. New York: Vintage, 1999. +Ferriss, Tim. The 4-Hour Workweek: Escape 9–5, Live Anywhere, +and Join the New Rich. New York: Harmony, 2007. +Fried, Jason, and Hansson, David Heinemeier. Rework. New York: +Crown Business, 2010. + + +Goldsmith, Barbara. Other Powers: The Age of Suffrage, +Spiritualism and the Scandalous Victoria Woodhull. New York: +Knopf, 1998. +Gordon, Mel. Theatre of Fear and Horror: The Grisly Spectacle of +the Grand Guignol of Paris 1897–1962. Port Townsend, WA: Feral +House, 2016. +Gordon, Shep. They Call Me Supermensch: A Backstage Pass to the +Amazing Worlds of Film, Food, and Rock ‘n’ Roll. New York: +HarperCollins, 2016. +Greene, Robert. The Art of Seduction. New York: Penguin, 2001. +Guinn, Jeff. Manson: The Life and Times of Charles Manson. New +York: Simon&Schuster, 2013. +Heller, Anne C. Ayn Rand and the World She Made. New York: +Anchor Books, 2009. +Hoffer, Eric. The True Believer: Thoughts on the Nature of Mass +Movements. New York: Harper&Row, 1951. +Holiday, Ryan. Trust Me, I’m Lying: Confessions of a Media +Manipulator. New York: Portfolio/Penguin, 2012. +Hubbard, L. Ron. Dianetics: The Modern Science of Mental Health. +Los Angeles: Bridge Publications, 2007. +Hyde, Lewis. Trickster Makes This World: Mischief, Myth, and Art. +New York: Farrar, Straus and Giroux, 1998. +Johnson, Paul. Intellectuals: From Marx and Tolstoy to Sartre and +Chomsky. New York: HarperCollins, 1988. + + +Lakoff, George. Don’t Think of an Elephant! Know Your Values and +Frame the Debate. White River Junction, VT: Chelsea Green +Publishing, 2004. +Le Bon, Gustave. The Crowd: A Study of the Popular Mind. London: +T. Fisher Unwin, 1896. +Macknik, Stephen L., and Martinez-Conde, Susana. Slights of Mind: +What the Neuroscience of Magic Reveals About Our Everyday +Deceptions. New York: Henry Holt and Company, 2010. +McLeod, Kembrew. Pranksters: Making Mischief in the Modern +World. New York: New York University Press, 2014. +McNeil, Legs, and McCain, Gillian. Please Kill Me: The Uncensored +Oral History of Punk. New York: Penguin Books, 1997. +Miller, James. Flowers in the Dustbin: The Rise of Rock and Roll, +1947–1977. New York: Simon&Schuster, 1999. +Mlodinow, Leonard. Subliminal: How Your Unconscious Mind Rules +Your Behavior. New York: Vintage Books, 2012. +Oldham, Andrew Loog. Stoned: A Memoir of London in the 1960s. +New York: St. Martin’s Press, 2000. +Orrmont, Arthur. Love Cults and Faith Healers. New York: Ballantine +Books, 1961. +Pinker, Steven. The Language Instinct. New York: William Morrow +and Company. +Pratkanis, Anthony, and Aronson, Elliot. Age of Propaganda: The +Everyday Use and Abuse of Persuasion. New York: Henry Holt +and Company, 1992. + + +Ries, Laura. Battlecry: Winning the Battle for the Mind with a Slogan +That Kills. Self-published, 2015. +Slingerland, Edward. Trying Not to Try: The Art and Science of +Spontaneity. New York: Random House, 2014. +Stewart, Matthew. The Management Myth: Debunking Modern +Business Philosophy. New York: W. W. Norton&Company, 2009. +Strauss, Neil. The Game: Penetrating the Secret Society of Pickup +Artists. New York: Dey Street Books, 2005. +Stross, Randall. The Wizard of Menlo Park: How Thomas Alva +Edison Invented the Modern World. New York: Three Rivers +Press, 2007. +Taylor, Kathleen: Brainwashing: The Science of Thought Control. +Oxford: Oxford University Press, 2004. +Tolokonnikova, Nadya. Read&Riot: A Pussy Riot Guide to Activism. +New York: HarperCollins, 2018. +Twain, Mark. The Adventures of Tom Sawyer. New York: Penguin +Books, 1883. +Washington, Peter. Madame Blavatsky’s Baboon: A History of the +Mystics, Mediums, and Misfits Who Brought Spiritualism to +America. New York: Schocken Books, 1993. +Weiner-Davis, Michele. The Divorce Remedy: The Proven 7-Step +Program for Saving Your Marriage. New York: Simon&Schuster, +2002. +Wilson, A. N. Paul: The Mind of the Apostle. New York: W. W. +Norton&Company, 1997. + + +Wright, Lawrence. Going Clear: Scientology, Hollywood, and the +Prison of Belief. New York: Vintage Books, 2013. +Wu, Tim. The Attention Merchants: The Epic Scramble to Get Inside +Our Heads. New York: Alfred A. Knopf, 2016. +Xygalatas, Dimitris. “Fire-Walking and the Brain: The Physiology of +High-Arousal Rituals.” In Bulbulia, J., Sosis, R., Harris, E., Genet, +R., Genet, C., and Wyman K. (eds.), Evolution of Religion: +Studies, Theories, and Critiques. Santa Margarita, CA: Collins +Foundation Press, 2008. +ARTICLES, PAPERS, VIDEOS, PODCASTS, +LECTURES +Abbott, Karen. “The Fox Sisters and the Rap on Spiritualism.” +Smithsonian Magazine, October 30, 2012. +Alicke, Mark D., and Ransom, Michael R. “It’s a Miracle: Separating +the Miraculous from the Mundane.” Archive for the Psychology of +Religion, 2012. +Buck, Stephanie. “The Weird, Rabid History of the Cabbage Patch +Craze.” Timeline, December 15, 2016. +Childers, Thomas. “German Political Culture.” Class lecture, History +430: The Third Reich, University of Pennsylvania, Philadelphia, +1999. +“Chrissie Hynde.” WTF with Marc Maron podcast. Episode 556. +December 4, 2014. +“Drama Elements.” BBC Bite Size, 2020. + + +Elliot, Bryan. “Why Gary Vaynerchuk Tells It Like It Is.” Video. +Mashable, January 25, 2012. +Grant, Adam. “Say Goodbye to MBTI, the Fad That Won’t Die.” +LinkedIn, September 17, 2013. +Holiday, Ryan. “I Helped Create the Milo Trolling Playbook. You +Should Stop Playing Right into It.” New York Observer, February +7, 2017. +“Jesus, CEO.” The Economist, December 20, 2005. +Marean, Curtis W. “How Homo Sapiens Became the Ultimate +Invasive Species.” Scientific American, July 14, 2015. +Menand, Louis. “What Personality Tests Really Deliver.” The New +Yorker, September 3. 2018. +“The Mormons.” American Experience, Frontline. +https://www.pbs.org/mormons/faqs/mission.html. +Rhode, Jason. “The Sudden, Shocking Fall of Nate Silver.” Paste, +July 13, 2016. +Sinek, Simon. “Millennials in the Workplace.” +https://www.youtube.com/watch?v=hER0Qp6QJNU. +Stromberg, Joseph, and Caswell, Estelle. “Why the Myers-Briggs +Test Is Totally Meaningless.” Vox, October 8, 2015. +Wohlsen, Marcus. “I Just Want Nate Silver to Tell Me It’s All Going +to Be Fine.” Wired. October 16, 2016. + + +The best hype artists never stop learning. Neither should you. +If you would like me to send you my recommendations of additional +books about propaganda, cult tactics, blatant self-promotion, and +various other forms of mischief making, visit hypereads.com/list. + + +INDEX +Abdul-Jabbar, Kareem, 44 +Access, ease of, 131 +Accomplishments, narrative of, 77–80 +Action, effortless, 164 +Activism, 64–65 +Adaptability, 159 +The Adventures of Tom Sawyer (Twain), 156 +Advertising, 64, 103–104 +Advertising Age, 115 +Advice, soliciting, 52–53 +Age of Propaganda (Aronson and Pratkanis), 7, 155 +Agia Eleni, Greece, 136 +Ali, Muhammad, 44 +Alice Cooper Band, xii, 1–4, 176 +Alicke, Mark D., 73–74 +Allen, Rebecca, 113 +Alley, Kirstie, 143 +Alliance building, 15, 19–21 +Alliteration, 115–119 +ALS (amyotrophic lateral sclerosis), 64 +ALS ice bucket challenge, 64 +Alternative point of view, 61, 128–129 +Alt-right movement, 68 + + +Altucher, James, 25, 66 +American Apparel, 67–68 +American Psychological Association (APA), 97 +American Society of Muslims, 44 +Amway, 131–133, 139, 156 +Amyotrophic lateral sclerosis (ALS), 64 +Andre the Giant stickers, 113–114 +Anastenaria, 136 +Angelus Temple, 116 +Anticipation, building, 130–132 +Antisocial personality disorder (APD), 162 +APA (American Psychological Association), 97 +Apollo (Greek god), 55–56 +Appreciation, 16–17, 20–21 +Arbitrage, psychological, 106–108 +Arlene’s Grocery (New York, N.Y.), 30 +Aronson, Elliot, 7, 27, 38, 155–156 +Arousal, rituals causing, 135–138 +The Art of Seduction (Greene), 66 +Assessment tools, developing, 150–151 +Athens, ancient, 126 +Atlantic crossing, in hot-air balloon, 74–76 +Attention, xx, 63–66 +Audience, cultivating, 24–25 +Authority, 98, 104 +BabyLand General, 130 +Bacon, 13–15 +Baldr the Bright (Norse god), 63 +Baldwin, Alec, 144 +Barabási, Albert-László, 62 +Basecamp, 128–129 + + +“Battle Hymn of the Republic” (song), 49 +The Beatles, 60 +Beecher, Henry Ward, 45 +Beech-Nut, 14 +Behavior: +formulas and statistics on, 100–102 +slogans about, 119 +Behavioral engineering, 101–102 +Beliefs: +about change, 50–53 +building communities around, 149–151 +challenging accepted, 61, 126 +and dealing with uncertainty, 141–145 +holding contradictory, 157 +setting down your, 141–152 +writing books about, 145–148 +Benevolent mischief, 57, 175–177 +Bernays, Edward, 13–15, 21, 25 +“Bibles,” writing, 145–148 +Biden, Hunter, 6 +Billboard (magazine), 121 +Billboards, defacing, 66–68 +Bin, Qingchi “C Bin,” 106–108, 171 +Binaca, 132 +Bismarck, Otto von, 8–9, 11 +Blame, 161 +Blavatsky, “Madame” Helena, 76, 145–147 +BMW, 116 +Bolshevik Revolution, 77, 112 +Book in Box, 24–25 +Book of Doctrine and Covenants, 45 +Books, writing, 145–148 + + +Boredom, 127–128 +Boston University, 106 +Bowie, David, 20–21, 29, 30 +Brand positioning, 115 +Brand recognition, 132 +Branson, Richard, xxi, 74–77, 176 +Breakfast, eating habits at, 13–15 +Brecht, Bertolt, 27–30 +Brehm, Jack, 51 +Brehm, Sharon, 51 +Briggs, Katharine Cook, 150–151 +Bright-Sided (Ehrenreich), 98 +Brinkley, “Dr.” John R., xxi, 34 +Brown, Nick, 99 +Buffett, Warren, 50–51 +Burger King, 115 +Burlington, Vt., 38 +Butler, Eliza Marian “E. M.,” 71, 73 +Buy-in, scientific packaging to increase, 103–106 +Byrne, Rhonda, 147 +C Bin (see Bin, Qingchi) +Cabbage Patch Kids, 130–131 +Caffeine, 166–167 +Calvin Klein, 89 +Carlzon, Jan, 125 +Carnegie, Dale, 50–52, 147 +Catholic Church, 59 +Celebrities, niche, 19–21 +Certainty, presenting data with, 101–102 +Change: +beliefs about, 50–53 + + +gradual, 46–47, 53, 159 (See also Milk before meat) +Charney, Dov, 68 +Chestnut Hill, Pa., 101 +Chicago, Ill., 159 +Chihuly, Dale, 113 +China: +mythology of, 56 +self-promotion in, 107–108, 171–173 +Christian Science, 87 +Christianity, 47–48, 56 +Chuang Tzu, 153 +Church of Jesus Christ of Latter-Day Saints, 45, 156 +Church of Scientology, 143, 147 +“Churches,” creating, 149–151 +Churchill, Winston, 139 +Circle of influence: +of Edward Bernays, 13–15 +building alliances in, 19–21 +creating magi persona in, 79–80 +cultivating an audience with, 24–25 +ego, appreciation, and recognition in building of, 16–17 +helping others in, 21–24 +identifying key people for, 17–18 +and piggybacking principle, 15 +Civil War, 49, 87 +Cleveland, Ga., 130 +Clients, hard work on behalf of, 158–159 +Clinton, George, 29 +Clinton, Hillary, 94 +Clothing: +and identity, 39–40 +as part of persona, 28–31 + + +Club culture, 137 +CNN, 6 +Cognitive dissonance, 157 +Columbia Business School, 50 +Comey, James, 6 +Commands, giving, 104, 119 +Community building: +around beliefs, 149–151 +ego, appreciation, and recognition in, 16–17, 20–21 +by helping others, 21–24 +by hype artists, 15 +pleasure and pain for, 135–138 +(See also Circle of influence; Tribe) +Comprehensive solutions, 89–91, 144 +Confidence, 94, 105–106, 135 +Connections, helping make, 21–24 +Core traits, 38–39 +Corporate culture, 144 +Cortisol, 166 +Coyote (Nez Perce spirit), 56 +Creative businesses, staging for people in, 134 +Credibility, 99–100, 107–108 +Creel Committee, 14, 116 +Crowd psychology, 34 +Cruise, Tom, 143 +Culture, corporate, 144 +The Daily Stoic (web publication), 69 +Dale Carnegie Institute, 50–51 +Darius, King, 72 +Darwin, Charles, 81 +Data, presenting, 98–99, 101–102 + + +De Sena, Joe, 35–37 +Deceit, 78, 108 +Decision making: +credibility signals for, 100 +emotions in, xx, 162–164 +message delivery in, 111–112 +predictions for, 33–34 +staging to influence, 134 +Declaration of Independence, 49 +Dedao (platform), 106–107 +Defaced billboard stunt, 66–68 +Detroit, Mich., 41–43 +Devo, 29 +Dianetics (Hubbard), 142–143, 146–147 +Diet, for self-regulation, 166–167 +Dionysus (Greek god), 126 +Discomfort, 135–138 +Dissatisfaction, 88–89 +Distancing, from previous persona, 68–69 +Dixie Cup, 14 +The Dr. Oz Show (television series), 18 +Dopamine, 103, 137 +Dramatic elements (see Theatrical and dramatic elements) +Dylan, Bob, 176 +Ebenezer Baptist Church (Atlanta, Ga.), 49 +Ecko, Marc, 61–62 +Ecko Unlimited, 61–62 +Economist (magazine), 149 +Edison, Thomas, 80–81, 176 +Effortless action, 164 +Ego, 16–17, 20–21 + + +Ehrenreich, Barbara, 98 +Eightfold Path, 150 +Eisenhower, Dwight D., 127 +Elf (film), 79 +Emotional release, in theater, 126 +Emotions: +of Amway rally participants, 133 +creating messages to spark, 47–50 +decision making based on, xx, 162–164 +of hype artists, 162–163 +regulating, 162–167 +in response to hype, xvii, 47 +Empathy, 162 +Endorphins, 136, 137 +Enemies, making, xiii–xvi, 1–11 +Shep Gordon’s use of, 1–3 +and hatred as a unifier, 3 +in political propaganda, 5–7 +selecting an enemy, 8–11 +and us-versus-them view of world, 4–5 +for Andy Warhol, 16 +Enhanced interrogation techniques, 97 +Epictetus, 68 +Eshu (Yoruba god), 56 +Esquire (magazine), 18 +Euro RSCG, 103 +Experimentation, 174–175 +Expertise, 104, 146 +Exploding Plastic Inevitable event, 137–138 +Fairey, Shepard, 113–114 +Familiarity, 49–50, 120–121 + + +Fard, Wallace D., 42–43, 45 +Farrakhan, Louis, 44–45 +Favorability, repetition and, 112 +Ferriss, Tim, 25, 66, 76, 88, 147 +Festival of the Two Saints, 136 +Fights, picking (see Enemies, making) +Financial indicators, 93 +Fire walking, 135–137 +“Fire-Walking and the Brain” (Xygalatas), 136 +First-mover advantage, 149–150 +Fitting in, 82–83 +FiveThirtyEight, 92 +Followers of the Way, 47 +Forbes (magazine), 108, 171 +Ford Motors, 41 +The Formula (Barabási), 62 +The 48 Laws of Power (Greene), 66 +The Fountainhead (Rand), 89–90 +The 4-Hour Workweek (Ferriss), 88, 147 +Fox, Kate, 85–86, 145 +Fox, Maggie, 85–87, 145 +Framing: +of comprehensive solutions, 89–91 +in fetishizing of work, 156–157 +of weaknesses as strengths, 80–84 +Franco-Prussian war, 8–9 +Freed, Alan, 122 +Freelancing, ix–xi +Freemasonry, 43 +French Revolution, 112 +Freud, Sigmund, 14 +Fried, Jason, 128–129 + + +Friendships, mutually beneficial, 15–17 +Futurists, 93 +Fyre Festival, 176 +The Game (Strauss), 32, 33, 164 +General Electric, 144 +Generation Z, xix +Genesis (Biblical book), 150 +Germany, 8–9, 28 +Goebbels, Joseph, xxi +Golf, ranking system for, 149–150 +GoodFellas (film), 35 +Gordon, Shep, xii, 1–4, 10, 176 +Gradual change, 46–47, 53, 159 (See also Milk before meat) +Grand Guignol theater (Paris, France), 57–59 +Grant, Adam, 151 +Grassroots following, 15 +Grey, Sasha, 68 +Great Recession, 91 +Greek mythology, 55–56 +Greene, Robert, 66, 85 +Guatemala, 14 +Gurdjieff, George Ivanovich, 157–158 +Hamilton (musical), 6 +Hansson, David Heinemeier, 128–129 +Hard work (see Work, fetishizing) +Harley-Davidson, 6, 89 +Harvard Business School, 101 +Harvard University, 117 +Hatred, as a unifier, 3, 4 +Hawking, Stephen, 105 + + +Healthy Living, 18 +Helping others, 21–24 +Helplessness, learned, 97 +Henry, Patrick, 112 +Hermes (Greek god), 55–56 +High-arousal rituals, 135–138 +Hill, Napoleon, 147 +Hip-hop, xvi +Hippocampus, 112 +Hodr (Norse god), 63 +Hoffer, Eric, 1, 127, 139 +Hoffman, Abbie, 63–64 +Holiday, Ryan, 25, 66–69 +Holmes, Elizabeth, 176 +Hooks, musical, 122 +Horvat-Markovic, Erik James (Mystery), 32–33, 164, 174–175 +Hot-air balloon, Atlantic crossing in, 74–76 +House of David, 76 +Hovland, Carl, 99–100 +How to Win Friends and Influence People (Carnegie), 51, 147 +Howes, Lewis, 25 +Hubbard, Lafayette Ronald “L. Ron,” 141–143, 146–147 +Human Be-In event, 118–119 +Hustle, xi–xiv, 9, 153–157 +Hyde, Lewis, 57 +Hydesville, N.Y., 85 +Hynde, Chrissie, 21–24 +Hype: +defined, xvi–xix +emotion and reaction in, xvii, 47 +overcoming inequality with, 170–171 +Hype artists: + + +beliefs of, 144, 151 +casting of protagonists by, 139 +circle of influence for, 25 +community building by, 15 +fetishizing of work by, 156–157 +framing of weaknesses by, 82 +gradual change for, 53 +internal state of, 161–164 +language used by, 112 +lifelong learning for, 175 +miracle heuristics used by, 74 +persona construction by, 31–33, 70 +prophecy by, 93 +repetition for, 114 +self-regulation for, 165 +shift to new persona for, 70 +staging for, 135 +I Hope They Serve Beer in Hell (Max), 24, 67 +Identity, building tribe’s, 35–40 +Imagery, 115–119 +IMG (International Management Group), 149–150 +Impermanence, 144 +Incentives, for manufacturing momentum, 63 +Inequality in society, 169–171 +Influence: +Edward Bernays’s use of, 14–15 +from filling a void (see Void, filling) +of magi, 71–73 +of niche celebrities, 19–21 +questioning to exert, 52–53 +and staging, 134 + + +support from people with, 17–18 +(See also Circle of influence) +In-groups, 4–5, 7 +Internal state, of hype artists, 161–164 +International Institute of Four Square Evangelism, 116, 125 +International Management Group (IMG), 149–150 +Interview (magazine), 17, 20 +Isis Unveiled (Blavatsky), 146 +Islam, 44 +Jain, Carola, 38 +Jargon, using, 49–50, 109 +Jay-Z, xix +Jesus of Nazareth, 47, 141 +Jobs, Steve, xix, 11, 33, 139 +Johansen, David, 22 +Jones, Jim, xxi +Journalism, advertising vs., 64 +Julius Caesar, 112 +Kaiser Family Foundation, 117 +Kelly, Megyn, 6 +Keynote speakers, 138 +Kim Jong Il, 76 +King, Martin Luther, Jr., xxi, 49 +KOWH radio station, 120–122 +Lake Forest, Ill., 126 +Lakoff, George, 111 +Lambert, Gerard, 103–104 +Language: +for filling a void, 90–91 +jargon, 49–50, 109 + + +scientific vocabulary, 103–106 +simple, 112 +The Language Instinct (Pinker), 115 +Le Bon, Gustave, 13, 34–35, 117 +Leadership, 9–10, 52 +Learned helplessness, 97 +Learning, lifelong, 175 +Leary, Timothy, 117–119 +Limbic system, 103 +Lindstrand, Per, 74–76 +Listerine, 104 +Little, Malcolm (Malcolm X), 43–44 +Little People, 130 +Loki (Norse god), 56, 63 +London, England, 1–3 +Los Angeles, Calif., 125, 159 +Losing My Virginity (Branson), 75 +LSD (lysergic acid diethylamide), 117–118 +Lucky Strike, 14 +Lydon, John “Johnny Rotten,” 22 +Lysergic acid diethylamide (LSD), 117–118 +Macintosh (computer), 11, 139 +Macy’s, 61–62 +Madoff, Bernie, 176 +Magicians, 46, 73, 76 +Magus, becoming, 71–84 +by creating narrative of accomplishments, 77–80 +by demonstrating worthiness and power, 74–77 +for George Ivanovich Gurdjieff, 157 +influence of Median magi, 71–73 +and miracle heuristics, 71–74 + + +by reframing weaknesses as strengths, 80–84 +by writing a bible, 148 +Malcolm X (Malcolm Little), 43–44 +The Management Myth (Stewart), 102 +Manifestos, 91, 151 +Manigault, Omarosa, 6 +Manson, Charles, 50–52 +“The March of the Martyrs” (McPherson), 117 +March on Washington, 49 +Marcus Aurelius, 68 +Marean, Curtis W., 4 +Market research firms, 93 +Maron, Marc, 22 +Mashable, 155 +Mass movements, 127–128, 156 +Massachusetts Institute of Technology (MIT), 115 +Maurey, Max, 57, 59 +Max, Tucker, 24–25, 66, 67 +MBTI (Myers-Briggs Type Indicator), 150–151 +McCormack, Mark, 149–150 +McFarland, Billy, 176 +McKinsey&Company, 151 +McLaren, Malcolm, xii, 22 +McLeod, Kembrew, 55 +McLuhan, Marshall, 118 +McPherson, Aimee Semple, 116–117, 125–128 +Meaning making, 74, 119, 158 +Median Empire, 71–73 +Meditation, 166, 167 +Meetings, staging for, 134 +Megachurches, 116, 125, 149 +Mercedes Benz, 116 + + +“The Merry Go Round Broke Down” (McPherson), 117 +Message: +at heart of persona, 33 +leading with, 47–49 +Message delivery, 111–123 +imagery and alliteration in, 115–119 +repetition in, 111–114, 120–123 +rhythm and rhyme in, 120–123 +scientific packaging for, 105 +Méténier, Oscar, 57–59 +#MeToo movement, 135 +Micro-asks, 53 +MicroFame Media, xviii +Milk before meat, 41–53 +and beliefs about change, 50–53 +message to lead with, 47–49 +in Nation of Islam, 41–45 +neurological basis for, 45–47 +Millennials, xix, 104–105 +Miller, James, 61, 121 +Miracle heuristics, 71–74, 76–77 +Mischief, benevolent, 57, 175–177 +MIT (Massachusetts Institute of Technology), 115 +Mlodinow, Leonard, 100 +Momentum, manufacturing, 61–63 +Monkey King (Chinese god), 56 +Moon, Sun Myung, 155–156, 158 +Moorish Science Temple of America, 43 +Moral manipulation, xiv–xvi +Morality: +of hype artists, 161–162 +of tricksters, 56 + + +of using hype, xvii–xviii, xx–xxi, 171–173, 175–177 +of using propaganda, 7 +Mormon Church, 45, 156 +Moss, Elisabeth, 143 +Motorola, 144 +Mueller, Robert, 6 +Muhammad, Elijah, 43–44 +Multilevel marketing, 132 +Music, repetition and radical simplification in, 120–123 +“The Music Goes Round and Round” (song), 120 +Mutually beneficial friendships, 15–17 +Myers, Isabel Briggs, 150–151 +Myers-Briggs Type Indicator (MBTI), 150–151 +Mystery (see Horvat-Markovic, Erik James) +Mystery, element of, 125–129, 131 +The Myth of the Magus (Butler), 73 +Mythological tricksters, 55–57 +Narrative of accomplishments, 77–80 +Nation of Islam (NOI), 41–45 +NATO, 6 +Neocortex, 103 +Neurology: +basis for “milk before meat” in, 45–47 +response to repetition, 111–114 +Simon Sinek’s use of, 103, 104 +New Age, 87 +New York, N.Y., 30, 35, 130 +New York Academy of Music, 87 +New York Dolls, 22 +New York Times, 143 +Nez Perce tribe, 56 + + +Niche celebrities, 19–21 +NOI (Nation of Islam), 41–45 +Norms, inverting, 57–61 +Norse mythology, 56, 63 +Obama, Barack, 92 +Objectivism, 90 +The Obstacle Is the Way (Holiday), 69 +O’Donnell, Rosie, 6 +Ogilvy&Mather, 103 +Oldham, Andrew Loog, xii, 11, 60–61 +Omaha, Neb., 120, 121 +Oneida commune, 156 +Online media, niche marketing on, 19–21 +Ontario, Canada, 126 +Osteen, Joel, 125 +Ouspensky, Peter Damien, 157 +Out-groups, 4–5, 7 +Ovid, 41 +Oxytocin, 5 +Oz, Mehmet “Dr. Oz,” 17–18, 25 +Packaging, perfecting, 27–40 +by Bertolt Brecht, 27–30 +to build identity of tribe, 35–40 +constructing a persona, 30–35 +definition of packaging, 31 +(See also Scientific packaging) +Palmer, Arnold, 149 +Paradise Valley neighborhood, 41–43 +Parents, hatred of Alice Cooper by, 3, 4 +Paris, France, 57–59 + + +Patterns, preference for, 115 +Peak (business), 36, 37 +Pelosi, Nancy, 6 +Persians, 38, 72 +Persona construction, 30–35 +after trickster, 66–70 +by Bertolt Brecht, 27–28 +as magi, 76–78 +message at heart of, 33 +for musicians, 28–31 +for professionals, 31–35 +as trickster, 60–61 +Personal philosophy, in bible, 148 +Persuasion: +credibility displays and, 99–100 +to make small changes, 46 +by making change their idea, 50–52 +self-regulation for, 163–165 +Physical activity, self-regulation and, 165–166 +Piccadilly Circus (London, England), 2–3 +Pickup artists, 32–33, 163–164 +Piggybacking principle, 15–18 +Pinker, Steven, 115 +Pinnacle Point, South Africa, 4 +Pleasure, discomfort and, 135–138 +Point of view, unexpected/alternative, 61, 128–129 +Political leaders: +propaganda used by, 5–7 +theatrical elements used by, 139 +Positive psychology, 98–99 +Power, 73–77 +Pratkanis, Anthony, 7, 27, 38, 155–156 + + +Predictions, 33–34, 94–95 +Prefrontal cortex, 162 +Prestige, 34–35, 38, 108 +The Pretenders (band), 22 +The Principles of Scientific Management (Taylor), 101 +Privilege, xv–xvi, 56–57, 170 +Procter&Gamble, 132 +Professionals: +persona construction by, 31–35 +staging for, 134–135 +Propaganda, 5–7, 14, 113 +Prophecy, 91–95 +Protagonists: +casting of, 138–140 +in narrative of accomplishments, 77–78 +Providence, R.I., 114 +Psychological arbitrage, 106–108 +Pulp fiction, 141, 142 +Punk (magazine), 130, 131 +Purnell, “King” Benjamin Franklin, 76 +Pussy Riot, 64–65 +Putin, Vladimir, 65 +Queens, N.Y., 35 +Questioning, for subtle influence, 52–53 +Quirky traits, embracing, 82–83 +Radical simplification, 112, 122–123 +Ramones, 30 +Rand, Ayn, 33, 77–78, 89–90 +Ranking systems, 149–150 +Ransom, Michael R., 73–74 + + +Read & Riot (Tolokonnikova), 65 +Real estate, staging in, 133 +RealAge.com, 18 +Recognition, 16–17 +Recruitment, 149, 156 +Red Bull, 132 +Red Lobster, 115 +Religions: +community building in, 149–151 +milk before meat in, 41–48 +setting down beliefs in, 145–147 +theatrical elements in message delivery, 125–128 +volunteer labor in support of, 156–158 +(See also specific religions) +Repetition, 111–114, 119–123 +Rhode Island School of Design (RISD), 112–113 +Rhyme, using, 116, 117, 120–123 +Rhythm, of message, 119–123 +Ries, Al, 115 +Ries, Laura, 115–116 +RISD (Rhode Island School of Design), 112–113 +Rituals, high-arousal, 135–138 +Robbins, Tony, 135 +Roberts, Xavier, 130, 131 +Robertson, Pat, 125 +Rochester, N.Y., 86 +Rock and roll, xii, xvi, 122 +Rock to cling to (see Beliefs) +Rolling Stones, xii, 11, 60–61 +Rotten, Johnny (John Lydon), 22 +St. Regis Hotel (Shenzhen, China), 172 + + +Sales, closing, 46–47 +Satan, as trickster, 56 +Saul of Tarsus, 47–48 +Schein, Michael, ix +Scientific management, 101–102 +Scientific packaging: +credibility based on, 99–100 +L. Ron Hubbard’s use of, 143, 146–147 +maximizing buy-in with, 103–106 +for Myers-Briggs Type Indicator, 150–151 +and presenting data with certainty, 101–102 +as psychological arbitrage, 106–108 +Martin Seligman’s use of, 97–99 +Scientology, 143, 147 +The Secret (Byrne), 147 +Secret society (see Circle of influence) +Self-promotion, xiii–xiv +in China, 107–108, 171–173 +in hip-hop, xvi +hype for, xvii +by Millennials and Generation Z, xix +and us-versus-them mentality, 5 +by Gary Vaynerchuk, 154 +Self-regulation, 162–167 +Seligman, Martin, 97–99 +Sex Pistols, xii, 22 +Shame, about work hard, 160–161 +Shields, Brooke, 89 +Shock value, 59 +Showtime at the Apollo (television series), x +Silver, Nate, 91, 92, 94 +Simplification, radical, 112, 122–123 + + +Sinek, Simon, 103–105 +Six Sigma, 144–145 +Skills exploitation, for magi persona, 79–80 +Sloganeering, 112, 118–119 +Smith, Bill, 144 +Social media, tricksters on, 66, 67 +Software industry, 128–129 +Solutions, comprehensive, 89–91, 144 +Sonic Youth, 30 +Spartan Race, 37–40 +Spedding, Chris, 22 +Spiritualism, 85–89, 145–146 +Spontaneity, choreographing, 132–133 +Staging, of events, 131–135 +“Start with Why” (TED Talk), 103 +Stewart, Bill, 120–122 +Stewart, Matthew, 97, 102 +Storz, Todd, 120–122 +Straight talk, 104 +Strategic Coach, 159–161 +Strauss, Neil (Style), 32–34, 163, 164, 174–175 +Strengths, reframing weaknesses as, 80–84 +Stress, 162–163, 166 +Stross, Randall, ix +Style (see Strauss, Neil) +Style icons, 40 +Subliminal (Mlodinow), 100 +Success: +success as contributor to future, 62–63 +talent and, xi–xii +Surprise, 73, 84, 128–129 +Symbols, repetition of, 113–114 + + +Talent, success and, xi–xii +Taoism, 164 +Taylor, Frederick Winslow, 101–103 +Taylor, Kathleen, 46, 162 +TBWA (agency), 115 +TED Talks, 103 +Ten Commandments, 150 +Tension, dramatic, 125–129, 137–138 +Teresa, Mother, xxi +L-Theanine, 167 +Theatrical and dramatic elements, 125–140 +building anticipation, 130–131 +casting protagonists, 138–140 +George Ivanovich Gurdjieff’s use of, 157 +of high-arousal rituals, 135–138 +staging events, 131–135 +tension and mystery, 125–129 +Theosophical Society, 43 +Theosophy, 87, 147 +Theranos, 176 +Thermopylae, battle at, 38 +Think and Grow Rich (Hill), 147 +30 Rock (television series), 144 +37signals (company), 128–129 +Thomas, Chris, 22 +300 (film), 38 +Thunberg, Greta, 6 +Tide, 132 +Time (magazine), 18 +Tolokonnikova, Nadya, 65 +Tom Sawyer effect, 155–160 +Top 40 radio, 121–123 + + +Toronto, Ont., 159 +Townshend, Pete, 64 +Traits: +core, 38–39 +quirky, 82–83 +Travolta, John, 143 +Trend spotting, 94 +Tribe: +building identity of, 35–40 +making people believe it’s their idea, 50–53 +manufacturing momentum with, 62–63 +(See also Circle of Influence; Community building) +Trickster, becoming, 55–70 +by commanding attention, 63–66 +by inverting norms, 57–61 +by manufacturing momentum, 61–63 +shifting to new persona after, 66–70 +and trickster character in myth, 55–57 +Trout, Jack, 115 +The True Believer (Hoffer), 127 +Trump, Donald, 5–7, 10–11 +Trust Me, I’m Lying (Holiday), 68–69 +Tur, Katy, 6 +Twain, Mark, 156 +Uncertainty, dealing with: +by filling void, 87–88, 93–95 +ranking systems for, 150 +repetition for, 121 +by setting down beliefs, 141–145 +Unconventional operators, xii–xiii (See also Hype artists) +“Underpromise and overdeliver” maxim, 158–159 + + +Unexpected point of view, 61, 128–129 +Unification Church, 155–156 +Unilever, 132 +United Fruit Company, 14 +United States, self-promotion in China vs., 171–173 +Universe, explaining workings of, 146–148 +University of East London, 99 +University of Michigan, 112 +University of Nebraska, 50 +University of Pennsylvania, 89, 97, 151 +Us-versus-them mentality, 4–5, 7, 133 +Vaynerchuk, Gary, xiii–xiv, 9, 61, 139, 153–155 +Virgin Group, 76 +Void, filling, 85–95 +framing comprehensive solution for, 89–91 +by L. Ron Hubbard, 143 +persona construction for, 38–39 +with prophecy, 91–95 +in spiritualism movement, 85–89 +Volunteers, labor done by, 156–158 +VStarOne, 107–108 +Warhol, Andy, 16–17, 20, 25, 33, 82, 137–138 +Warren, Rick, 125 +Washington, D.C., 63 +Washington, Peter, 157 +Weaknesses, reframing of, 80–84 +Weiner-Davis, Michele, 169 +Weiss, Walter, 99–100 +Welch, Jack, 144 +Wembley Arena (London, England), 1–3 + + +Westwood, Lee, 150 +Westwood, Vivienne, 22 +The Who, 63–64 +Whole Foods, 88–89 +Wilson, Woodrow, 116 +Wine Library TV, 154 +Winfrey, Oprah, 18–20 +Women, spiritualism for, 86–88 +Woodhull, Victoria, 45 +Work, fetishizing, 153–168 +and internal state of hype artists, 161–164 +and self-regulation, 164–167 +Tom Sawyer effect in, 155–160 +by Gary Vaynerchuk, 153–155 +World War I, 14, 27, 116 +World War II, 139, 141–142 +Worthiness, 73–77, 83–84 +“WrestleMania 2230” (Schein), ix +WTF (podcast), 22 +Wunderkinds, 21, 66–67 +Wu-wei, 164 +Xygalatas, Dimitris, 136, 137 +Yeses, small, 46–47 +Yippie movement, 63–64 +Yoruba, 56 +Zajonc, Robert, 112 +Zheng, Zeyu, 106–108, 171 +Zoom calls, staging for, 134 +Zuckerberg, Mark, xix + + +ABOUT THE AUTHOR +Michael F. Schein is the founder and president of MicroFame +Media, a marketing agency that specializes in making idea-based +companies famous in their industries. Some of his clients have +included eBay, Magento, The Medici Group, University of +Pennsylvania, Gordon College, University of California Irvine, United +Methodist Publishing House, Ricoh, LinkedIn, and Citrix. His writing +has appeared in Fortune, Forbes, Inc., Psychology Today, and +Huffington Post, and he is a speaker for international audiences +spanning from the northeastern United States to the southeastern +coast of China. He is also the creator of the popular Hype Book +Club, which provides regular recommendations of books about +hype artists and hype strategies. You can download these +recommendations for yourself by visiting hypereads.com/list. + + +Contents +1. Cover +2. Title Page +3. Copyright Page +4. Dedication +5. Contents +6. Acknowledgments +7. Introduction How I Became a Professional Hype Artist (and +Why You Should Too) +8. Hype Strategy #1 Make War, Not Love +9. Hype Strategy #2 Create Your Own Secret Society (the +Piggybacking Principle) +10. Hype Strategy #3 Perfect Your Packaging +11. Hype Strategy #4 Give the Little Babies Their Milk +12. Hype Strategy #5 Become a Trickster (at Least for a Little +While) +13. Hype Strategy #6 Become a Magus +14. Hype Strategy #7 Find a Void and Fill It +15. Hype Strategy #8 Make It Scientific +16. Hype Strategy #9 Prayers, Spells, and Symbols +17. Hype Strategy #10 Embrace Theater and Drama +18. Hype Strategy #11 Set Down a Rock for Your Followers to Cling +To +19. Hype Strategy #12 Fetishize Work, Master Effortless Doing +20. Epilogue +21. Bibliography +22. Index +Guide + + +1. Cover +2. Title Page +3. The Hype Handbook: 12 Indispensable Success Secrets From +the World’s Greatest Propagandists, Self-Promoters, Cult +Leaders, Mischief Makers, and Boundary Breakers +Page List +1. i +2. ii +3. iii +4. iv +5. vi +6. vii +7. viii +8. ix +9. x +10. xi +11. xii +12. xiii +13. xiv +14. xv +15. xvi +16. xvii +17. xviii +18. xix +19. xx +20. xxi +21. 1 +22. 2 +23. 3 +24. 4 +25. 5 + + +26. 6 +27. 7 +28. 8 +29. 9 +30. 10 +31. 11 +32. 12 +33. 14 +34. 15 +35. 16 +36. 17 +37. 18 +38. 19 +39. 20 +40. 21 +41. 22 +42. 23 +43. 24 +44. 25 +45. 26 +46. 28 +47. 29 +48. 30 +49. 31 +50. 32 +51. 33 +52. 34 +53. 35 +54. 36 +55. 37 +56. 38 +57. 39 +58. 40 +59. 41 + + +60. 42 +61. 43 +62. 44 +63. 45 +64. 46 +65. 47 +66. 48 +67. 49 +68. 50 +69. 51 +70. 52 +71. 53 +72. 54 +73. 56 +74. 57 +75. 58 +76. 59 +77. 60 +78. 61 +79. 62 +80. 63 +81. 64 +82. 65 +83. 66 +84. 67 +85. 68 +86. 69 +87. 70 +88. 71 +89. 72 +90. 73 +91. 74 +92. 75 +93. 76 + + +94. 77 +95. 78 +96. 79 +97. 80 +98. 81 +99. 82 +100. 83 +101. 84 +102. 85 +103. 86 +104. 87 +105. 88 +106. 89 +107. 90 +108. 91 +109. 92 +110. 93 +111. 94 +112. 95 +113. 96 +114. 98 +115. 99 +116. 100 +117. 101 +118. 102 +119. 103 +120. 104 +121. 105 +122. 106 +123. 107 +124. 108 +125. 109 +126. 110 +127. 112 + + +128. 113 +129. 114 +130. 115 +131. 116 +132. 117 +133. 118 +134. 119 +135. 120 +136. 121 +137. 122 +138. 123 +139. 124 +140. 126 +141. 127 +142. 128 +143. 129 +144. 130 +145. 131 +146. 132 +147. 133 +148. 134 +149. 135 +150. 136 +151. 137 +152. 138 +153. 139 +154. 140 +155. 141 +156. 142 +157. 143 +158. 144 +159. 145 +160. 146 +161. 147 + + +162. 148 +163. 149 +164. 150 +165. 151 +166. 152 +167. 154 +168. 155 +169. 156 +170. 157 +171. 158 +172. 159 +173. 160 +174. 161 +175. 162 +176. 163 +177. 164 +178. 165 +179. 166 +180. 167 +181. 168 +182. 170 +183. 171 +184. 172 +185. 173 +186. 174 +187. 175 +188. 176 +189. 177 +190. 178 +191. 180 +192. 181 +193. 182 +194. 183 +195. 184 + + +196. 185 +197. 187 +198. 188 +199. 190 +200. 191 +201. 192 +202. 193 +203. 194 +204. 195 +205. 196 +206. 197 +207. 198 +208. 199 +209. 200 +210. 201 +211. 202 diff --git a/library/The Hype Handbook/Chapter-01-Make-War-Not-Love/Chapter-01-chapter-notes.md b/library/The Hype Handbook/Chapter-01-Make-War-Not-Love/Chapter-01-chapter-notes.md new file mode 100644 index 0000000..3f7fd09 --- /dev/null +++ b/library/The Hype Handbook/Chapter-01-Make-War-Not-Love/Chapter-01-chapter-notes.md @@ -0,0 +1,27 @@ +# The Hype Handbook — Chapter 01: Make War, Not Love +- **Date Created**: 2026-10-11 +- **Status**: Not Started +- **Reading Span**: PDF pages 22–32 + +--- + +## 1. Pre-Reading Briefing +- **Core Question**: +- **Key Points to Watch For**: +- **Context & Thread from Prior Chapters**: First chapter — nothing carried in. + +--- + +## 2. Reading Review & Reflections +- **Prompt Questions**: +- **User Key Takeaways**: +- **Scaffolding & Feedback**: + +--- + +## 3. Chapter Synthesis +- **Core Thesis**: +- **Key Concepts / Mental Models**: +- **Notable Arguments & Evidence**: +- **Updates to Prior Understanding**: +- **Weekly Action Item**: diff --git a/library/The Hype Handbook/Chapter-01-Make-War-Not-Love/Chapter-01-memory.md b/library/The Hype Handbook/Chapter-01-Make-War-Not-Love/Chapter-01-memory.md new file mode 100644 index 0000000..f1f5791 --- /dev/null +++ b/library/The Hype Handbook/Chapter-01-Make-War-Not-Love/Chapter-01-memory.md @@ -0,0 +1,27 @@ +# The Hype Handbook — Chapter 01 Memory: Make War, Not Love +- **Stage**: Intake complete — awaiting preview +- **Next Step**: Run the Chapter 1 pre-reading briefing before the reader starts. +- **Reading Span**: PDF pages 22–32 +- **Source Text**: /library/The Hype Handbook/Chapter-01-Make-War-Not-Love/Chapter-01-source-text.md (the chapter's own words; read instead of the PDF) +- **Full Record**: /library/The Hype Handbook/Chapter-01-Make-War-Not-Love/Chapter-01-chapter-notes.md (read only if needed) +- **Last Updated**: 2026-10-11 + +## Carried-in Context (from earlier chapters) +- First chapter — nothing carried in. + +## This Chapter +- **Core Question**: Pending preview +- **Watch-For Themes**: Pending preview +- **Core Thesis**: Pending +- **Key Concepts**: Pending +- **Notable Arguments / Evidence Limits**: Pending +- **Action Item**: Pending + +## Reader State +- **Pending Questions**: None +- **Reader's Answers (paraphrase)**: None +- **Misconceptions / Feedback Given**: None +- **Personal Threads**: None yet + +## Open Threads +- None yet. diff --git a/library/The Hype Handbook/Chapter-01-Make-War-Not-Love/Chapter-01-source-text.md b/library/The Hype Handbook/Chapter-01-Make-War-Not-Love/Chapter-01-source-text.md new file mode 100644 index 0000000..6ae37e6 --- /dev/null +++ b/library/The Hype Handbook/Chapter-01-Make-War-Not-Love/Chapter-01-source-text.md @@ -0,0 +1,346 @@ +# The Hype Handbook — Chapter-01: Make War, Not Love +- **Source**: /library/The Hype Handbook/source-file.pdf +- **PDF pages**: 22–32 +- **Pages without text**: none + +--- + + +S +HYPE STRATEGY #1 +MAKE WAR, NOT LOVE +Mass movements can rise and spread without belief in a God but +never without belief in a devil. +—ERIC HOFFER +hep Gordon had a problem. +His client Alice Cooper had finally made it in America. Not only +that, but Gordon had landed the band the gig of a lifetime—a +headlining spot playing the 10,000-seat-capacity Wembley Arena in +the United Kingdom. Unfortunately, the band had only managed to +sell 500 of these seats, and there was less than a month before the +big show. +Gordon had been in a similar spot before. When he had first +started working with the Alice Cooper Band in Los Angeles, the +mellow Southern California audiences hated the band’s harsh +garage rock sound. Never one to be deterred by something as +unimportant as actual music, Gordon had pushed for the band to +compensate with an increasingly theatrical live show. It wasn’t long +before an Alice Cooper performance looked a lot more like a circus +freak tent than anything resembling a contemporary rock concert. +However, the band wasn’t translating overseas, and a failure on the + + +scale of what was beginning to look inevitable as the Wembley +show approached had the potential to upend all his hard work. +Lucky for him, pressure had always spurred Shep Gordon’s best +ideas. +A few days before the show, the manager secretly arranged to +have a new promotional photo taken of Alice Cooper’s lead singer. +But this was no standard press shot. After a good deal of back-and- +forth, Gordon convinced Alice Cooper to sprawl nude for the +picture with only a boa constrictor covering his most sensitive area. +Next Gordon rented a truck, had the photo blown up to the size +of a billboard, and had it mounted on the back of the vehicle. He +found a driver who would be willing to risk a bit of jail time to take +part in his plan and paid him handsomely to make it worth his while. +It was during rush hour that Shep Gordon lit the fuse on the hype +bomb he had so meticulously prepared. The truck drove into the +heart of Piccadilly Circus (the most highly trafficked area of London) +and “broke down.” London plunged into chaos. A line of cars +snaked (no pun intended) for miles out of the heart of Piccadilly. +News helicopters broadcast the image to households across the +nation, sending respectable Brits into apoplectic fits. Parliament +discussed banning the group from the country. Newspapers +featured gems like “Ban Alice the Horror Rocker. He’s Absolutely +Sick.” As for the kids—they loved it. Alice Cooper’s newest single +rocketed to the top of the UK charts. And Wembley Arena—the +band sold out the entire venue, and Alice Cooper went on to +become one of England’s biggest acts. +HATRED: THE GREAT UNIFIER +From his earliest days as Alice Cooper’s manager, Shep Gordon +understood that trying to break the band solely on its sonic +qualities gave them no advantage at all. The opportunity he saw + + +was in positioning this band of weirdos as the embodiment of the +generation gap that was at its height in the late sixties and early +seventies. He reasoned that if he could get parents to see Alice +Cooper as the antithesis of all the values they held dear, he would +get hordes of their record-buying children to rally passionately +around the band. +“I wanted to get all the parents in the world hating Alice +Cooper,” wrote Gordon in his autobiography, “and all the parents +weren’t reading Rolling Stone and Creem. . . We had to jump over +the rock media and get Alice in Newsweek and Time and +Businessweek and the newspapers and tabloids and evening news, +all the places where the parents would see him and be revolted by +him.” +In the United States, the manager had made this happen by +encouraging the members of the Alice Cooper Band to run with +their most polarizing ideas. For example, their shows often featured +mock executions, and they once took credit for the accidental +dismemberment of a chicken at one of the their concerts. Parents +were appalled, and kids couldn’t get enough. Gordon’s Piccadilly +Circus plot in England was simply an extension of the same +strategy. +WHY PICKING FIGHTS WORKS +There is nothing more effective for getting people to rally around a +leader than the existence of a common enemy. While this doesn’t +mean you should go around calling on people to commit acts of +violence or cruelty, you will need to publicly take a bold stand +about what you’re against, in addition to talking about what you’re +for. Shep Gordon instinctively knew what science has since +confirmed. Human beings are driven to define themselves as part of +an in-group, which they see as existing in contrast to some “other.” + + +In the case of Alice Cooper, that other was parents. The band +members’ antics earned them the outrage of moms and dads +everywhere, which is exactly what made kids identify with them so +strongly. +During a series of excavations of early human settlements on a +promontory off the coast of South Africa called Pinnacle Point, +anthropologist Curtis W. Marean developed a theory of why we are +so strongly wired to interpret the world in this way. It was there that +he uncovered evidence of habitation it would seem was the refuge +of the remaining members of our species—a small handful of tribes +—that were not wiped out during a mass extinction event. What +kept the members of these tribes from going the way of the rest is +that they uncovered a dense population of shellfish in the area. The +only real impediment to getting their hands on that food source +was the other tribes that were competing for it. Under these +conditions, people who had a high propensity to cooperate with +those they considered to be like them but to act aggressively to +those they perceived were not tended to survive at a higher rate +than others. +Once conditions improved, the descendants of these survivors +spread to every corner of the globe. Their outlook is now encoded +in our internal chemistry. For example, we form emotional +attachments as a result of a neurotransmitter called oxytocin. When +your brain secretes oxytocin in the presence of someone you are +forming a relationship with, you experience a feeling of closeness, +warmth, and commitment to that person. But oxytocin has another, +lesser-known function as well. The same brain chemical that +cements bonding with people inside your circle also causes you to +experience feelings of hostility toward those outside your tribe. In +other words, on a purely physical level, fomenting an us-versus- +them dynamic creates stronger and stronger bonds between the +leaders who spark divisions and those that follow them. +Our tribal tendencies may not be rational, but their pull is +incredibly strong. If you’re able to accept this facet of human + + +nature, it places you in a powerful position. We live in a society that +calls on us to relentlessly sell ourselves. But as the demands on us +to self-promote grow more pressing, people are getting better and +better at tuning out the self-serving messages they are bombarded +with all day long. However, what our brains cannot disregard are +messages that tell us to take sides. This is the secret the most +effective hype artists understand. A hundred fifty thousand years +and eight thousand miles away from the primal refuge where this +behavior was born, it has continued to alter the course of world +history. +THE CORNERSTONE OF +PROPAGANDA +Regardless of whether you agree with the forty-fifth president’s +politics, there is no denying that the perception Trump has +managed to create around himself is vastly at odds with the cold +realities of his track record. After a few early high-profile real estate +wins that were largely funded by his family fortune, his failures +significantly outnumbered his successes. Trump Steak. Trump +Airlines. Trump Vodka. Trump Mortgage. Trump Magazine. Trump +University. All were debacles—characterized by disappointed +customers, stiffed vendors, and confusion on the part of virtually +everyone involved. +The majority of businesspeople go out of their way to create +great products, provide amazing service, and treat customers well. +They do this based on the idea that each job well done will provide +the foundation upon which to build the next win. When they do +miss the mark, most of them work to repair the damage, make +things right, and learn from the experience so they can create +something more valuable and enduring the next time. + + +Trump is the exact opposite. He disregards the experience of his +customers, partners, and vendors and any other data that might be +telling him his latest venture is plummeting. Yet he is able to use +each of his bombs to propel himself another step up the ladder +because he is a natural hype artist, with a particular mastery of the +skill we’ve been discussing in this chapter. +Here is an abbreviated list of the people and institutions that +Trump has picked fights with since he became president: Mexicans, +Muslims, Rosie O’Donnell, the continent of Africa, CNN, Megyn +Kelly, NFL players, Omarosa Manigault, James Comey, Robert +Mueller, Katy Tur, the cast of Hamilton, the Canadian Prime +Minister, Harley-Davidson, Hunter Biden, Nancy Pelosi, NATO, and +Greta Thunberg. The press and large swaths of social media spend +a lot of time wringing their hands about this behavior. Yet the more +the feuds he starts, the more his followers continue to adore him. +Quite simply, the man has an intuitive understanding of human +nature. +Trump’s approach surprises many of us because it has, until now, +been largely absent (or at least, not so overt) in American politics. +But he is far from the first political figure in history to use this +method. In fact, generating this sort of in-group versus out-group +dynamic is a main feature of what is most commonly referred to as +“propaganda.” Social psychologists Elliot Aronson and Anthony +Pratkanis have dedicated their careers to dissecting the +propaganda techniques that the most successful leaders of mass +movements have used to get large numbers of desperate people to +identify with them, rally to their causes, and act according to how +they would like them to act. In their landmark volume, Age of +Propaganda: The Everyday Use and Abuse of Persuasion, they boil +down the many tactics and techniques that propagandists use: +“What the propagandist is really saying is ‘You are on my side +(never mind that I created the teams); now act like it and do what +we say.’” + + +While some of the greatest tragedies in human history have been +perpetuated as a result of propaganda, there is no denying that it +works. While the content of what these propagandists promote +may be evil, the mechanisms of mass persuasion they use are not +tied to any specific morality. Picking a fight and creating us-versus- +them dynamics can be as much about pitting new and interesting +ideas against old and outmoded ones as it is about encouraging +violence and hatred. As someone who is working to build attention +and attraction around ideas that can make the world a better place +(which I hope you are), it is essential to understand how human +psychology really works rather than how we might wish it did. And +few people understand this better than that subset of hype artists +called propagandists. +So we must study them, learn what they know, and reapply their +tactics for good. With that in mind, before moving on, we need to +take a look at another of the masters of political propaganda whose +strategies we can adapt and apply to whatever we happen to be +working on. +NOT ALL ENEMIES ARE CREATED +EQUAL +Otto von Bismarck was feeling frustrated. Despite having almost +single-handedly transformed his country into a dominant European +power as prime minister of the Kingdom of Prussia, the central +mission of his life was still out of his grasp. +While Bismarck had been working to create a united German +nation for years, the people of the 27 states of Central Europe were +simply too far apart in terms of culture to consider joining together +—especially with the militaristic Prussians at the helm. It was a +problem for which he could not see a solution. + + +And then it hit him. He would start a war. Bismarck knew there +was nothing quite like a war to unify people. But while he realized it +was the answer he had been looking for, there was still one +question remaining: Which enemy should he choose? +What Bismarck realized was that when it comes to driving a +desired outcome, conflict can backfire as often as it succeeds. This +master propagandist understood that in a population where many +of the cultures, dialects, and perceived identities overlapped with +those of the other nations that surrounded them, choosing the +wrong enemy could divide the various German states further than +they already were. +After a great deal of consideration. Otto von Bismarck settled on +France. +The choice was an inspired one. All of the various German +peoples had been raised on stories and legends about conflicts +with their immediate non-German neighbor that stretched all the +way back to Roman times. +Bismarck doctored a note that implied that the king of Prussia +had insulted French dignitaries, and then he arranged for it to be +published. When the French declared war in response, he was easily +able to get the other German states to come to Prussia’s defense. +After all, despite the differences the various Germans had with each +other, those differences were nothing when compared with what +the Germans felt about the aliens on the southwestern border. +The victory of the German alliance in this Franco-Prussian war +engendered a newfound pride in the various states. It wasn’t long +before there was a brand-new country on the map—the unified +nation of Germany. +Selecting the right enemy is key for any effective hype artist. But +of all the potential conflicts out there, how do you make sure you’re +choosing the one that will result in the reaction you want members +of your target audience to have? +In the Introduction, I described a pivotal incident in my early +career in which I wrote an article about internet marketing guru + + +Gary Vaynerchuk, taking him to task for his relentless focus on +hustle. What made this small act of resistance resonate so widely +was that so many others felt the same way but weren’t speaking up +about it. When they saw my article, they now had a way to put a +structure around their beliefs and antagonisms. +Vaynerchuk’s followers had long seen themselves as belonging to +a tribe (they even call themselves “Vayniacs”). Now those outside +the Vayniac circle who had read my piece had a way to identify +themselves as another tribe that defined itself as being against the +Vayniacs. And since every tribe needs a leader, and I was the one +who stepped out first, I was able to easily assume that role. +The trick is to pinpoint a point of view that you’ve always +disagreed with and that you strongly suspect a sizable number of +others do too but aren’t speaking up about. Are there business +gurus out there that you believe are enriching themselves by giving +bad advice? Take a public stand against them. Are there popular +ideas floating around that you’ve long felt are absurd or harmful but +that no one seems to be talking about? Be the one who does. +What you’ll find is that when you take these sorts of bold +positions, the many people who feel the same way you do will +gather around you. And that’s how movements are built. People +follow other people with a point of view. Get one. Find a prominent +figure in your field whose view you disagree with and point it out. +Publicly. Repeatedly. And make sure you offer a viable alternative. If +you can show people why a commonly held belief is causing more +problems than it solves, they will come to see you as the leader of a +new movement. +Does this mean that you need to continually insult and attack +those who differ from you? Not necessarily. But it does mean you +need to draw clear lines between yourself and others. +Ask yourself the following two questions: What point of view do +you often encounter in your field that is so wrongheaded that it +literally makes you angry? And what point of view in your field are +you 100 percent, unshakably confident in? Get clear on your + + +answers to these questions. Spend as long as you need to figure it +out. Write your answers down on note cards and tape them above +your desk. +Once you figure out the answers to these questions, they can +serve as the nexus around which you build your tribe. Find people +who differ from your point of view and challenge them on social +media. Write articles disagreeing with commonly held orthodoxies +in your industry. Pick fights with the gurus and thought leaders in +your realm that have been around so long that no one thinks to +challenge them anymore. +If you carve out a contrarian and challenging position, you will +cause those who tend to see the world your way to rally around you +and evangelize your ideas, even if others vehemently disagree with +you. It’s a strategy we encounter in all kinds of guises every day +without realizing it. It was by using this strategy that Shep Gordon +turned the members of a garage rock band into megastars, Donald +Trump got himself elected president, and Otto von Bismarck +created a new nation. Steve Jobs positioned the Mac as a symbol +of the new against the stodgy PC to bring the brand back from +obsolescence. Original Rolling Stones manager Andrew Loog +Oldham broke the blues band he managed by positioning it as the +anti-Beatles with his brilliant catchphrase “Would you let your +daughter go with a Rolling Stone?” The list goes on and on. +At the same time, this powerful strategy cannot exist on its own. +If all you do is go around making enemies wherever you go, there +will be no one to help you when you need it. Successful hype artists +also cultivate relationships with great acumen. +Staking your career on the ability to pick fights while embracing +personal connectivity is a paradox. It is how well you navigate this +paradox that will ultimately determine your success. +Putting It into Practice + + +•   Jot down a handful of opinions that you disagree with +but that you regularly hear presented as gospel in your +industry. This will form the basis of your contrarian point +of view. +•   Publicly call out a prominent guru whose opinion you +disagree with. This is not the same thing as internet +trolling. It is vital to focus on your object’s point of view, +rather than anything personal. +•   Locate a heavily trafficked online community frequented +by those in your desired audience. Here’s where you can +initially test your contrarian point of view. Once you get a +strong reaction, move on to articles, videos, and talks. diff --git a/library/The Hype Handbook/Chapter-02-Create-Your-Own-Secret-Society-the-Piggybacking-Principle/Chapter-02-source-text.md b/library/The Hype Handbook/Chapter-02-Create-Your-Own-Secret-Society-the-Piggybacking-Principle/Chapter-02-source-text.md new file mode 100644 index 0000000..66364e5 --- /dev/null +++ b/library/The Hype Handbook/Chapter-02-Create-Your-Own-Secret-Society-the-Piggybacking-Principle/Chapter-02-source-text.md @@ -0,0 +1,413 @@ +# The Hype Handbook — Chapter-02: Create Your Own Secret Society (the Piggybacking Principle) +- **Source**: /library/The Hype Handbook/source-file.pdf +- **PDF pages**: 33–45 +- **Pages without text**: none + +--- + + +W +HYPE STRATEGY #2 +CREATE YOUR OWN SECRET +SOCIETY +(the Piggybacking Principle) +The orator does not require to convert to his views all the members +of a jury, but only the leading spirits among it who will determine +the general opinion. As in all crowds, so in juries there are a small +number of individuals who serve as guides to the rest. +—GUSTAVE LE BON +hile a plate of bacon and eggs is seen today as the +quintessential American breakfast, this wasn’t always the case. In +fact, as recently as the early 1920s, most people in the United +States kept their first meals of the day light. It wasn’t until Edward +Bernays set up shop as the original public relations professional that +this all changed. +As nephew of psychiatrist Sigmund Freud, Edward Bernays was +in a perfect position to learn about the inner workings of the human +mind. However, Bernays lent his knowledge to purposes +considerably less pure than those of his esteemed relative. Early in +his career, Bernays worked as part of the Creel Committee—the +propaganda agency responsible for selling World War I to the + + +American public with sayings like “Make the World Safe for +Democracy.” He then turned his talents to the more lucrative +private sector. +While on retainer to promote Lucky Strike cigarettes, he +effectively eliminated the taboo of women smoking by organizing a +“spontaneous” march in which suffragettes lit up cigarettes to +demonstrate their liberation from the shackles of the past. He was +behind a behind-the-scenes campaign to promote the idea that +disposable cups were more sanitary than reusable ones on behalf of +Dixie Cup. He even engineered the overthrow of a democratically +elected government in Guatemala for the United Fruit Company. +It was while working on a campaign for Beech-Nut—one of the +country’s predominant producers of pork products at the time— +that he managed to change the culinary patterns, and waistlines, of +the American public forever after. +Edward Bernays had spent a great deal of his professional +energy cultivating ties with some of the country’s most influential +people across various industries—people who themselves had webs +of connections across their fields. Now he contacted a prominent +physician and persuaded him to conduct a “study” on the health +benefits of bacon. What the physician came back with was that +bacon was, in fact, the perfect breakfast food in that it “replaces +the energy you lose during sleep.” +Once assured of these results, Bernays asked the doctor to +communicate his findings to the medical community, which he did +by distributing them to a list of 5,000 MDs across the United States. +Within no time, doctors from coast to coast were recommending +that their patients eat bacon for breakfast, and the dietary habits of +a nation were transformed. +PIGGYBACK ON THOSE WHO HAVE +WHAT YOU WANT + + +Regardless of how you feel about the ethical implications of +pushing packets of concentrated cholesterol on an unsuspecting +public, there is a lot anyone selling anything can learn from Edward +Bernays’s notorious promotional campaign. +A lot of advice on marketing, promotion, and sales focuses on +painstakingly building a following person by person. Bernays, on +the other hand, understood that the appearance of a spontaneous +grassroots following is far more important than whether it actually +happens that way. Where he found real power was in identifying +the individuals or institutions that had the most sway with the +audiences and markets he needed to reach and then getting these +individuals and institutions to want to advocate products, causes, +messages, or ideas on his behalf. +It is difficult and time consuming to get masses of people to +discover you and love you. The most effective hype artists hedge +against this difficulty with a two-pronged approach. On one hand +they generate the public perception of a spontaneous groundswell +of dedicated attention (one of the best ways of doing this is +detailed in the previous strategy). At the same time, however, they +work assiduously to foster strategic alliances and mutually beneficial +friendships. In many cases, it is the latter that has the biggest +impact. +PLAYING WITH EGO, APPRECIATION, +AND RECOGNITION +Before Andy Warhol became the legendary pop artist most people +remember him as today, he was a kid named Andy Warhola from +Pittsburgh who came to New York City to try to make it as a +commercial illustrator. His earliest successes were in this field— +providing him with the financial cushion to engage in the bold +artistic experiments for which he eventually became known. + + +As a child of working-class immigrants, Warhol had no money +and no connections. He compensated for these deficits by turning +himself into a master of hype. +Whenever Warhol would show up at the office of a magazine or +ad agency in his early career, he would present a little gift to the art +director’s receptionist. He would often bring coffee and doughnuts, +run unsolicited errands, and pay lavish and sincere compliments to +the power players most responsible for influencing his standing in +their insular world. As he moved from the commercial to the fine art +world, he used the same approach. While other artists were holed +up in their studios painting, he made sure to put as much effort into +socializing with, charming, and flattering the most influential gallery +owners and curators of his day. And when he transitioned into +filmmaking, he would go out of his way to arrange private +screenings for the most influential critics in the independent film +scene. +Warhol was certainly not above picking fights and provoking +people. His paintings, his mass production methods, his look, his +sexuality all made him enemies and got people worked up. +However, what Warhol got—and what many notoriety seekers miss +—is that while making waves in public is a great technique for +generating publicity, it usually fails unless you lay the groundwork. +Beginning in 1969, Andy Warhol formalized and accelerated the +technique that had always lain underneath his success. It was in this +vein that he founded Interview—a magazine that, while much +emulated since, was unique at the time in that it was entirely made +up of interviews with celebrities, beautiful people, and tastemakers +of various stripes. In addition to making the publication appealing +in its own right, the format gave Warhol an excuse to connect with, +talk to, and bond with the kinds of people who would inevitably +boost his career. By the 1980s, the magazine was directly +responsible for a steady stream of lucrative celebrity portrait +commissions. + + +Warhol had always piggybacked on the success of people more +powerful and influential than he was to accelerate his career. With +Interview, he was simply doing the same thing on a larger scale. +The idea that success only comes to those who know important +people is a fallacy. What hype artists understand is that while there +are old boys’ networks, circles of influence, and power centers, it is +possible to break into them. How? By playing with the most deep- +seated of human desires—to be recognized, to be appreciated, and +to be noticed. +But the question still remains: Of all the people you could meet +—of all the relationships you could massage (in the undoubtedly +limited time you have in which to do so)—which ones should you +choose? +FINDING THE RIGHT BACK TO PIGGY +UPON +For the nine people left on the planet that don’t know who Dr. Oz +is, here’s a recap. Mehmet Oz is a physician who, after focusing on +practicing medicine for a few years, refashioned himself as a public +personality. The career move went over well. Time dubbed him one +of the 100 most influential people of the year. Esquire named him +one of the 100 most influential people of the century. And in a +demonstration of true editorial understatement, Healthy Living +proclaimed him to be one of the greatest healers of the millennium. +But as Oz’s fame grew, it became clear that healing was, in fact, +not his only priority. In 2014, a team of medical researchers +released a report proving that 60 percent of advice given on Dr. +Oz’s TV show lacked scientific basis. Soon afterward, 1,300 doctors +signed an open letter calling him “a quack and a fake and a +charlatan” whose “advice endangers patients.” + + +Somehow the outcry did little to affect Dr. Oz’s fortunes. His +show won a Daytime Emmy in 2018. And later that year, the +president of the United States appointed the good doctor to his +council on sports, fitness, and nutrition. The Dr. Oz Show is still +going strong. His net worth continues to soar, with a boost from his +new role as spokesman for RealAge.com. +Having upward of a thousand people in your field publicly state +that you were a fraud would sink many careers. So why is Dr. Oz still +standing? +Above all, it comes down to one word: +Oprah. +Oprah Winfrey likes Dr. Oz. She helped create him. It was by +appearing on her show that Oz got famous in the first place. +Millions of people worship Oprah. They view her as a force of pure +good in the universe. So when she continued to support Dr. Oz +after his brush with disgrace, that was all many people needed to +know. What was good enough for Oprah was good enough for +them. +ALIGN YOURSELF WITH THE MINI- +OPRAHS OF YOUR WORLD +Here’s the point where you might be asking yourself, “Did this guy +seriously just recommend that I go out and meet Oprah Winfrey?” +Of course not. I understand that you are most probably not +going to be able to get Oprah Winfrey to tout your wares. At the +same time, there are undoubtedly mini-Oprahs in whatever niche +you operate in. +One of the best parts of doing business in the age of the internet +is that success doesn’t require you to become well known and + + +highly respected by everybody. You just have to become well +known and highly respected in your niche. And these days, niches +can get really specific. +Are you a corporate wellness coach for BPO professionals? Make +a list of the mini-Oprahs in that space. A life coach who specializes +in career transitions in the organic food industry? Find the mini- +Oprahs. A consultant for north Alaskan salmon fisheries? You get +the point. +Fortunately, it’s a whole lot easier to get mini-Oprahs to know +and like you than it is to do so with the real deal. One way to do +this is to become a remarkably keen observer. Are there trade +journalists in your field who get all the comments on the most +relevant social media platforms? Are there admired gurus in your +industry whose names are completely unfamiliar to your mother? +These sorts of people will typically be far more responsive than full +fledged celebrities, especially if you approach them the right way. +And what is the right way? +Once you’ve identified the people you need to know—and who +need to like you—create (or adapt) a platform to showcase them. A +mass celebrity like Oprah Winfrey needs to appear on major mass +media to make it worth her while—network TV or satellite radio. A +niche celebrity, on the other hand, will be content with niche +media. +You’re lucky to live in an era in which niche media is remarkably +cheap and easy to produce. Blogs. Podcasts. Subreddits. YouTube +channels. The specifics of the kind of online media that is relevant +at the moment change all the time. Regardless of the specifics, the +savviest digital-age micro-celebrities understand the value of +appearing on lots of niche media outlets instead of (or in addition +to) the old model of appearing on a handful of major media outlets. +You can use their understanding to your benefit. +What you’ll discover is that it often doesn’t matter how new your +platform is or whether anyone has ever heard of it. As long as you +find ways to stroke the egos and show appreciation to the people + + +you want to connect and bond with, they’ll be incredibly receptive +to appearing on it. Then, like Andy Warhol’s Interview, you can use +the conversation to kick off a relationship. +One way of harnessing ego and the desire to be appreciated and +seen is to give your quarry a way to talk about a subject that means +a lot to them and that they don’t usually get to talk about. I +remember hearing a story once about how in the seventies, when +David Bowie was at the peak of his fame, it was almost impossible +to get an in-depth interview with him, even for the most prominent +journalists of the day. One young rock journalist from a minor +publication decided to give it a shot anyway. He called Bowie’s +people, and they almost hung up on him. Fortunately for him, he +managed to blurt out what he wanted to interview Bowie about +before they did. +The saxophone. +You see, the saxophone was David Bowie’s first instrument. He +played it on every one of his albums. He loved the saxophone. Yet +no one had ever thought to ask him about it. Sure, interviewers +wanted to know about his songs. His singing. His costumes. His +theatrics. His relationships. His debauchery. But never his sax +playing. +Bowie’s people knew about his love for the sax, even if the +broader public didn’t. And so they granted the interview. And while +the interview began with questions about the superstar’s woodwind +prowess, it eventually went on to a wide range of topics, resulting +in a fantastic in-depth piece and establishing the journalist’s career. +Remember, the people you admire (and could benefit from +knowing) are still human beings. They have needs, insecurities, and +interests like everyone else. Dig into the crevices where others fear +to tread. +Another way to create your secret circle of influence is to keep +an eye out for people who will become the string-pullers of the +future. Who are those wunderkinds who never stop, who are always +impressing everyone, who always get things done? You know the + + +types. The ultra-creative ones or the ultra-charismatic ones or the +ultra-Machiavellian ones. Build your bond with them now before +everyone is rushing to. By that time, it’s often too late. +However, connecting with the members of your future secret +cabal is no use if you don’t do what you need to in order to hook +them in and cement the bond. You need a circle of people who will +be willing to do for you what Edward Bernays’s doctor did for him. +BECOME THE PERSON EVERYONE’S +ALWAYS HAPPY TO HEAR FROM +When Chrissie Hynde wanted to get into the world of rock ‘n’ roll, +moving from Akron, Ohio, to London, England, was only the +beginning. In 1973, rock was a young man’s game, and Hynde was +an adult woman with no musical training. Yet within a few years she +was fronting the Pretenders, a band that would eventually be +inducted into the Rock and Roll Hall of Fame. +Chrissie Hynde’s early success had little to do with the size of her +mailing list or power of her elevator speech. +During an interview with Marc Maron on his WTF podcast, Hynde +talked about how one of her first jobs in the UK was working at a +clothing store owned by future music and fashion impresarios +Malcolm McLaren and Vivienne Westwood. While Hynde was there, +McLaren introduced her to a young man named John Lydon +(Johnny Rotten), who would go on to front a band called the Sex +Pistols. McLaren also connected her with David Johansen of the +New York Dolls, which led to her first major gig. +At a certain point, Hynde introduced her old friend Johnny +Rotten to Chris Spedding, another scenester she had met and who +would ultimately record the Sex Pistols’ first demos. When Hynde +eventually started her own band, the Pretenders, and needed + + +someone to architect its sound, Rotten connected her with +legendary producer Chris Thomas. +And so on. +Although Hynde has stated that she “is the most hands-off +businessperson in the history of the business,” she has always +instinctively grasped a key tenet of success that eludes many +professionals: Reaching the pinnacle of your field is a function of +getting to know the kind of people who can accelerate your growth +in the shortest possible amount of time. +So how can you follow this literal rock star’s example and use the +power of relationships to electrify your own career? +Upon landing in London, Hynde jumped headfirst into the +thriving music scene and impressed everyone who mattered with +her in-depth knowledge and abiding love of rock ‘n’ roll. While +social networks give unprecedented ability to connect with +influencers, many businesspeople spend far too much time using +these platforms to push their sales messages at the expense of +forming real relationships. Instead of beating people over the head +with industry-speak the first time you meet them, start with a +conversation topic you both care deeply about. You’ll be surprised +how often getting to know someone over an area of mutual +excitement leads to a remarkably meaningful bond. +In the early seventies, there was really only one role available for +most women who wanted to be involved in the rock scene—the +groupie. Groupies were known for collecting X-rated encounters +with famous musicians and judged their “success” in terms of how +many of these encounters they had. This was a game that Chrissie +Hynde was not willing to play. Rather than aiming to put additional +notches on her bedpost, Hynde went out of her way to build deep +friendships with members of the scene she found interesting and +talented. In turn, these friends helped her build her career. +The business world is not all that different. Plenty of networking +“groupies,” social and otherwise, spend their days collecting +followers and business cards, only to wonder why these fleeting + + +acquaintances fail to call them back the next day. Truly successful +people, on the other hand, focus on the depth of their +relationships. +Keep in mind that despite her ambition, Chrissie Hynde asked +sparingly for favors from her friends. Instead, she looked for ways to +help them—by introducing them to new bands, new musical ideas, +and each other. As a result, rock’s most influential people were +always rooting for her to succeed and regularly volunteered to help +her out. +Follow Chrissy Hynde’s example. Introduce your newfound +friends to each other. Offer to review their works in progress and +share your ideas with them. The more generous you are, the more +likely it is you’ll have an army of influencers behind you helping to +make you a star. But the idea here is not to be a networking whore +who collects business cards at events and then fires off a bunch of +random introductions every day. Your goal here is to be the man or +woman that everyone important is happy to hear from when you +call. You want to think depth, not breadth. The most influential “old +boys’ clubs” and secret societies don’t accept everyone. And when +you can’t crack one that already exists, create your own. If you can +do this, you have potentially unlimited power. Once you have this +power, it’s important to figure out what to do with it. +HOW TO USE THE SECRET SOCIETY +YOU’VE BUILT +For years, Tucker Max, the author of I Hope They Serve Beer in Hell, +was called “the king of fratire”—a guy best known for his stories of +drunken womanizing. While this role was very lucrative for Mr. Max, +certain changes in his life made him rethink his image. He now had +a wife. A kid. The prospect of continuing to make his living as the + + +patron saint of bro culture was no longer as appealing as it once +was. +So Tucker Max decided to start a business. One that had nothing +whatsoever to do with beer, babes, or partying. But it did have +something to do with books. In fact, it was called Book in a Box—a +service that businesspeople could use to quickly turn their ideas +into an authority-building book. It was like ghostwriting on steroids. +There was only one problem: He had to build an audience—a +customer base—around his new service, but none of the people +who made up his current following associated him with anything +other than debauchery. To start from scratch and build a new +following around his new image would have taken years. +What he did instead was something that anyone aspiring to have +a breakout book—or breakout business—should emulate. He +contacted the various members of the tight clique of friends of +which he was part. James Altucher, Ryan Holiday, Tim Ferriss, Lewis +Howes. And he told them he had a new business venture he +wanted the world to know about. +Max’s friends immediately booked him on their podcasts, wrote +about him on their blogs, and published articles about him—or +rather, about Book in a Box. Within months, the company had +generated $6 million worth of revenue. +Once you’re sure the circle you’ve built around you is truly made +up of your friends, and not just people in “your network,” it’s time +to start pulling the behind-the-scenes levers of whatever really +makes things happen in your world. What hype artists know is that +secret cabals of powerful people who are helping each other out in +the shadows really do exist. It was how Edward Bernays got +America to eat bacon, how Andy Warhol got people to accept soup +cans as art, and how Dr. Oz gets people to accept strawberries as a +teeth whitener. And no matter where you come from, how much +money you have, or who you know when you start out, it’s a +method available to you. + + +Putting It into Practice +•   Launch a signature piece of media that is easy and +inexpensive to produce and features interviews as its main +event. Other people will be creating your content for you +and will thank you for the opportunity. +•   Make a list of people who have the power to help your +career or introduce you to those who can. Find their +contact information by doing an online or social media +search. Invite them to take part in a podcast, webinar, or +blog interview by telling them you’re only talking with the +top 50 people in the field. +•   Host get-togethers. These can happen in person or +virtually. Ask people in advance to come with a request +for a piece of advice they want and with a favor they +need. Be sure to bring your own as well. diff --git a/library/The Hype Handbook/Chapter-03-Perfect-Your-Packaging/Chapter-03-source-text.md b/library/The Hype Handbook/Chapter-03-Perfect-Your-Packaging/Chapter-03-source-text.md new file mode 100644 index 0000000..890b46d --- /dev/null +++ b/library/The Hype Handbook/Chapter-03-Perfect-Your-Packaging/Chapter-03-source-text.md @@ -0,0 +1,431 @@ +# The Hype Handbook — Chapter-03: Perfect Your Packaging +- **Source**: /library/The Hype Handbook/source-file.pdf +- **PDF pages**: 46–58 +- **Pages without text**: none + +--- + + +I +HYPE STRATEGY #3 +PERFECT YOUR PACKAGING +The essence of propaganda is a well-designed package. +—ELLIOT ARONSON AND ANTHONY PRATKANIS +n the years immediately following World War I, a young German +playwright decided communism was his thing. His name was Bertolt +Brecht, and despite his attraction to radical equality, it was +incredibly important to him that his name appear in lights. He +realized, however, that his biting dramatic critiques of capitalism +would lose all legitimacy the moment anyone discovered the real +story of his upbringing. +Brecht came from a long line of businessmen, landowners, and +white-collar professionals. Furthermore, the bookish young man +had never done any of the sort of manual labor championed by the +movement that had captured his imagination, and he had no +intention of beginning to do so. Yet Brecht, every bit as talented a +self-promoter as he was a playwright, saw in the Marxist vision of +the world a terrific marketing opportunity. +After Germany’s defeat in the war, the country’s economic state +was dire, and its mood was one of extreme humiliation. It was in +this climate that the popularity of communism soared. The + + +playwright seized the moment. Despite his crafting plays that were +arty and intellectual, he constructed a persona that screamed +laborer. He filled his wardrobe with the shirtsleeves and leather +caps typically worn by mechanics and factory workers. He +consistently sported a three-day stubble. He wore simple wire- +rimmed “austerity spectacles.” +Brecht was as concerned with dressing for success as any +Fortune 500 CEO, and his view of how to do so was remarkably +shrewd. He could have chosen to wear variations on the same kind +of outfits that the other writers and thinkers in Weimar-era Germany +favored. Instead, he used clothing as a mechanism to control how +he was perceived. He had a certain image he knew was essential to +his success, and he used what he wore to ensure this was the image +people associated with him. +What made Brecht’s strategy work so well for him was that he +committed fully. He didn’t only wear his worker’s uniform on the +opening night of a new play or in interviews but instead sported his +signature garb at all times. In doing so, he became synonymous +with the “working man’s playwright.” It’s how people still think of +him today. +Seventy years later, around the turn of the twenty-first century, a +young American songwriter surveyed the music scene of the time +and hated what he saw. Bro metal, rap rock, and vapid pop ruled +the charts. Everything the young man had always loved about rock +‘n’ roll—the glamour, the flash, the artiness—seemed completely +absent. To the young man, this was an egregious sin, and he set out +to remedy it. +If you haven’t guessed by now, that young man was me. +In 1999, I wrote a bunch of songs, assembled a group, and put +together a stage show that would serve as a corrective to the times. +We had lights. We had confetti cannons. We convinced a friend +to dance in a cage while wearing a gas mask. And we dressed +awesome. Tight striped pants. Ascots. Pointy boots. Top hats. + + +It was a lot of work for a bunch of young scrappers, but we made +it happen. We imagined the fantastical onstage world we had +concocted to be the next in a line that included David Bowie, +George Clinton, Devo, and even the musicals of Bertolt Brecht. We +wrangled our first gig, called everyone we knew, and got them to +call everyone they knew. We were convinced that when people saw +our outrageous stage show and flamboyant outfits, word would +spread throughout every corner of New York City and beyond. +That’s not what happened. Even though the people we invited +seemed to have a good time, the shows that followed were +sparsely attended. As the months went on, it was clear the problem +wasn’t getting any better. +As a student of rock ‘n’ roll, I knew image was everything. As +such, I figured if we dressed like rock legends on stage, we would +become legends. What I failed to realize was that true rock stars +have never drawn a distinction between stage and street. +I wasn’t like that. My wardrobe was full of all kinds of clothing I +had accumulated over the years during various phases of my life +without much consideration. Khaki pants. Baggy jeans. Banker-blue +button-down shirts. When I was onstage, I was a rock god. In my +day-to-day life, I chose what to wear by grabbing whatever +happened to be clean. +Because the Lower East Side music scene was tight-knit, people +undoubtedly noticed the contrast. As a result, my front man act +came across as bogus. Even though we were putting on an +entertaining show, we lacked the commitment to carry it through in +the rest of our lives. We dressed for the moment but didn’t use our +clothing to tell a story. And that was where, at least in the +beginning, we fell short. +TURNING YOUR INSIDES OUTWARD + + +One day I was complaining to one of my hippest friends about how +we were failing to attain the heights of the rock legends we +worshipped. She listened to me talk for about an hour. Then she +looked me up and down. +“Do you really think Bowie would ever go out of the house +looking like that?” she asked. +That was how, after playing a year’s worth of sparsely attended +shows, I filled a trash bag with all my khakis, button-downs, and +functional shoes and hauled them down to the local Goodwill. It +was then that I realized that if I was going to save rock ‘n’ roll, I +should try to be a little better about living rock ‘n’ roll. From that +day forward, I told myself that there would be no distinction +between what I wore on stage and what I wore when walking +around. +And you know what . . . it worked. We started to see the same +faces at our shows again and again. Eventually we got a residency +at the legendary New York venue Arlene’s Grocery and then sold it +out on a Wednesday night. We even recorded with the guys who +had produced Sonic Youth and the Ramones. +Did we go on to play Madison Square Garden, hit number one +on the charts, and embark on a decade-long sprint of decadence +and debauchery? Nah. Turns out, it takes a lot more than clothing +to drive rock ‘n’ roll stardom. That said, the strategy helped me—a +third-rate guitar player who can barely sing—to get closer to being +a rock star than I had any right to expect. And as I moved into the +next phase of my career, the lessons I learned about how true stars +in every field package themselves for success have stayed with me. +In traditional marketing, packaging refers to the wrapper you +choose for the products you put on store shelves, with all the +attendant color, texture, and font choices. As we’ve increasingly +moved from a goods-based to service-based economy, +considerations of packaging have grown to include things like visual +brand identities and web design. + + +Master hype artists understand that focusing first on these sorts +of details betrays a lack of understanding of the propagandistic +power of packaging. They know that human beings are drawn to +follow other human beings, rather than abstractions, and that the +process by which they decide which other humans to follow +operates on a primal, largely unconscious level. Since people can’t +crack open your skull and peer into your mind, they use the +wrapping paper you choose for yourself to judge whether to follow +or ignore you, without even realizing that’s what they’re doing. +Most professionals don’t understand this. They view dressing for +success as wearing a suit and tie to business meetings. Or maybe +they don a blazer and new sneakers to show how creative they are, +even though everyone around them is doing the same. As a result, +they blend into the herd. Hype artists, on the other hand, draw on +the deepest parts of themselves to construct a persona, often +identifying and reworking parts that might come across as negative +in other contexts. Then they commit to embodying this persona in +every aspect of their lives and work. +Neil Strauss had risen to the pinnacle of his profession as a +journalist, progressing from lowly intern to top ghostwriter for some +of the biggest celebrities in the world. But he still wasn’t happy. +Why not? Because he was plagued by that unique combination of +loneliness and shame that marks the romantically unsuccessful. +Women simply didn’t like him.  +After a lifetime of being a romantic flop, Strauss had come to +believe that people fell into one of two categories: naturally +attractive people and naturally unattractive people. He was a +member of the latter group, and there was nothing he could do +about it.  +But then he got a lead on an underground community of young +men who had reverse-engineered how to successfully seduce +women. He smelled a story, as well as an opportunity to improve +the state of his own life. + + +Strauss infiltrated this community and immersed himself in its +lifestyle. He attended a course on fixing his posture and took +speech lessons to improve his “fast, quiet, and mumbly voice.” +After experimenting with cowboy hats, feather boas, and necklaces +that lit up, he landed on a signature look of leather armbands, +perfectly tailored shirts, and a shaved head. +Finally, he chose a new name that was better suited to his +transformed identity—“Style.” Before long, he was one of the most +successful pickup artists in the world. The book that came out of +the experience—The Game: Penetrating the Secret Society of +Pickup Artists—would become a bestseller many times over. +The reason Strauss was so successful at reinventing himself in this +way was that in the earliest days of his exploration, he happened +upon a mentor who, it would quickly become clear, had an uncanny +understanding of the psychology of attraction. +Mystery was a dark and charismatic figure instantly identifiable +by his fuzzy top hat, layered jewelry, eyeliner, and painted black +fingernails. When he entered a room, women’s eyes floated in his +direction before he ever said a word. +What the many imitators of Mystery who emerged in the wake of +The Game’s publication failed to grasp was that his packaging was +rooted in the core of who he was. Back when he was lonely Erik +James Horvat-Markovic, he was already a fan of the theatrical, +magical, and macabre in the form of Dungeons&Dragons. It was +from that stereotypically unseductive starting place that he would +go on to craft his eminently attractive persona. And attraction is +simply another form of hype. +Neil Strauss ended up crafting his own packaging in a similar +way. It is telling that Mystery gave him the nickname “Style” at one +of their earliest meetings, well before Strauss had landed on his +signature new look. As Strauss wrote, “That was one thing I prided +myself on: I may never have been socially comfortable, but at least I +knew how to dress better than those who were.” His packaged + + +persona was simply a consciously thought-out amplification of +tendencies he already had. +Think Andy Warhol with his silver wig and foil-covered factory. +Think Steve Jobs with his simple black turtlenecks or Ayn Rand with +her black cape and dollar sign-shaped brooch pin. These master +hype artists did not blend in, but neither did they package +themselves haphazardly to court attention at all cost. True hype +artists select each element of their external presentation to convey +a specific message about who they are and what they can do. +The human brain did not evolve to give us an accurate view of +reality. It evolved to help us survive and spread our genes. If we had +to analyze and assess every one of the stimuli we encounter all day +long, we would never be able to make decisions about anything. To +accommodate this reality, our brains make constant predictions +based on surface-level indicators similar to what has been +encountered before. This processing happens instantaneously. The +most effective hype artists understand this fundamental facet of +human psychology and use it to their advantage. +Beginning in the first decades of the twentieth century, Kansas- +based “Dr.” John R. Brinkley developed a procedure he claimed +could reinvigorate vitality and sexual potency in men. His procedure +consisted of him cutting patients open and dropping goat testicles +into their groin area. Over the course of his career, upward of 40 +people died on the operating table or shortly afterward. Yet +Brinkley was so popular that he became one of the richest and most +famous inhabitants of his home state, at one point coming only a +few votes shy of winning the governorship. +During Brinkley’s heyday, there were plenty of other people +hocking bogus miracle cures. However, most of these pitchmen +carried with them the air of the circuses and medicine shows +through which they had come up. Brinkley, on the other hand, +positioned himself as more doctorly than even the most established +physician. He unfailingly wore a white coat and the Vandyke beard +that was associated with prestigious physicians at the time. He + + +prominently displayed his medical school degree—one that he paid +for and received in six weeks. He sprinkled his speech with medical +terms and spoke with unfettered confidence at all times. +Gustave Le Bon, the social scientist who originated the discipline +of crowd psychology in the late nineteenth century, once wrote that +“prestige is the mainspring of all authority.” Le Bon was not +referring to accomplishment or talent or ability, all of which are +rooted in the concrete and measurable. Prestige, on the other +hand, is all about surfaces. It is about the symbols and signposts of +leadership, success, and power. And if you are able to manipulate +prestige to place yourself at the head of a tribe of those bound by +mutual beliefs or mutual enemies, you can use that as the starting +point to build a true movement. +It is important to expose people you wish to influence to +indicators of your prestige as often as possible. If you once +appeared on TV at two in the morning, there’s no harm in placing +“As Seen on CBS” on your website. If you once took out a tiny +classified ad in the New York Times, you may want to allude to your +appearance in the nation’s paper of record. If people ask you about +the details, certainly tell them. But what you’ll find is that they +usually don’t. +SAME STUFF, DIFFERENT PACKAGE +Joe De Sena grew up in the largely Italian American neighborhood +of Howard Beach in Queens, New York, in the 1970s. If you’ve ever +seen the classic Martin Scorsese mobster flick GoodFellas, you’re +aware of the importance of processed meats, fried food, and the +Catholic church in that neighborhood. So when De Sena’s mother +became a vegetarian yogi, it was not easy for him. Her transition +made him and the rest of his family stick out, and it eventually +contributed to his parents’ divorce. + + +De Sena moved firmly in the other direction. He became a hard- +hustling businessman. He turned gigs cleaning neighbors’ pools +into a full-fledged company. Then he went on to found a successful +investment practice. His lifestyle became one defined by long hours +behind a desk, little sleep, and nightly dinners full of rich food and +wine. +Eventually, however, his lifestyle caught up with him. His energy +faltered. His mood suffered. He felt sluggish and weak. He began +to make bad decisions and fall short of his goals. +Many hard-driving people ignore these kinds of signs until they +burn out (or have a heart attack). De Sena admits he would have +done the same if not for the way he had grown up. “I would have +been just like everybody else,” he said. “We’re all lemmings, and I +would have done what everyone else does.” +But unlike the other lemmings in his environment, this one had a +mother who had transformed herself by radically shifting her +physical and nutritional behaviors. For the first time in his life, he +saw the value of what his hippie mom had figured out. Now instead +of running from it, he embraced it. +De Sena was soon practicing yoga with the single-minded +dedication he had applied to building his businesses. Before long, +he was incorporating intense physical activity into every aspect of +his life—from running up high-rise staircases to embarking on +grueling wilderness treks. He put an end to the rich alcohol-fueled +dinners and replaced them with raw food. He became obsessed +with getting eight hours of sleep each night. +De Sena began persuading employees—and then clients—to +embark on this lifestyle with him. Within a few years, spreading the +word about this radically healthy way of living had become the +most important thing in his world. For this purpose, De Sena +started a second business called Peak, while still running his +investment practice full-time. +As he saw it, the lifestyle he now practiced was so transformative +that all he had to do was preach its benefits and the world would + + +follow. He put whatever spare time he had—and spare cash—into +the endeavor. +It failed. +A different person might have given up. After all, he had a +successful finance business, and the new venture was draining his +money and time. But De Sena understood the potential of his +message to change lives, and he believed in it deeply. At the same +time, he realized he was packaging that message all wrong. +In describing the shift that ultimately made his new venture a +success, Joe De Sena explains, “I’m a snake oil salesman. I’ve had +to deceive people and continue to deceive people. The reason is +because human beings’ number one source of motivation comes +from avoiding discomfort.” To counteract this ancient wiring, De +Sena determined he needed to pinpoint a void that a large enough +segment of modern people felt in their lives, and then he had to +position what he was selling as the way to fill it. +To this end, De Sena figured out that a considerable number of +people in the modern world felt unfulfilled by the soft lifestyle +enabled by first-world countries. Armed with this knowledge, he +developed a hypothesis that if he could give these people a +common identity, he could override their reluctance to embark on +the uncomfortable path of lifestyle change. +To make this happen, he reinvented Peak as Spartan Race. +At their core, Spartan Races are intense obstacle course +challenges that test participants’ strength and endurance at various +levels. The courses emphasize commitment and strength, and they +challenge you to stretch the limits of your capabilities. Everything is +presented as an extension of the values of ancient Spartan culture +—namely, those of self-reliance, physical perfection, and toughness. +It is the packaging that gives what he offers so much meaning to +those who take part in it. It allows participants to see themselves as +part of a 3,000-year-old tradition pioneered by a breed of warriors +who dedicated their lives to personal betterment through rugged +living. + + +“I think Spartan is really the yogi vegan thing wrapped in a cloak +and an ancient Greek helmet,” explains De Sena. +That the wrapping he chose is based on a hallowed tradition that +has been memorialized in countless novels, works of art, and +legends is no accident. Particularly after the release of the hit movie +300 in 2007, which depicts a stylized version of the Spartan victory +against the Persians at Thermopylae, the designation of Spartan +became synonymous in the popular imagination with toughness +and tenacity and the ability to overcome obstacles. In other words, +to be a “Spartan” has become prestigious. +From its start as a single race in Burlington, Vermont, in 2010, +Spartan grew to 1 million racers participating in 250-plus events in +more than 40 countries. There are also bestselling books, media +productions, and community gatherings. Carola Jain, the company’s +chief marketing officer, describes it like this: “There are all these +people—20,000 people—with Spartan tattoos. It’s like a little cult. +They want to go around and tell everybody because they know how +positively it’s impacted their life.” +No matter what you’re selling, there’s a lot you can learn from +Spartan Race’s example. De Sena understood that when Aronson +and Pratkanis are talking about the power of packaging, they are +talking about something that—while it might be expressed visually +—is fundamentally more profound. It is about how you use +seemingly surface-level details to generate a cause, movement, or +tribe in which people can invest their identities. +When you’re deciding on your own package, consider what gap +—of meaning or emotion or identity—you can help fill with what +you produce. Then create a name, an image, and a message that +people can latch onto and use to make themselves feel as if they +are part of something vital and monumental. If you can do that, +people will follow you anywhere you want to take them. +However, basing your packaging on a void in the marketplace— +solely on what people want (whether or not they know it yet)—is +not enough. Instead, you must find the spot where that void meets + + +an image that only you and you alone can project and provide. +What this means is that you need to figure out the inherent +elements of your personality that make you you, your most +treasured interests, and even your quirks and weaknesses. +Typically, we display these parts of ourselves in a haphazard and +disjointed way, mixing our most revealing parts with those that +society expects from us or that we just fall into. Work instead on +eliminating those haphazard parts and replacing them with those +that most accurately reflect the real you. Exaggerate these +elements in your packaging. Blow them up. But whatever you do, +don’t bury them. Bring them to the fore. +Despite our modern so-called sophistication, we are every bit as +tribal an animal as we were when our ancestors were scouring the +Gold Coast of Africa for the shellfish that would save us from +extinction. Ironically, human beings of all kinds are remarkably +similar in most ways—from our genetic makeup to our behavioral +patterns. What divides us is all surface level. As such, to lead +people in the direction you want them to go, you need to take +advantage of these manufactured divisions, and the only way to do +so is to become a master of working with surfaces. +There is a reason chieftains and kings wore clothing that set +them apart from the masses. There is a reason that national flags +and symbols have, throughout history, exerted such a powerful +sway over people that they have gone to war and died to defend +them. We see these external pieces of packaging as inseparable +from our identities. +Whenever you make a choice about the clothing you wear, the +colors you display, the symbols (or logos) you use, think hard about +how they can allow people to identify with a tribe or movement or +type, which you lead and which the stuff you’re selling embodies. +Does it allow them to say, “I’m a Spartan,” or “I’m a Communist,” +or “I’m a Vayniac” (or whatever the equivalent is in your case)? If so, +you’re on the right track. + + +Putting It into Practice +•   Are there public figures from any era who embody the +values, message, or identity you want people to associate +with you? Begin collecting images of them. These are +your style icons. Buy clothes that emulate what they were +going for. Toss or donate the clothes in your wardrobe +that don’t fit your new image. +•   Make a list of your quirks, most deeply held interests, +and personality traits that have remained unchanged for +as long as you can remember. Then brainstorm ways to +reflect and embody these core traits and interests in your +external presentation. +•   Come up with a name for your followers and then refer +to them by this constantly. It is not enough to collect +anonymous followers on social media. You must tie them +to each other by giving them a tribe to identify with. diff --git a/library/The Hype Handbook/Chapter-04-Give-the-Little-Babies-Their-Milk/Chapter-04-source-text.md b/library/The Hype Handbook/Chapter-04-Give-the-Little-Babies-Their-Milk/Chapter-04-source-text.md new file mode 100644 index 0000000..8a940e7 --- /dev/null +++ b/library/The Hype Handbook/Chapter-04-Give-the-Little-Babies-Their-Milk/Chapter-04-source-text.md @@ -0,0 +1,403 @@ +# The Hype Handbook — Chapter-04: Give the Little Babies Their Milk +- **Source**: /library/The Hype Handbook/source-file.pdf +- **PDF pages**: 59–70 +- **Pages without text**: none + +--- + + +L +HYPE STRATEGY #4 +GIVE THE LITTLE BABIES THEIR +MILK +The bull gets inured to the plough by slow degrees. +—OVID +ife was hard in Paradise Valley. +Many of the residents of the Detroit neighborhood were African +Americans who had migrated from the South in hopes of a better +life courtesy of Ford Motors. However, by the 1930s it had already +become clear to most who had made the move that an unofficial +combination of inflated interest rates, discriminatory housing +policies, and racial violence made social mobility every bit as +difficult as it was in the land of sharecropping. It was Jim Crow with +different packaging. +It was into this environment that Wallace D. Fard first emerged. +The first thing people noticed about him was how he dressed. In +addition to his fine suits—a rarity in the impoverished +neighborhood—he wore a Turkish-style fez perched upon his head. +This, combined with his regal carriage, turned him into a walking +conversation piece. It wasn’t long before everyone in the + + +neighborhood was wondering aloud what this mysterious stranger +was all about. He was a splash of color in the middle of gray +monotony. +Soon people started inviting Fard into their homes to attempt to +satisfy their curiosity. It turned out he made his living as a salesman +—one who trafficked in silk scarves imported from the East. Once a +bit of small talk had ensued, Fard would spread the scarves before +him on a table to discuss their quality and provenance. +The folks of Paradise Valley were a hospitable bunch, and at +some point during their time together, someone would inevitably +offer the merchant something to eat. It was at this point that Fard +would proclaim that he followed strict dietary restrictions. In +particular, he ate no pork and drank no alcohol. +In any African American community in the 1930s, this would have +been considered very unusual. Even more than now, pork was a +culinary staple. Yet as Fard talked about the benefits his lifestyle +had bestowed upon him, his listeners’ curiosity would grow. By the +time the trim, dapper Fard left their home, many of the people he +spoke with decided to give his strange diet a shot. +As in so many poor communities, the Detroit slums were +characterized by poor health. Fatty pork products and excessive +alcohol consumption led to problems like obesity, energy loss, and +diabetes. So without fail, his customers’ weight would drop, and +their energy would increase. They came back to him amazed and +excited. +It was only then that Fard would emphasize that these teachings +came from his religion. +Wallace D. Fard was the founder of a new faith called the Nation +of Islam (NOI). Its central doctrine was that an evil scientist named +Yakub had created white people through genetic engineering. +These pale-skinned beings were literal devils whose sole purpose +was to destroy the utopia created by the original dark-skinned +humans. Fard would inform his new associates that he practiced the +purest form of Islam—a religion few African Americans in that + + +period had ever encountered. In reality, the doctrine he preached +had little to do with the ancient Middle Eastern faith from which +Fard’s religion derived its name. +Despite his apparent polish and cultivation, Fard had an +extensive criminal record. Over the course of his life, he had taken +on a wide variety of identities and had lived in many different +locales. During his travels, he spent time dabbling in Freemasonry, +the Theosophical Society, and the Moorish Science Temple of +America. When he finally decided to make up his own religion, he +picked out the most dazzling pieces of each of these philosophies, +spiritual systems, and fraternal societies and cobbled them +together. +Fard had no credentials or connections when he arrived in +Paradise Valley. Yet a few months after coming to Detroit, he was +regularly filling basements with excited people who wanted to hear +him preach about his new religion. +Eventually the movement Fard wrought became a major cultural +and political force. Much of this growth would ultimately take place +under the subsequent leadership of his protégé Elijah Muhammad. +And Muhammad’s most effective evangelist was Malcolm Little—a +charismatic ex-convict upon whom he bestowed the name Malcolm +X. +When Muhammad first met Malcolm, he was impressed by the +young man’s passion. He also recognized that the flip side of this +passion was that it caused Malcolm to fervently try to convince +everyone he met of the righteousness of their cause with an +intensity that often put people off. +After observing Malcolm’s approach for some time, he called for +the promising acolyte. Their meeting was short. The leader of the +NOI sat Malcolm down and said only these simple words: “Give the +little babies their milk before you give them their meat.” +Malcolm understood. From that point on, he rarely mentioned +the tenets of the Nation of Islam’s theology—at least in his public +talks. Instead, he spoke of the injustices African Americans had to + + +deal with every day, along with the need for a new social and +cultural structure that didn’t position them as inherently less worthy +than white people. It is probably no coincidence that the ministry of +Malcolm X resulted in a 5,000 percent increase in conversions to +the Nation of Islam within a few years. +The civil rights icon would abandon the Nation of Islam before +his death, inspired by a pilgrimage to Mecca where he prayed side +by side with people of all races. Other prominent figures like boxer +Muhammad Ali and basketball player Kareem Abdul-Jabbar +eventually left the NOI as well in order to adopt mainstream Islam. +Yet Fard’s original vision lives on in some corners. When Elijah +Muhammad’s son disavowed the divisive elements of the NOI after +his father’s death and reestablished the group as the American +Society of Muslims, a former calypso singer known as Louis +Farrakhan broke from the parent organization and reestablished it +under its original name. Relatively few people belong to his splinter +sect, which many have pegged as a hate group. That said, +Farrakhan is a master of the hype techniques pioneered by Wallace +D. Fard. As a result, he continues to get himself in the headlines +year after year. +WHY MILK BEFORE MEAT WORKS +The founders of the Nation of Islam were not the first religious +leaders to use the saying “Milk before meat” to explain the process +of getting people to open up to, buy into, and then wholeheartedly +embrace ideas that may have at one time seemed completely +foreign or even truly distasteful to them. +In the Mormon Church’s Book of Doctrine and Covenants, Jesus +says to his followers that before they bring people news of his +suffering on the cross, they should introduce them to simpler +matters. “For they cannot bear meat now,” he says, “but milk they + + +must receive; wherefore, they must not know about these things, +lest they perish.” +When nineteenth-century celebrity preacher Henry Ward +Beecher admitted to the feminist, free love advocate, and +spiritualist Victoria Woodhull that he too aimed to help effect a +change in the laws of marriage, she asked why he didn’t preach +those beliefs. His response was, “Milk for babies, meat for strong +men.” +Founders and early evangelists of new religions are faced with a +formidable task. Even though we often come to accept the +convoluted doctrines of world faiths once they become +mainstream, almost all of them strike people as bizarre, even +dangerous, when they first emerge. Yet some founders of new +religions do manage to build massive followings around their belief +systems, spawning legions of followers who transform the founders’ +beliefs into the new status quo. +What distinguishes these success stories from all the cults that +(sometimes literally) go up in flames is how gradually the founders +introduce their doctrines. +Kathleen Taylor, a cognitive scientist who studies the +physiological basis of persuasion, writes that “Human brains are +tuned for detecting changes, mismatches between their stored +experiences and the information they are currently receiving . . . too +big a gap between the ideas [influence technicians] hope to impose +and those in present occupation of the target brain will lessen the +chance of new ideas being accepted. Small steps, on the other +hand, will be easier to swallow.” +Stage magicians take advantage of this neurological quirk all the +time. They will often distract members of the audience through +onstage patter and visual deflection while slowly manipulating an +object. Then when they redirect attention back to the original area, +the change in position appears miraculous. +As a businessperson, you can take advantage of this aspect of +our wiring to work magic of a different kind. New sales are the + + +lifeblood of every business. The revenue they generate keeps a +company running. For this reason, many of us push to get to the +end of the sales process in as short a time as possible. The irony is +that it is precisely this rush to close deals that often causes us to +lose them. +The decision to part with a big chunk of money is the kind of +change that terrified our prehistoric ancestors. To counteract this +programming, focus on collecting small yeses instead. +In the old days when door-to-door salesmen prowled the land, +the best of the herd concentrated on getting people to invite them +into their homes rather than immediately getting them to open +their wallets. In our own time, savvy online marketers concentrate +the bulk of their efforts on getting prospects to download a piece +of content in exchange for an email address rather than +immediately asking for a credit card. +Follow their example. When you give your prospects a few sips +of milk, it is only a matter time before they will be clamoring for the +whole meal. +HOW TO DECIDE WHERE TO BEGIN +Hype, as we defined it earlier, is made up of two parts. To practice +it effectively, you must engender an emotional reaction in people +and get them to take action. Often, sparking emotion requires +speed and suddenness. To get people to pay attention to you, you +often have to set yourself apart like a diamond necklace against +black felt. However, generating initial attraction does not inherently +translate into influence. Lasting influence occurs in increments. +To determine which increment to introduce first, consider which +piece of your message bears the most similarity to what people +already understand, believe, or feel comfortable with. + + +A few decades after Jesus of Nazareth was crucified for +preaching his radical new beliefs in Jerusalem, the movement he +founded had plateaued. Followers of the Way (which is what +Christianity was called back then) numbered in the dozens. But +then, as every good Sunday school student knows, a zealous young +Christian-hater named Saul of Tarsus, while on the road to +Damascus, had a vision of the risen Jesus. Saul of Tarsus changed +his name to Paul and became the most effective advocate for the +new religion the world has ever known. +What is often not emphasized in the official version of this story +is how entirely different the nascent Christian faith was when he +encountered it from what it would become in his hands. The earliest +Christians—including the first apostles—thought of themselves as +Jewish. They just happened to believe in the teachings of a new +messiah. They kept kosher. They circumcised their sons. They didn’t +shave their faces. Most notably, they were only interested in +spreading the teachings of their crucified leader to other Jewish +people. +The soon-to-be Saint Paul changed all this. He alone got that +there was a great deal of potential appeal in Jesus’s teachings for +the wider population of the Roman Empire. At the same time, he +saw that very few people in the broader gladiator-loving population +would be able to digest a comprehensive new spiritual system that +contained ideas like “turning the other cheek” and the “meek +inheriting the earth.” +Paul solved this problem by packaging this radically new set of +ideas in familiar wrapping paper and then introducing it to +newcomers in gradual stages. For example, there is ample evidence +that the original followers of Jesus did not emphasize the idea of +salvation through Christ’s blood on the cross. However, Paul had +grown up in Tarsus—a city that was far more traditionally Roman +than where Jesus and his followers were from. +It was in Tarsus that Paul undoubtedly experienced the popular +ritual of the Mithraic cult, in which initiates drank wine to symbolize + + +the blood of a sacred bull in order to gain admittance into its +spiritual mysteries. It was also in Tarsus that he most likely +encountered the story of Dionysus—a god who temporarily sheds +his divinity so he can live among humanity. +The reason Paul was so successful in spreading his radical new +faith in a way that would ultimately spread to every part of the +planet is that he gave people what their culture and values could +digest before he introduced everything else. It is also how the +greatest civil rights legend in American history got two groups +whose relations had always been characterized by distrust to come +together to right one of history’s great wrongs. +In the late 1950s and early 1960s, African Americans had every +reason to hate the United States. A century after the Civil War, a +war that was supposed to have freed them from servitude, they still +lived under a system that enforced their status as decidedly inferior +citizens. +It would have probably surprised nobody if Martin Luther King Jr. +had used his speaking ability to disparage the nation, its system of +government, and society as a whole. +Fortunately, King was too savvy for that. Instead, he co-opted +the language of the institutions most dearly cherished by +mainstream America. For example, in a notable sermon at the +Ebenezer Baptist Church in 1965, King quoted entire passages of +the Declaration of Independence. During the March on +Washington, he referred to our “sweet land of liberty.” And in the +last speech of his life, he quoted the “Battle Hymn of the Republic” +lyric: “Mine eyes have seen the glory of the coming of the Lord.” +In an age where “disruption” is among the most common +business buzzwords, many entrepreneurs lose sight of the fact that +not everyone finds it so exhilarating to plunge into the great +unknown. In fact, evolution has programmed most members of our +species to fear large-scale change, even if that change would be +good for us or for society. + + +Martin Luther King Jr. got around this by wrapping his message +of intense change with the language and concepts of the trusted +and familiar. +You should do the same. +In our professional lives, we often speak using the jargon of our +own industries. We do this out of habit, and because it is efficient— +at least when we’re working with others in our own fields. However, +when we default to speaking in these terms to people we want to +influence outside our fields—like potential customers—we often +lose them. The way to combat this natural human tendency is to +embark on the following exercise. It will only take a few minutes. +Take a piece of paper and draw a line down the center of the +page. On the left, write down every technical term, acronym, and +buzzword you and your colleagues regularly use. Then, on the right, +next to each one of these terms, come up with a substitute that +relates as directly as possible to the world the people in your +intended audience inhabit. +Use this as your cheat sheet. Whenever the opportunity arises, +practice communicating with the terms from the second column +instead of the first. If you can train yourself to adopt the habit of +cloaking the new ideas you wish people to adopt in the language +they already use, your ability to influence them will dramatically +increase. +MAKING IT THEIR IDEA +Question: What do Warren Buffett and Charles Manson +have in common? +Answer: They were both star students of the Dale Carnegie +training program. + + +The widely respected billionaire, sage, and investor Warren Buffett +has famously claimed on multiple occasions that despite having +attended Columbia Business School and the University of Nebraska, +the only diploma he received that he was so proud of that he +displayed it prominently on his wall was that from a Dale Carnegie +Institute course, which he completed in 1952. To this day, Buffett +maintains that the hundred-dollar fee he paid was the most +valuable investment he ever made. +Only five years later, in 1957, a car thief and pimp named Charles +Manson was doing a stint in a federal prison in California when he +happened across a class the penitentiary was offering to inmates. +The class was based on the book How to Win Friends and Influence +People and lectures by the self-help author Dale Carnegie. The high +school dropout dove into the coursework with a frenzy, becoming +the top student in the program. +Dale Carnegie’s work is all about communicating in a +nonconfrontational way in order to massage people into seeing +reality the way you want them to. One of his most powerful +concepts is that of “letting the other fellow feel the idea is his.” The +central idea here is that one of the most effective ways of easing +people into a desired course of action is to use words and framing +that make it seem as if whatever you want them to do is originating +from their own minds. +While Carnegie came to his insights largely through trial and +error, subsequent science has confirmed many of his findings. In the +mid-1960s, the husband and wife team of social psychologists Jack +and Sharon Brehm demonstrated in a variety of experimental +conditions that people would significantly alter their behavior, even +to their own detriment, if they perceive that someone else is forcing +them into undertaking that behavior. +Warren Buffett used his soft-handed approach to become one of +the wealthiest people in history. Beneath the genial public persona +for which he has become known is a shrewd player of interpersonal + + +chess who almost always gets what he wants. As for Charles +Manson, he used what he learned to infinitely more sinister ends. +It is often remarked upon with amazement that Manson was able +to transform a group of nice middle-class kids into a cult of vicious +murderers. It was the strain of the “milk before meat” strategy he +first learned from Dale Carnegie that gave him this power. +When he spoke to Manson Family members, the leader would +rarely tell them what to do—especially in the beginning of his +relationship with them. Instead, he would regularly solicit his +followers’ advice, seizing on those instances when one of their +partially formed ideas lined up with where he wanted them to go. +Then he would subtly maneuver them—usually through questions— +until the members of the Family were completely on board with the +idea he favored. +Directly telling people what to do is the opposite of giving them +milk before meat. The kind of slow and subtle questioning that +Carnegie suggested is a far more powerful way to ease them into a +point of view you want them to adopt—whether your aim in doing +so is to create or to destroy. +In business, this is a strategy that extends far beyond sales—it is +effective in leadership of all kinds. More times than not, when we +tell people what we think they should do, they push back even if +what you are recommending is in their best interest. +Whether you are trying to get a customer or client to buy +something from you or get your team to go along with an idea you +have that might be difficult or would require a great deal of work, +replace every statement you would normally give as a command +with a question. +Start by asking questions to get people to admit the challenges +they are wrestling with. After that, ask questions to get them to +unearth proposed solutions. +Those listening to you will inevitably propose a wide range of +different ideas—many of which you don’t really want them to land +on. That’s fine. When people propose solutions that don’t get you + + +to your desired end point, encourage them to give more ideas. +However, when they finally land on a solution that is closer to where +you want them to end up (and they inevitably will), seize on it and +say, “That’s a good idea! What else?” +Walk them through that journey, and eventually they’ll come up +with the idea you wanted them to come up with all along. +Often, we feel that in order to get people to do what we want, +to take the actions we want them to take, we need to impose our +will ever more strongly on them. If they don’t listen to us, don’t +follow us, that’s simply because we’re not making our case +forcefully enough. The best hype artists understand how foolish this +is. They realize that once you’ve sparked attraction, the best way to +get people to do what you want them to do is to have them get +themselves there in steps so small that they don’t even know it is +happening. +Putting It into Practice +•   Small yeses lead to successes. Often, when we engage in +sales, we try to close the entire deal all at once and scare +people off. Instead, decide in advance some small +concession you can get your prospect to agree to. +•   Break up large asks into micro-asks. Then put these +micro-asks down on a calendar and follow the schedule to +keep yourself disciplined. +•   Ask questions. First probe to find out where the people +you want to influence are struggling. Then ask additional +questions to get them to propose potential solutions to +their own problem. When you hear an idea that aligns +with your agenda, seize on it. Agree and praise them for +their great thinking. diff --git a/library/The Hype Handbook/Chapter-05-Become-a-Trickster-at-Least-for-a-Little-While/Chapter-05-source-text.md b/library/The Hype Handbook/Chapter-05-Become-a-Trickster-at-Least-for-a-Little-While/Chapter-05-source-text.md new file mode 100644 index 0000000..e916ae9 --- /dev/null +++ b/library/The Hype Handbook/Chapter-05-Become-a-Trickster-at-Least-for-a-Little-While/Chapter-05-source-text.md @@ -0,0 +1,488 @@ +# The Hype Handbook — Chapter-05: Become a Trickster (at Least for a Little While) +- **Source**: /library/The Hype Handbook/source-file.pdf +- **PDF pages**: 71–85 +- **Pages without text**: none + +--- + + +O +HYPE STRATEGY #5 +BECOME A TRICKSTER +(at Least for a Little While) +One can get away with most anything by making people tap their +toes, laugh, or shake their heads in disbelief. +—KEMBREW MCLEOD +nly moments after the god Hermes was born, he snuck away +from his mother to do a prank. In this first day of his life, the Greek +god stole a herd of cattle from his elder half brother Apollo and +then set about inventing the lyre out of a tortoise shell. When +Apollo found out about his baby bro’s antics, he was not pleased. +The elder deity was getting ready to take some Olympic-scale +revenge when Hermes proposed a deal. In exchange for Apollo’s +forgiveness, Hermes would give him the lyre. Apollo couldn’t help +but be amused by the little brat, took him up on his offer, and +became the god of music. As for Hermes, he became the god of +thieves and would even go on to nab a spot on Mount Olympus. +Hermes is an example of a mythological figure that +anthropologists call the “trickster.” If you go back far enough, you’ll +find one in practically every culture in the world. +The Nez Perce tribe from what is now northeastern Idaho had +Coyote who created traps for the purpose of fooling and confusing + + +his fellow animal spirits. He eventually gave the traps to humans so +they could catch fish and game and feed themselves. The Yoruba of +western Africa had Eshu, a god who stole palm nuts from the +monkey spirits and invented art. The Chinese told stories of the +Monkey King, whose quick tongue made sure a Buddhist monk on +pilgrimage arrived safely to his sacred destination. And the +Scandinavians had Loki, a source of perpetual trouble and new +ideas for Thor, Odin, and the rest of that gloomy northern bunch. +As Christianity replaced paganism, church fathers suppressed +these myths, shoehorning aspects of the trickster gods into the +figure of Satan. In doing this, they missed the point. While the devil +is a figure of pure evil, tricksters are embodiments of mischief. And +mischief plays a vital role in every society. In the words of the +mythologist Lewis Hyde, “The Devil is an agent of evil, but trickster +is amoral, not immoral.” +It is easy for Olympians, kings and queens, and C-suite +executives to look down on everyone else from their lofty positions +and pass judgment on what is right and what is wrong. That’s +because they’ve already made it. But it’s a different story when +you’re first starting out or doing something truly new. Or if +circumstance has kept you from the advantages your competitors +have. +We all come to our careers from different starting points. Some +of us emerge into the business world with all the advantages, +connections, and resources we need. Most of us don’t. Using the +tools of the trickster is often the only way for those of us who start +off without advantages to catch up. Fortunately, if you choose to +avail yourself of this brand of benevolent mischief, you can do so in +a way that actually adds color to the lives of those around you. +“Where someone’s sense of honorable behavior has left him +unable to act,” Lewis Hyde wrote, “trickster will appear to suggest +an amoral [as opposed to immoral] action, something right/wrong +that will get life going again.” + + +So what does it mean to become a trickster in the business +world? How can you apply these tricks ethically while still advancing +your interests? +How can you make them work for you if you don’t come to it +naturally? +As always, the answers to these questions can be found in the +stories of those who have come before you. +INVERT NORMS +At the end of the nineteenth century, theater was the dominant +form of live entertainment. Nowhere was that truer than in Paris. +The French capital in 1897 had theaters of every size, in every part +of the city. This made it tough for newcomers who wanted to enter +the business, especially if they didn’t have a lot of financial backing. +This was what made the proprietors of the Grand Guignol so +remarkable. Founded in 1897 on a tiny budget by Oscar Méténier, +and expanded and enhanced by Max Maurey, the Grand Guignol +theater became one of Paris’s must-visit destinations for the next 65 +years. +The reason the Grand Guignol was able to thrive as so many of +its competitors rose and fell around it: The two men behind its +success were tricksters to the core. +When the tabloid journalist and marginal playwright Oscar +Méténier decided he wanted to strike out on his own as an +entrepreneur, he turned to the industry he knew best—the theater. +However, past financial mismanagement limited his options when it +came to finding a venue for his new venture. Not to be deterred, +Méténier secured the only venue he could afford—an old church on +a narrow back street. +Everything about Méténier’s venue should have caused its +failure. The church was small and cramped—by some accounts, the + + +smallest playhouse in Paris. There was little separation between the +audience and stage. The baroque religiosity of the decor had the +potential to turn off theatergoers who were looking for a carefree, +and often decadent, night on the town. +But, again, Méténier was a trickster. As such, he used every +potentially off-putting element of his new theater to create an +atmosphere of delicious disorientation, curiosity, and intrigue. +Audience members sat in pews and in boxes that resembled +confessional booths under Gothic vaulted ceilings with cherub +gargoyles grinning down at them. Once people took their seats, +they experienced an evening of plays unlike any others being +performed in Paris—or anywhere else, for that matter. +The Grand Guignol featured plays drawn from the crime and +depravity Méténier had witnessed during his time as a tabloid +reporter. Few of the actual plays he or his successors produced +there are remembered, and for good reason. As plays, they were +not very good. Yet word spread quickly about this tiny venue on a +tiny street. +Although France had already gone through its secular +revolutions, the Catholic Church was still deeply embedded in the +psyche of its citizens. By placing tales of sin in the context of a +house of God, with all its accompanying accoutrements, Oscar +Méténier created a fin de siècle version of a viral phenomenon. +Eventually Méténier sold the Grand Guignol to engineer-turned- +entrepreneur Max Maurey. Even more commercially minded than +his predecessor, Maurey ramped up the depravity. Under Maurey, +an early proponent of special effects, the stage of the Grand +Guignol featured blood spurting out of stab wounds, severed limbs, +burning flesh, and decapitations. +Audiences were not prepared for what they saw, and it became +common for members of the audience to faint during +performances. Maurey took advantage of this. He made sure there +was a doctor in attendance at every show. He leaked to the press a +possibly apocryphal incident where a woman in the audience + + +passed out, and her husband called for a doctor. Unfortunately, in +this case, the doctor was not able to help because he too had +fainted. +The Grand Guignol used a church—a symbol of goodness and +cleanliness and piety—and transformed it into a venue for displays +of humanity’s basest impulses. It took the medium of Shakespeare +and turned it into a gratuitous slaughterhouse. It took the healing +arts and used them for a publicity stunt. +People often think that to stand out they need to do something +entirely new. They feel that shock value for its own sake will get +them the attention they crave. But often this approach backfires. +Instead, it is by inverting norms that already exist that you create +the appearance and sensation of novelty while still giving audiences +the language and framework they need to allow themselves to let +you in. +This was an approach Andrew Loog Oldham built his career on. +In 1964, the 19-year-old music manager didn’t know what to do. +While his band, the Rolling Stones, was getting a bit of traction, +they seemed unable to break out as real stars. A big part of the +problem was the Beatles. The Stones were good, but there didn’t +seem to be any room left for them. +The members of the Rolling Stones were middle-class boys with +diverse backgrounds and tastes. Among the band’s numbers was an +alumnus of the United Kingdom’s most prestigious business school, +as well as a stately jazz drummer and a girl-shy guitarist with big +ears. Lucky for everyone who loves rock music, Oldham had an idea +that changed everything. +He gathered the bandmates and told them from then on they +would play the role of “bad boys.” Instead of trying to compete +with the charming Beatles, who even grandmothers could tolerate, +they would be rude, surly, and, by extension, dangerous whenever +they interacted with the public. +Oldham was a trickster by inclination and necessity. He was +raised by a single mother with no connections or money, and he + + +was too young to be taken seriously by anyone who counted in the +music business. Andrew Loog Oldham fashioned himself into a +trickster because it was the only way for him to get from where he +was to where he wanted to be. +The young manager took the standard image of the pop star +prevalent at the time and turned it inside out. Where the Beatles— +and the hordes of groups that followed in their wake—wore suits +and ties, he encouraged the Stones to wear their grubby street +clothes. Where the Beatles were polite to the television variety +show hosts who invited them on, the Stones slouched and +mumbled. Whereas the Beatles charmed the press, the Stones spit +out rude answers to their questions. +In the words of Rolling Stone magazine reporter James Miller, +“Oldham seduced the media, provoking them into saturation +coverage of outrageous behavior (much of it either exaggerated or +simply untrue).” +Even if you work in a more traditional industry than that of +Méténier, Maurey, or Oldham, you can learn a lot from these +tricksters. +Are there certain standards and assumptions in your industry or +scene that everyone accepts as the way things are without +questioning them? If so, write down every value, design element, +system, way of thinking, belief, and any other piece that makes this +entity what it is. Next, for each of these elements, think of its total +opposite. Write those down as well. +For instance, take a virtually unquestioned maxim like “Hard +work is essential to success.” Is it possible there’s an alternative to +that worldview, such as “Successful people figure out how to work +less hard and then convince unsuccessful people to work hard on +their behalf”? (If you haven’t figured it out by now, it was this +exercise that led me to the public position I took that caused the +fight with Gary Vaynerchuk that caused my career to take off.) +Ask yourself how you can embody these opposite elements in +your packaging, your demeanor, and your public stance. It is there + + +that you may find your winning pose. +MANUFACTURE MOMENTUM +When Macy’s approached Marc Ecko and offered to give his hip- +hop–influenced clothing line a try in one of its stores, he was both +elated and terrified. He was elated because, well, it was Macy’s. He +was terrified because this single rack in a single store was his one +and only chance to prove himself. +Ecko Unlimited knew there was a distinct possibility that +customers would pass the rack by without buying a thing. He also +knew that this would kill any momentum he had already built for his +brand. He couldn’t let that happen. +So what did he do? He contacted members of his street teams— +kids he paid to plaster clubs and lampposts with the Ecko logo in +various forms. Then he handed them some cash and told them, on +the down low, to go into Macy’s and buy his stuff. +The rack soon sold out. Macy’s expanded its order. With a bigger +blueprint in the store, non–street team members started purchasing +Ecko clothing. In turn, Macy’s expanded its order. +It was the beginning of an empire. +In remarking on his strategy years later, Marc Ecko said, “What’s +the takeaway here: Should you cheat to win? Yes and no. Long +term, no, it’d be unscalable, unethical, and inauthentic to cook your +books or buy your own inventory. That’s bullshitting the world and +bullshitting yourself. But when you’re launching a business, and you +believe in the fundamentals, think of it like a date; you want to +make a good first impression.” +Albert-László Barabási is a professor of network science who +specializes in studying the effects of complex networks on +performance. In 2018, he published a book called The Formula: The +Universal Laws of Success, which was the culmination of a multiyear + + +study in which he and his research team analyzed the common +factors that a diverse range of successful people and projects share. +What they found was that—more than quality or performance— +success begets success: The factor that contributes the most to +success is whether the person or project has already had success. +Fortunately, there are countless ways to manufacture +momentum. Locate a small core of influential people who would be +receptive to your product and provide them with all kinds of +incentives to spread the word. Give them your product for free. +Pump them up and make them feel like trendsetters. Hold a launch +event, call on every friend you have to pack the room, and make +sure people you know are on hand with some sort of camera or +recording device to capture the crowds. When you spread the word +—and the images—online, leave out the fact that this was a +onetime occurrence. A few simple phrases—“another,” “again,” +“our fans”—can create the perception that crowds like this one are +the norm rather than the exception. +MAKE NEWS +The tricksters of myth had a knack for commanding attention from +all the other gods that was disproportionate to the amount of +actual power they had. For example, in Norse mythology, Loki was +physically weaker than many of the other warlike deities of Asgard. +Yet when he caused the death of Baldr the Bright—a being beloved +by all the other gods for his beauty—by fooling the blind god Hodr +into piercing Baldr with toxic mistletoe, the incident became the all- +consuming obsession of all the gods. In other words, Loki +generated news and caused it to spread. +It is a pattern many modern-day tricksters have followed. +Abbie Hoffman was a counterculture, antiwar protestor of the +sixties variety who cofounded a new youth cultural movement he + + +called the Yippies, which he positioned as the logical evolution from +hippiedom. He organized a gathering in Washington, DC, where a +crowd of self-proclaimed freaks attempted to levitate the Pentagon +with their minds. He jumped up on stage during The Who’s set at +Woodstock, only to receive a kick in the backside from guitarist +Pete Townshend. +Each of these stunts garnered Hoffman and his movement +massive amounts of press. Each of these stunts inspired imitators. +Each of these stunts seemed like real news. And each of these +stunts was concocted from the heads of Hoffman and his +collaborators. +In describing his approach, Hoffman said, “If you don’t like the +news, why not go out and make your own?” +As the owner of a marketing agency, I get a lot of emails and +calls from people who are looking to get attention for their +businesses, products, and ideas. Most of these people are smart, +and many of them are very accomplished. Yet when I ask them why +journalists would want to feature them in their newspapers, +magazines, TV shows, blogs, or podcasts, they usually launch into a +description of all the wonderful features of their product, maybe +with a little bit of history about their company thrown in. +It is important to keep in mind that journalists are not in the +business of providing free advertising for products and services, +regardless of how well made and useful they might be. Journalists +are in the business of delivering news—or at least something that +resembles news. If you want exposure for your stuff and for +yourself, you need to follow Hoffman’s advice. +Instead of taking out an ad for whatever you’re selling, create +and promote a holiday that celebrates its product category. +Rather than going from door to door to raise money for a +charity, take inspiration from the ALS ice bucket challenge, which +raised $115 million to fight amyotrophic lateral sclerosis (or Lou +Gehrig’s disease) by calling on people to post videos on social + + +media of their friends and family dumping buckets of ice on their +heads. +If you’re an activist, follow the example of Pussy Riot. +In 2011, a group of Russian women who had become fed up with +the accelerating authoritarianism and takeover of the media by +President–Prime Minister–President Vladimir Putin created a gang +of tricksters called Pussy Riot with the aim of combating the +propagandist hype of their country’s leader with street activist hype +of their own. Not only did this group lack financial resources; it was +largely barred from mass media outlets. +So the members of Pussy Riot asked themselves this question: +“Where can we go to get in front of lots and lots of people with a +message they won’t be able to ignore, in a way that they won’t be +able to resist telling others?” +The answer they came up with: public transportation hubs. +Pussy Riot debuted its assault against the Russian status quo with +a tour of Moscow’s most heavily trafficked subway stations. The +women donned trademark neon-bright face masks, plugged +amplifiers into whatever source of electricity was closest by, and +ripped into a cacophonous blast of sound and aggression. +In her book Read&Riot: A Pussy Riot Guide to Activism, Pussy +Riot member Nadya Tolokonnikova described how the group +ensured that news of these performances spread: “In the middle of +a song, I would rip open a pillow and feathers would rain down on +the subway station. . . . I would pull a large firecracker filled with +multicolored confetti from my panties . . . and set it off. A layer of +colored foil and paper covered stunned passengers who pressed +the ‘record’ button on their phones and pointed them at us.” +Pussy Riot created news and devised a mechanism for spreading +that news that was embedded in their actual “product.” +You may have no intention or desire to dress up, fight the power, +or engage in public spectacle, but there is still a lot you can learn +from this band of tricksters. + + +Begin by conducting an honest assessment. Are there people +using your product in a way other than it was originally intended? Is +there some sort of spectacle or event or dispute associated with +what you produce? Is there a point of view that challenges the +status quo that also has a tie to what you’re selling? Is there a +group of people who are inclined to use technology to capture +what you do and share it with a wide audience? This is all the clay +that the trickster digs up and molds to his or her own ends. +Once you figure this out, find the version of a public transit hub +that’s most applicable to you and your situation. In the digital age, +this does not have to be a physical location. A well-trafficked +subreddit? A particularly active YouTube comments section? A +certain Quora answer section? Whatever it is, spend time there and +display your own version of confetti pulled from underwear. +If you do this well, there will come a time when your tricks have +gotten you to where you need to go and when you’ll have to +transition into a more prestigious role—to work your way into the +circle of the Olympians. The question is, How do you know when +that time has arrived? +MOVING BEYOND TRICKS +It was 2 a.m. and recent college dropout Ryan Holiday was defacing +a billboard. The catch: The billboard was bought and paid for by +Holiday and his client. +Holiday had recently dropped out of college to intern for Robert +Greene—the Machiavellian master who authored such books as The +48 Laws of Power and The Art of Seduction—and then parlayed +that experience into a web of connections with up-and-comers and +the already-arrived like Tim Ferriss, James Altucher, and Tucker +Max. It was on behalf of the last of these that Holiday would enact a +campaign of tricksterism that would set off a firestorm. + + +The movie version of Tucker Max’s controversial bestselling book +I Hope They Serve Beer in Hell was about to come out, and Max +had asked Holiday to help drum up attention for it. Despite the +book’s sales, Max and Holiday didn’t have the kind of resources at +their disposal that a large organization might. With the money they +did have, Holiday and Max rented a small handful of billboards +advertising the movie and then set about destroying them. +Holiday affixed on the billboard a message that made it clear +that Tucker Max was a disgusting, woman-hating pig. The +implication was that this message was placed there by a feminist +who was so angry at Max and what he stood for that she was driven +to vandalism. +Of course, the actual perpetrator made sure to take a picture of +the newly defaced billboard. When he got home, he sent email +under a bogus email account with a fake name to a handful of news +and gossip blogs. Along with the attached photo, he wrote: “I saw +these on my way home last night. It was on 3rd and Crescent +Heights, I think. Good to know Los Angeles hates Tucker Max too.” +News of the vandalism spread, and soon real feminists were +defacing other Tucker Max billboards in emulation of their +nonexistent hero. Outrage skyrocketed. Woke college students +picked up their picket signs to call for mass boycotts of the film. +Major media outlets picked up on the furor, and pundits debated +the merits of both sides. +Ticket sales soared. +These sorts of antics were Ryan Holiday’s stock-in-trade for the +early years of this precocious wunderkind’s career. Barely out of his +late teens, he secured a position as head of marketing for the +clothing brand American Apparel. On its behalf, he used a tiny +budget to secure porn star Sasha Grey for an ad where she wore +nothing but socks (a naked girl for a clothing ad, get it?). He +manufactured stories, pitched them to blogs, and got major media +outlets to cover these stories as truth. He distributed antireligious +messages on Christian websites and sexist messages on feminist + + +websites—his only belief about any of the messages he spread +having to do with whether they got covered or not. +Holiday’s tactics were incredibly successful. They catapulted +American Apparel into prominence (until the company eventually +collapsed under a strange brew of paranoia, bad behavior, and +poor decision-making by founder Dov Charney), and they made him +one of the most coveted and emulated promoters around. +Holiday had other ambitions, though. Despite the crass humor +and mischief of his tactics, his heroes were classical philosophers +like Marcus Aurelius and Epictetus. He saw himself as a writer and a +thinker and wanted to create great books that the public took +seriously. Presumably he understood that his reputation as a +trickster was not compatible with his achieving his larger goals. +It was with typical savvy that Ryan Holiday bridged the gap. +In 2012, Holiday published a book called Trust Me, I’m Lying: +Confessions of a Media Manipulator. The book was billed as an +exposé of the underhanded tricks that he had used to game the +media and the gullible public. As evidenced by the fact that the alt- +right eventually used this book (by Holiday’s own admission) to +move itself from the freakish fringe to the center of the cultural +conversation, it makes no attempt to hide what some might call +sinister and dishonest tactics from those who might use them for ill. +Holiday’s real genius move was that he made it clear that buyers +of the book will get their hands on these kinds of secrets, while he +simultaneously used the book to begin to distance himself from the +trickster image that would get in the way of the next phase of his +career. +For example, a blurb on the back of Trust Me, I’m Lying reads: +“Why am I giving away these secrets? Because I’m tired of a world +where blogs take indirect bribes, marketers help write all the news, +reckless journalists spread lies, and no one is accountable for any of +it. I’m going to explain exactly how the media really works. What +you choose to do with this information is up to you.” +Brilliant. + + +The effectiveness of Holiday’s distancing tactic is evident in what +happened next. Among a number of other subsequent sober- +minded books he put out, he released The Obstacle Is the Way, a +reinterpretation of Stoic philosophy for the modern era. The +audiobook version became incredibly popular among coaches and +professional athletes, leading to his starting a web-based +publication/business called The Daily Stoic, dedicated to +promulgating the ideas of this philosophy of self-denial and moral +fortitude. +Today Ryan Holiday’s public image as a speaker and consultant, +as well as that as a writer, is one of stern certainty. He speaks in +unqualified terms about what his readers and followers should do +to live upright lives in our decadent age. And people eat it up. He’s +bigger than ever. +His trickster past has been all but forgotten. +Being a trickster is extremely effective in the early stages of your +career—or in the early stages of a new project or launch or initiative +—especially when you’re low on resources and obvious +opportunities. For certain people in a limited range of fields— +celebrity managers, shock jocks, and the like—being a lifelong +trickster makes sense. For the rest of us, remaining a trickster can +often become as much of a shackle as it once was a gate opener— +particularly when you’re at that point when you want to move from +the fringes to the centers of power. +The best hype artists know when to make this shift. They sense +when to discredit their own past as an overt mischief maker and to +embody an altogether new persona. +Putting It into Practice +•   What are the standards and assumptions your industry +accepts without question? Identify their opposites. + + +Brainstorm ways to embody these counterintuitive ideas +in your packaging, your demeanor, and your public +stance. +•   Manufacture momentum. Find people in your network +who would be receptive to what you’re selling. Give them +your stuff for free. Provide incentives for them to spread +the word online or at high-profile, real-life locations when +you believe the most people will be paying attention. +•   Once you’ve crossed from the fringes to the mainstream, +start planning your shift away from mischief making. diff --git a/library/The Hype Handbook/Chapter-06-Become-a-Magus/Chapter-06-source-text.md b/library/The Hype Handbook/Chapter-06-Become-a-Magus/Chapter-06-source-text.md new file mode 100644 index 0000000..498a0bc --- /dev/null +++ b/library/The Hype Handbook/Chapter-06-Become-a-Magus/Chapter-06-source-text.md @@ -0,0 +1,438 @@ +# The Hype Handbook — Chapter-06: Become a Magus +- **Source**: /library/The Hype Handbook/source-file.pdf +- **PDF pages**: 86–98 +- **Pages without text**: none + +--- + + +T +HYPE STRATEGY #6 +BECOME A MAGUS +Even the more reprehensible magicians have generally shown a +truer understanding of what constitutes human happiness than +most rulers and conquerors. +—E. M. BUTLER +hree thousand years ago, the land we now call Iran was ruled by +a people called the Medes. The Medes organized themselves into +six tribes, each of which was responsible for a different societal +function. The first five are largely forgotten. The members of the +sixth were called the magi. +The magi were the priests of the ancient Median civilization. +Historians aren’t certain about how they came to occupy the role, +but what is clear from the archaeological record is the extent to +which the Median kings depended on them. +Whenever a king was faced with a vital decision—such as +whether or not to go to war—he would summon one of the magi +for guidance. When called, the magus in question would—swathed +in robes embroidered with strange symbols and bedecked in +amulets and medallions—make his appearance. In exalted tones he +would ask the king about the issue at hand. + + +Once this phase of the consultation was complete, the magus +would withdraw. He would study the stars. He would draw up +charts. He would recite incantations. He would confer with the +gods. +After he had completed this extensive ritual, the magus would +appear again before the king. With great ceremony, he would +unveil a series of proclamations. The king would listen intently. Only +then would he act. +This arrangement worked well for many years. Until it didn’t. At +some point, one of the long-subjugated groups of the Median +Empire, the Persians, defeated their masters in battle and ended +their reign. The Persian leader, Darius, declared himself king and +embarked on the slaughter and enslavement of the vanquished +ruling class, as was customary at the time. +Now you might think this would have been the end of the magi. +Not only were they a powerful part of the Median aristocracy, but +their forecast about the outcome of the most important battle in +Iranian history up to that time was completely wrong. +But rather than getting themselves thrown into history’s mass +grave, the magi would somehow go on to maintain—and even +increase—their influence as advisors under their new Persian rulers. +Without so much as a battalion, they managed to conquer what +would become one of the greatest military powers of all time. +In her 1947 book The Myth of the Magus, Cambridge professor +Eliza Marian Butler held up the Median magi as the first known +example of a type of figure that has amassed great power in +virtually every civilization. This is the magician—a word that, in fact, +takes its name from the magi of ancient Iran. +What is it, asked Butler, that has set the magician apart from +other kinds of leaders and power brokers in a society? Her +conclusion was that in order to cope with a world full of uncertainty, +human beings have evolved a deep need for guidance from people +they perceive as having access to the realm of the miraculous. + + +Magicians, whatever they happen to call themselves in a particular +era, satisfy this need. +But the question remains: How do human beings assess what +experiences and phenomena are, in fact, miraculous? +Experimental psychologists Michael R. Ransom and Mark D. +Alicke conducted a series of experiments in the year 2000 to +determine the answer to precisely this question. The pair gave +participants a string of scenarios describing improbable events— +ranging from winning the lottery to recovering from a serious +disease—but with slight variations in the specific details. Then the +experimenters asked the subjects to indicate which of the scenarios +were miracles and which were merely chance occurrences. +Of all the factors Ransom and Alicke observed, there were two +that determined whether a subject saw a certain scenario as a +miracle. One was the degree of surprise. For example, if the +character in the scenario had found the winning lottery ticket on the +sidewalk on a route they had never before taken to work, subjects +tended to consider that more miraculous than someone who simply +bought a ticket in a nearby deli. +The other main factor was “worthiness.” In other words, if a child +recovered from a terminal disease and then grew up to become a +hero who saved a bunch of orphans from a burning building, +subjects were more likely to see this as a miracle than if the child +grew up to be an average Joe. +Ransom and Alicke called these signifiers “miracle heuristics.” +Despite what we might admit to ourselves, we have a deep need to +believe in miracles as a way to find certainty and meaning. At the +same time, we don’t actually know how to distinguish miracles from +that which is simply random and improbable. To resolve this +tension, we subconsciously scan the landscape for easy-to-digest +codes that tell us we’re in the presence of the miraculous. Great +hype artists understand this, and they use it. They deploy miracle +heuristics to exploit the deep human attraction to magic in all its +forms. + + +What follows are some specific ways true masters of hype +manufacture miracle heuristics to attract attention, build fervent +followings, and achieve outrageous objectives. Follow their lead, +and you’ll be able to do the same. +THE POWER OF MIRACULOUS FEATS +In 1987 Richard Branson, the founder of Virgin Records, received a +call from a stranger named Per Lindstrand. It had occurred to +Lindstrand, after having observed the exploits of the risk-taking +entrepreneur in the press, that Branson would make an ideal +partner in a venture Lindstrand had been planning for much of his +adult life. +Lindstrand explained to Branson that no one had ever crossed +the Atlantic in a hot-air balloon. There was a good reason for this. +The kind of hot-air balloon that could withstand a journey of this +duration would have to be massive, something that, as Branson +would later describe it, “could swallow the Royal Albert Hall +without showing a bulge.” Because of the size required, however, +the farthest anyone had ever flown one of these contraptions was +600 miles. +Unfortunately, to cross the Atlantic Ocean they would have to fly +3,000 miles. And if that weren’t enough, the balloon would have to +surf along violent wind currents as its main method of propulsion. +The two of them would be all by themselves, with nothing but +shark-infested waters below them and with no real method of +backup if something should go wrong. Oh, and five people had +already died trying to make the crossing. +Branson’s reply was, “When do we start?” +Branson (along with Lindstrand) ended up traversing the 3,000 +miles. Not only was this the most anyone had every traveled by that +method, but it was the longest anyone had ever spent in a hot-air + + +balloon. Before that the record was 27 hours, and he spent three +times that amount of time in the air. He was almost killed on +multiple occasions by tangled cables, dropped fueled tanks, and +near drowning. At one point, his partner was lost at sea for a full +hour. +Ultimately, however, Richard Branson, with Per Lindstrand, +became the first person to ever cross the Atlantic in a hot-air +balloon. +The reason I know about this story in such detail is because +Richard Branson made sure of it. It was relentlessly covered in the +media when it happened. He dedicated many pages to it in his +bestselling autobiography Losing My Virginity: How I Survived, Had +Fun, and Made a Fortune Doing Business My Way. And the +description of how he undertook this perilous journey—and actually +succeeded in making the crossing for the first time ever—has been +told and retold countless times in retrospectives and “heroes-of- +business” TV specials. +Still, there’s one question I’ve never heard asked in any real way +by any of the newscasters, cowriters, and television producers who +have recounted this now legendary tale. +Why did Branson do it? +It’s not as if Richard Branson had a lot of free time on his hands. +Not only was he running a major record label; he was also in the +midst of launching a new airline. It also wasn’t as if he had a long +deep-seated interest in hot-air ballooning. Until Lindstrand +contacted him, he had never given it any thought at all. It is clear +that Branson got a lot of publicity for the undertaking, but how did +he know in advance it would be the right kind of publicity—the kind +that would help Virgin make more money? +The real reason the entrepreneur-mogul sank so much time and +effort into this perilous, impressive, and useless feat is that he is a +master magician. The most successful magicians have always known +that to deeply influence people it is not enough to simply point out +miracles or even to make miracles—they have to be miracles. They + + +understand that to get people to gravitate to them, they need to +come across as the kid who grows up to become an uncommon +hero rather than an average Joe. +It was with this understanding that the Theosophist guru +Madame Helena Blavatsky actively spread rumors of her time +between when she left Russia and came to America as one in which +she had toured Serbia as a concert pianist and performed in a circus +as a bareback horse rider. It was why “King” Benjamin Franklin +Purnell, the founder of a turn-of-the-century religious cult called the +House of David, led a baseball team that would regularly outscore +its opponents by 25 to 30 runs. It was also why, closer to our own +time, Kim Jong Il made sure that every time he played golf, the +North Korean press reported that he hit 18 holes-in-one. And it’s +why Tim Ferriss’s followers all know he takes baths full of ice, +speaks 12 languages, and became a national kickboxing champion +with record speed. +By crafting the persona of someone who has the ability to +perform amazing feats, you tap into one of the two key miracle +heuristics that Ransom and Alicke pinpointed—worthiness. And by +choosing a feat that most people don’t encounter every day, you +tap into the other—surprise. +But the question still remains: If you don’t have the stomach for +death-defying stunts (or blatant lying), how can you tap into the +power of miraculous feats? +HOW TO MAKE YOUR FEATS +MIRACULOUS +Even if you aren’t Richard Branson, you’ve had at least a few +accomplishments over the course of your life. How do I know this +about you? Because I’ve never met anyone who hasn’t. You may +think of them as no big deal or not much to talk about, but if you’re + + +a human being, you’ve got at least a handful of wins somewhere in +your life story. +Despite what they’d have you believe, the number one +difference between magicians like Branson and the rest of us is not +the size and scope of their accomplishments. It’s that they think and +talk differently about those accomplishments. They have learned to +present an easy-to-digest version of reality—one with a simple story +arc in which they are protagonists using their powers to overcome +clear-cut obstacles to achieve a worthy goal. +In interviews, when asked about her background, Ayn Rand +would always give the same backstory. She fled to the United +States from Russia in the wake of the Bolshevik Revolution. She +came with no money. She had no connections. Yet through the +force of her intellect and will, she was able to climb to the top of +her field—first as a screenwriter and then as a bestselling novelist. +Of course, the full story was far more complicated. When Rand +arrived in America, she was greeted by a large extended family that +gave her a free place to stay and took great pains to make her feel +comfortable. They also gave her loans, which allowed her to go to +Hollywood and make her way in the screen trade. But Rand’s +glossing over all these nuances in her tale was no accident. The +help her family provided simply didn’t fit the persona of the +ultimate free market capitalist on which she built her career, and for +which she is still known today. +In telling your own story, whether it’s in an interview, on a +YouTube video, or at a dinner table full of important connections, +don’t leave the filter through which you present your +accomplishments (no matter how minor they might seem to you) up +to chance. Always start by asking yourself: “What’s my persona?” +and “What’s my narrative arc?” If there’s a detail that doesn’t fit +into one of these two buckets, think twice before bringing it up. +At the same time, there’s a fine line between learning to tell your +story in the most persuasive way possible and being a +braggadocious liar. The latter will ultimately work against you + + +because, despite appearances to the contrary, most people are +surprisingly good at spotting truly blatant bunk. +To stay on the right side of this line, think of the various elements +of your narrative as faders on a music studio mixing board. When +recording engineers mix a track, they could theoretically place +every instrument—bass, guitar, drums, vocals, and keyboards—at +the same level. But this would make the result an ugly blob of +noise, no matter how good the underlying song actually is. Instead, +they raise and lower different instruments in the mix. None of the +instruments disappear entirely, but some come to the fore while +others recede into the background. +Just as working the faders is the best way to get across the +artist’s vision, turning up the volume on the elements of your story +that showcase your accomplishments and lowering the volume on +those that don’t will give you the best shot at realizing yours. In +some instances, however, the underlying track may still need some +additional work first. +In the modern Christmas classic Elf, Will Ferrell plays a man +named Buddy who accidentally stowed away in Santa’s toy bag +when he was an infant. When the movie begins, he is living as an elf +in Santa’s workshop without any knowledge that he is actually a +human. As a result of being a human, he is the slowest, most inept +toymaker in the North Pole, which causes him unceasing anguish. +He eventually becomes so distressed by his subpar elfishness that, +upon discovering his human heritage, he makes his way to New +York City to find his birth father. +As he makes his way around New York City, he takes part in an +epic snowball fight, designs a blockbuster department store +display, and builds toys out of disassembled furniture. His +proficiency at each of these tasks astounds everyone he encounters, +none of whom understand how he is able to do what he does. What +they don’t realize is that the only difference between Buddy and +themselves is that they weren’t raised by elves at the North Pole. + + +Follow Buddy’s example. Pinpoint a social or professional circle +where you want to make a splash. Then identify a skill of yours that +you take for granted. For example, maybe you’re really good at +making people feel comfortable socially. That’s a natural talent that +wouldn’t attract much notice in a circle of party planners but that +would come in handy if you were trying to crack a circle of tax +accountants. Or perhaps you’re awesome at fixing technical gizmos. +Not a big deal in a circle of IT professionals, but if you need to get +in good with a crowd of literary agents, becoming known as the +resident tech whiz who is always willing to lend a hand could go a +long way. +In short, figure out if your talent is in short supply among +members of the new crowd you’re looking to become part of, and if +it doesn’t cost you much to give a little of it away, do so, especially +if it would appear particularly magical to those who don’t possess +it. Not only can leading with these sorts of abilities gain you entrée +into circles that might otherwise be closed to you; it is often the +first step in getting the people who matter most to the +achievement of your goals to view you as miraculous. +UNEARTH THE GEM BURIED IN THE +DIRT +While learning how to reframe the strengths we already have is one +part of becoming a master hype artist, it is typically not enough. In +fact, master hype artists mix in elements of precisely the opposite +approach. When they manage to get the balance right, the result is +pure magic. +Thomas Edison is known as the man who invented recorded +sound, the light bulb, and motion pictures and in doing so single- +handedly created the modern technological age. As usual, the story +is far more complicated than the standard telling would have us + + +believe. The reality is that Edison bumbled into his discovery of the +principles that made the phonograph work while trying to improve +the telegraph and then failed to recognize its importance for a +decade. A number of people developed sources of electric light +before he did, and even after his lab perfected the design of the +light bulb, he couldn’t figure out how to make it work on a large +scale. As for the movie camera, he wasn’t even in town when that +was invented. One of his assistants conceived of it and built it while +Edison was away trying to create a new kind of mining equipment. +When reporters of Edison’s day dubbed him the “Wizard of +Menlo Park,” they were describing what they saw as the magic of +his technological inventiveness. But Edison’s real feat as a magician +was that someone like him was able to become the foremost +celebrity of his era. +Not only was Thomas Edison a far less accomplished inventor +than his legend would suggest; he was also a thoroughly +uncharismatic human being. He had a great deal of difficulty +engaging in social pleasantries, which made relationships tough to +build and maintain. When anyone dropped by to see him, including +investors and business partners, he would find any reason he could +to avoid emerging from his lab to spend time with them. +For many entrepreneurs, having the kind of personality that +regularly alienated your most vital financial backers and professional +connections would be a career-ending flaw. But Edison overcame +this by reframing his greatest weakness as his most notable +strength. +For example, when Edison’s company was nothing more than a +fledgling producer of small improvements to telegraph equipment, +he worked with a publicity agent to spread a story about an +associate who found him asleep at his desk at midnight to discover, +upon his waking, that the inventor had gotten married earlier that +day. The same publicist regularly “confided” to reporters about his +employer’s habit of working for days straight without stopping to +eat or sleep. Later in his career, he installed a punch clock so that + + +any members of the press who dropped by could see how long he +had worked that week without stopping. +Before Edison, the dominant image of a “man of science” was +that of a gentleman scholar like Charles Darwin, who spent a mere +four hours a day working on his groundbreaking theory of natural +selection. The archetype of the endlessly toiling genius in the lab +was perhaps Edison’s greatest invention. It was what allowed him to +reframe his reclusiveness as a superhuman quality. It was what +made him surprising and worthy in the eyes of the public—which, +combined, turned him into a modern miracle that people couldn’t +get enough of. +Hype artists recognize what many of us do not—that what we +see as extraordinary qualities are often inverted weaknesses. The +magus finds the gem buried in the dirt of his greatest weakness and +broadcasts it as such. +From an early age, Andy Warhol had plenty of artistic talent. But +that was about all. He was scrawny, awkward, and effeminate in an +age of World War II heroes and brawny leading men. He was shy to +an almost pathological degree. He had a pallid complexion and a +head of hair that had begun thinning when he was barely out of his +teens. +But Warhol realized his weaknesses were good soil for growing +his myth. He accentuated his small scrawny frame with the striped +shirts, leather jackets, and tight-fitting pants that made him stand +out in every crowd and would make him a fashion icon. He took +advantage of his natural shyness to fashion a laconic +communication style that would become legendary. Even his +thinning hair and pallid complexion served as the canvas for his +silver wig and otherworldly presence. +The approach that Edison and Warhol used requires a great deal +of courage. The society we live in trains us from an early age to +reject or correct what it collectively sees as flaws. When we do +sense there’s a certain aspect of our character that doesn’t fit the +commonly accepted mold of strength or competence, we typically + + +respond by suppressing that part of ourselves. While this may help +us fit in, it also causes us to lose whatever magic we might once +have naturally possessed. +To regain your power, you need to begin by severing the mental +connections between society’s judgments and your inherent +attributes. It’s hard to do but worth it. If you only focus on +promoting those parts of yourself that everyone else agrees are +strengths, you severely limit your ability to stand out and transfix +people with your uniqueness. Instead, go out of your way to face +those parts of yourself that the general consensus says are not +worthwhile or normal. +Do you have a certain trait you’ve long been self-conscious +about? Do you have an eccentricity you’ve taken pains to hide? +Pieces of yourself that other people think are weird or useless? +Think back to your childhood. Can you remember being made fun +of because of a certain aspect of your personality and then vowing +not to act that way anymore? Were there places you went to in your +daydreams that the world convinced you were unacceptable? List +them all. Don’t hold back. +Next, for each of these traits, think of a way to reframe it into a +positive. Nestled into every one of the quirky elements that you +have long suspected makes you a bit of a misfit is a golden nugget +from which you can refashion yourself as a magus. +From all of these, choose the one that seems the most intriguing. +The more sharply it stands out from the tenor of your time, the +more likely it is that it contains the magic you are looking for. This is +the foundation upon which you should begin building your persona. +Once you’ve decided upon your magical power, weave it into every +element of how you present yourself. Embody it whenever you +communicate with the world—whether in a talk that could decide +the course of your career or in a one-on-one conversation with a +member of your extended social circle. +To make yourself appear miraculous, you must establish yourself +as an unusually worthy character who never fails to generate + + +surprises. If you’re one of the few Richard Bransons of the world +who has the stomach for death-defying transatlantic crossings and +the like, by all means go for it. But if you’re more like the rest of us, +learn how to work your faders to emphasize your worthiest parts +while at the same time surprising us by turning your so-called +weaknesses inside out. More often than not, you’ll find this is where +the most attractive and magnetic parts of yourself reside. +Putting It into Practice +•   Make one list of all your strengths and another of all your +weaknesses. Put aside the weaknesses. Over the next +week, you are going to practice not mentioning any of +them. +•   After a week, return to your list of weaknesses. Think +about how you might flip each into a strength. Choose +one of these newly discovered strengths and find ways to +slip mentions of them into your various communications— +whether one-on-one conversations or promotional +materials. +•   Develop your story. Come up with a ready-made +narrative that explains how you got where you are. There +are many storytelling structures out there to help you +mold your tale (the hero’s journey, the three-act structure, +etc.). Fit your story into one of them to make it more +compelling. diff --git a/library/The Hype Handbook/Chapter-07-Find-a-Void-and-Fill-It/Chapter-07-source-text.md b/library/The Hype Handbook/Chapter-07-Find-a-Void-and-Fill-It/Chapter-07-source-text.md new file mode 100644 index 0000000..fb0260d --- /dev/null +++ b/library/The Hype Handbook/Chapter-07-Find-a-Void-and-Fill-It/Chapter-07-source-text.md @@ -0,0 +1,333 @@ +# The Hype Handbook — Chapter-07: Find a Void and Fill It +- **Source**: /library/The Hype Handbook/source-file.pdf +- **PDF pages**: 99–108 +- **Pages without text**: none + +--- + + +O +HYPE STRATEGY #7 +FIND A VOID AND FILL IT +People are constantly giving out signals as to what they lack. They +long for completeness, whether the illusion of it or the reality, and if +it has to come from another person, that person has tremendous +power over them. +—ROBERT GREENE +n the evening before April Fool’s Day 1848, 14-year-old +Maggie Fox and her 11-year-old sister Kate knocked at the door of +their neighbor’s home in the farm town of Hydesville, New York. +The two girls seemed to be filled with both fear and excitement in +equal measure. They told their neighbor they wanted her to see +something that they had been experiencing with increasing +regularity but that no one outside their household knew about. +Curious, she followed them back to their house. +The girls’ mother awaited them. Instead of greeting their +neighbor, she stared blankly at a wall. Then, without warning she +cried out. +“Now count five!” +The neighbor watched as the Fox sisters huddled together on +their bed and focused trancelike on an indefinable point in the + + +distance. After a stretch of silence, as if in response to some +ineffable energy, a sound rang out. +Five disembodied knocks. +After she left, the incident was all the neighbor could think +about. She told everyone she knew. Before long, people all over +town were talking about it. Soon after that, people across the +region were telling stories about the sisters, and not always in a +positive light. +Eventually, the Fox sisters announced publicly that they would +give a demonstration to prove the veracity of the claims. The +resulting showcase took place at the largest performance hall in +Rochester, New York, which was filled by 700 people. The sisters +were thoroughly searched. They were bound and gagged as two +acclaimed fraud busters looked on. +Nevertheless, to the astonishment of the assembled, the rapping +noises rang out loud and clear. It was true! The Fox sisters could +communicate with the dead. +The movement they birthed, spiritualism, would go on to +become one of the biggest new phenomena of the nineteenth +century, and it can be traced directly back to this moment. +Spiritualism was based on the belief that there are certain +“mediums” who are tuned into the metaphysical realm. Not long +after the Fox sisters’ emergence, people—mainly women—all over +the country were claiming to have this ability. Séances became +regular occurrences (attended, again, mainly by women)—and, in +many cases, big business for those who organized them. +It went on for decades. And then, after nearly a lifetime of +promoting this new gospel, Maggie Fox decided she had had +enough. She renounced all the claims she had ever made about her +uncanny abilities. In front of an audience of 2,000 people at the +New York Academy of Music, she showed how she was able to +crack the joints in her toes and knuckles in a way that resonated +loudly in the space around her while remaining completely + + +motionless. It was this, rather than any spirits of the deceased, that +had caused the rapping. +In the wake of her revelation, you might assume the hordes of +disillusioned believers would have become complete skeptics, or +would have at least retreated into traditional religion. Not so. +Instead, a rash of new movements such as Christian Science, +Theosophy, and New Age sprang up, with former spiritualists +flooding their ranks. +During the mid-nineteenth century, rapid industrialization, new +scientific discoveries, and technologies like the locomotive and +telegraph were throwing long-held certainties into disarray. And +when the Civil War broke out in the 1860s, an entire generation of +sons and brothers was annihilated. Those affected most deeply by +these alterations to the fabric of society had the least power. The +grief of women regarding the upending of the only areas where +they had any agency—religion and family—found its expression in +spiritualism and its descendants. +By giving disoriented, grieving, disenfranchised women a vehicle +for connecting with memories of their loved ones, the Fox sisters +and their successors filled a major void for a neglected group +whose members had few means of giving voice to their emptiness. +Contented people are not as easily influenced as the rest of us. +Luckily for hype artists, no one stays content for very long. +While dissatisfaction is the default human condition, it tends to +be difficult for people to accept that their dissatisfaction springs +from circumstances outside their control. As such, we constantly +(albeit subconsciously) look for mechanisms, systems, and answers, +even when there are none. +Tim Ferriss is an author, entrepreneur, venture capitalist, +podcaster, and lifestyle engineer. But his real talent is his ability to +give the impression that he has the secret to filling a strain of mass +emptiness that is specific to our current moment. +Ferriss observed the deep lack of fulfillment on the part of the +millions of white-collar employees spending countless hours in + + +cubicle farms. As soon as he zeroed in on this, he saw his +opportunity. He preached that there was no reason to live this way. +He said that you could automate your work and live a fulfilling, +semiretired life for now and forever. +Jackpot! +If you compare the number of The 4-Hour Workweek readers +who have achieved the kind of low-toil success Ferriss claims is +possible with the number of those who sing his praises, you’ll find a +very small ratio. Yet that doesn’t stop them from coming back for +more. +When building your own hype strategy, follow Ferriss’s example. +Start by taking stock of the zeitgeist. Are there any changes—in +technology, politics, or norms—that are making certain segments of +the population feel left behind? Make it a point to find out which +people feel the most affected. +When you pinpoint a void shared by multiple people, you gain +the opportunity to exert incredible influence over them. Organic +megamarket chain Whole Foods has made a fortune by giving baby +boomers (and their children) a way to recapture the lost idealism of +their youth through their purchasing power. Harley-Davidson +reinvigorated its brand by appealing to Middle Americans who felt +a lack of adventure in their lives. Calvin Klein launched the first mass +market designer jeans by giving workaday people trapped in +routine lives a taste of subversion, as hinted at by teenage model +Brooke Shields who told them, “Nothing gets between me and my +Calvins.” It is a fail-safe formula for anyone looking to generate +fanatical fans, followers, or customers. +BECOME AN ANCHOR IN THE +RIPTIDES OF LIFE + + +How do I understand this dynamic so well? Because I too have +fallen under its sway. +When I was a freshman at the University of Pennsylvania, I went +from being a highly driven Ivy League–bound academic star of my +high school class to a lost and lonely kind of guy. Early in the year, I +realized what had kept me moving forward for so long was an +obsession with getting into a top college. Now I had achieved my +goal, and I couldn’t figure out how to best take advantage of +actually being there. +By Thanksgiving, my high school girlfriend had dumped me for +another guy. In the midst of my heartbreak, I decided to refocus my +attention on making my lifelong dream of becoming a writer +happen. But when I told my father I planned to organize my +coursework around this objective, he told me I was wasting my +time. Within a week, he had sent me a printout of all the finance +and accounting classes I should be taking. +Needless to say, I was feeling pretty blue when a friend of mine +handed me The Fountainhead by Ayn Rand and told me it was +exactly what I needed to read. It was—or at least, that was how it +felt at the time. I tore through the 753-page book in a week and a +half. +The tale of the uncompromising architect who would sooner +blow up a construction site than compromise any of his designs +struck me as revelatory. Here was a blueprint for how to live my life. +I would pursue my art, no matter what anyone said. (Take that, +dad!) And in the meantime, I would hit the gym four times a week +while shoveling brown rice and protein powder down my throat to +forge myself into the pillar of iron every real man should be. +Over the course of the ensuing 20 years, I have become +increasingly less a fan of Ayn Rand’s writing and her ideas, but my +interest in her methods of persuasion has grown. +When I return to her books today, it’s striking how little her +characters resemble any human beings I have actually encountered. +They never experience confusion or doubt or internal conflict of any + + +kind. They are perfect machines of self-sufficiency and single- +minded pursuit of their interests. Considering that Rand was up +front about her desire to use her writing to spread the gospel of a +philosophy she called “objectivism”—the idea that unregulated +capitalism and unmitigated selfishness are the ultimate good—it is +no surprise that the personal qualities of her characters line up +completely with her worldview. +In her books, as well as in her nonfiction writings and her talks, +Rand provides a ready-made set of solutions that her readers and +followers could turn to whenever it was unclear what path they +should follow. She even created a specialized vocabulary for her +ideas, with terms like “second-handers,” “subjectivists,” and +“psycho-epistemology,” which followers could refer to and use to +defend their new all-encompassing scheme for organizing reality. +Once you have identified a void, you must frame whatever you +are selling as a comprehensive solution for filling it. There are many +ways to make this happen. Devise a specialized vocabulary to +represent the all-in-one solutions potential followers can apply to all +that ails them. Create a manifesto or list of “rules for life” that tells +people exactly what they must do to be successful, happy, or fully +realized in a world where everything is rapidly changing. +Whatever specific tactics you land on, the important thing is that +you speak about the new reality you are presenting without doubt, +with total confidence, and in black-and-white terms. Give people a +steady anchor in an out-of-control world, and they will be yours. +BECOMING A MASTER OF PROPHECY +There is another reliable strategy for gaining influence by filling a +void. It is a method that master hype artists have been using since +before the age of the ancient magi and continues to exert a +powerful pull well into the twenty-first century. + + +I still remember when I first heard the name “Nate Silver.” It was +during the election of 2008, and I was in a bad way once again. I +was extremely unhappy in my job, a vice president of Solution +Development (whatever that means) at a company that operated +call centers in rural Appalachia. I couldn’t shake the sense that +everything I had ever wanted to do with my life was slipping right +past me and it was my own fault. +After engaging in a tremendous amount of self-abuse, I finally +gathered up the guts to quit. That would have been great, except +the economy collapsed. And this was no ordinary economic +downturn. It was the Great Recession. Friends were losing their jobs +all around me. It looked like a depression was right around the +corner. +Yet another void had appeared in my soul. +But then, as I saw it at the time, a champion emerged into the +dark morass of the first decade of the twenty-first century. Barack +Obama. Like so many other ex-hipster, still-somewhat-young urban +professionals, I must admit I became a little obsessed with the +presidential candidate. The line between my future happiness and +the outcome of the election became somewhat indistinguishable to +me. However, other than casting my single vote six months down +the road, there was nothing I could do to affect the election. +Until FiveThirtyEight entered my life, that is. +Nate Silver was a statistician who had already made a bit of a +name for himself using data analysis to help professional baseball +teams draft players. Now he had entered the realm of politics. On +his blog, Silver followed the election from, as he presented it, a +purely statistical point of view. As he gathered data from polls, +demographic assessments, electors, and various other sources I still +don’t quite understand, he would make forecasts about whether +John McCain or Barack Obama would win the electoral votes of +each of the various states. +What made Silver’s approach so refreshing and addictive was +that it was apparently based on concreteness. While the pundits + + +shouted their opinions and spoke from their emotions, Silver +repeatedly stated that his personal political views had no bearing +whatsoever on his forecasts. They were based on mathematics. +They were based on the rules of nature. As a person who felt like he +had little control over his own life, having someone tell me there +was a set of laws, patterns, and equations that could indicate what +was going to happen was incredibly comforting. +In reality, though, my power didn’t change at all. I still only had +one vote. What Nate Silver did was make me feel like I had more +control over the outcome. In return for this feeling, I paid him with +attention to his blog and dollars for his book. +Prophecy is an incredibly effective sales tactic. +While there were quite a few people who felt like I did about +Silver before the election, it was when he correctly predicted its +outcome that his star truly soared. His book The Signal and the +Noise quickly shot up every bestseller list. His blog became more +popular than ever. He appeared as a guest on every political talk +show. ESPN hired him to create a website that would make +forecasts about every conceivable element of the world through +data analysis. +One of the hardest truths to face as we grow up is that what lies +before us is an infinite blind spot. There is no way to know what the +future holds because, by definition, it hasn’t happened yet. It’s +terrifying. So is the idea that whatever adversity we are currently +facing might never get better. +There have always been prophets, oracles, and soothsayers. In +our scientifically minded society, they simply go by different names. +Consider the financial newsletters for which experts charge large +sums of money to lay out a web of signs of what stocks to buy and +indicators of which companies will supposedly go up or down in +value. Consider the futurists to whom Fortune 100 companies pay +hundreds of thousands of dollars per engagement to predict social, +technological, and economic trends. Consider the scads of market + + +research firms, which use data and statistics to show clients what +their clients will be buying in a few years hence. +Masters of hype play with this intense human desire to control +the uncontrollable. They understand that people want to believe +there is a code to the unknowable. By positioning yourself as one of +the select few that can interpret this code, you become +indispensable. +So how can you capture some of the magic of prophecy in your +own career? Is it simply a matter of mastering the right statistical +formulas? Patterns? Entrails? Tea leaves? Star charts? +Don’t worry. It’s much simpler than that. To become a prophet, +start making prophecies. +First, get into the habit of watching trends. Imagine these trends +stretched out into the future and picture how they might unfold and +evolve. Armed with these observations, you can start making +predictions. Make a lot of them, but do it quietly, informally, and on +a small scale. Remember, you are still conducting tests of your +ideas. Most of the predictions you make at this early stage will be +wrong. As such, you’ll want your numerous bad calls to fade away +and be forgotten. +Even if you do miss the mark, a self-styled prophet can always +recover. When his “scientific” system failed spectacularly to predict +the defeat of Hillary Clinton in 2016, Nate Silver’s confidence never +wavered. When one reporter asked him what had happened, the +“Stats Wizard” looked at him and replied, “The models are right. +It’s the voters who are wrong.” +His stance paid off. In 2018, both Georgetown University and +Kenyon College honored him with the prestigious Doctor of +Humane Letters degree. As for his fans, they are as devoted to him +as they ever were. +But when one of your quiet predictions does turn out to be right, +that’s when it is time to ramp up both the volume and the boldness. +Go public. Share what you prophesied far and wide. Create the +impression that you knew what was coming all along. This is what + + +most people want. The majority of us know, deep down, that no +one can actually predict the future. What we crave is the feeling +that there is someone more knowledgeable than we are who can +show us where to cast our lots. +Making prophecies is just another method for giving people a +solid foundation in the face of uncertainty. The more ways you find +to do this, the more your power to influence outcomes in your own +life and career will grow. +Putting It into Practice +•   Take stock of changes in the world that are especially +disorienting. Research which groups of people feel the +most affected by them. If whatever you’re selling +addresses any of these changes, you’ve found your target +market. +•   Whether you’re writing articles, speaking, giving +interviews, etc., tell people exactly what they must do to +be successful, happy, or fully realized. Whatever specific +tactics you land on, the important thing is that you speak +about the new reality with complete confidence as the +only solution to their problems. +•   Make lots of predictions—quietly, informally, and on a +small scale. When one of your forecasts pans out, trumpet +your success on a wide scale. Don’t forget to say “I told +you so.” diff --git a/library/The Hype Handbook/Chapter-08-Make-It-Scientific/Chapter-08-source-text.md b/library/The Hype Handbook/Chapter-08-Make-It-Scientific/Chapter-08-source-text.md new file mode 100644 index 0000000..f4fe77c --- /dev/null +++ b/library/The Hype Handbook/Chapter-08-Make-It-Scientific/Chapter-08-source-text.md @@ -0,0 +1,385 @@ +# The Hype Handbook — Chapter-08: Make It Scientific +- **Source**: /library/The Hype Handbook/source-file.pdf +- **PDF pages**: 109–120 +- **Pages without text**: none + +--- + + +M +HYPE STRATEGY #8 +MAKE IT SCIENTIFIC +Consultants, if they are wise, limit their claims of expertise to just +those subjects in which no one else can claim to know what they are +doing. +—MATTHEW STEWART +artin Seligman, professor of psychology at the University of +Pennsylvania, launched his career by administering painful electric +shocks to dogs to determine what causes mammals to succumb to +despair. He coined the term “learned helplessness,” wrote a book +about it, and got hired by the CIA to help put together its +“enhanced interrogation” program. Then he got himself elected +president of the American Psychological Association (APA). +Always a man with a sense of the well-timed career move, he +used his new role at the APA to shift focus. At his inauguration, he +announced that psychology had, for far too long, concentrated on +mental illness and the negative side of the human experience. It +was time, he proclaimed, to build a new “positive psychology,” +which would instead be about making healthy people happier. +Since then, the popularity of the professor’s work has exploded. +He regularly receives invitations to give keynote addresses at some + + +of the world’s largest corporations. He had a personal audience +with the prime minister of Great Britain. He has provided coaching +to hundreds of people at a time on conference calls costing $2,000 +a pop. +Martin Seligman was certainly not the first person to promote +the benefits of positive thinking. Before him, though, the concept +tended to repel as many people as it attracted, carrying with it a +faint whiff of the tent revival. Seligman changed this. He brought +positive thinking into the laboratory and the boardroom. +Unlike his predecessors, Seligman regularly refers to statistics +and equations and uses high-flown terminology. His words serve as +the equivalent of a doctor’s white coat. They seem authoritative, so +we don’t question them. +While Seligman’s ideas have been widely embraced, a few brave +souls have stepped forward to challenge him. In particular, the +journalist Barbara Ehrenreich, in her book Bright-Sided: How +Positive Thinking Is Undermining America, dug into some of +positive psychology’s most deeply held tenets. +At one point, Ehrenreich writes about how, during an interview +with Seligman, she brought up discrepancies she had uncovered in +some of the mathematical formulas he claims proves the +effectiveness of his concepts. Instead of presenting a logical +rebuttal, the professor responded with a irritated comment about +her lack of sophistication—perhaps a function of how rarely he is +challenged. +During a lecture on positive psychology at the University of East +London, a mathematician named Nick Brown listened to an acolyte +of Seligman speak with reverence about the number 2.9013. +According to the presenter, if the ratio of a person’s total positive +emotions to their negative emotions came out to 2.9013, the +person had a flourishing life. Everyone in attendance seemed to +accept this finding without question. Everything Brown knew about +mathematics told him it was absurd. + + +“The idea that any aspect of human behavior or experience,” +Brown explained, “should be universally and reproducibly constant +to five significant digits would, if proven, constitute a unique +moment in the history of the social sciences.” +Nick Brown published his insights in an academic paper. Hardly +anyone paid attention. +What is it about Seligman’s ideas that make them so attractive +even when they fail to hold up under scrutiny? +Martin Seligman’s math may be questionable, but his marketing +is sound. He understands that while many Ivy League academics, +corporate executives, and other power brokers tend to resist the +fluffy positive thinking concepts used by the likes of preachers and +New Age gurus, they cannot resist the persuasive appeal of these +same ideas when packaged in hard science and big data. +It is a lesson you would do well to follow. +THE SCIENCE OF HYPE +In a series of experiments, psychologists Carl Hovland and Walter +Weiss presented subjects with a series of arguments advocating for +positions they disagreed with. In some instances, the new +arguments were conveyed informally by people dressed in street +clothes. In other cases, they were presented by people displaying +obvious credentials. +The subjects who received the contrarian opinions from the more +visibly credible figures changed their minds far more often than the +first group, even though none of the so-called experts presenting +their arguments ever offered any real proof of their expertise. +Why do otherwise intelligent people so readily trust these +displays of credibility, regardless of whether that credibility is +backed up in any meaningful way? +We simply cannot help it. It is how our brains are wired. + + +Popular science writer Leonard Mlodinow explored this concept +in depth in his bestselling book Subliminal: How Your Unconscious +Mind Rules Your Behavior. “We don’t have the time or the mental +bandwidth,” he explains, “to observe and consider each detail of +every item in our environment. Instead we employ a few salient +traits that we do observe to assign the object to a category rather +than the object itself.” +In other words, our brains don’t really care about digging into all +the details that go into making someone a credible expert. What +our mental circuitry does crave is shortcuts indicating the person we +are thinking about following is smart and capable. +How can you benefit from this effect in your own career? For +those on a traditional path, it is relatively simple. Enroll in the right +educational programs; take the right tests; get the right degrees. +However, it becomes more challenging for any of us whose +trajectory is less well defined. If your goal, project, or concept is +unusual, new, or original, the credibility signals people rely on to +decide whether to trust you may not even exist yet. +That’s when the tools, tactics, and strategies of the hype artist +become incredibly valuable. +THE LONG LIFE OF SCIENTIFIC +PRESENTATION +There are few accolades more prestigious in higher education than +a master of business administration from Harvard Business School. +Its alumni have filled the C-suites and corporate boards of America +for more than a century. As the first postgraduate business school, +HBS is the template for every MBA program that followed. +The principles on which the Harvard Business School curriculum +is based come directly from the ideas of turn-of-the-twentieth + + +century thinker and writer Frederick Winslow Taylor—the originator +of a discipline called “scientific management.” +In a series of lectures delivered from the study of his mansion in +Chestnut Hill, Pennsylvania (later captured in his book The +Principles of Scientific Management), Taylor told his devoted +listeners the story of a machine shop that had hired him to advise +the shop during the early days of his career. While there, he hit +upon a method of using mathematical analysis and behavioral +engineering to dramatically improve the efficiency of the company’s +pig iron loading operation. +His findings would go on to form the basis of a revolution in +industrial organization. Moreover, the idea that you could +manipulate the messy province of human behavior through precise +measurement and strict control was irresistible to those tasked with +educating future captains of industry. +Taylor explained increases in productivity with formulas such as B += (p + [a + b + d + f + distance hauled/100 × (c + e)]27/L)(1 + P)*. +He presented instructions for how managers should interact with +their workers in terms of unalterable principles having more in +common with Newton’s laws of thermodynamics than with the gut- +based decision-making that had preceded him. He kept his rules +and stories exactly the same from meeting to meeting and lecture +to lecture. +To this day, much of what is taught about industrial production is +based on what Frederick Taylor put forth. However, almost all of the +broad, scientific principles he presented as ironclad facts were +based on nothing more than a single, nonreproducible example. +Even the quickest deep dive into Taylor’s “scientific +management” would have revealed inconsistencies betraying a +complete lack of true scientific method to anyone who might have +cared to ask. Yet for the longest time, no one ever really did. Why? +Because he unfailingly used a brand of scientific hype consisting of +two equally balanced parts—data and certainty. + + +In the words of Matthew Stewart, who relates this story in his +book The Management Myth, “Frederick Winslow Taylor told the +pig-iron story so often and so well that . . . critics and sympathizers +alike simply assumed it was true. But it was not.” +The real world—especially when it comes to human behavior—is +messy, and this is uncomfortable for many people. Formulas, laws, +and unchanging principles allow people to feel they have a bulwark +against this chaos, and they will pay a lot for this feeling. +Frederick Taylor’s success didn’t come about because his ideas +were unsubstantiated but, rather, in spite of it. If you are struggling +to gain traction around a legitimate new idea, business, or cause, +elements of his strategy will prove useful in your mission to stand +out and build momentum. +Always speak with complete certainty. Present your ideas as if +they were truths on par with the theory of relativity. Use numbers. +Find relevant statistics and cite them publicly whenever possible. +Today, the internet allows you to access and compile real data from +the widest variety of sources. Surround your claims with well- +researched credibility signals, and you’ll be able to create the +Frederick Taylor effect on behalf of something real. +WHY ASK WHY? +In many ways, the digital age equivalent to Frederick Taylor’s +Chestnut Hill lectures are TED Talks (with the latter, of course, +having a wider scope of distribution). It was as a result of a +blockbuster TED Talk called “Start with Why” that Simon Sinek +launched his career as a business guru. He subsequently published +a book with the same title, which quickly became a bestseller. Then +he parlayed that into a run of high-traffic YouTube videos and even +higher-priced keynote speeches. With his serious air, professorial +spectacles, and $10 words, Sinek comes across as the kind of guy + + +who spends his days conducting lab research and writing academic +papers. +Not so. +Before he became a professional guru, Simon Sinek worked in +advertising. His tenure at Ogilvy&Mather and Euro RSCG taught +him well how to sell his ideas in the form of books, talks, and +consulting engagements. +According to Sinek, companies achieve enduring success by +tapping into the human neocortex. Likewise, the reason passion is +so important in business is because of the limbic system. +Furthermore, our dependence on social media is all about +dopamine. +Is all this accurate? I would argue it doesn’t actually matter. Like +Frederick Taylor, Sinek understands scientific packaging is one of +the most effective sales strategies around. What makes his +approach especially sophisticated is his use of a preexisting +scientific vocabulary to add glitter to what might otherwise be +common sense (and hence humdrum) concepts. In this regard, he +comes from a proud tradition. +For instance, the word “halitosis” was almost completely +unknown to the general public until the early twentieth century +when a business owner named Gerard Lambert started using it to +sell a new product called Listerine. By giving a mundane fact of life +(bad breath) a scientific-sounding label, Lambert elevated the +authority and desirability of his product many times over. +Sinek and Lambert have a lot in common. Repackaging kitchen +table advice and popular wisdom in a gauze of neurons, dendrites, +and hormones has helped the motivational speaker-slash-consultant +create a movement. +Follow his example. Straight talk only goes so far. Sometimes it +pays to overcomplicate simple messages. Make a list of $10 words, +scientific terms, and obscure niblets of terminology and find ways +to use them. Your reputation and authority will soar. + + +Another tactic Simon Sinek uses to get people to pay big money +for his ideas is to position himself as the guy in charge without +being too obvious about it. He is careful to speak in an +unthreatening tone while at the same time choosing words that +establish him as an undisputed alpha thinker. +Consider his most famous statement: “Start with why.” He isn’t +making a suggestion about what you might want to try to do. He +isn’t presenting a possibility for you to consider. He is telling you +what you must do if you want to achieve success. “Start with why” +is a command. And people follow commands . . . when they come +from a “trusted expert,” that is. +Find ways to do the same in your business. Take your most +important concepts and create a list of 10 punchy statements, each +beginning with an action verb. When you tell people exactly what +they should do, they will. And usually they won’t even think about it +first. Plus, the air of scientific authority in one area has a tendency +to bleed into others. +In 2017 a Simon Sinek video began circulating on the internet +about why millennials are such disappointments in the workplace. In +his telling, they were failed by their parents who “told them they +were special all the time” and gave them “participation medals for +coming in last.” +Over the course of this monologue, Sinek proclaims that the +science supporting this truth is “very clear” (of course) before going +on to lay out the full scope of all the other psychological, +sociological, and neurological reasons for this generation’s +shortcomings. Judging from its millions of views and enthusiastic +comments, a good portion of the YouTube ecosystem considers this +video to be on par with the collected works of Stephen Hawking in +its ability to explain how the universe works. +But really, what percentage of millennials actually received +participation trophies on a regular basis? Did millennials who grew +up in Appalachia receive the same kind of parenting as those who +grew up in Orange County? What about all the other generations + + +who were called shiftless by their elders (see: lazy hippies and +Generation X slackers)? +It is interesting how many people immediately accepted Sinek’s +explanation without questioning it. This is a testament to how well +he understands how to deliver a message to ensure maximum buy- +in. Sinek rarely casts his ideas as mere opinions. You will hardly ever +hear him give the other side of the story or cite a scientific finding +that doesn’t support his argument. Not only does he proclaim ideas +with utter confidence; he conveys them as immutable laws of +nature. +Do like Sinek. If you’re a reasonable human being, there’s a good +chance you have some doubts about some of your ideas. Keep your +doubts to yourself. If you want to build a dedicated following, talk +about your offer as if it is the one and only answer to the problems +your clients and customers face. Combined with a healthy dose of +so-called science and verbal jujitsu, this tactic will ensure your +business grows like crazy—even if you didn’t start with why. +BEYOND SCIENCE +According to the Merriam-Webster dictionary, the definition of the +word “arbitrage” is “the nearly simultaneous purchase and sale of +securities of foreign exchange in different markets in order to profit +from price discrepancies.” In other words, an equity trader might +use the strategy of arbitrage by uncovering and buying an +undervalued currency or commodity in their own national market +and then selling it at a high price in a different national market +where its perceived value is much higher. +In many ways, the concepts we have been discussing in this +chapter are a kind of psychological arbitrage. They convey +credibility in one area by importing less understood words, terms, + + +and concepts from another. Science is one tool for achieving this +effect. But there are others. +Qingchi “C Bin” Bin and Zeyu Zheng met as freshmen at Boston +University in the winter of 2016. Both of them had moved to the +United States from China in early adolescence, both struggled to +adapt at first, and both eventually figured out how to crack their +adopted country’s social codes. +They became fast friends, with a bond forged from their +common background and shared interest in entrepreneurship. They +spent many late nights in their dorm rooms dreaming about new +businesses they could start together. +During this period, the friends regularly spent time on Chinese +social media platforms like Dedao, which most of their American +classmates had never heard of. For a while, Bin and Zheng used the +platforms to stay on top of what was happening back home and to +keep in touch with old friends. Soon, however, they began to notice +an interesting trend. More and more users were attempting to +promote themselves—their hobbies, interests, and small businesses +—in an outgoing style that was practically nonexistent in the China +they had left only a few years earlier. And they were doing so +poorly. +Bin and Zheng soon realized that in the face of exponential +economic growth, people in China were finally coming to terms +with the need to engage in overt marketing and self-promotion. +Because both of them had had to learn to promote themselves +socially in a way that didn’t come naturally to either of them, it +occurred to them they could deliver this knowledge to the Chinese +market. But unlike an American who might try to teach self- +promotion in China, they had an intimate understanding of what it +would take to translate what they knew. They also had a unique +cachet that came from straddling both worlds. +The friends cofounded a digital education company called +VStarOne and quickly began making real money. They spent some + + +of the money on themselves. They reinvested some of it into the +business. Sometimes they did both at the same time. +For example, Zheng bought a Corvette. Now a Corvette is +certainly a nice car, but it is nowhere near as costly or prestigious as +a Lamborghini or Ferrari. But it is a car that is barely known in +China. So when Zheng posted photos of himself next to it on +Dedao, it appeared he owned a car even more exotic—and hence +more rare and prestigious—than top European models. +As the pair’s fortunes and client base grew further, they realized +they needed a team to help them out, but they didn’t want the +overhead of permanent office space and payroll. So they built a +remote team, began to work out of various luxury hotels (a +credibility signifier), and posted photos of themselves operating in +the “workplace of the future.” This increased their prestige even +further. +How do I know so much about these guys? About a year and a +half ago they contacted me about getting some coverage in +Forbes, where I was writing a column at the time. I liked their story, +and I thought they had a good product, so I agreed to cover them. +They proceeded to spread the word about the article like crazy to +their Chinese audience. Because Forbes is an American publication, +it holds a level of prestige even beyond what it carries here. They +used it to raise their audience’s perceptions of them. Their +customer base and revenue immediately experienced another +spike. +Arbitrage. +Throughout this chapter we have discussed hype artists who +have used scientific lingo to get people to accept what they offered +without question. We have also examined entrepreneurs who have +found credibility in uncommon places and used it to persuade +people to give them a chance. In a digitally enhanced world where +blatantly false claims can be uncovered in no time, pure deceit will +only subvert your goals. Fortunately, even the most upright +businesspeople and creators can use the underlying principles + + +we’ve discussed at every stage of their careers. Dig deep and find +exalted words for everyday things. Look for arbitrage opportunities +in areas in which you can see details that members of your potential +audience cannot. And always remember that credibility is in the eye +of the beholder. It is up to you to shape how you are beheld. +Putting It into Practice +•   Instead of using jargon that other people have come up +with, create your own. Use it whenever possible. Doing +this will convey instant expertise. +•   Take your most important concepts and develop 10 +punchy statements that each start with an action verb. +•   Use numbers. Research statistics and cite them publicly. +Refer to mathematical formulas. Talk about data. Even just +using the word “data” will provide much of the desired +effect. diff --git a/library/The Hype Handbook/Chapter-09-Prayers-Spells-and-Symbols/Chapter-09-source-text.md b/library/The Hype Handbook/Chapter-09-Prayers-Spells-and-Symbols/Chapter-09-source-text.md new file mode 100644 index 0000000..497a3a7 --- /dev/null +++ b/library/The Hype Handbook/Chapter-09-Prayers-Spells-and-Symbols/Chapter-09-source-text.md @@ -0,0 +1,399 @@ +# The Hype Handbook — Chapter-09: Prayers, Spells, and Symbols +- **Source**: /library/The Hype Handbook/source-file.pdf +- **PDF pages**: 121–132 +- **Pages without text**: none + +--- + + +H +HYPE STRATEGY #9 +PRAYERS, SPELLS, AND +SYMBOLS +Frequency of language use and imagery matters. The more +frequent the language use or imagery, the more strengthening +occurs. +—GEORGE LAKOFF +uman beings like to think we make decisions based on things +that matter. If we take on a project, it’s because we genuinely feel +it’s a great opportunity. If we buy a pricey product, it’s because its +benefits outweigh its costs. And if we spend time and money on +entertainment, it’s because we have good taste. +In truth, the forces that influence us—that draw us in and get us +excited—typically have less to do with the content of the message +than with how it is delivered. +From Julius Caesar’s “Veni, vidi, vici” to Patrick Henry’s “Give me +liberty or give me death,” the most skilled political outsiders have +always used sloganeering, radical simplification, and relentless +repetition to help them gain and consolidate power. When the +leaders of the French Revolution decided they needed to transform + + +what was then an unruly mob into a revolutionary army, they simply +supplied the rallying cry, “Liberté, égalité, fraternité,” and when the +Bolsheviks wanted to mobilize a peasant army, they led the +peasants in the singing of “L’Internationale.” These political hype +artists all intuitively grasped the principle that simple, gut-level +language works far better than complex intellectual arguments. +In recent years, a number of neuroscientists, psychologists, and +linguists have been getting to the bottom of why we so readily +respond to some patterns of sounds and images more than others. +In three separate studies, University of Michigan psychologist +Robert Zajonc showed subjects a random selection of nonsense +words, Chinese characters, and photos of strangers. He repeated +each word or image up to 25 times. Zajonc uncovered a direct +correlation between the amount of exposure to a word or image +and the subject’s perception of its favorability. +Using fMRI imaging, neuroscientists have more recently +demonstrated that the brain’s hippocampus relies on repetition to +imprint information. Since we human beings are nature’s foremost +learning machines, it is no surprise repetition exerts such a hold on +us. +The Rhode Island School of Design, or RISD, is perhaps the +premier college of visual and practical arts in the United States. Its +graduates regularly emerge as pioneers in painting, sculpture, +photography, architecture, industrial design, and textiles science. +The facilities are first rate, the curriculum is demanding, and +students take their work very seriously. It was at RISD that Rebecca +Allen developed the basic tenets of computer art. It was where +Dale Chihuly began to revolutionize the art of glass installation +sculpture. +So when the pasty kid with the ratty T-shirts was spending all his +time there in the basement printing the same goofy sticker over +and over, it was no surprise a number of people complained he was +wasting important resources on a bunch of nonsense. + + +Born in 1967, Shepard Fairey had grown up in a world where +branding was as much a part of the firmament as earth, fire, water, +and air. Jingles on the radio. Billboards on the way to school. TV +commercials when you got home. Ads splashed across the sides of +buses and park benches. Fairey, on the other hand, saw himself as a +nonconformist. He liked art. He liked skateboarding. He liked punk +rock. He liked giving the finger to the mind-numbing indoctrination +the mainstream world accepted so easily. +In Fairey’s view, the brands and slogans of corporate America +were not much different from Soviet propaganda. To prove his +point, he decided to conduct an experiment. +“I was teaching a friend how to make stencils in the summer of +1989,” explains Fairey, “and I looked for a picture to use in the +newspaper, and there just happened to be an ad for wrestling with +Andre the Giant, and I told him that he should make a stencil of it. +He said ‘Nah, I’m not making a stencil of that, that’s stupid!’ but I +thought it was funny, so I made the stencil and I made a few +stickers.” +Fairey made his image as simple and stylized as a hammer and +sickle or fast-food logo—monochrome and stripped of all detail. +Then he taxed the capabilities of his school’s silk screen machine to +reproduce the image ad nauseam. After he had enough of them to +fill the better part of his dorm room, the real work began. Each +night, when other students were sleeping or partying, he snuck +around and pasted the stickers on every street sign, lamppost, and +municipal fuse box he could find. +If the goal of the artist’s experiment was to demonstrate the +power of mindless repetition, regardless of the subject matter, it +succeeded to an extraordinary degree. Stickers and stencils soon +bloomed all over Providence, as followers and imitators picked up +where he left off. Before long, you couldn’t go to any major +metropolitan area in the United States without seeing Andre the +Giant. + + +Viewed rationally, a flag, coat of arms, corporate logo, or official +seal has no more inherent meaning than a decal of a professional +wrestler. However, repeated enough times in a simple enough form, +any symbol—or catchphrase or slogan—acquires emotional +resonance and memorability. +As a hype artist, you need to use this feature of the human brain +to your benefit. Stop overcomplicating and overexplaining your +products, services, messages, or causes. Instead, boil down your +central idea into a pithy, memorable phrase or image and repeat it +in as many forms and through as many media as you can get access +to. When people can’t escape your rallying cry or symbol or +standard, they will come to adopt it as their own even if they +initially rejected or ignored it. +At the same time, repeating yourself is not sufficient for binding +adoring hordes to you, your cause, or your products. Not all +phrases and images are created equal. To truly worm your way into +the hearts and minds of your audience, there is an intricate tapestry +of language and form you must master. +AS MALLEABLE AS A BABY’S NOGGIN +In his book The Language Instinct, Dr. Steven Pinker, director of +Cognitive Neuroscience at MIT, explores why we so often respond +more viscerally to the form of a message than to its actual content. +“Humans like anything that purifies the basics of their world,” he +writes, “and that resonates with the way the brain decodes the +blooming, buzzing confusion out there. We like stripes and plaids, +we like periodic and harmonic sounds, and we like rhymes.” +Laura Ries has built her career around this concept. +Ries first made a name for herself at the New York agency TBWA, +running major accounts like Woolite and Evian. Eventually she went +into business with her father, a man who knew a thing or two about + + +marketing in his own right. Al Ries was the person who, along with +coauthor Jack Trout, first described a new concept called brand +“positioning” in a series of articles in Advertising Age. A book +based on the concept went on to sell 1.5 million copies and +became part of the curriculum of almost as many Marketing 101 +courses. +Laura Ries went on to carve out her own area of expertise by +reverse-engineering what makes certain brand slogans explode +while others flop. And as she tells it, the brain’s default vocabulary +is made up of images. +“Specific names that conjure up mental images are more +powerful than abstract names,” says Ries. “In the academic world, +what do researchers call a 50-page document they might have +spent months or years working on? A paper. . . . What does a +business executive call an appointment to serve on the board of +directors of a Fortune 500 company? A seat. Burger King is a better +name for a food chain than Sandwich King. Red Lobster is a better +name for a seafood chain than Red Seafood.” +Ries was certainly not the first person to remark on the benefits +of using slogans that evoke imagery. But her unique contribution +has been to figure out the more subtle elements that determine +which ones actually stick. +As Ries notes, human beings have been using hooks like rhyme +and alliteration to imprint their ideas into people’s brains for as long +as anyone can remember. It is these hooks, when combined with +imagery and relentless repetition, that really move the minds, +mouths, and feet of millions. Once you become aware of Laura +Ries’s philosophy of sloganeering, you start to see it everywhere. +BMW was only the eleventh bestselling European car import until +it rolled out its slogan “The ultimate driving machine,” a phrase that +evoked an actual entity of steel and rubber zipping down an actual +road. In less than three years, it was the most popular luxury vehicle +brand in the world. But when it later abandoned that slogan in + + +favor of the vague replacement “Joy,” Mercedes quickly overtook it +again. +American public opinion was strongly tilted against entry into +World War I. President Woodrow Wilson tasked the Creel +Committee to fix this, which it did by means of the alliterative +slogan “The war to end all wars.” By 1917, 1.5 million young men +had volunteered for the strong possibility of dying in a trench. +And then there was Aimee Semple McPherson. +McPherson emerged from her era’s mess of tent show preachers, +holy rollers, and self-styled prophets to become the first modern +evangelist superstar. Her Angelus Temple became the first +megachurch in the 1920s, and her International Institute of Four +Square Evangelism brought in $1.5 million a year ($18 million in +present-day money). +One of McPherson’s favorite sermons kicked off with the +preacher thundering into her church, straddling a motorcycle, +dressed as a traffic cop. When she reached the front, she would +spin her bike into a halt, blow her whistle, and shout: “Stop! You’re +speeding to hell!” +In another sermon, she described civilization as a carousel that +periodically wore out, needing a master mechanic (such as +Jesus . . . or Sister Aimee) to come along and fix it. Her title for this +sermon? “The Merry Go Round Broke Down.” +And then there was one of her best-known productions, in which +members of her congregation would march throughout the church +depicting figures like St. Paul, Joan of Arc, and Nero. McPherson’s +name for this theatrical display? “The March of the Martyrs.” +Rhyme. Alliteration. Concrete action. And plenty of imagery. +Sister Aimee may have loved her flock, but there was no way she +was going to rely on mere explanations of God’s Kingdom to get +her followers to pin their banknotes to the clothing lines she +regularly strung from one end of her church to the other. + + +In describing the sway leaders like McPherson hold over their +followers, Gustave Le Bon writes, “Whatever be the ideas +suggested to crowds, they can only exercise influence on condition +that they assume a very absolute, uncompromising, and simple +shape.” +Timothy Leary began his career as a fairly conventional scholar +and scientist. After completing his PhD in clinical psychology, he +served as director of psychiatric research at the Kaiser Family +Foundation and lectured at Harvard University. But by 1966, Leary +had become notorious in certain elite circles for his contrarian ideas +and lifestyle experiments. +A few years earlier, he had first encountered lysergic acid +diethylamide—or LSD. Eventually the potential of this compound to +alter perception became the dominant strand in his work and then +his life. He left his post as a Harvard psychology professor and +began to consider what to do with his newfound knowledge about +the true nature of reality. It became increasingly clear to him that he +could not keep these insights to himself. What he now knew could +remake society, and it was his duty to spread it to the masses. Yet +Leary knew his impact was still limited. +He needed to do something different. +The answer came during a lunch with Marshall McLuhan, an +already famous professor of media and communications. After +listening to his friend’s problem, McLuhan told him he was going +about it all the wrong way. If he really wanted to attract a mass +audience, he would have to model those who had already been +doing it successfully for the better part of a century. The +masterminds of Madison Avenue. +This advice was hard for Leary to accept. His mission, as he saw +it, was about taking down precisely the kind of empty +commercialism the advertising industry specialized in promoting. +He agonized over the decision nonstop. +But ultimately Leary went along with his friend’s opinion. He +spent weeks poring over jingles, slogans, and ad copy. He racked + + +his brain, trying to figure out how to summarize the profundity of +his realization with the kind of pithy phrase that was typically used +to sell hamburgers and lawnmowers. +And then it hit him: +Turn on, tune in, drop out. +The slogan had it all. It was alliterative and punchy. It was active. +It was visual. +In early 1967, Leary was invited to give a speech at the first +Human Be-In in San Francisco’s Golden Gate Park. The attendees +were young and shaggy—a mix of hippies, bikers, and runaways. +But the savvy former professor had the good sense to match his +speech with the tenor of his audience. To say the speech was short +on specifics would be an understatement. In fact, most of it +consisted of a single, rhythmic, alliterative phrase repeated over +and over and over: +Turn on, tune in, drop out. +Turn on, tune in, drop out. +Turn on, tune in, drop out. +It had the desired effect. From that point forward, the rate at +which Leary’s message spread was nothing short of remarkable. +Drawing directly from the establishment’s bag of tricks, Timothy +Leary created the rallying cry the counterculture would come +together around in their attempt to change the world. +What makes “Turn on, tune in, drop out” especially effective is +that it works on multiple levels. It certainly has all the hypnotic +hallmarks of repetition, alliteration, and rhythm our brains readily +respond to. At the same time, it provides marching orders to its +audience. + + +As we’ve seen many times throughout this book, people— +especially people in groups—follow those who give them a +blueprint for how to feel and act, as long as they don’t believe that +is what’s happening. When you are developing a slogan that +describes what you offer, make it concrete. But when you are +developing a slogan designed to give people guidance on how to +act, keep it vague. +What were people turning onto, tuning into, or dropping out of? +How exactly are people making America great again? Who knows? +It’s better that way. Let the members of your audience fill in their +own meanings. This way, they will inevitably attribute any positive +changes they make to you but won’t be able to hold you +responsible for any missteps. +THE CREATIVE POWER OF +REPETITION, RHYTHM, AND RHYME +Sometime in the early fifties, Todd Storz and Bill Stewart went to +Omaha to turn around the city’s last-place radio station KOWH. +There were already five other stations in town that featured a varied +mix of live performances, drama, and news. They tried anything +they thought might get people’s attention and keep them tuned in. +Different blends of material. Different on-air personalities. Different +promotions. But they quickly discovered that in this heartland city, +no one was exactly clamoring for new forms of cultural expression. +After months of futile effort, they fell back on an approach many +great men before them had resorted to when faced with seemingly +insurmountable obstacles. +They went out to get drunk. +The two executives ordered beers, found stools with a good +view of the room, and settled in to watch the small crowd. Actually, +Storz and Stewart had a secondary motivation for visiting the local + + +tavern. The bar had a jukebox, and they wanted to get a firsthand +feel for the tastes of their market. What they quickly confirmed was +that these tastes were about as bland as Omaha’s featureless +terrain. +Although the jukebox had 60-plus selections on offer, patrons +kept picking the same song—a trite and banal ditty called “The +Music Goes Round and Round.” Someone would pop a coin into +the slot, and the tune would play. It would end, and then a minute +or two later someone else would do the same thing. And so on. +It would have been one thing if their fellow drinkers had been +dancing or even humming along. But their reaction was nil—the +song more or less served as background music for patrons talking +about their work and their worries and their lives. Yet they kept +playing it. +As it often did, Todd Storz’s mind eventually drifted back to the +war. This night he thought back to when he and his buddies would +go out for R&R and that, come to think about it, they didn’t act all +too differently from the working folks here in the Midwest. +Whenever the soldiers managed to find a jukebox, they too would +play the same songs over and over. Far from home, they just +wanted something familiar. +In that moment, something clicked for Storz. He looked up from +his beer and immediately shared his insight with his partner. Life is +full of uncertainty and unasked-for change. Maybe they—and their +competitors—had it wrong. Maybe people didn’t want variety after +all. Maybe KOWH could solve its problem by selling repetition +itself. +It was the breakthrough they had been looking for. Back at the +station, they immediately put their new idea into practice. They +studied charts of top-selling records in trade publications like +Billboard. They built tight playlists that mirrored these charts. They +commanded and cajoled skeptical disc jockeys into not playing +anything else. + + +Within months, KOWH went from having less than 5 percent of +market share to regularly attracting nearly half of all radio listeners +in the city. +The new format quickly spread beyond Omaha—first to other +cities in the Midwest, then outward to the coasts. By the mid-fifties, +repetitive hit-based programming was the standard for most radio +stations across America. Soon the new format had a name: Top 40 +radio. +Storz and Stewart were thrilled by the profits their innovation +commanded. As Todd Storz explained years later: “I do not believe +there is such thing as better or inferior music. If the public suddenly +showed a preference for Chinese music, we would play it.” +But not everyone was pleased by their breakthrough. Old +stalwarts of the music biz lambasted what they saw as a crass +appeal to the lowest common denominator. Some even claimed the +relentless repetition that made Top 40 radio work was actually a +form of brainwashing +Were they right? +As it turns out, the story of Todd Storz and Bill Stewart would +have an interesting coda. In the wake of the Top 40 format they +created, programmers finally had to respond to what people +wanted to hear rather than what they thought was good for them. +As music journalist James Miller writes, “What much of the public +wanted to hear was neither Chinese music nor so-called good +music, but rather bluesy riffs, country reels, tricked-up pseudo-folk +songs. . . . As Top 40 spread, melodies gave way to riffs, riffs +became ‘jingles,’ jingles became ‘hooks’—instantly recognizable +sound patterns, either melodic or rhythmic, designed to snare a +listener’s attention.” +Eventually one of the new breed of programmer–disc jockeys +who sprang up in the wake of the new format—a man named Alan +Freed—decided the streamlined blend of blues, country, folk, and +pop that had emerged to serve the demands of the Top 40 +audience needed a name. + + +The DJ called this new form of music rock and roll. +We often think of repetition and radical simplification as +synonymous with dumbing things down. At its most extreme, we +use terms like “mass hypnosis,” “mind numbing,” and +“brainwashing” to describe their effects. As with all hype, however, +repetition and radical simplification are not inherently negative. +Music—along with prayers, mantras, proverbs, chants, and cheers— +can provide comfort, relief, and excitement, depending on the +context. Like the radio executives whose innovation led to Top 40 +radio and rock ‘n’ roll, applying a healthy dose of repetition and +simplification to your creative endeavors will help you burn them +into the hearts and minds of those you want to reach. +Putting It into Practice +•   Develop a simple slogan people can associate with you. +What you need is an easy-to-remember, future-focused +word bomb (think “Tune in, turn on, drop out” or “Make +America Great Again”). If you’re having trouble coming +up with something, use literary devices. Rhymes. +Alliteration. Metaphors. +•   Produce a visual symbol that stands for you and what you +do. Make it bold, simple, and easy to reproduce. There +are plenty of designers offering their services on +freelancer sites that can do this for you relatively +inexpensively. +•   Embrace repetition. Pinpoint the real estate your +potential followers visit most frequently—online and +offline. Get your slogans and symbols in front of people +who frequent that real estate over and over. diff --git a/library/The Hype Handbook/Chapter-10-Embrace-Theater-and-Drama/Chapter-10-source-text.md b/library/The Hype Handbook/Chapter-10-Embrace-Theater-and-Drama/Chapter-10-source-text.md new file mode 100644 index 0000000..512513f --- /dev/null +++ b/library/The Hype Handbook/Chapter-10-Embrace-Theater-and-Drama/Chapter-10-source-text.md @@ -0,0 +1,488 @@ +# The Hype Handbook — Chapter-10: Embrace Theater and Drama +- **Source**: /library/The Hype Handbook/source-file.pdf +- **PDF pages**: 133–147 +- **Pages without text**: none + +--- + + +A +HYPE STRATEGY #10 +EMBRACE THEATER AND +DRAMA +All business is show business. +—JAN CARLZON +imee Semple McPherson was the most successful preacher of +her day—if you define success by the number of people paying +attention to her and the number of dollars she brought in. She +provided the template for modern televangelists and megachurch +pastors like Joel Osteen, Pat Robertson, and Rick Warren. But +before McPherson found God, she had wanted to be an actress. +Her religious fanatic mother put the kibosh on that idea, and +McPherson dedicated herself to spreading the Good Word. +Prior to founding her world-famous Foursquare Church in Los +Angeles, McPherson traveled across the country in the 1920s trying +to make her mark. Living during that time, she faced plenty of +challenges to her ambition, not the least of which was that she was +a woman. On her way to the western United States (from her +birthplace of Ontario, Canada), she ended up, at a certain point, in +Lake Forest, Illinois. It was there she founded a church that would + + +eventually give her the launchpad to bigger—and more lucrative— +endeavors in the Golden State. +A few days after she arrived in Lake Forest, McPherson dragged +a chair to a busy street corner, stood on it, and struck a rigid pose. +Soon people started to gather. She remained frozen and silent. +More and more people came to see the woman who looked as if +she had fallen into a cataleptic trance. Some tried to rouse her. +Some began to worry. Some called others over to look. Still, she +remained where she was. +It was disturbing. It was strange. But the crowd stuck around. +People had to see what would happen. +Then, suddenly, she snapped out of her stupor. She cried out, +“Quick, follow me!” And she darted off in a straight-line shot. The +crowd followed her as if her trance had been transmitted to them. +She ran through the front door of the local mission hall. The now +large crowd went right though the same door. She preached her +first sermon to them soon thereafter and kept that congregation for +as long as she remained in Lake Forest. +Theater as we know it emerged in Athens during the sixth +century BCE from its roots in a religious ritual dedicated to the god +Dionysus. To the ancient Greeks, it was not mere entertainment. As +a society that valued rationality and control over all else, Athenians +saw the need to provide a valve through which citizens could +periodically release their most primal emotions. At the same time, +the city fathers viewed drama as a powerful mechanism for getting +the citizenry to open up to challenging ideas and beliefs. +In Aimee Semple McPherson’s time, there was no shortage of +fiery preachers standing on street corners railing loudly about +heaven and damnation. Following their lead would have been like +putting up another flashing sign in Times Square. Instead, +McPherson set herself apart using two key facets of drama—tension +and mystery. +According to a BBC article on the fundamental elements of +drama, “Tension is a growing sense of expectation within the + + +drama, a feeling that the story is building up towards something +happening. Without tension in a scene it is hard to keep the +audience engaged with what is happening so the work may be flat +and dull.” It is this ability to remove the flat and the dull that gives +theatricality its power, even when applied far beyond the +boundaries of the stage. +So much of our lives is predictable. Of course, all of us receive +our fair share of unexpected jolts (some more than others), but for +the most part—especially in our bubble-wrapped modern reality— +we know what we’re going to encounter day in and day out. Our +shock when a world-shaking event occurs—like a pandemic or +economic collapse—is indicative of how unfamiliar we are with +these kinds of events compared with what our ancestors +experienced throughout most of their lives. +Eric Hoffer was a dock worker who spent all his free time reading +about and studying what made people join mass movements and +dedicate their lives to them. He published his findings in a short +volume called The True Believer, which President Eisenhower would +eventually cite as one of his favorite books. One of Hoffer’s great +insights was that those who cling to and spread new movements +with the most feverish intensity tend not to be, as many of us +believe, the poorest and most hopeless elements of our society. +Rather, it is those who regularly experience persistent, unrelieved +boredom that are the most easily drawn to new religions, new +political movements, and new causes. +McPherson gave parishioners a way out of their boredom by +ratcheting up the mystery (Why did this stranger appear like this?) +and tension (When is she going to finally move?). +If you go to see a play (or watch a movie or TV show), and you +figure out the ending a quarter of the way in, you probably won’t +recommend it to your friends. The same holds true for any +movement. The same holds true for religions that take off. The +same holds true in business. + + +Ask yourself honestly, How often do you surprise your clients, +customers, or prospects? +Fortunately, you don’t need to stand on a street corner to do so. +Try thinking of the least expected point of view related to your +field. For instance, if most people in your space are touting +authenticity, can you come up with a compelling reason to embrace +artifice? If “outside-the-box thinking” is what everyone in your +industry is talking about, ask yourself: “What if we thought inside +the box?” If you’re in manufacturing, are you able to conceive of +some benefits to being more inefficient than everyone else? +For a long time, it was taken as a given that making better +software was a function of programming it to do more. If you were +designing a new word processing software, spreadsheet tool, or +project management system, you would work to give it additional +features and functions. Why would anyone, the thinking went, want +to buy a tool that did less? +The founders of a web development company called 37signals +saw things differently. Jason Fried and David Heinemeier Hansson +developed a project management tool called Basecamp for their +internal use. When clients began asking to buy it for their own +purposes, Fried and Hansson shifted into selling Basecamp full- +time. +Today Basecamp is one of most popular and lucrative pieces of +software in its category. And it has fewer features than almost any +other comparable product on the market. +From very early on, Fried and Hansson promoted a philosophy of +technology and business as something that could be an antidote to +the prevailing givens in their industry, which they felt caused great +harm. In a tech-startup world in which six-day weeks and 10-hour +days were viewed as the easy way out, the founders preached +streamlined, efficient work schedules. They followed through by +giving their teams every Friday off in the summer. In the midst of a +climate where falling asleep at your desk was a badge of honor, +Fried and Hansson encouraged their employees to work at home + + +(years before catastrophic global events made it a necessity). And +as we’ve already discussed, they advocated for technology that had +a few strong features and functions rather than always adding more +with each update. +The founders of 37signals (later renamed Basecamp after their +main product) created drama by promoting bold views that were +the opposite of what everyone in their orbit was likely to expect. +They blogged about their views, gave interviews about them, and +wrote books about them. With everything they published, readers +wondered what these guys were going to say next. Fried and +Hansson embraced their roles as gremlins in the machine. If there +was a sacred cow, they found it, slaughtered it, and ate it with a +generous helping of A.1. Sauce. As a result, word about their ideas, +and products embodying those ideas, spread like crazy. +By all accounts, Fried and Hansson believed everything they said. +But the partners were also consistent in their roles as provocateurs. +They kept people guessing. They made people angry. +They generated mystery and tension. +HOLDING BACK +In the mid-seventies, a rash of posters appeared on lampposts and +construction sites all over New York City’s Lower East Side. On +them were printed, in a ghoulish cartoon font, a single phrase: +PUNK IS COMING! +At the time these posters appeared, “punk” did not have its +current connotation. It was a word that, for most people, conjured +gangsters and prison talk. And that was one of the reasons the +posters almost immediately generated chatter and buzz. What was +this “punk?” Why was it coming? Who was it coming for? + + +When it finally got out that Punk was a magazine, people in the +publisher’s target audience of downtown bohemians snatched it up +the moment it became available. It soon became so influential that +it would lend its name to an entire subculture and genre of music. +Roughly around the same time, a hospital sprang up in the town +of Cleveland, Georgia, seemingly out of nowhere. It was called +BabyLand General. There were nurses, cribs, and incubators. But +rather than live babies, every crib and incubator held a dimpled, +puffy-faced doll, each of which was available for “adoption.” +The dolls were called Little People and were an immediate local +hit. By the 1980s, founder Xavier Roberts had changed the name to +Cabbage Patch Kids. And Cabbage Patch Kids became, famously, +the biggest toy phenomenon the world had ever seen. +According to the official (and endlessly promoted) narrative, +Roberts had, as a child, discovered the kids in a magical cabbage +patch behind a rainbow. He built BabyLand General Hospital to +nurture them until they could find homes with loving families. Every +kid was unique—with differences in hair, skin, facial expression, +dimple position, and so on. +Cabbage Patch Kids sparked runs on store shelves and even +caused riots. I was alive during the time and remember it well. Yet I +never recall hearing that Xavier Roberts was an art student with +entrepreneurial ambitions or that the dolls’ individuality was made +possible by the recent development of computerized assembly-line +processes that allowed for randomized customization. That would +have killed the mystery. +The trend today among marketing gurus is to advise people to +put everything out there all the time. Always include your web +address so people know where to find you. Always include a call to +action on every email you send out so people know what they will +get if they “Click here.” And always make sure people can find you +and your bio on LinkedIn, Facebook, Twitter, Instagram, and TikTok. +There’s certainly a time and place for all this. But not every time +and every place. + + +Can you imagine what the “Punk Is Coming” posters would have +looked like with “www.punkmagazine.com” on the bottom? Do you +think it would have been more effective if kids everywhere had had +access to Xavier Roberts’s professional résumé? +Sometimes it pays to hold back. Let people wonder what you do +at first. Keep them in the dark about how to reach you, so when +they finally find out, it will come as a delicious relief. Mystery builds +anticipation. Anticipation builds desire. And desire ultimately +creates sales. +MASTERING THE ART OF STAGING +Amway has annual revenues of close to $9 billion and operates in +more than a hundred countries. The company makes so much +money that it has a major sports arena named after it. And yet +Amway’s individual products have only a fraction of the brand +recognition of those produced by their biggest competitors. +Compared with Tide, Red Bull, and Binaca, Amway’s SA8 laundry +detergent, XS Energy Drinks, and Sweet Shot breath spray are +simply not household names. +This is not a shortcoming. It actually speaks to the sophistication +of Amway’s marketing. Instead of trying to compete head-to-head +with the gargantuan ad budgets of consumer product holding +companies like Procter&Gamble and Unilever, Amway invented +“multilevel marketing”—a structure in which revenue is driven by a +series of contract sales representatives who recruit other contract +sales representatives, with each recruiter getting a percentage of +the money brought in by all the salespeople underneath them. And +to ensure their sales reps maintain the level of excitement and +fervor needed to play their roles, they rely on theatrical staging. +At a typical Amway rally (of which there are many), hordes of +sales reps file into an amphitheater an hour before the programmed + + +event begins. Loud music fills the hall, while huge video screens +flash slogans and symbols in time with the beat. Excitement grows +as the rows fill up. At once, a seemingly spontaneous chant +emerges from the crowd. One contingent in the crowd shouts +“Ain’t it great!” Another answers “Ain’t it though!” The chants +build, working the crowd into a frenzy. +Right as the anticipation of the crowd peaks and threatens to tip +over into impatience, the featured event begins in earnest. The host +and hostess emerge onstage, and those in the crowd who are not +already standing spring to their feet, and a standing ovation +explodes across the venue. This pattern continues throughout the +evening. +What makes the event so fascinating from a mass psychology +perspective is the discrepancy between the perception of +spontaneity that the events engender in their participants and the +reality of how much choreography is involved. +For example, high-level leaders of their downlines stand in +strategic positions in the aisles and rows near the members of their +groups to make sure they rise to their feet at the right moments. +Those who don’t comply are informed how bad this makes their +group look, and the misstep hardly ever occurs more than once. +The light, the sound, and the us-versus-them dynamic (see Hype +Strategy #1) combine to create a powerful effect. When speakers +ascend the lectern to paint pictures of the sports cars and banquets +and mansions that reps will obtain if they only work the program +longer and harder, the emotional resonance of this heaven on earth +is near impossible to resist. The net result of attending one of these +rallies is that the audience members emerge with a renewed sense +of fanatical energy around going out and making their dreams +come true through the Amway system and worldview. +Amway is massive, and so are the theatrical spectacles the +company creates. But staging doesn’t have to be massive to be +effective. + + +Real estate agents are masters of small-scale staging. They +understand that while people talk about houses as if they have +innate value, potential buyers who are allowed to see a property as +it is normally lived in will not be willing to pay as much for it. This is +why the most effective agents spend a great deal of time creating +theatrical illusions. They use lighting, drapery, perfectly arranged +place settings, new artwork—whatever it takes—to generate a +dreamlike vision of what domestic life could be like if the buyer +were to choose this and only this new home. Everyone involved +understands logically that it’s an illusion, including the prospective +buyer. But the subconscious still cannot resist the dream. +Be conscious of staging, no matter what circles you play in. Of +course, many of us already do this on a basic level. We make sure to +meet clients at our offices (if we have them) instead of a park +bench. We might invite important connections to a fancy restaurant +instead of a local diner, even if the latter would make more sense +for our present financial condition. But most of us are not anywhere +near as conscious or consistent as we should be in approaching this +vital art. +When you do a Zoom call with a client, how much thought do +you give to what will show up in the background? If the cluttered +spare room you use for a home office is what the person on the +other end sees, does that project success and competence? In fact, +have you even thought about what you’re trying to convey through +the environment you allow people to find you in? +If you’re in a creative business and the artwork you surround +yourself with in your office is whatever boring stock abstract print +the interior decorator picked out, what do you think that says about +the originality of your tastes? +If you work in an industry where there have recently been some +high-profile cases of unethical behavior, is meeting clients in an +office full of harsh florescent lighting and cellblock-gray cubicle +partitions the wisest choice? + + +In business, we need to drive people to take certain actions on a +regular basis. When customers or clients or partners don’t buy from +us or back out of a deal, they usually provide logical reasons. They +say they can’t afford it, or the timing isn’t right, or it’s “not a good +fit.” The real reasons for their decision, however, almost always +happen well below the level of awareness. +You can shift this dynamic back in your direction through the use +of staging. Theater people have understood this for eons. Hype +artists have understood it for ages. Many businesspeople still don’t. +This gives you an advantage. +Seize it. +ALTERNATING DOSES OF PLEASURE +AND PAIN +Over the course of his career, Tony Robbins has provided coaching +to Fortune 500 CEOs and US presidents, has given countless +multiday seminars where he speaks nonstop for 10 hours at a +stretch, and has taught millions on topics ranging from relationships +to money. His reputation has recently taken a hit in many quarters +in the wake of a negative chain of events beginning with a public +confrontation with a defender of the #MeToo movement. However, +regardless of how you feel about him as a leader, coach, or public +figure, it is hard to deny his ability to get attention and drive +enthusiasm among his followers. His rallies, loud gravelly voice, and +weird sideways clapping all play a part in creating an addictive +persona. But of all his theatrical tricks of the trade, it is arguably his +fire walks for which he is best known. +Robbins claims the objective of his seminars is to break down his +participants’ mental patterns so they can emerge as ultraconfident +beings with the power to achieve their greatest dreams. It is in this + + +spirit that his seminar participants strip off their shoes and socks +and march barefoot over a track of burning-hot coals. +If you ever get the opportunity to talk to a Tony Robbins fan who +has attended one of these seminars, ask them about their fire- +walking experience. I’ve done so, and the descriptions I’ve received +invariably sound like something akin to a religious conversion. +The level of intensity I encountered during these discussions +interested me so much that I researched what might be really going +on. In doing so, I happened upon an academic paper aptly called +“Fire-Walking and the Brain: The Physiology of High-Arousal +Rituals,” written by a cognitive scientist named Dimitris Xygalatas. +Not only does this obscure study explain a lot about why Tony +Robbins places so much emphasis on fire walking, but it also +contains lessons for people who need to build a following and get +members of said following to buy from them (again and again and +again). +The primary subject of Xygalatas’s study is a community of +Orthodox Christians in the Greek village of Agia Eleni. The group is +called the Anastenaria, and for hundreds of years, it has held a +Festival of the Two Saints, which many in the mainstream church +have condemned as heretical. +During the festival, the Anastenaria engage in a week of religious +processions, music, and ecstatic dancing. Then comes the main +event. Devout participants clutch icons, strip off their shoes, and +walk over a track of burning-hot coals—often scalding the soles of +their feet in the process. Despite the pain and cost involved, the +event’s popularity has grown every year, with people from all over +Greece descending on Agia Eleni to take part. +The event’s strange appeal has attracted the attention of +researchers, and a number of them have interviewed participants +over the years. Xygalatas reviewed this body of research. As a result +of doing so, he concluded that “many of [the participants] perform +fire-walking without any specific reason, but later come up with an +explanation for it.” + + +Xygalatas categorizes fire walking as a high-arousal ritual, which +he describes as an experience that “can stimulate the production of +endogenous substances in the human body . . . [and] can lead to +increased release of endorphins. Endorphins can affect emotion +and motivation.” High-arousal rituals also increase the production +of dopamine—the brain chemical associated with craving and +addiction. +By persuading someone to take part in a high-arousal ritual, a +leader can literally stimulate the production of mind-altering +chemicals. Furthermore, these brain chemicals benefit the leader +above anyone else. As Xygalatas explains, “Endorphins can +produce subjective rewards on a brain level, and dopamine can +invest them with a feeling of significance. . . . This in turn provides +participants with sufficient motivation to maintain and transmit the +ritual.” +In other words, fire walking makes people feel they are involved +in something life-changing, whether or not any change ever actually +takes place. +There’s an old maxim about what a writer has to do to craft a +compelling piece of fiction: “Put your characters up in a tree and +throw rocks at them.” As professionals, we often assume our efforts +should be aimed at making people feel better, but the most +magnetic professionals learn to seed the pleasure they deliver with +doses of discomfort. +When Andy Warhol threw his Exploding Plastic Inevitable event +in 1966, an immersive multimedia happening that inspired much of +what would become known as club culture, he would continually +observe how the crowd was responding to the music, strobe lights +(the event was the first to use them in such a setting), and live +performances. If he noticed the crowd simply enjoying themselves +for any extended stretch, he would immediately introduce a +discordant sound into the mix. +Warhol knew that if his event delivered only fun and relaxation, +attendees would forget about it soon after they went home. It + + +would lack the dramatic tension that would keep them wanting to +come back for more. Pleasure is anesthetizing. A mix of tension, +discomfort, and a little bit of pain keeps people focused; it gets +them hooked. +This concept applies well beyond the worlds of art and +entertainment. Think about top keynote speakers—the ones who +get hired to give presentations for the biggest fees at the most +prominent conferences and get the fattest Fortune 100 consulting +gigs. Regardless of their subject matter, these professional +“thought leaders” invariably inject whatever constructive or +inspirational messages they are there to convey with doses of +doom. +The world is changing faster than ever before, and only a few +of us will be able to keep up. +Look at yourself in the mirror if you want to understand the +source of your problems. +Technology will make millions of jobs obsolete. If you don’t do +what I say, one of them will be yours. +All these sentiments serve to make you squirm before relieving the +tension. +If it is hard for you to develop this habit, reframe the concept. +Remember that inflicting this kind of pain is something your +customers, clients, and prospects want you to do, even if they don’t +know it. +CASTING AND DIRECTING +We each see ourselves as the protagonist in our own drama. +Whether we realize it or not, we go through life picturing ourselves + + +overcoming obstacles to reach our goals, battling adversaries, and +aligning ourselves with great causes. And we do all of this in the +eyes of some unseen audience that judges our action on how it +plays out in the grand scheme of things. +If you think getting people to buy your products and services is +difficult, imagine what it takes to get thousands (or millions) of +people to willingly sacrifice their lives for an abstract cause. Yet that +is what certain charismatic political leaders have been able to do +throughout much of history. +To get to the bottom of this phenomenon, Eric Hoffer studied +the radio speeches Winston Churchill made during World War II. As +Hoffer describes it, “The people of London acted heroically under a +hail of bombs because Churchill cast them in the role of heroes. +They played their heroic role before a vast audience—ancestors, +contemporaries, and posterity—and on a stage lighted by a +burning world city and to the music of barking guns and screaming +bombs.” +Instead of crafting logical arguments, hype artists unfurl great +tableaus of conflict, heroism, courage, belonging, and meaning. +And while the lights and bombast and framing of theater are sure +to help, the best among them can make it happen with words +alone. +According to Steve Jobs, being a Mac owner wasn’t just about +having a better computer—it was about choosing a life of creative +artistry in opposition to the gray hordes of consumer culture. In +Gary Vaynerchuk’s view, entrepreneurship isn’t just about finding a +way to make a living and controlling your time; it is a quest to prove +wrong all the teachers and bosses who are constantly trying to +make you settle for a life of mediocrity. And of course, Amway isn’t +about selling detergent and breath freshener to friends and +neighbors. It is about becoming part of a grand drama in the cause +of self-sufficiency. +Identify your own grand cause, your own great drama. If one +doesn’t already exist, invent it. This is the essence of theater. It is + + +also the essence of hype. +Putting It into Practice +•   Build anticipation whenever circumstances allow. Rather +than blurt an answer out when people ask you a question, +refrain for a few brief moments. Not only will this help you +come up with better answers; it will lend you an air of +mystery that will attract people to you. +•   Pay attention to staging. Whether you are speaking to an +audience of hundreds, hosting a virtual meeting, or +meeting with a new connection for lunch, plan your +setting and choose your props. +•   Make your prospects, customers, followers, or fans a bit +uncomfortable. In the midst of all you do to make them +happy, inject a few “hard truths” they “need to hear.” diff --git a/library/The Hype Handbook/Chapter-11-Set-Down-a-Rock-for-Your-Followers-to-Cling-To/Chapter-11-source-text.md b/library/The Hype Handbook/Chapter-11-Set-Down-a-Rock-for-Your-Followers-to-Cling-To/Chapter-11-source-text.md new file mode 100644 index 0000000..cff5738 --- /dev/null +++ b/library/The Hype Handbook/Chapter-11-Set-Down-a-Rock-for-Your-Followers-to-Cling-To/Chapter-11-source-text.md @@ -0,0 +1,355 @@ +# The Hype Handbook — Chapter-11: Set Down a Rock for Your Followers to Cling To +- **Source**: /library/The Hype Handbook/source-file.pdf +- **PDF pages**: 148–158 +- **Pages without text**: none + +--- + + +L +HYPE STRATEGY #11 +SET DOWN A ROCK FOR +YOUR FOLLOWERS TO CLING +TO +And I say also unto thee that thou art Peter, and on this rock I will +build my church. +—JESUS OF NAZARETH +afayette Ronald Hubbard was in a bad place. He had entered the +Navy at the peak of the Second World War, expecting an +experience that mirrored the heroic deeds he wrote about for a +penny a word at the pulp magazines from which he made his living. +But his over-the-top personality did not make the desired +impression on his senior officers. Instead of commanding a fleet +tasked with liberating Europe from the Nazi menace, the junior +lieutenant found himself in charge of a PC-815 craft with the +unglamorous mission of patrolling the coast of Southern California. +Although the first few months at his new post were as lackluster +as he had feared, one evening he detected some unusual blips on +the ship’s sonar. Contrary to the advice of a number of experienced +shipmates, he commanded the crew to fire on the underwater + + +vessels, convinced he was defending the home front from an +imminent invasion. After 68 straight hours of “combat,” he learned +that a magnetic deposit in the area was what was causing the +reading. Hubbard received a severe reprimand and was relieved of +his command. He ended the war in an infirmary, suffering from +pains undoubtedly related more to emotional stress than to +anything sustained in battle. +As he reintegrated into civilian life, things only got worse for +Hubbard. His specialty as a pulp fiction writer was space opera, a +subgenre of science fiction particularly well suited to his ability to +make up outlandish scenarios. Before the war, Hubbard’s ability to +churn out thousands of words at a sitting had allowed him to eke +out an income. Now his ability to conjure plots on demand seemed +to have abandoned him. He took out large loans, which he had no +means of paying back, and was arrested for financial malfeasance. +His marriage deteriorated. +Hubbard had always felt himself to be destined for greatness, +but now he had no money, no real family life, and no reputation. +But then, over the course of a few months, everything changed. By +the start of the next decade, Hubbard was rich, famous, and +adored. +What had happened to so dramatically reverse Hubbard’s half- +decade downward slide? +In May 1950, L. Ron Hubbard—as he became known—released +Dianetics: The Modern Science of Mental Health. The book claimed +to offer a revolutionary system that regular human beings could use +to reach their full potential and significantly improve every area of +their lives. Hubbard had no formal education in psychology or +philosophy, but the book drew heavily on both. It also included a +slew of vague but impressive case studies detailing instances in +which he had used his system to help down-and-out subjects to +become nearly superhuman. +The psychiatric community rejected Hubbard’s methods and +claims. The absence of scientific verification of his work, in the form + + +of hard data or double-blind testing, was a particular sticking point. +Once in a while, a skeptical layperson would ask him to produce +one of the book’s success stories in the flesh, but he had a knack for +deflecting these sorts of questions with an entertaining quip or +anecdote. +In the end, none of it mattered. +The book was a smash. It remained on the New York Times +bestseller list for 28 weeks and sold 18 million copies. People +formed Dianetics groups throughout the country to attempt to get +a sliver of this life-changing power for themselves. Between +royalties, speaking fees, and revenues from the training centers, his +wealth skyrocketed. +As for what came next—well, many of us are familiar with that +part. Hubbard went on to found the Church of Scientology, a +religion that has since attracted many thousands of followers, +including Tom Cruise, John Travolta, Kirstie Alley, and Elisabeth +Moss. While Scientology has experienced its fair share of +controversy, the financial value to its founder was unambiguous. At +the time of his death in 1986, L. Ron Hubbard’s personal net worth +was $60 million. The organization is still going strong. +What L. Ron Hubbard managed to accomplish, beginning with +Dianetics, was to present a system to which people could look for +answers in the face of any one of life’s dilemmas, trials, and +challenges. He understood the void (see Hype Strategy #7) and had +a knack for filling it. +Life is inherently uncertain. Regardless of whatever forethought, +planning, or second-guessing any of us might engage in, we will all +eventually get knocked down by tragedy, misfortune, or random +accident. We invest in relationships, only to have the objects of our +desire reject us or leave us. We open our hearts to family members, +only to have them die. We work hard and follow the advice of wise +mentors, only to lose our jobs and have our businesses fail. At a +certain point, we are all confronted with the reality that nothing is + + +permanent. We ultimately watch what we care about go away or fall +apart for no good reason. +For many of us (maybe even most of us), this bleak reality is too +difficult to accept. It is one thing to go through hard times, but to +go through hard times knowing there is nothing consistent on +which we can rely feels unbearable. +This presents an opportunity for the hype artist. If you are able to +create something that appears solid and unchangeable—something +that provides answers or comfort or guidance in every situation no +matter how hard things get—those you provide it to will follow you +anywhere. +In 1986, an engineer at Motorola named Bill Smith developed a +process improvement methodology, which he named Six Sigma. +The methodology spread and was eventually adopted by General +Electric CEO Jack Welch, who regularly touted its benefits in public. +Before long, businesses of every size and type were declaring +themselves as Six Sigma organizations, and managers at every level +were prominently displaying their Six Sigma credentials. +At its peak, it was common in the corporate world to refer every +matter back to Six Sigma principles. The ubiquity of the +methodology was even parodied by Alec Baldwin on the NBC +sitcom 30 Rock, where he played a top executive who constantly +talked about his “Six Sigma Black Belt Ultra.” +Corporate culture can be unforgiving. Despite platitudes about +“failing fast” and “radical transparency,” making mistakes and +accepting responsibility for setbacks will often lead to lost status or +job loss. While Six Sigma is useful in many ways, it is far from the +one and only solution to every business problem. Its greatest value +resided in giving managers and executives a comprehensive +explanation for every decision they made, which they could point to +in times of uncertainty. +In this regard, Six Sigma was not too different from the scripture +to which priests refer to explain acts of God. If you can manage to +create and control the most relevant “scripture” in your space, your + + +ability to amass power over those who rely on it will be incredible. +The trick is to figure out what form that scripture should take in +order to give it the most pull and widest reach possible. +PRODUCE A BIBLE +When Madame Helena Blavatsky, the Russian aristocrat (if that’s +what she actually was), immigrated to the United States during the +late nineteenth century, a circle of dedicated students gathered +around her regularly to hear her pontificate on her new philosophy. +She was charismatic, confident, and mysterious—regaling her small +group of followers with stories of letters written from invisible +overlords, conversations with spirits, and previously unknown +ancient civilizations. +While her students adored her, it wasn’t enough. Blavatsky +wanted money, fame, and influence. And she knew making that +happen was going to require a whole different level of hype. +You see, Madame Blavatsky was entering into a space with a ton +of competition. In the wake of the Fox sisters, mediums claiming to +have the power to communicate with the dead flooded the market, +bringing all kinds of cobbled-together spiritual systems with them. +So how did Blavatsky set herself apart to the public at large? +She wrote a bible. +In many business circles, it has become commonplace to talk +about how important it is to publish (or self-publish) a book to +establish yourself as an expert. There is a lot of wisdom in this +advice—to a point. For most of human history, it has been +incredibly hard to get ideas into writing. Paper, ink, printing, and +distribution were all expensive in terms of time and effort. As a +result, literate cultures developed traditions and institutions to +ensure that if something was going to be printed, it had to be of +the highest quality. + + +At the same time, not all books are created equal. When a book +is overly tactical—or technical—readers may see it as a helpful +resource, but not as an all-encompassing source of authority. +That’s why Madame Blavatsky didn’t produce a book called How +to Conduct a Winning Séance or Innovative Spiritual Strategies for +the 19th Century. Instead she published Isis Unveiled, a book +claiming to have finally and definitely unlocked all the secrets of +how the universe actually worked. +It was an immediate bestseller. It wasn’t a coincidence that her +rise as the leader of a worldwide movement followed soon after. +Likewise, Dianetics doesn’t only give advice and tips on how to +improve oneself. It is presented as the one and only blueprint for +anyone who wants to live a fulfilling life. For example, on the +second page of that book, Hubbard writes that “Dianetics is an +exact science and its application is on the order of, but simpler +than, engineering. Its axioms should not be confused with theories +since they demonstrably exist as natural laws hitherto +undiscovered.” +A few pages later, it refers to the system as the culmination of all +earlier forms of knowledge, claiming that it “deals with facts rather +than theories” and that “an exact science [like Dianetics] does not +‘believe’ but establishes and proves facts.” +In Chapter 3 of Dianetics, Hubbard walks his readers through a +brief history of humankind’s various attempts to figure out an all- +encompassing view of how the mind works, referring to the efforts +as scattered pieces of an incomplete jigsaw puzzle. Dianetics, on +the other hand, is the completed puzzle, available at last. Hubbard +repeatedly refers to his system as a “science” (see Hype Strategy +#8), while leaving out any actual science that might get in the way. +What distinguishes the scientific method from other ways of +understanding the world is that it is willing to accept the wrongness +of its own principles and discoveries based on new evidence. +Dianetics, on the other hand, essentially says: “Look no further; +everything you ever needed to know about perfecting your state of + + +mind is within these pages.” It offers security instead of uncertainty, +while cloaking itself in scientific jargon. +Exquisite hype. +L. Ron Hubbard literally founded a new religion around his book. +So did Madame Helena Blavatsky (she called it Theosophy). That’s +not entirely necessary, though. Many of the most successful self- +help and business gurus out there write and publish books. The +business and personal development books that have truly +transformed the careers of their authors—Think and Grow Rich by +Napoleon Hill, How to Win Friends and Influence People by Dale +Carnegie, The Secret by Rhonda Byrne, and The 4-Hour Workweek +by Tim Ferriss, for example—provide a comprehensive explanation +of how all things in their corner of the universe work. +These books promise—implicitly and sometimes explicitly—that +if you want to understand everything there is to know about gaining +power, accumulating wealth, building relationships, or becoming +productive and efficient, there is no need to look anywhere other +than between their pages. As such, their authors attain an almost +magical aura. +To create your own bible, begin by writing down your own +beliefs about the way the world works. We all have these. Even if +we aren’t religious, or don’t follow some particular school of +thought, we all have a personal philosophy cobbled together from +our upbringing, various experiences and encounters we’ve had, and +advice we’ve received. We use this philosophy as a benchmark to +guide our decision-making, although we often don’t articulate to +ourselves what this philosophy is. +Now is the time to clarify your own personal philosophy to +yourself. If you didn’t have to worry about what other people +thought, or worry about your own self-image of being a fair and +balanced person, what would you say you believe? +People never change? + + +Life is a relentless competition for status? +Creativity is mystical? +Whatever these beliefs are, get them down. They will form the +foundation of your bible. Present each one as a universal truth that +your readers can follow—step-by-step and beat-by-beat—to guide +the course of their lives. Whether you write up your collected +beliefs by yourself or have someone do it for you and put your +name on it, you will end up with a bible. +CREATE A CHURCH +Once you have a bible, it is time to start a church. +Starting a church is the best growth hacking method ever +invented. A 2005 Economist article on the megachurch +phenomenon states: “The best churches (like some of the most +notorious cults) have discovered the secret of low-cost and self- +sustaining growth; transforming seekers into evangelicals who will +then go out and recruit more seekers.” +This strategy doesn’t only work for religious institutions—mega +or otherwise. If you give people any kind of ready-made label and +set of beliefs, they will go to great lengths to get others to join the +tribe. And since every tribe has a chief, this puts you as founder in +an enviable position. +Sometime in the late fifties, a mediocre college-level golfer +named Mark McCormack realized that he would have a better +chance at success if he stopped trying to become a pro and started +representing those who had a real shot. In college, he had crossed +paths with a fellow golfer named Arnold Palmer and recognized his +ability. When McCormack graduated, he founded a company called +International Management Group, or IMG—a sports agency that +existed solely to represent Arnold Palmer. + + +Palmer ended up becoming one of the best players to ever pick +up a club (not to mention his talent for inventing nonalcoholic +drinks). It was an auspicious start for the upstart agency. But what +really set McCormack and his company apart from other sports +agents was where he went next. +In 1968, Mark McCormack decided that what golf needed was a +comprehensive system of player rankings. +Buoyed by his first-mover advantage, he presented his system as +the single standard by which golfers would henceforth be judged. +McCormack’s formula, which was ostensibly based on some +mathematical algorithm, quickly became recognized as the arbiter +of quality in a player’s game, rather than any number of other +possible benchmarks, such as, say, how many games a player won. +Case in point: According to the IMG’s ranking system, pro golfer +Lee Westwood only had a world ranking of number 6, even though +he had gone on an unparalleled streak of 11 wins in 34 +tournaments. +A few cynics raised some fuss, citing the inconvenient fact that +Westwood wasn’t a client of IMG. But the noncontroversy came and +went. Why? Because in a sport like golf, which is full of nonuniform +courses and handicaps, the ranking system provides certainty. It is a +clear set of standards issued by an authority in the field presented +with utter confidence and backed by an organization. +By establishing his system as the mechanism for determining +good, bad, and everything in between, McCormack positioned IMG +as the ultimate authority in the game of golf. As I define it, a church +is an organized grouping whose members share a common +identification based on a shared belief in a source of authority and +certainty. The Ten Commandments are the source of all moral +authority. The answers to all your questions about how we got here +can be found in the pages of Genesis. The way to eliminate +suffering is to follow the Eightfold Path. Confession and +Communion are a way into heaven even after you’ve sinned. The +way to become an effective manufacturer, regardless of how + + +complex the situation, is to measure production according to the +mathematic principles of scientific management. Cutting taxes is +the cure to any economic malady. +Katharine Cook Briggs—eventually joined by her daughter, Isabel +Briggs Myers—created the Myers-Briggs Type Indicator (MBTI), +despite (like L. Ron Hubbard) having no academic training in +psychology, sociology, or science of any kind. To create the +assessment, Briggs read a bunch of biographies of famous people. +From this, she grouped every single person on earth into 16 +categories and called it law. +Echoing the sentiments of countless mainstream psychologists, +University of Pennsylvania’s Adam Grant writes, “There’s no +evidence behind [the MBTI]. The characteristics measured by the +test have almost no predictive power.” Even so, roughly 2 million +people per year take the test, and many of the world’s largest +companies, including $10 billion-plus consulting giant +McKinsey&Company, continue to administer (and pay for) it. +Once a rock is set down, it is incredibly difficult to dislodge. +There are many forms your church, your bible . . . your rock . . . +can take. You can develop your own assessment. You can create a +manifesto—a list of declarative statements your followers can refer +to whenever they are unsure about what to do. You can invent a +three-pronged formula or a six-step system. +While the details of your rock are certainly important, what +matters most is that your followers perceive it as the key to +unlocking every puzzle they will even encounter in their work or in +their lives. Understanding shades of gray might be useful for +developing an accurate view of reality, but those who wish to amass +influence must learn to traffic in the black and white. Many hype +artists hawking thinly researched theories and barely tested cures +have derived great benefit from this strategy. If you apply it to +something worthwhile, the potential is limitless. + + +Putting It into Practice +•   Document your beliefs about the way the world works. +Present a manifesto that describes how followers can get +what they want out of life—step-by-step and beat-by- +beat. +•   Start your church—an organized grouping whose +members share a common identification based on a +shared belief in a source of authority and certainty. It can +take the form of an institution or club. +•   Create an assessment. Group people into categories. If +you can give people a tool that allows them to define +their own identities, they will keep coming back for more. +It is easy to build such an assessment now using any of +the online quiz-creation platforms out there. diff --git a/library/The Hype Handbook/Chapter-12-Fetishize-Work-Master-Effortless-Doing/Chapter-12-source-text.md b/library/The Hype Handbook/Chapter-12-Fetishize-Work-Master-Effortless-Doing/Chapter-12-source-text.md new file mode 100644 index 0000000..91abc28 --- /dev/null +++ b/library/The Hype Handbook/Chapter-12-Fetishize-Work-Master-Effortless-Doing/Chapter-12-source-text.md @@ -0,0 +1,482 @@ +# The Hype Handbook — Chapter-12: Fetishize Work, Master Effortless Doing +- **Source**: /library/The Hype Handbook/source-file.pdf +- **PDF pages**: 159–173 +- **Pages without text**: 173 +- **OCR note**: OCR is supplied below for image-only pages; multi-column reading order may be imperfect, so consult the PDF for layout and visuals. + +--- + + +G +HYPE STRATEGY #12 +FETISHIZE WORK, MASTER +EFFORTLESS DOING +Through actionless action they can make the whole world do as +they will and yet not be wearied. +—CHUANG TZU +ary Vaynerchuk produces a ton of material in the form of +videos, articles, books, and podcasts dedicated to the subject of +how important it is to constantly hustle. According to this flood of +media, he regularly stays up until three in the morning, sending and +responding to emails to cement connections. He spends every +spare minute he has on social media—in between meetings, in cars, +during commercials, and in the bathroom. And when he’s not doing +all that, he’s creating content and running his company. +Furthermore, those who are not doing this—well, that’s totally their +right—but they should never expect anything but a life tethered to +a cubicle and mired in mediocrity. +Vaynerchuk first made his name, and fortune, with a project +called Wine Library TV. Wine Library TV features him reviewing +various wines in his signature Jersey bro style, presenting his +recommendations with humor and panache. Breaking from the + + +standard practice of talking about wines in terms of notes of +blackberry meets coffee meets smokiness, Gary would compare +them to flavors like Skittles and Cinnamon Toast Crunch. +By his own admission, he toiled to create content for Wine +Library TV for more than a year before anyone paid attention. Once +he gained his first real fans, it was still a slow climb. Eventually, +through relentless hard work and hustle (of course), he built a +massive following for his online show—which funneled directly into +sales for his online wine shop Wine Library. +According to the official version of the story, Vaynerchuk’s Wine +Library and Wine Library TV were responsible for turning his +immigrant father’s tiny liquor store into a $60 million business. What +he underplays in this telling is that the liquor store already had +revenues of $3 million a year. Naturally, this leads into the question +of how he was able to work on Wine Library TV for a year without +anyone noticing while not worrying about where the money was +coming from. Well, it certainly didn’t hurt that he had his father’s +(not so tiny) business to rely on. +Vaynerchuk’s recipe for success through around-the-clock social +media self-promotion runs into problems if you don’t start out with +a financial cushion. It also won’t work quite as well if you’re the one +who has to make the wine instead of just selling it. So while hard +work is certainly important, it is far from the only (or even the most +essential) factor in what makes some people do better than others +in business. It was this observation that inspired me to challenge +Vaynerchuk in print, and the move certainly boosted my visibility. +In the years since, however, Vaynerchuk hasn’t backed off from +his message. He has kept his theme simple and repeats it +relentlessly. +As he summed it up during one interview on Mashable, “If I’m +more successful than you, there’s one reason for it—it’s because I +outworked you.” +Gary Vaynerchuk is no dummy. He’s not the kind of person who +wastes time or marketing dollars. Vaynerchuk doesn’t berate his + + +viewers, readers, and listeners for not working hard enough out of +pure goodwill. He does it because it’s good for business. +If there is one lesson you should take from this book, it’s to stop +paying so much attention to the advice that hype artists give and +start modeling what they actually do. Nowhere is this truer than on +the subject of work. +THE TOM SAWYER EFFECT +In Age of Propaganda, social psychologists Anthony Pratkanis and +Elliot Aronson dedicate a lot of time to dissecting the practices of +the Unification Church and its founder, Reverend Sun Myung Moon. +Since 1954, the “Moonie” movement has amassed 1 million to 2 +million followers. By some measures, it is considered the largest cult +in the world. +What is the secret of the Unification Church’s success? The +answer is manifold, but its founder’s and followers’ relationship to +work definitely plays a part. Pratkanis and Aronson observed that +members of the church work, on average, 67 hours a week on +behalf of the group. Most of this time is spent raising money and +recruiting new members. And they do it all for free. +This is not an unusual feature of rapid-growth movements of all +kinds. The leader of the nineteenth-century millenarian free love +Oneida commune pushed his followers to perform huge amounts of +manual labor in order to build “heaven on earth.” The Church of +Jesus Christ of Latter-Day Saints requires young members to +dedicate two years of their lives to missions made up of 16-hour +training days and six-day weeks in the field. Amway relentlessly +encourages people to recruit, recruit, recruit and sell, sell, sell by +“asking new members to decide on their ‘Dream’—a new Cadillac, +a summer cottage, a new ranch, or whatever they would like to get +by selling Amway products.” + + +Those of you who paid attention in junior high school English +class might recognize the following story from the Mark Twain +classic The Adventures of Tom Sawyer. Tom’s aunt told him to paint +a fence white on a beautiful summer day while the rest of his friends +were goofing off and enjoying the outdoors. He really didn’t feel +like it. So instead of hunkering down and working hard, ol’ Tom +started whistling and singing so that everyone could hear him. +Soon enough, every kid in the town was whitewashing that +fence. Every kid but Tom Sawyer, that is. The scene ends with Tom +kicking back in the shade with his back against a tree, eating an +apple, while a whole gang of kids did his job for him, thinking all +the while they were doing something fun. +Promoting the idea of fulfillment, success, or salvation through +toil is the cheapest and most efficient way for a hype artist to get +others to spread their message for them. By reframing hustle on +behalf of your cause or your product as something that will make +their lives better—perhaps now but preferably in the future—you +will create an army of evangelist worker bees. +When you get yourself into a situation in which two contradictory +beliefs appear equally real, your mind will tell itself all kinds of +stories to iron out the discrepancies. This psychological conflict is +called cognitive dissonance, and it drives the way we see and +interpret reality, regardless of the facts. +If you are convinced to buy into the idea that working relentlessly +on behalf of a certain vision—whether for a cause or for your own +advancement—and then you come across evidence suggesting it +may not get you there, your brain has a hard time reconciling such a +waste of time and energy. To accommodate this discomfort, most +people double down. They subconsciously tell themselves to work +even harder. This is one of the reasons why, by fetishizing hard +work, hype artists bind their followers to them ever more tightly. +George Ivanovich Gurdjieff was a spiritual leader who garnered a +large and influential following in the early twentieth century. He was +a masterful mythmaker, establishing himself as a magus who, in the + + +words of follower and fellow guru Peter Damien Ouspensky, “knew +everything and could do everything.” +Gurdjieff was a master of theater, leading acolytes upon their +arrival to his compound through, in the words of biographer Peter +Washington, “dark passages into dimly lit rooms adorned with +carpets and shawls, the ceilings draped like tents in the eastern +fashion, orientalia scattered round the walls . . . icons and ivory +statues of Moses, Mahomet, Buddha and Christ. . . . Opposite the +final door, staring straight at the visitor with penetrating but not +unfriendly eyes, a silent middle aged man sat cross-legged on an +ottoman smoking a water pipe.” +Once Gurdjieff had attracted followers, he knew the real money +was to be made in keeping them in his fold for as long as possible. +In between vague lectures on spiritual practice, the guru would +make it clear that true enlightenment would not come from +whatever foolish notions they had brought with them to the +compound. Instead, it would come from breaking themselves down +and stripping everything about themselves away until they were left +with their essential selves. +To this end, Gurdjieff assigned them menial tasks. +Some of the tasks had the convenient benefit of helping beautify +the home and grounds where he lived and the participants resided +(for a steep fee paid to the guru, of course). Others were entirely +useless. At the peak of his fame and influence, it would not be +unusual to see movie stars bent over in rows on his property +digging holes to nowhere. It was also not uncommon for these +same movie stars to return to Gurdjieff’s spiritual retreats over and +over again. +Like Tom Sawyer promoting the pleasures of painting a fence in +the hot sun, Gurdjieff reframed backbreaking work as a spirit- +cleansing endeavor. After spending hours and days toiling to +achieve enlightenment, it would have been tough for any of the +participants to admit to themselves that Gurdjieff was scamming +them. So they told themselves what they were doing was + + +meaningful. And they kept forking over their dollars for the +privilege of doing more of it. +Despite whatever flaws they may have possessed, Moon and +Gurdjieff were natural marketers. They understood that the more +they got followers to hustle, the stronger the followers’ attachment +to them would become. +In the world of marketing and advertising agencies, there’s an +old maxim you hear a lot, which says you should always +“underpromise and overdeliver.” In other words, you should charge +for a certain amount of work and then do a lot more work than that. +As a result, your clients will be happy and hire you again and again. +This advice betrays a scant understanding of human psychology. +Making a display of excessive hard work on behalf of someone +else does not make them see you as indispensable. Quite the +opposite. Clients may keep you around for working tirelessly on +their behalf, but only if you up the effort—and the results you +deliver—month over month and year after year. +Remember, people are very adaptable when change happens +gradually (see Hype Strategy #4). The harder you work and the +more you do for clients, the more they will expect you to do for +them going forward. This isn’t ingratitude; it’s human nature. +Compare this relationship with the one Strategic Coach—one of +the first-ever business coaching companies—has with its clients. +Today Strategic Coach is a multimillion-dollar organization with +locations in Chicago, Toronto, Los Angeles, and London. The +program is not cheap—I spent close to $30,000 to take part to +learn how to make the shift from copywriting practice to marketing +agency, and I still use a lot of what the company taught me. +When you sign up for the program, you attend an eight-hour +workshop four times a year. You sit in the workshop with about 20 +or 30 fellow entrepreneurs, and one instructor delivers the same +information to everyone in the group at the same time. While +you’re certainly allowed to ask questions, the instructor keeps the + + +schedule moving along at a gently militaristic clip, ensuring no +segment extends past one of the designated breaks or the closing +bell. +As for the tools, techniques, and tips we took away, these all +awaited us at our desks when we arrived, on professionally printed, +standardized forms, collected in uniform binders embossed with the +Strategic Coach logo. Any customization that occurred within the +pages of these binders came from our own minds and pens. +At designated times throughout the day, our instructor asked us +to fill in the blanks on various exercises to build the specifics of our +strategic plan or map of our goals or whatever was relevant at the +time. Then we were told to use those self-customized tools to go +out into the world and improve our businesses. +While there were a few group calls between sessions and a +handful of one-on-one advisory calls with a junior-level member of +the organization, the bulk of what we got for our money was those +quarterly workshops. When we would reconvene after three +months, our instructor would always ask us how we did in applying +the tools to our businesses. +Since there was no way I was going to spend that kind of money +and not use what I learned, I was more rigorous than most in using +the tools we came away with. But even I wasn’t perfect. Most of my +classmates, especially those with more mature businesses, used the +tools to a far less extent. +This made sense. Implementing the tools took a lot of time and a +lot of work. However, no one ever said to the instructor, “You know, +I’m paying you guys a lot of money, and you’re standing there +asking me if I worked hard enough using the prefabricated tools +you gave me three months ago.” +Instead, a look of shame would spread over their faces. They +would apologize. They would talk about how in the first few weeks +after they left the workshop, they were fired up to implement what +they had learned. But then somehow they had slipped. They had +gotten caught up with the day-to-day grind of their businesses. + + +They had let themselves slack off. They promised to do better next +time. +The instructor would allow an indulgent smile. Then she would +say, “Go easy on yourself. The goal is progress, not perfection.” +The relief on the faces of the client-students was palpable. They +had confessed falling short of the toil required for salvation and had +been forgiven. +The dynamic established by Strategic Coach was that you paid +the organization handsomely to be told of all the work you need to +do with the systems and materials given to you in order to be +successful. If you don’t do the work, it’s on you. +If you can find ways to put your clients and customers to work +implementing your ideas rather than always doing the +implementing for them, they will keep coming back for more. On +the other hand, if you do all the work for them, they will blame you +when it inevitably goes wrong to any degree (and, often, even +when it goes right). +ACHIEVING THE INTERNAL STATE +YOU NEED TO SUCCEED +The question remains: Do hype artists practice what they preach? +Of course, many hype artists work hard on behalf of their own +businesses, careers, projects, and causes. At the same time, they +tend not to rush around desperate to fill every spare minute with +activity. Hype artists’ relationship to the work they do on their own +behalf is far different from what they preach in public. +In the early pages of this book, I explained that one of the main +reasons I decided to write the book was to put the tools of hype +into the hands of the “good guys.” While we’ve looked at many +examples of people and organizations that have used these +strategies to advance worthwhile ideas, causes, and businesses, + + +there is no avoiding the reality that there are more “bad guys” who +have mastered hype than there are those using these strategies to +make the world a better place. +Why is this? +If they were to ever be subjected to a formal psychological +evaluation, many of the scummiest of the scumbags we’ve profiled +in these pages would most likely be classified under the broad +diagnostic category called antisocial personality disorder (APD), +which includes narcissism, psychopathy, and sociopathy. +People with APD are simply more detached than the rest of us. +As cognitive scientist Kathleen Taylor describes it, “In a brain +imaging study of APD and non-APD male volunteers . . . +participants were given a social stressor (being asked to prepare +and deliver a speech in four minutes) while researchers measured +basic stress responses, such as heart rate, and the size of the +prefrontal cortex. APD participants had significantly smaller +prefrontal cortices and were significantly less stressed: on average, +their heart rate was more than eight beats a minute slower than +their non-APD peers.’” +So while their lack of empathy often wreaks havoc on their +personal relationships, not to mention tearing apart the social +fabric, the kinds of people who become propagandists and con +artists and cult leaders tend to have the internal makeup that allows +them to coolly make the moves needed to gain particular results. +They can maintain the distance necessary to take deliberate action +based on the world as it really is, rather than constantly reacting +based on the emotions most of us have about how we wish the +world could be. +No matter how hard the rest of us work, or how meticulously we +plan, we constantly allow our emotions to sabotage our best +efforts. We blurt out exactly the wrong thing at an important +meeting. We send an angry email in a fit of pique. We spend +months planning a marketing campaign and then fire off a tweet on +a whim that derails the whole thing. We tense up and freak out. We + + +back down when we should stand up and stand up when we should +back down. +If any of this sounds familiar, don’t be too hard on yourself. It just +means you’re a regular, nonsociopathic human being. +Despite our capacity for reason, most of us spend the majority of +our waking hours trying to tamp down the seething emotions that +afflict us at all times. We might tell ourselves we have logical +reasons for doing what we do. Deep down, however, we know most +of our actions are designed to make ourselves feel better, despite +whether the actions in questions help us get what we want in the +long run. +To combat this tendency, you must identify ways to cultivate and +maintain the state of equilibrium that doesn’t come built into your +regular-human internal software. +Let’s return for a moment to the particular breed of hype artist +known as the “pickup artist.” If you’re troubled by the thought of +hordes of young men poring over a book to learn how to +manipulate women, there is a consolation. The majority of guys who +bought the book by Neil Strauss (aka Style) on the subject were +unable to replicate its author’s results.  +This is because most of them imitated Style’s specific tactics in an +attempt to brainwash women into coming home with them. What +these failed pickup artists had trouble understanding is that the +most successful seducers never try to get anyone to do what they +don’t want to do. Instead, they create an atmosphere that gives +people a sensation of excitement and comfort, which allows them +to decide for themselves whether they want to embark on a new +adventure. And to do this, mastery over one’s own emotional state +is essential. +Even if you have been happily married for 40 years, there is a lot +you can learn from these self-made lotharios about moving others +to action. +At one point in The Game, Strauss recounts a speech that his +friend and mentor Mystery gives to a group of nervous young men + + +that he is coaching before they go to a club to try out the +techniques they have just learned from him. +“All your emotions are going to try to [mess] you up,” he says. +“They are there to confuse you, so know right now that they cannot +be trusted at all. You will feel shy sometimes, and self-conscious, +and you must deal with it like you deal with a pebble in your shoe. +It’s uncomfortable, but you ignore it. It’s not part of the equation.” +Easier said than done, right?  +No matter what tactics, techniques, strategies, or psychological +principles you learn, you will inevitably fail to execute them unless +you master your emotions. You may know exactly what you should +do in any given situation, but your anxiety, fear, desire, desperation, +or preconceived notions will inevitably control what you actually +do.  +Luckily, there is a way around this. +THE ART OF SELF-REGULATION +In Chinese philosophy, there is a concept called “wu-wei,” which +translates approximately into “actionless action” or “effortless +doing.” Taoists, in particular, view this as the optimal state from +which to lead, achieve, and influence. Masters of wu-wei let +everyone else rush around, work beyond their capacity, and expend +themselves emotionally. Then they swoop in and get their way +before anyone realizes what has happened. +The ability to self-regulate is a prerequisite for being effective at +persuasion, influence, marketing, and sales. It is this self-regulation +that gives us regular decent folks a shot at approximating the +strategic cool that the antisocial hype artists naturally possess. +If you were to follow every strategy in this book, you would get +everything you ever wanted. But you won’t be able to—at least, not +right away. Getting your emotions under control is the missing + + +piece of the hype equation. It is also its most difficult piece. But if +you are able to become a master of self-regulation, every word you +speak, sentence you write, and action you take will have incredible +influence and impact. +Each of us will have a somewhat different practice for achieving +this state, depending on our inclinations and our temperaments. +That said, there are a few practices that will take almost everyone +closer to the optimal state for the benevolent hype artist. +THE CRAFT OF SELF-REGULATION +Emotions are physical. They have as much to do with your heart +rate and cortisol levels as with your personality and upbringing. As +such, much of what you need to do to regulate your emotions will +be physical. +It may seem basic, but first and foremost, movement is key. And +when I say movement, what I mean is vigorous exercise. +The way we live now is more sedentary than at any other time in +human history or prehistory. We are evolved to live in small bands +of roving hunter-gatherers who walked miles and miles every day. +This state of constantly being on the move lasted many millennia +longer than the state of remaining in one place that came about as +a result of the development of agriculture and the birth of cities. +Even over most of the last 5,000 to 8,000 years since farming +became a way of life, almost everyone spent the bulk of every day +engaged in some sort of physical labor. +As we encounter various challenges, we build up the stress +hormone cortisol in our bloodstreams. The natural human way of +dealing with the unpleasantness this buildup causes is to discharge +it through physical exertion. However, with most of us engaged in +office work—and spending most of our leisure time in front of +screens—this discharge does not happen. As a result, we + + +experience much of the discomfort of stress and conflict as much +more intense—much more real—than it actually is. We make +decisions from that frame, many of them decidedly nonstrategic. +Give yourself an advantage in this area. Find a form of physical +activity that you can stand and that makes you sweat, and engage +in it most days. Before I started doing this, I figured the difference +would be subtle. It was not. It was incredibly dramatic. +In recent years, meditation (in the West, at least) has gone from +the realm of bearded, patchouli-scented hippies to a practice +embraced by Silicon Valley, Fortune 500 corporations, and +neuroscientists alike. There’s a good reason for this: It works. +Spending time focused on your breathing and doing so regularly +allows you to detach from your emotions to some degree. +The more you meditate, the more you realize the feelings welling +up inside you in response to certain stimuli are simply sensations. +You begin to understand how unnecessary it is to immediately react +to each and every one of them. This is an incredibly helpful skill for +any hype artist to have. +What you put into your body matters. This is different for each +person, but there are some commonalities. Excess in any form +never helps. Huge amounts of caffeine, sugar, and trans fats affect +the mood and raise anxiety levels. +I know for me, when I discovered green tea and began to +substitute four of my five daily cups of coffee with it, my agitation +decreased, and I was better able to keep from blurting out the first +thing that came to my mind in any given situation. I eventually +learned green tea contains a substance called L-theanine that is +absent from coffee, which calms the nervous system and promotes +relaxation (it is offered in pill form as well). +Some people with more deeply entrenched blocks may need to +find a good therapist. +Experiment on yourself: Try mindfulness meditation. Vigorous +exercise. Clean eating. Or any of the other practices that humans + + +have been using for eons to combat our own bombastic, impulsive +natures. Find out what works for you. But do something. +We often think of our self-regulation practices as secondary— +something that comes after all the work and learning is done. +However, if you want your work and learning to have a real-world +effect—to get you the results you want—you must put in the time +to regulate the powerful sensations that originate in the physical +body and physical brain. +Often, when it comes to engaging in the kinds of activities that +allow us to calm our internal states and gain critical distance— +whether meditation, exercise, or sleep—we try to figure out how to +cram them into our already overloaded schedules. Yet if we want to +successfully influence people, we need to consider these activities +first. +If you have regularly sabotaged your attempts to become +influential by failing to control yourself, don’t worry too much about +it. Most people in the world are just like you. The true test is +whether you will recognize this about yourself and take the steps +necessary to change it. +Putting It into Practice +•   Find a way to sell your expertise without actually doing +the work for your customers. This might be a video course +or a speaking series or a seminar. +•   Find a form of physical activity that you can stand and +that makes you sweat, and engage in it most days. +•   Implement a meditative practice. This could be +traditional Eastern-style meditation, but plenty of other +traditions have practices that might be more suitable to +you. Whatever specific method you choose, this will help +you reduce the power your emotions have over you. + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +[Image-only page; OCR found no readable text. Consult the PDF for visual content.] diff --git a/library/The Hype Handbook/Front-Matter/Front-Matter-source-text.md b/library/The Hype Handbook/Front-Matter/Front-Matter-source-text.md new file mode 100644 index 0000000..ef3cc2c --- /dev/null +++ b/library/The Hype Handbook/Front-Matter/Front-Matter-source-text.md @@ -0,0 +1,564 @@ +# The Hype Handbook — Front-Matter: Front matter, acknowledgments, and introduction +- **Source**: /library/The Hype Handbook/source-file.pdf +- **PDF pages**: 1–21 +- **Pages without text**: 1, 2 +- **OCR note**: OCR is supplied below for image-only pages; multi-column reading order may be imperfect, so consult the PDF for layout and visuals. + +--- + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +"Filled with insightful case'studies and practical insights, -The Hype Handbook is'a +Rosetta Stonefor spreading the word about an idea,product, or service +-NiR EYAL,bestselling author of Hooked and Indistractable +THE +HANDBOOK +12INDISPENSABLESUCCESSSECRETS +FROM THE WORLD'S GREATEST PROPAGANDISTS, +SELF-PROMOTERS, CULT LEADERS, +MISCHIEFMAKERS,ANDBOUNDARY BREAKERS +MCAELF +SCHEN +FOUNDERANDPRESIDENTOFMICROFAMEMEDIA + + +[OCR from image-only PDF page; verify layout and illustrations in the PDF.] + +THE +HANDBOOK +12INDISPENSABLESUCCESSSECRETS +FROMTHEWORLD'SGREATESTPROPAGANDISTS, +SELF-PROMOTERS,CULTLEADERS, +MISCHIEFMAKERS,ANDBOUNDARYBREAKERS +MICHAEL F. SCHEIN +Mc +Graw +Hill +New York Chicago San Francisco Athens London +MadridMexicoCityMilanNewDelhi +Singapore SydneyToronto + + +Copyright © 2021 by Michael F. Schein. All rights reserved. Except +as permitted under the United States Copyright Act of 1976, no +part of this publication may be reproduced or distributed in any +form or by any means, or stored in a database or retrieval system, +without the prior written permission of the publisher. +ISBN: 978-1-26-047014-7 +MHID:     1-26-047014-8 +The material in this eBook also appears in the print version of this +title: ISBN: 978-1-26-047013-0, MHID: 1-26-047013-X. +eBook conversion by codeMantra +Version 1.0 +All trademarks are trademarks of their respective owners. Rather +than put a trademark symbol after every occurrence of a +trademarked name, we use names in an editorial fashion only, and +to the benefit of the trademark owner, with no intention of +infringement of the trademark. Where such designations appear in +this book, they have been printed with initial caps. +McGraw-Hill Education eBooks are available at special quantity +discounts to use as premiums and sales promotions or for use in +corporate training programs. To contact a representative, please +visit the Contact Us page at www.mhprofessional.com. +TERMS OF USE +This is a copyrighted work and McGraw-Hill Education and its +licensors reserve all rights in and to the work. Use of this work is +subject to these terms. Except as permitted under the Copyright +Act of 1976 and the right to store and retrieve one copy of the +work, you may not decompile, disassemble, reverse engineer, +reproduce, modify, create derivative works based upon, transmit, + + +distribute, disseminate, sell, publish or sublicense the work or any +part of it without McGraw-Hill Education’s prior consent. You may +use the work for your own noncommercial and personal use; any +other use of the work is strictly prohibited. Your right to use the +work may be terminated if you fail to comply with these terms. +THE WORK IS PROVIDED “AS IS.” McGRAW-HILL EDUCATION +AND ITS LICENSORS MAKE NO GUARANTEES OR WARRANTIES +AS TO THE ACCURACY, ADEQUACY OR COMPLETENESS OF OR +RESULTS TO BE OBTAINED FROM USING THE WORK, +INCLUDING ANY INFORMATION THAT CAN BE ACCESSED +THROUGH THE WORK VIA HYPERLINK OR OTHERWISE, AND +EXPRESSLY DISCLAIM ANY WARRANTY, EXPRESS OR IMPLIED, +INCLUDING BUT NOT LIMITED TO IMPLIED WARRANTIES OF +MERCHANTABILITY OR FITNESS FOR A PARTICULAR PURPOSE. +McGraw-Hill Education and its licensors do not warrant or +guarantee that the functions contained in the work will meet your +requirements or that its operation will be uninterrupted or error +free. Neither McGraw-Hill Education nor its licensors shall be liable +to you or anyone else for any inaccuracy, error or omission, +regardless of cause, in the work or for any damages resulting +therefrom. McGraw-Hill Education has no responsibility for the +content of any information accessed through the work. Under no +circumstances shall McGraw-Hill Education and/or its licensors be +liable for any indirect, incidental, special, punitive, consequential or +similar damages that result from the use of or inability to use the +work, even if any of them has been advised of the possibility of +such damages. This limitation of liability shall apply to any claim or +cause whatsoever whether such claim or cause arises in contract, +tort or otherwise. + + +To Hazel Bean, my favorite person in the whole wide world. + + +CONTENTS +ACKNOWLEDGMENTS +INTRODUCTION           How I Became a Professional Hype Artist +(and Why You Should Too) +HYPE STRATEGY #1    Make War, Not Love +HYPE STRATEGY #2    Create Your Own Secret Society (the +Piggybacking Principle) +HYPE STRATEGY #3    Perfect Your Packaging +HYPE STRATEGY #4    Give the Little Babies Their Milk +HYPE STRATEGY #5    Become a Trickster (at Least for a Little +While) +HYPE STRATEGY #6    Become a Magus +HYPE STRATEGY #7    Find a Void and Fill It +HYPE STRATEGY #8    Make It Scientific +HYPE STRATEGY #9    Prayers, Spells, and Symbols +HYPE STRATEGY #10   Embrace Theater and Drama + + +HYPE STRATEGY #11   Set Down a Rock for Your Followers to +Cling To +HYPE STRATEGY #12   Fetishize Work, Master Effortless Doing +EPILOGUE +BIBLIOGRAPHY +INDEX + + +I +ACKNOWLEDGMENTS +am fortunate to have many people in my life who I care about and +who (I think) care about me. I originally set out to include them all in +this section, but then I realized it would take up at least five pages. +Plus, I’m pretty sure I’d still somehow manage to hurt someone’s +feelings by (unintentionally) leaving them out. So instead I decided +to only include the small handful of people who directly impacted +the creation of The Hype Handbook. If you’re not on this list, it +doesn’t mean I don’t love you . . . far from it. +Thank you . . . +To my agent, Heidi Krupp, who constantly astounds me with her +ability to make big things happen. +To my editor, Donya Dickerson, who made this book better with +every suggestion, while still always managing to protect my fragile +writer’s ego. +To Corey Mead (and his amazing family, Laura Sims and Caleb “the +Dragon” Sims-Mead) for reading multiple proposal drafts, +encouraging me every step of the way, and being remarkably +generous with his connections and time. +To Qingchi “C Bin” Bin and Zeyu Zheng, whose invitation to speak +in Shenzhen on the topic of hype led to the publication of this book +and so much more. + + +To Richard Laermer, who, over the course of countless dinners, +schooled me in what it takes to make it as an author, speaker, +marketer, and businessperson. +To my mom, Susan Schein, and my sister, Bonnie Schwartz (as well +as the entire Schwartz clan—Jeremy, Emma, and Jolie), for +believing this book would make it out into the world, even when I +sometimes doubted it myself. +To the Beacon Writers Group, who reviewed an early draft at a +pivotal time, which made all the difference. +To everyone on the McGraw Hill team. +And, of course, to Hazel Ray Schein, who is the reason I do +everything. + + +W +INTRODUCTION +HOW I BECAME A +PROFESSIONAL HYPE ARTIST +(and Why You Should Too) +Only in folklore does the world beat a path to the inventor of a +better mousetrap. +—RANDALL STROSS +hen I was 34 years old, with a newborn baby at home, I +decided I was going to ditch my cushy corporate career to make it +on my own as a freelance writer. +Here’s what I was thinking: Ever since I had circulated my hit +story “WrestleMania 2230” in the second grade, people had been +telling me I had talent. And when I left college, I really had tried to +do something with my writing or at least in the arts: I interned at a +television production company, wrote short stories, and started a +band that built a following. But despite selling out a popular club +on a weeknight, securing a residence there, and appearing on +national TV (it was Showtime at the Apollo and we were booed +offstage, but it still counts), I ultimately couldn’t figure out how to +support myself through my art. + + +So I got a job. The company that hired me operated customer +service call centers. I told myself it was a temporary measure to +provide some cash flow until I figured out what to do next. +I ended up working at that company for eight years—the better +part of a decade. I learned a thing or two while I was there, but if +I’m being honest with myself, the reasons I stayed for so long were +the comfort my steadily increasing salary provided and my fear that +I’d end up in a cardboard box if I left. +But then something happened that shook me out of my bubble- +wrapped sleepwalk to the grave. +My wife got pregnant. +About three weeks after we got the news, I was lying in bed, and +I had a vision. I saw my future child taking me to school for a Career +Day event. I watched myself stand up and walk to the front of the +class. I saw myself open my mouth and say the following words: +“Hi kids, I’m Michael Schein, and I’m Vice President of +Solution Development at a business process outsourcing +organization.” +I quit my job three months later. +Fortunately I had a plan. I had read that big companies paid a +few thousand dollars a pop for sales and marketing material written +by good writers. I was a good writer. The way I saw it, if I could +produce one of these bad boys a week, I could make the same +amount of money I made at my job. +As you’ve probably guessed, my plan didn’t work out as +expected. I discovered pretty quick that being good at what you do +isn’t enough to get people to buy what you’re selling. Our savings +began to evaporate, and my wife began to ask questions about +whether any of the handful of clients I managed to get were +offering full-time work. +Instead of brushing up my résumé, I accelerated my hustle. I +made cold calls all day. I went to networking events every evening. I + + +wrote late into the night with my newborn perched on my chest. +But when I looked at the numbers, we still weren’t going to be able +to keep this going for more than another six months. +I got depressed. +This was not how the major motion picture of my life was +supposed to turn out. I had taken a risk. I had followed my dreams. +I had pursued my gift. Why wasn’t the promised worldly bounty +following? +Then one afternoon I was walking to the subway after another +unsuccessful sales meeting, and I passed that club my band had +sold out years earlier. At first, the sight filled me with a new wave of +self-loathing. Was my whole life one giant exercise in deluding +myself? Even back then, what business did I have thinking I could +make it as a musician? No one had ever said I was a good singer. I +could barely play guitar. I had been a fool then, and I was a fool +now. It was time to face the reality of mediocrity that I was destined +to embody for the rest of my days. +But as I drew closer to the front door, I experienced a strange +shift in my thinking. In my mind’s eye, I saw that line of fans snaking +around the building and through the front door—every one of them +there to see us. And we had made that happen despite a lead +singer with a nonexistent range and songs that everyone agreed +would never get on the radio. +For the first time, it occurred to me that whatever success we +had achieved was in spite of musical talent. I remembered how in +our earliest days, we drummed up attention by posting flyers all +over town that read, “Dave Matthews Must Die!” (sorry, Dave). +How I built a following for us by walking the streets and taking the +stage dressed as a nun. How we got press coverage by positioning +ourselves as the “party band for the coming apocalypse.” +Excitement began to well up in me for the first time in months. +Maybe my real talent wasn’t music—or even writing. Maybe I had +more in common with the early rock managers who behaved more + + +like outlaws than businesspeople than I did with the bands they +represented. +Thinking back on it, I had always been enamored of those +legendary promoters—poring over their stories in my younger days +so I could apply the lessons I learned. There was Sex Pistols +manager Malcolm McLaren who got England so agitated about the +group that MPs brought it up in Parliament. There was Andrew +Loog Oldham who came up with the saying, “Would you let your +daughter go with a Rolling Stone?” There was Shep Gordon who +turned the members of the original Alice Cooper Band into +superstars by arranging for a truck to “accidentally” break down in +the middle of London’s Piccadilly Circus during rush hour while +carrying a massive billboard of Alice himself, naked but for a boa +constrictor draped over his nether regions. +Now facing failure, I once again thought back to this cavalcade +of miscreants and what they represented. +There have always been people who operate on the fringes of +respectable society. Rock bands and their managers, of course. But +also medicine show men and circus hucksters and mentalists. Cult +leaders and spiritual gurus. Propagandists and political agitators. +Since the standard wisdom about letting good work speak for +itself, hustling hard, and implementing sales funnels wasn’t doing +me any good, I began to wonder whether there was anything in the +strategies and techniques of these more unconventional operators +that I could apply to my latest endeavor without losing my soul in +the process. +THE STUDENT BECOMES A MASTER +It was at this point that I got a little obsessed. I read every +biography I could find of history’s most notoriously shameless self- +promoters. Then I moved on to obscure sociology texts, books + + +about crowd psychology, and esoteric tomes from past centuries. +Next I uncovered the modern-day equivalents of these masters and +interviewed them. I observed them in their natural habitat. +Then I decided to conduct an experiment. +One of the strategies I saw these characters using time and again +in my research was what I now call “picking fights and making +enemies.” In short, they identify a person or a status quo idea and +position themselves and their ideas in opposition to it. I had +become convinced the tactic was effective. +And I already had the perfect target. +For those of you who aren’t familiar with Gary Vaynerchuk, he’s +an internet marketer who made his name by preaching the gospel +of hustle. In his books, videos, and talks, he constantly tells aspiring +entrepreneurs that the only way to succeed is to spend the majority +of every day talking about yourself online. For example, he talks +about his habit of shooting tweets from the toilet at three in the +morning as a healthy lifestyle choice. +His point of view had struck me as misguided for a long time— +especially after I tried to put it into practice for myself and failed +miserably. Now I finally screwed up the courage to say something +about it. In an article I wrote on the subject, I publicly wondered +why the only person who really seemed to be getting rich from the +Vaynerchuk approach was Vaynerchuk himself. I posed the +possibility that his advice was best suited for bolstering his own +career rather than helping his followers bolster theirs. I presented +the idea that a better strategy would be to stop paying attention to +what he says to do and start modeling the mass psychology tactics +he actually uses to turn young people into slavish acolytes. +My finger hovered over the mouse for a full 30 seconds before I +clicked “Publish.” Within an hour of posting the article, Gary +Vaynerchuk himself recorded a video chewing me out by name. +Vaynerchuk’s horde of worshipful fans immediately began to berate +me, calling me lazy, stupid, and jealous. + + +I got extremely nervous. I had really done it now. I had pissed off +one of the biggest figures in the digital marketing space, and now I +was paying the price. This was obviously my biggest blunder yet in +the midst of a sea of whoppers. +But later that night I took a wayward look at my phone and saw +something that blew me away. Over a period of 20 minutes, I +gained a hundred new Twitter followers. I opened my email. My +inbox was full of messages from people thanking me for saying +what I had said because they had always felt the same way. +Within a week of publishing that article, I got my biggest client +to date. +THE ART OF MORAL MANIPULATION +My initial experiment in benevolent mischief set off a snowball +effect. Word got out about me beyond the initial fans of my +contentious article, and potential clients started taking notice. Then +potential clients became actual clients. Encouraged by the results, I +ramped up my new approach. Before long, I had an unbroken flow +of high-paying work. After a while, people began asking me how I +had managed to do what I had done. Within a year of my big +insight, my freelance writing practice had turned into a marketing +agency. +It was the happy ending I had been looking for all along, and I +should have felt unqualified joy. But I didn’t. Something still +bugged me about the secret knowledge I had uncovered. And I +knew I had to do something to set my mind at ease. +Even though I had cracked some sort of code and was doing +everything I could to apply my newfound knowledge to help make +people’s lives better, I was aware I was an unusual case. I +understood that, on balance, the most malicious people among us +tend to have the most intuitive understanding of these principles. + + +At the same time, most well-meaning people fail to understand—or +reject outright—these psychological realities. +As a result, harmful products, ideas, and ideologies tend to gain +the most traction, while those that have the most potential to help +people and move society forward often flounder. +It doesn’t have to be this way. I had left my well-paying +corporate job to try to make a difference in the world, but I knew +that using my newfound understanding solely to grow my own +client base was not enough. These principles had the potential to +give an audience to the world’s best ideas. To this end, I committed +myself to spreading them wherever and whenever I could. +I grew up surrounded by opportunity, and the brush with +financial instability I’ve described here is a fraction of the real long- +term poverty so many in the world live with every day. That said, +the experience did give me some small insight into what it really +takes to break out and “make it” when you have limited resources. +It occurred to me that doing things the straightforward way is a +privilege reserved for those with obvious options. It is no accident +that the promoters, propagandists, and various mischief makers I +studied were so often outsiders when they started out—whether by +dint of poverty, class, or inclination. Driven by the need to operate +under the radar, they invented ingenious workarounds that were +designed to get the biggest results. These people were, in essence, +the original hackers. +It is a tradition that moves and mutates as time goes on and +surface-level details change but whose fundamentals remain +relatively constant. Half a century after the heyday of the rock +managers who inspired me, we see this dynamic play out in the +dominant cultural form of the twenty-first century. +Hip-hop is an art form that was originally created by young +people in some of the most economically disadvantaged +neighborhoods in America. Today its biggest star has a net worth of +more than a billion dollars. It should come as no surprise that the +kind of boundary-breaking self-promotion that conventional society + + +looks down on is celebrated in hip-hop in the form of the hype man +—a figure that exists for the sole purpose of drumming up attention +and excitement from the audience and on the streets. +It occurred to me that there is nothing inherently negative about +hype at all. In fact, during those times when life inevitably backs us +into a corner, perhaps hype is the secret door that could provide +the only way out. +WHAT IS HYPE, REALLY? +When people say that something is all hype, they usually mean it’s +devoid of substance—a phenomenon that owes any attention it +gets to a crafty manipulator working behind the scenes to make it +look far more attractive than it really is. Hype is trivial. Hype is +distracting. Hype is empty. At its worst, hype is downright sinister. +But in reality, when handled with care, hype can be one of the +most beneficial forces in existence. Hype is the practice of +generating an intense emotional reaction from a large number of +people to achieve a specific outcome. Cult leaders, propagandists, +and other shameless self-promoters are naturals at this because +they see human behavior more clearly than the rest of us. However, +hype is not an inherently immoral force—it is simply a set of +strategies, skills, and techniques. Throughout history it has been +used to enable both creation and destruction. +According to common myths about success, making things +happen requires iron will, single-minded vision, and tireless +persistence. The truth is far more complicated. There have been +many strong-willed, visionary go-getters whose ideas never made it +past the walls of their huts. Bringing an idea to life requires hype. +While the great inventors, engineers, scientists, and builders who +worked on connecting the American coasts by locomotive and +putting human beings on the moon should certainly get some + + +credit, it was the hype artists who got people to show up and buy +in that were truly indispensable. +With all of that said, there is a good reason hype has acquired +such a bad reputation over the years. Sociopaths, narcissists, con +artists, and other Machiavellian types are the most natural hype +artists. They see the world through clearer eyes than the rest of us. +However, this does not mean hype is innately immoral. Much like a +gene seeking to reproduce, hype is amoral—a phenomenon +altogether indifferent to societal notions of good and bad. And like +biological evolution, hype is a creative force. Hype is not a mystical +power, and it’s not mass hypnosis or brainwashing. At the same +time, it is not just another word for persuasion or sales. To be a +hype artist is to interact with people based on how they really act +rather than how they say—or think—they do. +For those of us who want to do right by people, and do what we +can to make the world a little better, the trick is to selectively +borrow those tactics and stunts from history’s most effective +attention-getters while leaving the unethical parts aside. Is this +difficult? Sure it is. Is it worth it? Without a doubt. +Over the last few years, I’ve watched so many people with great +ideas—ideas that could truly make the world a better place—fall +short or get left behind because they didn’t recognize the truth +about what it takes to get the word out about what they were +doing and get people whipped up into a frenzy about it. At my +agency, MicroFame Media, our express purpose is to apply the +principles of hype to draw attention to projects with big ideas we +believe are improving people’s lives. At a certain point, however, it +began to dawn on me that even though I was proud of what my +agency had accomplished for our clients, these strategies were too +powerful to remain restricted to only those who happen to hire us. +Today success has become more dependent than ever before on +the ability to mold perception. It became my mission to make sure +those committed to making real contributions to the world have the +same shot as those who are driven only by ruthless self-interest. + + +Setting this balance right is the reason I wrote the book you’re +holding in your hands. +The purpose of The Hype Handbook is to allow well-meaning +people to achieve their personal and professional ambitions. The +book provides a success template that readers can use no matter +their temperament, budget, or background or even their level of +natural ability. I’ve read hundreds of books, studied stacks of +academic papers, and conducted countless interviews and +experiments to get to the heart of what hype is all about and how it +works. From this intensive study of the world’s most effective +boundary breakers and mischief makers, I have distilled 12 +fundamental strategies that readers can use to bring into existence +the reality they desire most. +A SNEAK PREVIEW +In the following pages, you’ll hear stories of behind-the-scenes +Svengalis who turned nobodies into superstars; obscure crackpots +who got millions of people to buy into their ideas; and unknowns, +freaks, and weirdos who garnered around-the-clock media attention +without spending a penny. This book will serve as the bible for +people who want to get known, get what they want, and get paid, +and it is for everyone. At the same time, the lessons found in The +Hype Handbook have particular relevance for Millennials and +Generation Z readers. Members of these cohorts have learned the +hard way that playing by society’s rules doesn’t work. Many of them +watched their parents invest dutifully into retirement accounts only +to have their savings wiped out by unscrupulous investment +schemes. The straight-line path of college to job seems increasingly +absurd to them in the face of crushing student debt. And their +heroes have been, at various points, hackers like Steve Jobs, +dropouts like Mark Zuckerberg, and former criminals like Jay-Z. + + +They are looking for a realistic path to success and are +unprecedented in their willingness to promote themselves. +Each chapter focuses on a principle of hype that I have drawn +from the promoters and persuaders I have spent years studying and +interacting with. It will be the go-to resource for anyone looking to +get unstuck by generating excitement and moving people to +action. +What you will discover is that all successful hype efforts share a +finite number of characteristics. While each master of hype tends to +lean most heavily on one tactic, or sometimes a handful, they all +rely in some part on the full array of strategies I will describe. +In a perfect world, the best work would attract the most +attention on its own merits. Unfortunately, it doesn’t work that way. +Instead, the single most important factor that determines whether +something becomes a phenomenon or a flop is arguably the least +understood—an ephemeral combination of manufactured drama, +media manipulation, and behind-the-scenes maneuvering. By +pinning down and organizing these principles, and presenting them +in an easy-to-learn and easy-to-use format, I’ve attempted to make +this magic formula accessible to the rest of us. +The human animal is not rational. We make decisions based on +emotion and mental fallacies and then justify our choices afterward. +So here’s my message to you: If you are a business owner, +entrepreneur, executive, artist, activist, or thinker who can honestly +say that you are truly trying to make the world a better place, it is +your moral imperative to learn how to harness raw emotion and +irrational thinking to your benefit. You must come to understand +how people really make decisions, why they really get excited, and +why they really choose to follow some people over others. Then +you must use your understanding of these principles for good. +To make this happen, study the mischief makers, the +propagandists, the con artists, the boundary breakers, the hype +artists. Find the commonalities. Reverse-engineer how they do what +they do. + + +If certain people are able to reliably attract so many to useless +products and sinister causes through the power of mischief and +mass manipulation, imagine what could be done if more and more +of us learned how to use these skills in the service of good. That’s +what this book is about. In an era where the line between spectacle +and news is almost nonexistent, it is tempting to harken back to the +myth of a golden age where reasoned discourse ruled the day and +hype artists lurked shamefully in the shadows. The reality is far +different. Hype is nothing new. It has, in fact—in one form or +another—driven the course of human history since the time the first +loinclothed scribe put reed to papyrus. Hype is as much a law of +nature as natural selection. And like a gene seeking to reproduce, it +is altogether indifferent to societal notions of good and evil. +It’s true that Nazi propagandist Joseph Goebbels was a master at +reframing commonly accepted reality. But then again, so was +Martin Luther King Jr. While notorious con man “Dr.” John R. +Brinkley used spectacle to separate people from their hard-earned +dollars, Richard Branson did the same. And while homicidal cult +leader Jim Jones certainly knew how to foster feelings of +transcendence, Mother Teresa made him look like an amateur. The +book you hold in your hands takes the monopoly on hype away +from the bad guys. It provides a blueprint the rest of us can use to +move minds, get attention, and generate meaningful activity +around our most cherished projects, businesses, causes, or works of +art. +In short, The Hype Handbook shows you how to get everything +you ever wanted without (necessarily) having to sell your soul. Read +on to discover the secrets of how the human universe really works +and how to use this newfound understanding to maximize the +success of your business, your brand, or your bold new idea. diff --git a/library/The Hype Handbook/book-structure.md b/library/The Hype Handbook/book-structure.md new file mode 100644 index 0000000..fd3d0e6 --- /dev/null +++ b/library/The Hype Handbook/book-structure.md @@ -0,0 +1,27 @@ +# The Hype Handbook — Book Structure + +- **Title**: *The Hype Handbook: 12 Indispensable Success Secrets From the World's Greatest Propagandists, Self-Promoters, Cult Leaders, Mischief Makers, and Boundary Breakers* +- **Author**: Michael F. Schein +- **Source**: `/library/The Hype Handbook/source-file.pdf` +- **PDF length**: 225 pages +- **Structure**: 12 numbered hype strategies; the introduction is included in front matter and the epilogue in back matter. +- **Extraction**: Text is exported once into the source-text files below. PDF page markers preserve citation locations. Image-only pages were OCR-checked and recovered text is included where present. + +| Section | PDF pages | Title | Source text | +| --- | ---: | --- | --- | +| Front Matter | 1–21 | Front matter, acknowledgments, and introduction | `/library/The Hype Handbook/Front-Matter/Front-Matter-source-text.md` | +| Chapter 01 | 22–32 | Make War, Not Love | `/library/The Hype Handbook/Chapter-01-Make-War-Not-Love/Chapter-01-source-text.md` | +| Chapter 02 | 33–45 | Create Your Own Secret Society (the Piggybacking Principle) | `/library/The Hype Handbook/Chapter-02-Create-Your-Own-Secret-Society-the-Piggybacking-Principle/Chapter-02-source-text.md` | +| Chapter 03 | 46–58 | Perfect Your Packaging | `/library/The Hype Handbook/Chapter-03-Perfect-Your-Packaging/Chapter-03-source-text.md` | +| Chapter 04 | 59–70 | Give the Little Babies Their Milk | `/library/The Hype Handbook/Chapter-04-Give-the-Little-Babies-Their-Milk/Chapter-04-source-text.md` | +| Chapter 05 | 71–85 | Become a Trickster (at Least for a Little While) | `/library/The Hype Handbook/Chapter-05-Become-a-Trickster-at-Least-for-a-Little-While/Chapter-05-source-text.md` | +| Chapter 06 | 86–98 | Become a Magus | `/library/The Hype Handbook/Chapter-06-Become-a-Magus/Chapter-06-source-text.md` | +| Chapter 07 | 99–108 | Find a Void and Fill It | `/library/The Hype Handbook/Chapter-07-Find-a-Void-and-Fill-It/Chapter-07-source-text.md` | +| Chapter 08 | 109–120 | Make It Scientific | `/library/The Hype Handbook/Chapter-08-Make-It-Scientific/Chapter-08-source-text.md` | +| Chapter 09 | 121–132 | Prayers, Spells, and Symbols | `/library/The Hype Handbook/Chapter-09-Prayers-Spells-and-Symbols/Chapter-09-source-text.md` | +| Chapter 10 | 133–147 | Embrace Theater and Drama | `/library/The Hype Handbook/Chapter-10-Embrace-Theater-and-Drama/Chapter-10-source-text.md` | +| Chapter 11 | 148–158 | Set Down a Rock for Your Followers to Cling To | `/library/The Hype Handbook/Chapter-11-Set-Down-a-Rock-for-Your-Followers-to-Cling-To/Chapter-11-source-text.md` | +| Chapter 12 | 159–173 | Fetishize Work, Master Effortless Doing | `/library/The Hype Handbook/Chapter-12-Fetishize-Work-Master-Effortless-Doing/Chapter-12-source-text.md` | +| Back Matter | 174–225 | Epilogue, bibliography, and index | `/library/The Hype Handbook/Back-Matter/Back-Matter-source-text.md` | + +All 225 PDF pages are covered exactly once. diff --git a/library/The Hype Handbook/ocr-image-pages.json b/library/The Hype Handbook/ocr-image-pages.json new file mode 100644 index 0000000..388b2a4 --- /dev/null +++ b/library/The Hype Handbook/ocr-image-pages.json @@ -0,0 +1,5 @@ +{ + "1": "\"Filled with insightful case'studies and practical insights, -The Hype Handbook is'a\nRosetta Stonefor spreading the word about an idea,product, or service\n-NiR EYAL,bestselling author of Hooked and Indistractable\nTHE\nHANDBOOK\n12INDISPENSABLESUCCESSSECRETS\nFROM THE WORLD'S GREATEST PROPAGANDISTS,\nSELF-PROMOTERS, CULT LEADERS,\nMISCHIEFMAKERS,ANDBOUNDARY BREAKERS\nMCAELF\nSCHEN\nFOUNDERANDPRESIDENTOFMICROFAMEMEDIA", + "2": "THE\nHANDBOOK\n12INDISPENSABLESUCCESSSECRETS\nFROMTHEWORLD'SGREATESTPROPAGANDISTS,\nSELF-PROMOTERS,CULTLEADERS,\nMISCHIEFMAKERS,ANDBOUNDARYBREAKERS\nMICHAEL F. SCHEIN\nMc\nGraw\nHill\nNew York Chicago San Francisco Athens London\nMadridMexicoCityMilanNewDelhi\nSingapore SydneyToronto", + "173": "[Image-only page; OCR found no readable text. Consult the PDF for visual content.]" +} diff --git a/library/The Hype Handbook/source-file.pdf b/library/The Hype Handbook/source-file.pdf new file mode 100644 index 0000000..0643f13 Binary files /dev/null and b/library/The Hype Handbook/source-file.pdf differ diff --git a/library/The Three Laws of Performance/Back-Matter/Back-Matter-source-text.md b/library/The Three Laws of Performance/Back-Matter/Back-Matter-source-text.md new file mode 100644 index 0000000..4eac71d --- /dev/null +++ b/library/The Three Laws of Performance/Back-Matter/Back-Matter-source-text.md @@ -0,0 +1,602 @@ +# The Three Laws of Performance — Back-Matter: Appendix, notes, acknowledgments, author biographies, and index +- **Source**: /library/The Three Laws of Performance/source-file.pdf +- **PDF pages**: 246–259 +- **Pages without text**: 247 + +--- + + +Appendix +The Three Laws of Performance +and the Leadership Corollaries +First Law of Performance +How people perform correlates to how situations occur +to them +Leadership Corollary 1 +Leaders have a say, and give others a say, in how situa- +tions occur +Second Law of Performance +How a situation occurs arises in language +Leadership Corollary 2 +Leaders master the conversational environment +Third Law of Performance +Future-based language transforms how situations occur to +people +Leadership Corollary 3 +Leaders listen for the future of their organization +207 + + + + + +Notes +1. Martin Corboy and Diarmuid O’Corrbui, ‘‘The Seven Deadly Sins of Strategy,’’ +Management Accounting 77, no. 10 (1999): 29–33. +2. Vincent Pellettiere, ‘‘Organization Self-Assessment to Determine the Readi- +ness and Risk for a Planned Change,’’ Organization Development Journal 24, no. +4 (Winter 2006): 38–44. +3. Helen Keller, My Religion (New York: Doubleday, 1928), 20–21. Helen Keller +quotation from My Religion, courtesy of the American Foundation for the +Blind, Helen Keller Archives. Used with permission. +4. Helen Keller quoted in D. B. Updike, Optimism (Boston: Merrymount +Press), 13. +5. This section draws on work from John R. Searle and John L. Austin, in +Speech Acts (Cambridge, UK: Cambridge University Press, 1969) and How to +Do Things with Words (Cambridge, MA: Cambridge University Press, 1969), +respectively. +6. This section draws on work from Werner Erhard, Michael C. Jensen, and +Steve Zaffron, ‘‘Integrity: A Positive Model That Incorporates the Nor- +mative Phenomena of Morality, Ethics and Legality,’’, Harvard Business +School NOM Working Paper no. 06–11 (April 25, 2008). Available at +http://ssrn.com/abstract = 920625. +7. This section draws on material from ‘‘The World Is Your Stage: The Workshop +Where Being Meets Acting,’’ a course developed by Werner Erhard and Sanford +Robbins. +8. Charles M. Schwab, Succeeding with What You Have (Century, 1917; repr., +New York: Cosimo Classics, 2005), 39–41. +9. The focus of this chapter is organizations, which can be either for-profit +or non-profit. They include institutions, governments, and NGOs, as well +as conglomerates, multinationals, even start-up ventures. Corporations are +easy to discuss in their legal structure, but the issues they face are faced by +organizations of all kinds and sizes. The discussion is just as relevant to newer +forms of organization, such as limited liability companies and partnerships. +10. The question of whether animals experience these aspirations often comes up +at this point. In this discussion, it’s enough to say that even if they experience +209 + + +210 +NOTES +love, they can’t express it as we can, nor can they label their experience ‘‘love.’’ +Without the word intermingled into the experience, the experience itself is +not the same as ours. It is thus safe to say that our experience of love—and +by extension, family, relationships, community, and joy—is uniquely human, +and exists by virtue of our language-using nature. +11. The idea of a self-led organization draws its influence, in part, from War- +ren G. Bennis, ‘‘Toward a ‘Truly’ Scientific Management: The Concept of +Organizational Health,’’ General Systems Yearbook 7 (1962): 269–82; from the +workplace democratization movement, especially Stanley Deetz’s Democracy +in an Age of Corporate Colonization: Development in Communication and Politics +of Everyday Life (Albany: State University of New York Press, 1992); and +from the self-design literature within organizational development, especially +Mohrman and Cummings’ Self Designing Organizations: Learning How to Create +High Performance (Reading, MA: Addison-Wesley, 1990). +12. Cox, La Caze, and Levine, Stanford Encyclopedia of Philosophy (originally +published April 2001, revised August 2008), http://plato.stanford.edu/ +entries/integrity/. +13. Erhard, Jensen, and Zaffron, ‘‘Integrity’’ (2008) (see n. 6). +14. This is not a new idea. Similar threads run through the works of major +philosophers and psychologists, especially in the twentieth century. Of these, +Carl Jung spoke most clearly on the subject; Jung described ‘‘coming to +selfhood’’ or ‘‘self-realization’’ as the final step in one’s development. According +to Jolan Jacobi, in Psychology of C. G. Jung (London: Routledge & Kegan +Paul, 1942), 127, this process results in ‘‘an entirely different attitude toward, +and view of, life—in other words a ‘transformation’ in the fullest sense of the +word.’’ +15. This idea draws part of its inspiration from ‘‘Stage Five’’ cultures. See Logan, +King, and Fischer-Wright’s Tribal Leadership: Leveraging Natural Groups to Build +a Thriving Organization (New York: HarperCollins, 2008). +16. Some of the information in this section is adapted from ‘‘The Ontological +Foundations of Leadership and Performance,’’ a course at the Simon School of +Business at the University of Rochester, offered in 2006, 2007, and 2008. +17. Douglas Niles and Michael Dobson, Fox on the Rhine (New York: Macmillan, +2002), 312. +18. Wilbur Smith, River God: A Novel of Ancient Egypt (New York: Macmillan, +1995), 379. +19. Kenneth Burke, Language as Symbolic Action: Essays on Life, Literature, and +Method (Berkeley: University of California Press, 1968), 114–125. Note: we +are taking some liberties with Burke’s idea, combining it with aspects of +brain science—especially Jeff Hawkins and Sandra Blakeslee, On Intelligence +(New York: Macmillan, 2005)—and cognitive psychology. Some of what we +write was drawn from Appendix B in Logan, King, and Fischer-Wright, Tribal +Leadership, and three working papers on SSRN by Dave Logan and Halee +Fischer-Wright mentioned in that source. +20. Hawkins and Blakeslee, On Intelligence, 49. + + +Acknowledgments +This book wouldn’t have been possible without the contribu- +tion of many individuals, groups, and organizations. +We acknowledge Landmark Education for making its meth- +odology and body of knowledge available to us. We particularly +thank its staff, program leaders, and over one million graduates +for their inspiring work. +We thank the editor of this series, Warren Bennis, whose +passion for the art and science of leadership has motivated us +for years. Warren became a champion of this project almost +ten years ago and has guided us throughout the entire process +from idea to finished manuscript. We will always be grateful to +Warren for his advice, editorial direction, commitment to this +project, and vision for what it could become. +We appreciate the support from the faculty and staff of the +University of Southern California and the Marshall School of +Business. Special thanks go to Tom Cummings, Rich Callahan, +Tim Campbell, Jim Ellis, and Steve Sample. +We are thankful to John King, through whom we originally +met. As one of Dave’s partners in CultureSync, John took on +extra work to support this project. Likewise, Jack Bennett took +on extra responsibilities to allow for the writing of this book. +211 + + +212 +ACKNOWLEDGMENTS +In a similar vein, we also acknowledge Fred McWilliams +and Jim Kidder, who expanded their daily roles to support +Steve. +We appreciate the many experts who gave us their time in +interviews, including Chris Ahrends, Ray Anderson, Chris +Argyris, Joel Bakan, Geoffrey Bellman, Peter Block, Ray +Fowler, Kevin Kelly, Rakesh Khurana, Barney Pell, Lewis +Pinault, Bob Rosen, Peter Senge, Monica Sharma, Eraldo +Tinoco, Margaret Wheatley, and Dan Yankelovich. +We are indebted to many people who invited us into +their companies and, in many cases, told us stories that were +very personal. The list includes Lee Browne, Malcolm Burns, +Paul Fireman, Antoinette Grib, John Hetrick, Isamu Homma, +Michael Jensen, Selinah Makgale, Jorge Mattos, Brad Mills, +Akio Nakauchi, Keitaro Nakauchi, Seiko Nakauchi, Arunaraje +Patil, Larry Pearson, Laolang Phiri, Mal Salter, Ian Sampson, +Don Shelton, Burgess Winter, and Doug Young. +We appreciate our Japanese guides and translators, Yumi +Fukushima and Atsuko Ueda, and, for her expert translation +of materials, Risako Suzuki Robbins. We also thank Takatoshi +Ueno for supporting us in our interviews in Japan. +In South Africa, we acknowledge Mari-Louise Schoeman +for arranging and coordinating our interviews at Lonmin. +We recognize the efforts of many people who helped turn +rough drafts into this finished book. The list includes Richard +Brest, Allan Cohen, Rosalie Dillan, Miriam Diesendruck, +Joe DiMaggio, Kirsten Fraunces, Virginia Ginsburg, Michael +Jensen, Gretchen Knudsen, Mick Leavitt, Olga Loffredi, Harte +Logan, Bob Mueller, Maira Navarro, Ann Overton, Brian +Regnier, Robert Richman, Sanford Robbins, Rik Super, Diana +Toomey-Wilson, and Aaron Zaffron. We also thank Landmark +Education’s Research, Development, and Design Team for +its input. + + +ACKNOWLEDGMENTS +213 +WeacknowledgethecontributionsofJMWConsultingand +especially Jerry Straus. We also acknowledge the contributions +of the Insigniam Performance partners: Michael Waldman, +Shideh Bina, and Nathan Rosenberg. We also recognize and +appreciate a number of other highly effective management +consulting firms with whom we have collaborated and whose +work has supported the writing of this book. +Some of the material on leadership in this book was +developed in what has become a yearly event for the faculty +and students of the Simon School of Business at the University +of Rochester. We appreciate the positive response and dialogue +during class discussions. We especially thank Dean Mark Zupan +for his support and advice. +In turning ideas into a final product, we are grateful to our +agent, Bob Mecoy, and our executive editor, Susan Williams. +We also thank the team at Jossey-Bass, including Rob Brandt, +Kristi Hein, Mark Karmendy, Carolyn Carlstroem, and Amy +Packard. +For their support of the book, we acknowledge Eileen +LaCario, Jennifer Greer, and Linda Graveline. +We appreciate the hundreds of hours contributed by indi- +vidual members of the Barbados Group, whose names are +mentioned in the Authors’ Note. +We also thank the staff and consultants of Vanto Group, +who demonstrate amazing commitment to their clients, some +of which is captured in this book. +For her tireless support, we especially thank Halee +Fischer-Wright, who took time away from her medical prac- +tice and consulting engagements to manage our collaboration +and key aspects of this book. We appreciate her taking all of +that on and keeping us focused. +Last, we acknowledge Werner Erhard, the developer of the +original ideas on which much of this material is based. We + + +214 +ACKNOWLEDGMENTS +appreciate his commitment, intellectual effort, and support in +key aspects of this book. +To the extent that we got it right, we thank all of these +individuals. To the extent that we missed the mark, we ask the +indulgence of you, the reader. + + +The Authors +Steve Zaffron is the CEO of Vanto Group, a San Francisco- +based consulting firm specializing in designing and imple- +menting large-scale initiatives that elevate organizational +performance. Vanto Group has consulted more than three +hundred organizations in twenty countries, including Apple, +GlaxoSmithKline, Johnson & Johnson, Heinz Northern +Europe, Reebok, Northrop Grumman, BHP-Billiton, Petro- +bras, Telemar Brazil, and Polus Group Japan. A highly +experienced international consultant, he has worked with +top executives and has led programs for over a hundred +thousand people worldwide. Steve has spoken as an expert in +organizational transformation at the Harvard Business School, +the Simon School of Business at the University of Rochester, +and the Marshall School of Business at the University of +Southern California. +He is also a senior executive and board member with +Landmark Education, where he spearheaded the design of +The Landmark Forum, a program which has been attended by +more than a million people. +Steve holds a master’s degree from the University of Chica- +go and graduated magna cum laude from Cornell University. +215 + + +216 +THE AUTHORS +He loves skiing and jogging, has a passion for the martial +arts, and plays classical music on the clarinet and jazz on the +saxophone. He and his wife live in Miami, Florida. His adult +son lives in Los Angeles. +He can be reached at szaffron@threelaws.com. +Dave Logan is on the faculty at the Marshall School of Busi- +ness at the University of Southern California, where he teaches +Management & Organization in the MBA program. From 2001 +to 2004 he served as associate dean of executive education. +During that time he started dozens of educational programs +in companies in aerospace, commercial real estate, financial +services, and health care. +Dave is also cofounder and senior partner of CultureSync, +a management consulting firm specializing in cultural change +and strategy, whose clients include Intel, American Express, +Charles Schwab, Prudential, and Health Net, as well as gov- +ernments and major non-profits throughout the world. +Dave has written three books, including the acclaimed +Tribal Leadership (2008, with coauthors John King and Halee +Fischer-Wright), and his work has been published in many +academic and professional journals. He has been interviewed +on most major networks, including CNN, Fox, and NBC. +Dave has a Ph.D. in organizational communication from +the Annenberg School at USC. He enjoys rock climbing and +distance running and is an avid tennis player. He lives in Los +Angeles with his wife, Harte, and their daughter. +He can be reached at dlogan@threelaws.com. + + +Index +A +Abbott, Jennifer, 121 +Achbar, Mark, 121 +Adidas, 99 +Ahrends, Chris, 23 +AIDS, 9 +Anderson, Ray, 109–110, 122 +Authenticity: creating a crisis of, +157–161 +B +Bakan, Joel, 121 +Bennis, Warren, 93–94, 110, 134, 143 +BHP New Zealand Steel, 65–67, 88; +default future, 70 +Blakeslee, Sandra, 181 +Blanking the canvas, 74–76 +Block, Peter, 107, 123–124, 130–131, +135 +Bohr, Niels, 170 +Browne, Lee, 79, 164 +Burke, Kenneth, 175, 177 +Burns, Malcolm, 65–67, 70, 88 +Business models: need for new models, +13–14 +C +Causation, 188–189 +Churchill, Winston, 72, 171 +Clutter, 41–42 +Coaching, 202–203 +Collins, Jim, 129 +Committing, 81 +Completion, 76–81 +Conversational environment, +102–109; getting out of the stands, +199–200; network of conversations, +130–131, 194–195, 197; ongoing +conversations with stakeholders, +131–133 +The Corporation, 121 +Corporations: rise of as individuals, +119–122 +Correlation, 188–191 +Crisis, creating a, 157–161 +D +Declaration, 81–82 +Default future, 12–13, 70–71. See also +Futures +Defining moments, 146–149 +Derrida, Jacques, 169 +Descriptive language, 68–69, 74, 156. +See also Language +Dobson, Michael, 161–162 +E +The Ecology of Commerce (Hawken), +109–110 +Einstein, Albert, 181–182 +Elevated performance: seeing +opportunities for, 182–185 +Erhard, Werner, 105 +217 + + +218 +INDEX +F +Feynman, Richard, 170, 171–172 +Fireman, Paul, 94–99, 100–102, 104, +105, 108 +First Law, 6–9; correlation, 188–191; +exploring how the situation occurs +to you and others, 186–188; and the +future, 9–11; leadership corollary 1, +100–102; specific actions to take, +29–30. See also Occurrence +Fischer-Wright, Halee, 136 +Fox on the Rhine (Niles and Dobson), +161–162 +Franklin, Benjamin, 71 +The Future of Management (Hamel), +124 +Future-based language, 68, 69, 129, +156; condition required for, 73–76; +power of, 71–73. See also +Completion; Declaration; +Generative language; Language +Futures: creating a new future, +196–197; default future, 12–13, +70–71; listening for the future, +111–112; principles for generating +new futures, 84–88; someday future, +113–115 +G +Galileo, 181 +Games: creating new, 200; finding the +right coaching, 202–203; getting +out of the stands, 199–200; making +obstacles conditions of the games, +201; playing as if your life depended +on it, 204–205 +Generative language, 69, 156. See also +Language +Global warming of organizations, 123 +Grib, Antoinette, 3–5, 8 +Group rackets, 58. See also Rackets +H +Hamel, Gary, 124 +Hand dance, 188–191 +Harvard Business School, 51–56 +Hawken, Paul, 109 +Hawkins, Jeff, 181 +Heinlein, Robert, 180 +Hetrick, John, 80 +Higher Aims to Hired Hands (Khurana), +137 +HIV, 9 +I +Inauthenticity, 152 +Incompletion, 77–78. See also +Completion +Insights: sharing, 201–202 +Integrity, 105–108, 126–127, 131, 197 +Internal voice, 44–45, 50 +International Finance Corporation +(IFC), 29 +An Invented Life (Bennis), 143 +J +Jensen, Michael, 13, 51–56, 105 +K +Keller, Helen, 37–38, 171 +Khurana, Rakesh, 137 +King, Martin Luther, Jr., 71 +The Knowing Doing Gap (Pfeffer), 32 +Knowledge, 32 +L +LaBonte, Joseph, 96 +Language, 36–38; descriptive, 68–69, +74, 156; experiencing at work, +194–195; exploring how language +shapes how things occur to you, +191–194; future-based, 68, 69, +71–76, 129, 156; generative, 69, +156; knots of, 38–40; and self-led +organizations, 125–127; speech acts, +81. See also Second Law +Lasagna, Louis, 136, 138 +Laws of Performance. See First Law; +Second Law; Third Law +Leaders: how they became who they +are, 145–152; stepping forward, +128–130 +Leadership corollaries, 99–100; +leadership corollary 1, 100–102; +leadership corollary 2, 102–109; +leadership corollary 3, 109–112 +Lentswe, 134–135 +Life sentences, 150; overturning, +154–157; seeing into the + + +INDEX +219 +constraints of, 152–153; what you +have to give up, 161–163; who gives +you the right, 165–168 +Listening for the future, 111–112; +encompassing the Self, 133–135 +Lonmin Plc., 3, 5, 18–25, 133; default +future, 70–71; Greater Lonmin +Community, 135; and HIV/AIDS,9; +March Initiatives, 25–27; +Wonderkop meeting, 19–25. See +also Mills, Brad +M +Magma Copper Company, 76–77, 87, +164 +Makgale, Selinah, 3–5, 8 +Management: self-led, 136–138 +Marriage, 191 +Mastery of the Three Laws, 169–170; +exploring how language shapes how +things occur to you, 191–194; +exploring how the situation occurs +to you and others, 186–188; having +a say about how situations occur, +195–196; milestone 1, 175–180; +milestone 2, 180–182; milestone 3, +182–185; milestone 4, 185; x-factor +in, 171–174 +Mattos, Jorge, 16 +Mills, Brad, 11–14, 18–25, 29 +Money, 191–192 +Moody-Stuart, Mark (Sir), 131–132 +Motivational speech, 72 +N +Nakauchi, Akio, 36, 60, 61–62. See also +Polus Group +Nakauchi, Keitaro, 36, 41, 43, 60, 61. +See also Polus Group +Nakauchi, Kojiro, 36. See also Polus +Group +Nakauchi, Toshimi, 33–35. See also +Polus Group +Native energies and desires, +143–144 +Network of conversations, 130–131, +194–195, 197. See also +Conversational environment +New Zealand Steel. See BHP New +Zealand Steel +Niles, Douglas, 161–162 +Nogxina, Sandile, 133 +Northrop Grumman, 14–15, 85–87 +O +Occurrence: exploring how the +situation occurs to you and others, +186–188; meaning of, 7; reinforcing, +17–18. See also First Law +On Intelligence (Hawkins and +Blakeslee), 181 +Opportunities for elevated +performance, 182–185 +Organizations, 119–120; global +warming of, 123; increasing +pressures on, 122–123. See also +Corporations; Self-led organizations +P +Past, the: filing in the past, 203–204 +Patil, Arunaraje, 155–156 +Payoffs, 46–47. See also Rackets +Pearson, Larry, 151–152 +Perception, 7 +Performance barrier: commitments for +breaking, 199–205 +Petrobras, 15–17 +Pfeffer, Jeffrey, 32 +Phiri, Laolang, 9–11, 24, 27–28 +Polus Group, 33–36, 38, 40–43, 48–50, +56–62, 167–168; default future, 70; +replacing the default future, +82–84 +Possibility, 81–82 +Power of the future, 69–71 +Problem-solution mass, 186–187, +196 +Q +Quality of life, 164–165 +R +Rackets, 45–47, 49, 57–58 +Reality illusion, 7–8, 14 +Reebok, 94–99, 106, 165–166 +Reinforcing occurrence, 17–18 +Resisting performance challenges, +18 +River God (Smith), 172–173 + + +220 +INDEX +Roosevelt, Franklin D., 72 +Rost, Joseph, 94 +S +Salter, Mal, 51–54 +Sampson, Ian, 66 +Schwab, Charles M., 117–119 +Second Law, 36; exploring how +language shapes how things occur to +you, 191–194; and Harvard Business +School, 51–56; leadership corollary +2, 102–109; and the Polus Group, +48–50, 56–62; specific actions to +take, 62–63. See also Language +Self-led organizations, 123–127; +finding an organization’s Self, +128–135; losing the Self, 135–136; +management, 136–138 +Senge, Peter, 123, 128–129 +Sharing insights, 201–202 +Sloan, Alfred, 124 +Smith, Wilbur, 172–173 +Someday future, 113–115 +Speech acts, 81 +Stranger in a Strange Land (Heinlein), +180 +Subjective experience, 7 +Succeeding with What You Have +(Schwab), 117–118 +T +Taylor, Fredrick, 124 +Teaching others, 185 +Terministic screens, 175–180; building +a new terministic screen, 180–182 +The Corporation, 131 +Third Law, 68; having a say about how +situations occur, 195–196; +leadership corollary 3, 109–112; +specific actions to take, 88–89. See +also Language +Tinoco, Eraldo, 162–163 +Transformation, 27–28 +Tseka, Victor, 24 +Tutu, Desmond, 29 +Twain, Mark, 161–162 +U +Unsaid, the, 50 +Unsaid and communicated without +awareness, 40–42; unsaid but +communicated, 39–40 +UPS, 130 +V +Vanto Group, 16 +W +Wilson, Bolin, 145 +Wonderkop: Lonmin meeting at, +19–25 +X +X-factor in mastery, 171–174 +Y +Young, Doug, 85–86 +Z +Zemeckis, Robert, 134 diff --git a/library/The Three Laws of Performance/Chapter-01-Transforming-an-Impossible-Situation/Chapter-01-chapter-notes.md b/library/The Three Laws of Performance/Chapter-01-Transforming-an-Impossible-Situation/Chapter-01-chapter-notes.md new file mode 100644 index 0000000..e384672 --- /dev/null +++ b/library/The Three Laws of Performance/Chapter-01-Transforming-an-Impossible-Situation/Chapter-01-chapter-notes.md @@ -0,0 +1,32 @@ +# The Three Laws of Performance — Chapter 01: Transforming an Impossible Situation +- **Date Created**: 2026-10-10 +- **Status**: In Progress +- **Reading Span**: PDF pages 40-69 + +--- + +## 1. Pre-Reading Briefing +- **Core Question**: When a group seems trapped in conflict and poor performance, what must shift before different actions become possible? +- **Key Points to Watch For**: + - Notice the authors' precise use of **“how a situation occurs”**. Ask how this differs from objective facts, opinions, or ordinary perception. + - Track the proposed connection among **occurrence**, action, and performance. What causal relationship do the authors claim? + - Watch for the **reality illusion**: the tendency to treat one's experienced version of a situation as the situation itself. + - Identify the **default future** embedded in the Lonmin conflict. How does an expected future influence present behavior? + - Compare ordinary change efforts with what the authors call **transformation**, especially the roles of conversation, listening, commitments, and symbolic action. +- **Context & Thread from Prior Chapters**: This is the first chapter, so nothing is carried in. It establishes the first law and the vocabulary the remaining laws will build upon. + +--- + +## 2. Reading Review & Reflections +- **Prompt Questions**: Pending completion of the reading. +- **User Key Takeaways**: Pending. +- **Scaffolding & Feedback**: Pending. + +--- + +## 3. Chapter Synthesis +- **Core Thesis**: Pending review. +- **Key Concepts / Mental Models**: Pending review. +- **Notable Arguments & Evidence**: Pending review. +- **Updates to Prior Understanding**: Pending review. +- **Weekly Action Item**: Pending review. diff --git a/library/The Three Laws of Performance/Chapter-01-Transforming-an-Impossible-Situation/Chapter-01-memory.md b/library/The Three Laws of Performance/Chapter-01-Transforming-an-Impossible-Situation/Chapter-01-memory.md new file mode 100644 index 0000000..af7aa49 --- /dev/null +++ b/library/The Three Laws of Performance/Chapter-01-Transforming-an-Impossible-Situation/Chapter-01-memory.md @@ -0,0 +1,28 @@ +# The Three Laws of Performance — Chapter 01 Memory: Transforming an Impossible Situation +- **Stage**: Previewed — awaiting reading +- **Next Step**: Wait for the reader to finish Chapter 1, then begin the post-reading review with 2-3 open-ended questions. +- **Reading Span**: PDF pages 40-69 +- **Source Text**: /library/The Three Laws of Performance/Chapter-01-Transforming-an-Impossible-Situation/Chapter-01-source-text.md (the chapter's own words; read instead of the PDF) +- **Full Record**: /library/The Three Laws of Performance/Chapter-01-Transforming-an-Impossible-Situation/Chapter-01-chapter-notes.md (briefing saved; read only if needed) +- **Last Updated**: 2026-10-10 + +## Carried-in Context (from earlier chapters) +- First chapter — nothing carried in. + +## This Chapter +- **Core Question**: When a group seems trapped in conflict and poor performance, what must shift before different actions become possible? +- **Watch-For Themes**: “How a situation occurs”; occurrence-action-performance link; reality illusion; default future; transformation versus ordinary change; conversation, listening, commitments, and symbolic action. +- **Core Thesis**: Pending +- **Key Concepts**: Pending +- **Notable Arguments / Evidence Limits**: Pending +- **Action Item**: Pending + +## Reader State +- **Pending Questions**: None until the reader finishes the chapter. +- **Reader's Answers (paraphrase)**: None yet +- **Misconceptions / Feedback Given**: None +- **Personal Threads** (reader's own situation, experiments, deferred items): None yet + +## Open Threads +- Test whether the chapter establishes causation or mainly illustrates correlation between occurrence and performance. +- Consider how broadly the organizational case studies can be generalized. diff --git a/library/The Three Laws of Performance/Chapter-01-Transforming-an-Impossible-Situation/Chapter-01-source-text.md b/library/The Three Laws of Performance/Chapter-01-Transforming-an-Impossible-Situation/Chapter-01-source-text.md new file mode 100644 index 0000000..2ce34d8 --- /dev/null +++ b/library/The Three Laws of Performance/Chapter-01-Transforming-an-Impossible-Situation/Chapter-01-source-text.md @@ -0,0 +1,978 @@ +# The Three Laws of Performance — Chapter-01: Transforming an Impossible Situation +- **Source**: /library/The Three Laws of Performance/source-file.pdf +- **PDF pages**: 40–69 +- **Pages without text**: 41 +- **Note**: Includes the Part I divider immediately before the chapter. + +--- + + +P A R T +I +The Three Laws +in Action + + + + + +1 +Transforming an Impossible +Situation +Two hours northwest of Johannesburg, just off the Platinum +Highway, is an abandoned archeological dig with a sign that +bears the words, ‘‘Cradle of Humanity.’’ The communities +nearby are home to the platinum mining operations of Lonmin +Plc., the world’s third-largest producer of the precious metal. +These nine communities and five squatter camps, of approxi- +mately three hundred thousand people, are also where we find +many people who fought—and are still fighting—for Nelson +Mandela’s vision of a new South Africa. In this most unlikely +of places, less than ten years after the end of apartheid, a +conversation took place that shows the power of the First Law +of Performance—the subject of this chapter. +Antoinette Grib, a white South African senior manager of +Lonmin, was speaking to a group of about one hundred people +when an elderly community member stood up, interrupted, +and insisted on saying something to her. The woman, Selinah +Makgale, began: ‘‘Antoinette, I have an issue with you.’’ +Grib’s shock was obvious. She said, ‘‘But I don’t even +know you.’’ +3 + + +4 +THE THREE LAWS OF PERFORMANCE +Makgale continued, ‘‘Yes, I don’t know you personally, but +you are a white South African woman, and I have an issue +with white South African women. When I was thirteen years +old, my parents told me that I needed to be the housekeeper +for the white Afrikaans that owned the farm we worked on. It +was payment for us working the farm. I was like a slave, not +earning a cent. The woman, she was very, very bad to me. +Getting through that year was tough. I’ve been hating white +South African women ever since.’’ +Makgale paused, then continued, ‘‘I’m sorry, even though +I don’t know you, I’ve been sitting here for days hating you +and all the other South African women. You probably weren’t +even born when all this happened.’’ +Grib smiled and said, ‘‘No, I wasn’t.’’ +After another thoughtful moment, Makgale finished with: +‘‘Please accept my apology—you and all the other white South +African women here. I apologize to you all for making you a +faceless group and hating you.’’ +Some people became serious, others looked like they were +remembering the past. Some shook their heads. All were visibly +touched by Makgale’s courage and intent to close a chapter +from the past. +The senior manager took the next step, saying, +Selinah, I see that I represent something to you with my blond +hair and my blue eyes that caused so much pain in your life +all those years ago. I ask your forgiveness for the mistakes my +people made. . . . I think we’re fortunate to live in a country +now, since 1994, where we can move forward and we can live +together. I offer you my support in getting this issue completely +resolved. If you want, I will go with you to visit the woman +who treated you so poorly and see if there are some amends +that can be made. We can try that. + + +TRANSFORMING AN IMPOSSIBLE SITUATION +5 +Both women started to cry—one elderly, poor, and black, +and one young, wealthy, and white. Makgale replied, ‘‘Yes, I +am willing to do that. Thank you very much. I hope our future +can grow better than before.’’ The group cheered. +If these two individuals worked together every day, what +difference would this exchange have made in their perfor- +mance? +What if conversations like this were common, in your +company, family, and life? +In part because interactions like this one are frequent +around Lonmin, relationships with the community are unusu- +ally positive. Inside Lonmin, conversations don’t have the +same noise of gossip and distraction that are business as usual +in the world. People act with greater focus, more collaboration, +less distraction. +Lonmin elevates its performance. +This book is about performance, and the Three Laws that +govern it. In the pages that follow, we will ask you to think in +new ways, to examine old assumptions, and explore new ways +of approaching old situations. If you do, our promise to you is +breakthrough performance in your organization and your life. +At times, we’ll invite you to think, inquire, reflect, and, in +some cases, consider discussing topics with other people. It’s +fine to skip through these sections and return to them later +when convenient. But dealing with these sections at some +point will produce benefits for you. +It’s useful, to start, for you to pick an area in your business +or life that would benefit from a breakthrough in perfor- +mance. What you pick may not immediately look to you like +a performance challenge—it may look like something else, +such as complaints you have with your company’s culture, + + +6 +THE THREE LAWS OF PERFORMANCE +or difficulties in implementing new initiatives, or just plain +conflicts in relationships at work or in life. +It may be something as simple as a commitment that never +gets realized, like a New Year’s resolution that you make over +and over to no avail. But if you ask yourself, ‘‘Why do I care +about this issue being resolved?’’ you’ll find that this issue +is something that gets in the way of producing results and +accomplishment—that is, performance. To the degree that +the issue you choose is one that really matters to you, you’ll +get that much more out of the sections that follow. +The First Law of Performance +How people perform correlates to how situations occur +to them. +The First Law answers the question, ‘‘Why do people do +what they do?’’ Although there are countless books, theories, +and models on this topic, most provide explanations but don’t +directly alter performance. The First Law, on the other hand, +gives the leverage that the rest of this book will capitalize on. +Consider that when we do something, it always makes complete +sense to us. On the other hand, when others do something, we +often question, ‘‘Why are they doing that? It doesn’t make any +sense!’’ But if we got into the world of the person, and looked at +how the situation occurred to him, we would experience that +the same actions that we were questioning were completely and +absolutely the perfect and correct thing for him to do, given +how the situation is occurring to the person. Each person +assumes that the way things occur for him or her is how they +are occurring for another. But situations occur differently for + + +TRANSFORMING AN IMPOSSIBLE SITUATION +7 +each person. Not realizing this can make another’s actions +seem out of place. +So what exactly does occur mean? We mean something +beyond perception and subjective experience. We mean the +reality that arises within and from your perspective on +the situation. In fact, your perspective is itself part of the way +in which the world occurs to you. ‘‘How a situation occurs’’ +includes your view of the past (why things are the way they +are) and the future (where all this is going). +Although there certainly are facts about how and why +things are the way they are, the facts of the matter are much +less important to us than the way those facts occur to us. +The First Law rejects the commonsense view of actions—that +people do what they do in a situation because of a common +understanding of the facts. +What gives the First Law the potential to alter perfor- +mance is its relationship to the other two laws. At the risk +of getting ahead of ourselves, we will show in the next two +chapters that ‘‘the way a situation occurs’’ to people, and their +correlated performance, can be altered through a certain use +of language. +Given the different positions that well-informed, intelli- +gent people often take on a situation, there is a significant +difference between the objective facts of the matter and the +way those facts occur to each of us. Again, we are not saying +that there isn’t a ‘‘real world.’’ We are merely pointing out that +our actions relate to how the world occurs to us, not to the way +that it actually is. +When people relate to each other as if each is dealing with +the same set of facts, they have fallen into the reality illusion. +To see the reality illusion at work, think of a person you aren’t +happy with at the moment—perhaps someone you’ve been + + +8 +THE THREE LAWS OF PERFORMANCE +resenting for years. In your own mind, think of words that +describe that person. +You might say, ‘‘self-centered,’’ ‘‘doesn’t listen,’’ ‘‘opinion- +ated,’’ and ‘‘irrational.’’ You might be willing to swear on a +stack of bibles that those words are accurate. But notice that +you’ve described how the person occurs to you. As human +beings, we can almost never see the occurring as an occurring. +What we see is just the way it is. +Consider: How would that person describe you? Or in the +terms we are using here, how do you occur for him? Perhaps +‘‘opinionated,’’ ‘‘angry,’’ and ‘‘resentful.’’ Perhaps some other +way. When you look at it, often you see that we have very +little experience of how we occur for others. +We’re not suggesting that either of you is right or wrong, +but rather pointing out the reality illusion at work. None of us +sees things as they are. We see how things occur to us. +Before the exchange between the two women in South +Africa, Antoinette Grib occurred to Selinah Makgale as +untrustworthy, provoking anger and resentment. +What happened in this exchange is that Makgale identified +and altered how Grib occurred to her. As she did, her actions +toward the senior manager shifted, from cold anger to possible +friendship. The First Law says that how a situation, or in this +case a person, occurs goes hand in hand with action. The +actions included an embrace and a promise of future action. +Consider the issues in your life, those parts of your life that +aren’t working. Consider issues at work and at home. Think +about the performance challenge you identified earlier. You +will take a big step toward transforming them—not merely +trying to change them—if you see that you aren’t seeing them +as they are. The reality illusion will try to convince you that +you are. But just as it is for the rest of us, what looks like reality +is only how reality occurs to you. + + +TRANSFORMING AN IMPOSSIBLE SITUATION +9 +This First Law, then, says that there are two elements: +performance and how a situation occurs. These two are per- +fectly matched, always, with no exceptions. +The First Law and the Future +Another employee of Lonmin is Laolang Phiri, who lives in +the nearby community of Marikana. +Laolang, muscular and of average height, looks like a +running back for a college football team. He has bright eyes +and a proud bearing. His open spirit stands in sharp contrast to +his local origins—a shantytown where, even today, 40 percent +of the population in his community are unemployed and +80 percent live in shacks. +When most mining companies opened their mines decades +ago, they began a practice still standard today: recruiting +employees from other countries—Zimbabwe, Mozambique, +and Zambia. It’s commonplace for these foreign workers to +leave their families for months at a time and live in single-sex +hostels—some finding themselves on the ‘‘all dark’’ shift: +spending the daylight hours 3,500 feet underground in the +dark, returning to the surface at night. +A too common casualty are the men who end up resorting +to drugs, alcohol, and visits to the local prostitutes. Until +recently, the government took little effective action against +AIDS, and the disease is now rampant within the community. +Some 25 percent of Lonmin’s twenty-five thousand employees +test positive for HIV, and sixty-seven people from its workforce +died of AIDS-related diseases in 2005. +On one of our visits, we entered Laolang’s workplace by +straddling T-chairs on what looked like a ski lift. But instead +of going up, we descended at a 30-degree angle into the earth. +As we went deeper, darkness took over. Behind us was a string + + +10 +THE THREE LAWS OF PERFORMANCE +of workers, one per chair, some smoking, visible only by the +lights on their miners’ hard hats. The air was hot from blasting +and wet from the water that cools the drills, with a sticky +residue of explosives. The area was lit by strings of bare bulbs, +just enough light so workers don’t trip on the machinery that +lines the passageways. This is Laolang’s world. +If you think of doing this every day, for years at a time, +with your family far away, it’s not surprising that Laolang, like +many of his fellow workers, was frustrated and angry about the +quality of his life, and blamed the mine management. +‘‘The union thought that management sees them only as +tools,’’ he told us. ‘‘We didn’t feel like people, but some things +that they brought in to do the work, that’s replaceable. The +managers were like, ‘We own this mine, and we’re not going +to be pushed around by the tools.’ ’’ +‘‘It was blacks versus whites, all the time,’’ he continued. +‘‘If you’re black, you’re a worker. If you’re in a senior position, +you’re white. And if somehow a black person ends up in a +senior position, they must have sold out and turned white,’’ he +laughed. +‘‘We felt the white unions got whatever they demanded, +and we really had a problem with that,’’ he said, with his +inviting smile fading a bit. Laolang paused, clenched his teeth, +and then summarized: ‘‘I was angry all the time. I knew the +future would be a constant fight.’’ Laolang had channeled his +feelings into action by becoming a union representative. +Laolang wasn’t alone in his anger. In 2004, a local uni- +versity team of researchers studied perceptions about Lonmin +throughout the communities that surround it and concluded +the mine was a ticking time bomb of public rage. +Because of how situations occurred to Laolang, his future +was already written, as was that of his union, his community, + + +TRANSFORMING AN IMPOSSIBLE SITUATION +11 +and his employer. The future would be a constant struggle, a +fight for dignity and fair pay. It would be that way until he +died, just as it had been for generations in South Africa. +The future is already written because, as the First Law says, +people’s performance will always correlate with how situations +occur to them. Until the occurring shifts, as it did for the two +women at the start of the chapter, the future is established, +and people’s actions are on a direct path to making that future +come about. +A Surprising Turn of Events +In 2004, Laolang’s life intersected with someone from a differ- +ent world: Brad Mills, the newly appointed CEO of Lonmin. A +direct descendant of the Vanderbilt family, he was determined +to make his own mark in the world. After studying geology and +economics at Stanford, he became an exploration geologist +in search of ores in remote parts of the world. Now in his +fifties, six foot two, his dark hair streaked with gray, he has +the bearing of an Indiana Jones, and his eyes gleam when he +talks about Lonmin becoming a model for the transformation +of South Africa. +Mills was concerned about how workers like Laolang, +residents, and tribal officials perceived the mine. He was +troubled that the executive team resigned itself around either +the view that this is Africa or a cynical justification: the last one +standing wins. +He feared that some of the unions, including Laolang’s, +were going to take hard-line positions in upcoming nego- +tiations. +Mills’s strategy was to launch several change efforts at the +same time. He introduced powerful management programs + + +12 +THE THREE LAWS OF PERFORMANCE +such as Six Sigma and Enterprise Resource Planning (ERP). +He +restructured, +and +he +implemented +DuPont’s +safety +technology. He also brought in consultants whom he had +worked with in the past to assess what could be done to +transform a complex agenda of issues. +The problems were so vast that other CEOs might have +quit on the spot. There were not only silos, the consul- +tants told executives in 2004, but also subsilos. Almost no +one thought from an overall vision for Lonmin. Short-term +business outcomes were in trouble. Leadership processes were +missing. Teams and communication structures lacked rigor +and consistency, worsened by the fact that workers spoke six +different languages. Community issues were, as the university +study indicated, a ticking time bomb. Costs were rising, safety +was declining (sixteen people had died in the Lonmin mines +the year before), absenteeism was rising, and the communities +were strangling with 40 percent unemployment and the HIV +epidemic. +Mills’s situation was dire, if not impossible. As he told +us, ‘‘If we didn’t move on all fronts, the community wouldn’t +tolerate us anymore.’’ Mills had promised the financial markets +(Lonmin is publicly traded in London) that the situation would +turn around, and the analysts and investors were watching +intently. ‘‘We had to do it all at once,’’ he said, ‘‘even though +most people said we couldn’t.’’ +Mills, Laolong, and all of Lonmin were on a collision +course with the default future—the future that was going to +happen unless something dramatic and unexpected happened. +The default future is a function of how situations occur to all +of the people involved. Unless the occurring could shift for +thousands of people, the odds were stacked against Lonmin. As +most management efforts do not consider how situations occur, + + +TRANSFORMING AN IMPOSSIBLE SITUATION +13 +most of them don’t work—73 percent of change efforts fail,1 +and 70 percent of new strategies fall short of expectation.2 +The default future is too strong a force to be undone by +good intentions, sophisticated systems, or new management +efforts. +You might take a moment and reflect on situations in your +work and life that aren’t working. They are probably not as +dramatic as Mills’s, but they may be as problematic. Is there +something that is pressing in on you or your organiza- +tion, something that requires an urgent response? +Think about the performance challenge you identified. +Does it keep recurring? Do you or others feel stuck? Notice +that your future, like Lonmin’s, is already written. It is an +essential part of how situations occur to you and others. Unless +you can alter how those situations occur, the default future is +speeding toward you. +The Need for Something New +Michael Jensen, Barbados Group member and Harvard Busi- +ness School professor emeritus, suggests that business needs +new models that do a better job of predicting how people +perform. Current models say that people behave in accor- +dance with their mental assets—skills, intelligence, emotions, +beliefs, values, attitudes, and knowledge. It’s no wonder that +the development of people in an organization is relegated +to the training department and takes a backseat to process +improvement. +If Mills were to follow a traditional development approach, +he would work to ensure that Laolang (and his twenty-five +thousand fellow workers) had appropriate incentives and skills +training. Posters with catchy slogans would hang everywhere. + + +14 +THE THREE LAWS OF PERFORMANCE +Mills, in short, would make every effort to motivate and +train Laolang until his and his colleagues’ behavior changed. +Given the reality of Laolang’s mind-set and that of his fel- +low employees, these approaches would have failed. Not only +would they not have achieved desired results, but they also +would have become more evidence for the workers of why man- +agement is manipulative and thinks of employees only as tools. +After assessing the odds, Mills decided that making a series +of changes in a consecutive and linear way would not succeed, +and that his best bet was to transform everything at once—to +rewrite the future of the company and all of its leaders, its +employees, and the residents in the local communities. +For Laolang and many other workers, the most important +issue was that the company occurred as hostile, filled with a few +people who had all the power and thought of them only as tools. +Notice the reality illusion at work. As long as situations +occurred this way to the workers of Lonmin, their actions +would be defensive and passively resistant at best, defiant +and homicidal at worst. Taken together, their actions would +produce poor performance. Whether people liked it or not, +that was their future. +No amount of training, skills acquisition, or motivational +posters will change how the situation occurs. In fact, each of +these ‘‘solutions’’ simply becomes more evidence for Laolang +that the world is as he sees it. The same is true for each of us. +Other Impossible Situations +Lonmin is such an extreme case that it’s easy to say it’s not +relevant to the rest of us. To see the universality of the First +Law, we’ll turn to Northrop Grumman’s aerospace operation in +Southern California in 2001. Although a very different world +from the one of Lonmin in South Africa, similar dynamics + + +TRANSFORMING AN IMPOSSIBLE SITUATION +15 +were at play. At Northrop Grumman, scientists, engineers, +and senior managers were facing a very different set of cir- +cumstances but, as it occurred to them, a similarly challenging +situation. To continue its growth the company needed to +enter new markets, such as reusable launch vehicles and space +exploration systems. But the company’s contemporary track +record and expertise were in delivering technology for defense +programs, such as bomber and fighter aircraft. The last major +human space flight contract had been the Apollo lunar module +in the 1960s. How were the executives with this commitment +going to get people on board for a plan requiring a shift in +skills and technologies, especially when they had no guaran- +tees it would work? The First Law tells us that, at the very +least, you have to alter the way that market opportunity occurs +to people. If it occurs as far-fetched, people’s actions will be +detached, cautious, perhaps cynical and resigned. If the market +opportunity occurs as doable, important, worthwhile, people +will put in the extra effort. +At Northrop Grumman, seventy people, using the ideas +in this book, shifted how this market opportunity occurred to +them, and then somehow transferred this shift to the entire +workforce. As this happened, people’s performance shifted, +and Northrop Grumman is now considered a viable NASA +human space flight prime contractor. +Now consider another example, one in South America. +Petrobras, Brazil’s state-run oil company, is one of the largest +in the world. At the end of 1997, the oil monopoly ended +in Brazil, challenging Petrobras to become competitive in +the open market, which led Petrobras to create a Business +Transformation Agenda. As part of the response, the company +launched an Enterprise Resource Planning process to replace +most of its more than one thousand systems. + + +16 +THE THREE LAWS OF PERFORMANCE +A highly qualified team of more than 650 people from +Petrobras and consulting firms came together to work on this +project, making it the largest and most complex such ERP +implementation in the world at that time. This project was +named Sinergia, and its motto was ‘‘We are building a new +success story for Petrobras.’’ +As the project evolved, the team faced many complex +challenges. At the end of 2001, right before the first ‘‘go live’’ +implementation, the Brazilian government radically changed +its oil and gas tax regulations, raising a major new hurdle in +the system. The initial ‘‘go live’’ date had to be pushed back +for four months. Tension, discomfort, and miscommunication +among teams and executives began to plague the project. +In this environment, past issues between external consul- +tants and Petrobras team members started to get out of hand, +affecting both productivity and the climate of the group. People +became skeptical about whether the initiative could succeed +by the new scheduled date. There was also a lot at stake for the +professionals involved in the project. At one point, conflict +arose among the project consultants, executives, and managers, +negatively affecting the team’s performance to move forward. +The First Law explains why they were stuck. The imple- +mentation began to occur to people as futile—and somewhat +threatening. People’s actions correlated with how the situation +occurred, and team conversations stalled. +In response to the pressure to make something happen, +the team’s manager, Jorge Mattos, decided to bring in Steve’s +company, now called the Vanto Group. Mattos realized that +a critical success factor was missing: alignment around key +commitments. Steve’s colleagues began with a program for +the eighty top leaders of the company. In the course of three +and a half days, Mattos and the managers were able to leave + + +TRANSFORMING AN IMPOSSIBLE SITUATION +17 +behind past issues and conflicts, focusing the team on the same +picture. +Mattos reflected back on this time in an interview with +us recently. ‘‘We had a lot in our way,’’ he said. ‘‘Not just +the pressures on us, but how we did things in the past that +were no longer working well. We needed to get a new view of +ourselves and what was possible. The way in which we looked +at the project actually shifted, and when it did, excitement and +energy took over the group. It was truly a good surprise—people +didn’t look the same when we left the program.’’ As a team, +they committed to the success of the group, not only their +own set of goals to be accomplished. They came up with a +timeline and a new set of commitments for the new ‘‘go live’’ +date, all of which the team could not have accomplished in +the previous year. The shift started when the situation went +from occurring as almost impossible to occurring as doable. As +the First Law points out, when occurrence shifts, actions do +as well. The team successfully met the new ‘‘go live’’ target of +July 1, 2002. +Before we return to Lonmin, let’s consider your perfor- +mance challenge in more detail. How does the situation occur +to you? How does it occur to other people? +What, if anything, have you tried to do to change the +situation? Where has change worked? Where has it failed? Did +any of these efforts alter how the situation occurred to you and +to the other people involved? +As counterintuitive as it may seem, most change efforts end +up reinforcing how a situation occurs. Think about someone +trying to lose weight. To the person, his weight occurs as a +problem I can fix. He looks for a solution to his problem, like +a diet; he goes on it and falls off it. Now his weight occurs as +a problem that requires more willpower than I have. Because his + + +18 +THE THREE LAWS OF PERFORMANCE +actions will correlate to this occurring, he gives up, resigned +that his weight is here to stay. +Most companies are locked in the same cycle: they are +resisting a problem by trying to fix it, but the more they +push, the more the problem pushes back. Companies often try +to trim costs by tracking and cutting expenses. If done in a +mode of command and control, management will occur to its +employees as untrusting and uncaring. As a natural response, +the employees hold back. The situation grows more frustrating +as employees end up putting in less effort, making the financial +situation worse. +The principle at work here is: whatever you resist, persists. +If you can see any way that you are resisting your performance +challenge, you’ll see that you may be strengthening its hold on +you and others—the more you have fought it, the stronger it +became. +We’ll get to what to do about the situation in Chapters +Two and Three, but a big part of the answer is to notice that +what is holding you in place is how the situation occurs, and +by trying to change it, you may achieve the opposite of what +you intend. +Taking It to the Community +Back at Lonmin, Mills’s challenge was to create the kind of +transformations that had happened at Northrop Grumman and +Petrobras, but on a scale that had never been attempted before. +He saw that the benefits of confronting the default future were +worth a risk. The key was to shift how the situation occurred for +the stakeholders, but in a very rapid fashion. With advice from +consultants trained in the Three Laws, he decided to invite +people critical to the success of the Lonmin turnaround to + + +TRANSFORMING AN IMPOSSIBLE SITUATION +19 +an initial meeting, regardless of their animosity or adversarial +nature. Mills and his team invited one hundred leaders from +the company, tribes, unions, and the community to a two-day +meeting. +Mills decided to hold the meeting where most of the stake- +holders lived, in the community of Wonderkop, a sprawling +shantytown with dirt streets, dotted with mine workers’ hos- +tels. His advisors strongly disagreed, fearing for their personal +safety and his. As many residents of the community told us +later, ‘‘The white executives have never come here.’’ +People from every segment of the company and community +showed up. Some representatives from the unions came in +miner’s clothes, others in traditional African dress. Some +locals were in blue jeans, others were adorned in their best but +well-worn finery. Executives in casual business clothes arrived +in a bus, afraid to drive their cars into the community. Wealthy +and influential people drove up in expensive cars and walked +the few steps of gravel driveway in spotless suits. Others arrived +sweaty after walking miles to make this meeting. ‘‘There were +times when we didn’t know what was happening,’’ Mills said +later. ‘‘I’d never seen anything like it.’’ +The local nightclub was the only facility in Wonderkop +large enough for the meeting. Lonmin employees had papered +over the disco lights, hung curtains over the bar, and set up a +screen for a computer display. Power cords snaked across the +ground to power the laptops and projectors. They cleaned up +the bathrooms and brought in an air conditioner that failed +within the first hour. Under the African summer sun, the room +was quickly over 100 degrees. +Mills introduced himself as the new CEO of Lonmin. ‘‘I +know there’s a lot that’s broken—and I want to listen to that, +so we can fix it together,’’ he said boldly, while also stuttering + + +20 +THE THREE LAWS OF PERFORMANCE +with excitement. ‘‘But I’m really here as someone committed +to your success, the mine’s success, and the well-being of +families and communities. A long time ago, I realized that I +wanted to play in a game so big that it would involve making +a contribution that would go beyond my lifetime.’’ +He continued, ‘‘I invited you to these two days to explore +together what we could create if we all worked together in +a new way. Obviously I’m American, working for a London +company, and I’m not aware of all the difficulties you’ve had +to deal with, but I have read extensively about it. But I do +know that we share one thing in common: our humanity. If +we work together as human beings, we can work together to +create something very exciting.’’ +He said that prior to Lonmin he had worked for companies +that had made a difference for the people in the communities, +as the company also became more successful. He then said +that, based on his prior experience, the first task was for people +to listen and to learn about each other’s worlds. Once that +was done people could see if they were committed to creating +something new. +He then asked, ‘‘What is it you want me to know that’s not +working?’’ +People brought up overcrowding, AIDS, unemployment, +violence, unsafe streets due to lack of lighting, union anger +at other unions, and how management doesn’t care about the +workers. +One man walked forward to the microphone and said, +‘‘Brad, you know what would show us that you’re serious? Sleep +in a hostel with twelve mine workers, so you know what it’s +like for us.’’ +Mills said, without a second of delay, ‘‘I promise you I’ll do +that,’’ and wrote his promise on the flip chart, the sound of his + + +TRANSFORMING AN IMPOSSIBLE SITUATION +21 +writing echoing in the room. When he put the pen down, the +walls of the nightclub shook with the applause from the crowd, +although many in the room told us later they were certain he +wouldn’t really do it. ‘‘No CEO had ever been here before, and +no one would sleep here,’’ one attendee told us later. +That night, Lonmin hosted a dinner and party. As the +participants danced and drank, several white executives said, +‘‘I never knew how bad it is here,’’ their eyes darting to run- +down buildings with little light in the streets. +The second day began with people acknowledging Mills +and Lonmin for demonstrating a new level of willingness to +deal with what wasn’t working (including the same broken +air conditioner). A gray-haired African woman, a resident of +the community, said, ‘‘I really can’t believe that you’re here, +and that you’re actually listening to us.’’ One of the white +union representatives said, ‘‘I’m starting to realize that there +may be some way we can work together.’’ One tall Londoner, +a corporate executive, shaking with emotion, said, ‘‘I realize I +was living in a cocoon, unaware of what was going on here . . . +and I’m committing to making this different in the future.’’ +When emotions settled down, Mills brought up the next +question: ‘‘What will happen if we don’t find a new way to +work together?’’ And the next: ‘‘How can we know what that +future might hold?’’ If nothing changes, then the future will +resemble the past. He started by recounting the previous year’s +statistics: ‘‘Sixteen people died last year in the mines . . . so +maybe we’ll get a little better and only fourteen will die . . . +but there will be more deaths than we want.’’ +Another speaker said, ‘‘And seventy people will probably +die of AIDS.’’ +Others jumped in: ‘‘There will be a strike.’’ ‘‘There will +be robbing and murders in the street.’’ ‘‘The smelter will blow + + +22 +THE THREE LAWS OF PERFORMANCE +up again’’—referring to the explosion shortly before the +meeting that drove the stock price down. One of the executives +declared, ‘‘Based on our increasing expenses, the company will +go out of business in five to seven years.’’ One woman said, +‘‘My son will finish school and have no job.’’ All of these +comments, and those that followed, were written on the giant +projector screen, making the future that they all saw coming +very real. +People nodded their agreement that the descriptions accu- +rately captured what would happen if nothing changed. They +had identified the default future. +The conversation shifted, at first slowly, even laboriously, +to a declaration of a new future. One man tried to alter the con- +versation toward dealing with his complaints about the com- +pany, but another man shot back, ‘‘You have to get off it. Don’t +sabotage this!’’ At some point, everything predictable—the +good, the bad, and the ugly—was up on the screen. The room +quieted. There was no more to say. +At this point, the next step could be taken. The discussion +turned to a question that filled the projector screen: ‘‘What +are the opportunities that can be seized if Lonmin, the com- +munities, and the unions commit to new powerful ways of +working together?’’ People walked to the microphones and +said, in turn: ‘‘One hundred percent literacy.’’ ‘‘Full employ- +ment.’’ ‘‘AIDS-free community.’’ ‘‘Lonmin is recognized and is +successful on the world stage.’’ The mood shift in the room was +palpable, going from sober to excited, from imprisoned to free. +Partway through the process, one of the participants +shouted, ‘‘This future is worth creating—how do we do it?’’ +Mills took the microphone. ‘‘First, this process is going to +take many years, and will require long-term commitment from +each and every one in the room—and others not involved + + +TRANSFORMING AN IMPOSSIBLE SITUATION +23 +yet. Second, a series of initiatives could start in about two +months, including a leadership program for all key stakehold- +ers. Third, a process this complex—to transform a company +of twenty-five thousand employees and communities of three +hundred thousand people—would require solving problems no +one has even identified yet, and the only element that could +take the group through those obstacles would be your ongoing +commitment.’’ +Mills ended the meeting by saying, +I’m committing myself and my organization to fulfilling this +future that we’ve begun to articulate. I can’t do it by myself, +and my organization can’t do it by itself, so we need you to +match our commitment. If you are committed to creating this +future, with others and me, there will be large sheets of paper +on the wall by the door. At the top of the sheet it says, ‘‘I’m +committing myself to creating a new future for Lonmin and our +communities.’’ Sign your name on that sheet. +After he thanked them for attending and participating, the +meeting ended. All but two attendees signed their names on +those sheets, with some putting down an ‘‘X’’ because they +didn’t write. (The two who didn’t sign ended up joining and +participating in the initiatives that followed.) +Mills told us later: ‘‘I wasn’t sure if there would be any +willingness for the process, but they were seriously on board. +We were blown away!’’ +Chris Ahrends, an Anglican priest who for many years as +the CEO of the Desmond Tutu Peace Centre, attended the +session. After the meeting, he said to Brad and the consulting +team, ‘‘If you can do 10 percent of what you’re talking about, +it will be revolutionary.’’ + + +24 +THE THREE LAWS OF PERFORMANCE +The Night in the Hostel +Severalweekslater, Millsand anotherexecutiveagain overrode +his advisors’ objections and slept in the hostel, alongside the +workers. When he woke up the next morning, it was to the sight +of African warriors guarding him. ‘‘I wasn’t just safe, I was the +safest man in South Africa,’’ he remarked to us. At 4:00 am, +to demonstrate his resolve, he and the regional coordinator +for the National Union of Mineworkers, Victor Tseka, went +to greet the workers arriving for their shift. Mills said later, +‘‘People couldn’t believe I was the CEO. One of the workers +went to the office and pulled out a copy of a company brochure +with my picture before some of the men would believe us.’’ +For Mills, the act of sleeping in a hostel was simple and +powerful—in his words, ‘‘no big deal.’’ But Mills understood +the power of symbols to shift how situations occurred to people, +challenging the default future and bringing about new levels +of performance. For the workers, his actions sent a message so +strong it’s hard to capture in the pages of a book. ‘‘We couldn’t +believe it,’’ one union representative said, ‘‘and we began to +think we could actually trust this man.’’ Laolang said, ‘‘Mills +gained so much trust that people were willing to try it his way +and see if it could work.’’ +From the perspective of the First Law, Mills’s actions make +a lot of sense. He knew that, before he even started, he +occurred to the workers as a typical CEO—viewing employees +as tools, not caring about their welfare, and out only for +money. People’s sense of the default future was that he would +make promises and then exploit the workers. His management +plans, he knew, occurred as management mumbo jumbo. At +worst, the initiatives would ask them for more effort with +nothing in exchange. If he didn’t shift how these situations + + +TRANSFORMING AN IMPOSSIBLE SITUATION +25 +occurred—and fast—nothing he did would make any impact. +The default future would have come to pass. +The meeting in the nightclub was designed to shift how +the executives, and the program they advocated, occurred to +stakeholders. Mills made progress in this regard by listening +so intently that people knew he heard them, that he saw +their issues from their perspective. As people saw him +listening—really listening—how he occurred to them began +to shift from an arrogant CEO to a person who at least cared +enough to spend a day with them. How Lonmin occurred +altered from a company that was only out for profits to an +advocate for the community. When Mills spent a night in the +hostel and welcomed workers at the 4:00 am shift, he occurred +to them as a fellow human being. +With Mills, his fellow executives, and the management +initiatives now occurring in a different way, people’s behaviors +shifted from resistant and angry to open and even somewhat +receptive. He was now ready to begin the next phase of +programs, which became known as the March Initiatives, when +the heavy lifting of elevating performance began to take place. +Using Conversation to Shift Action +The March Lonmin Initiatives sought to shift action by trans- +forming how the company occurred to about 150 people at a +time, totaling 15,000 people over four years. This program used +a systematic series of conversations among the program leaders, +Lonmin executives, and the participants. People got to know +each other in new ways that went beyond stereotypes, prej- +udices, and past conversations. Because performance matches +how a situation occurs, this shift made an immediate and tan- +gible difference in people’s actions. At the same time, people +explored and evaluated the default future. Not liking what it + + +26 +THE THREE LAWS OF PERFORMANCE +foretold, they rewrote the future, leading to the beginning of a +stunning organizational transformation. +In addition to the conversations between the two women +described at the start of this chapter, two specific incidents +illustrate why Laolang, and hundreds of other people, were so +moved by the process. +The first incident happened on the second day of the +program, when people broke into groups representing each of +the unions as well as management. Following the guidance +of the program leaders, each identified the ‘‘games they play’’ +in negotiating with the other groups. Management owned up +to playing the ‘‘take it or leave it’’ card, crying poverty, using +veiled threats, and reporting data selectively. Laolang’s union +acknowledged that it organized sit-ins, used wildcat strikes, +burned property, and didn’t tell management what it really +thought because, in their words, ‘‘we don’t trust them.’’ As +people described and admitted playing these games to the +entire group, they started to laugh—both at themselves and, +as they told us later, at the absurdity of playing games like this +at all. They saw the default future, and they found it ridiculous. +As people reported their negotiation games, people saw +the other side as more like themselves than they would have +thought possible just a day before. More important, how unions +occurred to management, and management to unions, began +to shift—from opponents playing hardball to fellow human +beings who shared the same virtues and weaknesses. People +began to experience their old adversaries as allies, on the same +side, committed to building a new future together. +The second incident happened later that day. The facilita- +tors posed the question, ‘‘What are you committed to in future +negotiations?’’ After hours of debate, much of it passionate, +the hundred people who had come into the room a few days + + +TRANSFORMING AN IMPOSSIBLE SITUATION +27 +before as enemies left the room committed to more than a +dozen points, including +• Total transparency—full disclosure—total information +• Respect for each other +• Creating a future that is the context for problem-solving +bargaining +• Engaging each other with integrity +Each of the incidents described shows the shift in how the +situations occurred to the people in the room. With alterations +to this occurring, individuals who had been adversaries were +able to work together on setting joint commitments—the seed +of building something new. As dozens of people told us in +interviews after the fact, this level of cooperation was possible +only because how people saw the situations, each other, and the +company had shifted. Once situations occurred in new ways, +people moved beyond mere compliance to accountability, +from merely doing their jobs to providing leadership. As the +First Law asserts, people’s performance and how the situations +occur always match up. As people began to create a new vision, +their actions automatically fell in line with what they were +creating. +Transformation: Beyond Change Management +Notice that although Laolong didn’t change a few things—his +attitude, work ethic, and negotiation style—it’s as though he +became a new person. What we noticed most of all is that +the angry man who saw nothing but fighting in his future was +replaced by a man who appeared to be at peace and couldn’t +stop smiling. + + +28 +THE THREE LAWS OF PERFORMANCE +He talked about managers and executives (no matter their +race or backgrounds) as being real people—not as the carica- +tures of evil and manipulation they had seemed to him before. +He promised to become an advocate for the commitments +from the Lonmin leadership initiatives, and he was true to his +word. Most remarkable is that the same shift happened to all +of the fifteen thousand people who attended the leadership +program. +We asked how it all occurred to Laolang. He told us: +It was like a different South Africa after the program. Nelson +Mandela started talking about the transformation of South +Africa when he got out of prison, and became president. I had +no idea what he really meant, but now I see the possibility +of changing the world itself, beyond a single company like +Lonmin. It created a very big space with me. This approach to +transformation is everything. I understood very clearly that it +takes individuals to put themselves in that space of committing. +I take that as a rescue process for everyone in Lonmin and +beyond. +The Future Rewritten +Besides a stronger, more collaborative culture in the company, a +powerful sense of alignment for building a future has expanded. +The company and community have developed a powerful +framework and projects to forward sustainability. +The real accomplishment has been altering how situations +occur to thousands of people, and as this has happened, their +performance has shifted accordingly. Productivity reached +one-million-plus platinum ounces in concentrate for the first +time in its history. Lost-time injuries have decreased by approx- +imately 43 percent, a reduction that continues to be sustained + + +TRANSFORMING AN IMPOSSIBLE SITUATION +29 +and improves over time. For the first time, the community is +actively supporting the company. Not only are people creating +something new, but also the evidence demonstrates that they +achieve it. As Mills stepped down from the CEO role in 2008, +he reflected on the events of the last several years. He told us, +‘‘In my mind, we succeeded on all fronts. I know we made a +huge difference and this transformation will live on through +the people it touched.’’ +On the week of his seventy-fifth birthday, Nobel Peace +Prize winner Desmond Tutu visited Lonmin. In talking about +the company and its efforts to rewrite the future of everyone it +touches, he said, ‘‘I have put my reputation, my name, on the +line, to say to you here that I believe these people. I have a +sense of their integrity.’’ +Soon thereafter, the World Bank’s International Finance +Corporation (IFC) invested $100 million to help realize the +dream of a self-sufficient Greater Lonmin Community. +If Lonmin and the three hundred thousand people who live +in the surrounding community can alter how they occur for +each other, this effort may become a model of organizational +transformation. +What about you? There are specific actions you can take to +tap into the power of the First Law of Performance. Notice the +connection between performance and how situations occur for +people. See that this relationship always holds. +See the reality illusion at work, in you and people around +you. Almost without exception, people don’t notice that all +they are aware of is how situations occur to them. They talk, +and act, as if they see things as they really are. +Find people whose actions make no sense to you. Ask them +questions, mostly open-ended, that provide insight into how + + +30 +THE THREE LAWS OF PERFORMANCE +those situations are occurring to them. Keep going until you +can see how their actions perfectly fit how the situation occurs +to them. (You’ll often find that this process alone goes a long +way toward developing trust and cooperation.) +Become aware of how your own performance correlates +with how situations occur to you. +• Notice that attempts to change a situation often +backfire—strengthening, rather than altering, how the +situation occurs. Remember: whatever you resist, persists. +• Consider: What if you could do something about how +situations occur—to you and everyone around you? What +impact would this make in everyone’s performance? +In the next chapter, we’ll explore the Second Law, which +shows the inner workings of occurrence. diff --git a/library/The Three Laws of Performance/Chapter-02-Where-Is-the-Key-to-Performance/Chapter-02-source-text.md b/library/The Three Laws of Performance/Chapter-02-Where-Is-the-Key-to-Performance/Chapter-02-source-text.md new file mode 100644 index 0000000..5eae9fb --- /dev/null +++ b/library/The Three Laws of Performance/Chapter-02-Where-Is-the-Key-to-Performance/Chapter-02-source-text.md @@ -0,0 +1,1138 @@ +# The Three Laws of Performance — Chapter-02: Where Is the Key to Performance? +- **Source**: /library/The Three Laws of Performance/source-file.pdf +- **PDF pages**: 70–103 +- **Pages without text**: 103 + +--- + + +2 +Where Is the Key +to Performance? +An old man was walking home late one night when he saw a +friend on his knees under a street light, searching for something. +‘‘What are you doing?’’ he asked his friend. +‘‘I dropped the key to my house.’’ +‘‘I’ll help you look.’’ After a few minutes of frustrated +searching, the old man asked, ‘‘Where exactly were you when +you dropped this key?’’ +His friend pointed toward the darkness. ‘‘Over there.’’ +‘‘Then why are you looking for it here?’’ +‘‘Because this is where the light is.’’ +This Sufiparable illustrates something that is all too common +in companies and personal lives: many of us search for, but +can’t ever seem to find, the key to performance. +The search itself makes sense. Performance is what matters, +and that comes down to actions taken by individuals. Unless +people’s actions shift, new strategies will fail, merger and +acquisition goals will go unrealized, and new technologies +31 + + +32 +THE THREE LAWS OF PERFORMANCE +won’t deliver on their goals. On the personal side, unless we +alter our actions, we’ll never keep our New Year’s resolution, +improve our family life, or enhance our finances. +Consider that this description is accurate. Despite the bil- +lions that companies spend to refine strategies, redo reporting +relationships, acquire companies, or be acquired—neverthe- +less, performance gains, which are usually the whole point, +remain just out of reach. Without performance elevation, most +efforts eventually fail. +How is it that, with all we know in the twenty-first century, +performance gains aren’t more forthcoming? +Consider that we’re searching for the key to performance +in the illumination provided by knowledge. If we have a +problem, we check to see whether we know a solution, and if +we don’t, we go to people who are experts and ask them—by +hiring consultants, reading books, or searching web sites. But +as Jeffrey Pfeffer showed in The Knowing-Doing Gap, more +information often doesn’t translate into different action. +We are searching for the key to performance in places it’s +easy to look for, rather than in the dark, unfamiliar, hidden +places. +This chapter picks up where Chapter One left off. If we can +shift how a situation occurs, new action will follow. Enough +new actions from enough people will move the needle on +performance. The key to performance, we assert, lies in the +complex workings of occurrence—and that is the focus of this +chapter. +Once found, the key to performance will allow you to alter +your actions, and work with others to alter theirs, to take +performance to a new level. +In this chapter, it’s useful to think of a performance chal- +lenge that you or others are facing—either the same one you + + +WHERE IS THE KEY TO PERFORMANCE? +33 +used in the last chapter or a new one. We’ll move through +cases and discussions, stopping along the way to consider your +challenge in light of this material. +Searching for the Key to Performance +at the Polus Group +The story of the Polus Group shows a company that hit a +performance challenge, and how they found the key to turning +the situation around. +In the aftermath of World War II, Toshimi Nakauchi’s +business education started when he and his wife sold bananas +on the streets of Tokyo. ‘‘Bananas are one of the staples,’’ +his widow told us in 2007, ‘‘and that’s what he was looking +for—something people would always want.’’ Reflecting back +on those times, including raising three young children, his +widow told us, ‘‘It was really hard.’’ Smiling, she said, ‘‘I would +put Kojiro [her middle son] inside a box of bananas to sleep +during business hours.’’ +Nakauchi’s entrepreneurial interests pulled him toward +real estate. Eventually he told one of his suppliers that he +was planning to move on. The man tried to talk him out +of his decision. ‘‘How much do you want to earn?’’ was +the supplier’s question to Nakauchi. ‘‘Ten thousand yen per +day’’ was his answer, an outrageous number that was four +times as much as the owner of the banana company was +receiving. +Time proved that Nakauchi wasn’t merely wishing. He +became so successful that he built his own house, even adding +a second floor for his office. He read, he studied, he questioned, +and he demonstrated a knack for investing in land that quickly +appreciated in value. He added to this investment strategy by + + +34 +THE THREE LAWS OF PERFORMANCE +building houses on his land and attracting talented colleagues; +within a few years he was looking at a massively expanding +business. +His search for good land values led to the village of +Koshigaya, where, hundreds of years earlier, travelers would +rest on their way to a mountaintop Shinto holy place called +Nikko, the burial site of a famous shogun. Today, Koshigaya +is a town of light industry and homes, known for its ‘‘Daruma +dolls,’’ which symbolize strong determinism and good fortune +while memorializing the spread of Buddhism from India to +China. +He imagined the day when he and his colleagues would be +at the center of the housing industry around which the rest of +the industry would rotate, much as Confucius considered the +North Star (Polaris) to be for the heavens. In July 1969, he +named the company the Polus Group to capture this vision. +From One Man’s Vision to a Crisis of Continuity +As a man of vision, Nakauchi designed his company to become +a large conglomerate from the beginning. For example, when +the Polus Group employed just twenty people, he brought in +a personnel specialist from the government to teach the exec- +utives how to organize human resources for growth. The expert +was trained by the U.S. Army during the occupation of Japan +and later was in charge of setting up the personnel systems +at Honda. +Houses designed by the Polus Group have a signature +look—modern and multifaceted, many with porches. Their +large windows and light woods are warm and inviting, resem- +bling upscale developments in beach communities in the +United States. + + +WHERE IS THE KEY TO PERFORMANCE? +35 +The president took special care to forge personal relation- +ships with employees, joking that he was able to remember +everyone’s name only up through the one-thousandth hire. He +emphasized education, believing that ‘‘top crest’’ individuals +had a key message that could build the capacity of the com- +pany’s staff. He brought in management thinkers, artists, even +a famous Olympic volleyball coach, to lecture to employees. +The founder asked each speaker to record the essence of their +message in Japanese calligraphy. Today, these framed docu- +ments hang around the Polus Group’s conference rooms and +offices. +As the Polus Group grew to become the large conglomerate +it is today, his three sons took positions as managers in the +growing firm. Nakauchi’s leadership combined vision, opera- +tional excellence, and strong relationships. +In 1999, the founder suffered an incapacitating stroke. +The leadership void in the Polus Group was unexpected and +devastating. One senior manager told us: ‘‘We had a visionary +leading our work and then, all of a sudden, we didn’t know +what to do.’’ Homma, the head of human resources, said, ‘‘We +lost our future.’’ +Nakauchi’s incapacitation caused people both inside the +Polus Group and outside to wonder if the family-owned com- +pany could continue to grow, or would even survive. Could +his three sons provide the leadership, relationship, vision, and +experience that their father had? +Despite their personal sadness and grief, they made +one good-faith effort after another to move ahead without +their leader—discussing reorganizations, new roles, different +strategies. +The company had a lot of talent to draw on. Each of +the president’s sons seems to have one of his gifts. The oldest, + + +36 +THE THREE LAWS OF PERFORMANCE +Keitaro, is a visionary leader. Kojiro, the middle brother, targets +operational excellence. Akio, the youngest, focuses on rela- +tionships. +Still, nothing seemed to work. Several people told us, ‘‘We +kept spinning through the same issues, over and over.’’ It was +conversation without end, argument without resolution. +In their words, they were ‘‘sinking into confusion,’’ had +‘‘no charisma in the group,’’ were ‘‘stagnating,’’ with ‘‘no +energy,’’ ‘‘tired,’’ and ‘‘muddled.’’ Their most common word was +‘‘stuck.’’ +If the individuals had been bound in ropes, they would have +found a way to untie them or cut them loose. Unfortunately, +the ties that held them were not so obvious. As people told us, +‘‘We didn’t know what was holding us back.’’ +What was holding them back was outside the boundaries +of where they were looking—in the dark, not in the light of +their knowledge. +The Second Law of Performance +How a situation occurs arises in language. +‘‘Business as usual’’ explanations of the Polus Group’s +situation would focus on succession planning, strategy, or roles +and responsibilities. But consider that something much deeper +was at work. As we will see, these deeper issues are likely at +work in your performance challenge as well. +As counterintuitive as it may seem, the people in the +company were tied up in knots of language—knots composed +of words, symbols, sentences, and communication that some- +how had blocked and impeded performance. The result was + + +WHERE IS THE KEY TO PERFORMANCE? +37 +repetitive and unproductive behavior, mostly done with the +best of intentions. +How situations occur is inseparable from language. We +know of no bolder illustration of this fact than the case of Helen +Keller, who had learned only a few words before she lost her +sight and hearing to an illness when she was eighteen months +old. Seven years later, she learned sign language through her +tutor, Anne Sullivan. Keller describes her life before meeting +Sullivan, and the moment when she learned language: +For nearly six years I had no concepts whatever of nature +or mind or death or God. I literally thought with my body. +Without a single exception my memories of that time are +tactual. I was impelled like an animal to seek food and warmth. +I remember crying, but not the grief that caused the tears. . . . I +was like an unconscious clod of earth. Then, suddenly, I knew +not how or where or when, my brain felt the impact of another +mind, and I awoke to language, to knowledge of love, to the +usual concepts of nature, of good and evil! I was actually lifted +from nothingness to human life.3 +How the world occurred to Keller, once she learned lan- +guage, shifted more dramatically than most of us can imagine. +Notice that language wasn’t something she understood bit by +bit as her teacher taught her various signs. Language grabbed +her, reshaping every part of her awareness in a moment of +awakening. She captured the experience when she wrote that +before the moment she ‘‘knew only darkness and stillness . . . +my life was without past or future . . . but a little word from the +fingers of another fell into my hand that clutched at emptiness, +and my heart leaped to the rapture of living.’’4 +After learning language, the past and future appeared to +her, like television screens turning on for the first time. For + + +38 +THE THREE LAWS OF PERFORMANCE +the rest of her life, Keller drew audiences for her lectures and +readers for her books, as much for the uniqueness of her outlook +as for the drama of her life’s story. She saw language for what +it is: a force that makes us human, that gives us a past and a +future, that allows us to dream, to plan, to set and realize goals. +Most of us are too young when we begin to acquire language +to recall that moment for ourselves. It seems that language has +always been with us, like breathing. We don’t pay attention to +its presence. +But consider: Language is the means through which your +future is already written. It is also the means through which it +can be rewritten. For people at the Polus Group, and all of us, +there’s good news in this insight. +The people at the Polus Group couldn’t change the fact of +the president’s incapacitation. In our lives there are facets that +are beyond our control. In fact, consider your performance +challenge. Your boss, your finances, your children, your indus- +try, your country—are all resistant to change. (Did your +parents try to change you? How well did that go?) But as the +First Law of Performance says, your actions correlate with how +these occur to you, not to the facts themselves. +The key to performance is hiding in a particular facet of +language that we’ll get to in the next section. First, we have to +map the connections of language and occurrence. +The Knots of Language +Language is used here in the broadest sense. It includes not only +spoken and written communication, but also body language, +facial expressions, tone of voice, pictures and drawings, music, +how people dress, and any other actions that have symbolic +intent. + + +WHERE IS THE KEY TO PERFORMANCE? +39 +Untying the knots of language begins with seeing that +whenever you say something, other communication is carried +along with it. We call this phenomenon the unsaid but +communicated. Sometimes the sender is aware of the unsaid; +often they are not. The unsaid is the most important part of +language when it comes to elevating performance. +The unsaid but communicated includes (but is not limited +to) assumptions, expectations, disappointments, resentments, +regrets, interpretations, significance, and issues that occur as +dangerous. +We all know what it’s like to talk to someone who is hiding +something. He often appears as evasive, detached, distant, or +disconnected. What he’s hiding is in the unsaid, but the way +he comes across communicates that something is off. Think of +an entire group of coworkers hiding things from each other, +and you’ll see the impact the unsaid has on performance. +You can feel and experience the unsaid but communicated. +Observe a family having dinner in a restaurant and you’ll notice +the way family members occur to each other. You may not be +able to hear anything they are saying, but in watching you may +see that one person broadcasts ‘‘How long is this going to last?’’ +Another emits ‘‘It’s great being together,’’ and a third conveys +‘‘When are they going to get along? And I wonder if anybody +notices.’’ +When you walk into a company for a meeting, make a sales +call, or apply for a job, you can see, instantly, how the company +occurs to employees, and how people occur to each other. Like +little cartoon bubbles floating over people’s heads, you can +read what people are not saying but are communicating. The +messages run the gamut, from ‘‘I’m so bored and I wonder +what’s for lunch,’’ to ‘‘My work is more important than yours.’’ +This communication is channeled in many different ways—in + + +40 +THE THREE LAWS OF PERFORMANCE +what people say, how they say it, their gestures, tones, eye +contact, and so on. If you turn up your antennae to pick up +the unsaid, it can be overwhelming. It seems to spring from the +essence of who people are, and comes through in every +encounter. Just to make it through the day, we often turn +our antennae off. +Now we get to an aspect of communication that writes our +future without our even realizing it. It is the part of language +that exists outside the light of our attention. +We call this aspect that which is unsaid and communicated +without awareness. It determines and shapes which messages +are possible, not possible, important, unimportant, relevant, +not relevant, appropriate, not appropriate, and so on. The +unawareness aspect puts this part of language outside our +control. Until we find leverage on this part of language, the +future is written and can’t be altered. +The Key to Performance +Altering what was unsaid and communicated without aware- +ness was the key to turning around the Polus Group. The +process starts with becoming aware of what people aren’t +saying but are communicating. +For most people, exploring the unsaid is like walking into +a cave—the journey goes from bright to dim to pitch black. +It starts with people saying what they have been thinking. +After a time, the person will say something and feel surprised +by what she has just said, as if another person uttered the +words. The expression on her face shifts from remembering to +exploring—as if she’s discovering the terrain by touch. The +further a person goes, the more she needs a guide who knows +the terrain of the unsaid. + + +WHERE IS THE KEY TO PERFORMANCE? +41 +At the Polus Group, Keitaro felt bound and trapped by his +situation, including his sudden ascent to power, his relative +youth in the position, the loyalty that employees felt to the +founder but not to him, and so on. It wasn’t the actual situation +that bound him; it’s what he and others made the situa- +tion mean, through language—and didn’t talk about. +In the confidences of one-on-one meetings, people were +initially concerned about their answers, careful about what +they said and didn’t say. +Consultants helped people examine the unsaid. As the +process continued, people went from disclosing what they +thought but never said to discovering what was lurking behind +their thoughts and opinions. When all was said and done, for +each person, what they weren’t saying was some variant of the +same thing: I’m doing the best I can but other people’s agendas +are keeping what I’m doing from working. If only the founder were +here, he would fix it, but he’s not, so all I can do is just keep +trying. +At the Polus Group, the unsaid, and especially the unsaid +that people were unaware of, left people with no space to create +anything new. They were resigned as a result of this knotted +language that influenced and determined their behavior. They +were bound, trapped, and had no room to design new ways of +moving forward or fulfilling the opportunities of the business. +This lack of freedom was a direct result of the unsaid that +influenced how the situation occurred. +The unsaid and communicated but without awareness became +linguistic clutter. The clutter was so widespread that people +didn’t have the freedom to create something new. We all know +the feeling of trying to work at a desk that’s cluttered with +papers, folders, and sticky notes. There’s no space in which +to work. What’s already there prevents anything new from + + +42 +THE THREE LAWS OF PERFORMANCE +happening. A closet with boxes and clothes that fall out when +you open the door has no space for anything new. It can’t +be used for its purpose—storage—because it’s already packed +with stuff. You have to create a space, a clearing, and a sense +that ‘‘nothing is in my way’’ so that you can put something +new on the desk or in the closet. +Thinking about cluttered physical spaces gives us insights +into what happens in situations in which people are bound by +knots of language. Such situations occur as tiring, chaotic— +things in the wrong place—and unfinished—letters on a desk +screaming to be read, boxes in a closet demanding to be +unpacked. +At the Polus Group, with the clutter squeezing out room +to create, people rehashed old issues: roles and responsibilities, +strategy, and what actions people should take. Without space, +all that the Polus Group leaders could do was have another +conversation, but they kept having the same discussion over +and over—like in the movie Groundhog Day. The way it +occurred to people was much like trying to push another box +into an already full closet. +The key to performance isn’t pushing new conversations +about strategy or reorganization into an already crammed space; +rather, it’s clearing out the clutter. +Almost universally, it’s the unsaid that’s cluttered for +individuals, groups, and organizations. Before anything new +can happen, people need to make space by doing the linguistic +equivalent of clearing out closets. This means moving issues +into the light of discussion—saying them, examining them +in public. The point here isn’t to say every passing thought, +or dump out every judgment or evaluation on everyone. It’s +certainly not to say every random thought that comes from +your inner voice. + + +WHERE IS THE KEY TO PERFORMANCE? +43 +The point is to notice that there are issues constraining +people because of what they aren’t saying. When people can +address and articulate the unsaid, space begins to open up. +People can discuss—openly and in public—what’s holding +them back and what to do about it. Much like moving things +out of the closet and into the room, people can sort through +issues, perspectives, and grievances, with the intent of making +more space. +Clearing Out the Closet +The oldest son, Keitaro, heard about Steve’s previous work +with organizations in Japan, and asked for proposals that would +break the Polus Group’s leadership stalemate. The consulting +team began an initial process of discovery that resulted in a +multistage plan, based on the Three Laws of Performance. The +promise of the plan was to get the Polus Group unstuck. +Over dinner, Homma, the HR executive, put forward an +idea so radical, it was almost unimaginable in Japan. Leaning +forward, he said: ‘‘Steve-san, if we were to implement this plan +of getting unstuck, we really need to start with just the family +and board of directors.’’ +Steve asked whether a foreigner would be allowed into so +intimate a process. +Homma’s response was, ‘‘We’ve always been a courageous +company. If people think this is the way out of the trap we’re +in, I’m sure they’ll take the risk.’’ +The family and board of directors—eleven people—were +about to embark on a unique journey made possible by the +Three Laws of Performance. In particular, getting this small +group unstuck required them to find and use the key to perfor- +mance. We have the same goal for the readers of this chapter. + + +44 +THE THREE LAWS OF PERFORMANCE +Our ‘‘Internal Voice’’ +To appreciate the journey of exploring the unsaid, we need to +go back to our analogy of the cave. Imagine someone exploring +in absolute darkness, going by touch alone. As he crawls, inch +by inch, he’s looking for recognizable objects: sudden drops, +stalactites, water, and the like. If he finds a rough ridge growing +from the floor up, he knows it’s a stalagmite, and roughly how +large it will be, and that he needs to crawl around it. His most +valuable asset is his awareness of what sorts of things lurk in +caves. +Likewise, as we move through the unsaid, there are forms +and objects to look for. The first is the inner voice, which is the +voice in your head that is constantly talking about everything +and anything. You could consider it thinking, but it is really a +conversation that you are having with yourself. Our internal +voice runs so constantly that we mostly don’t notice it. It +has the quality of being like air to the bird or water to the +fish—always present and never noticed. +Our internal voice is always asking and answering ques- +tions, such as: Is this true? Is this false? Is this right? Is this +wrong? Is this good? Is this bad? What’s the problem? What’s +the solution? What’s the answer? What’s the question? Why +should I do this? How should I do this? Do I agree? Do I disagree? +What’s in it for me? What’s in it for him or her or them? +In fact, if you take a moment right now and look at some +of the commentary that you have been having with yourself +about what you’re reading, you’ll hear your internal voice in +action. The way this book occurs to you has a lot to do with the +conversations you are bringing to it. This internal voice—the +voice in your head that we’re inviting you to listen to at this +very moment—is talking to you so constantly that you can’t +turn it off even when you try. + + +WHERE IS THE KEY TO PERFORMANCE? +45 +In particular, think about your performance challenge, and +notice what your internal voice has to say. For most people, +it’s something like Maybe I’m not trying hard enough? Or I’m +just plain unlucky? Will this book help? Probably not, but it would +be nice if it did. +Most of the time, the inner voice repeats old thoughts. +Only rarely does it say anything new. And yet, it takes up a lot +of our awareness. Notice that your inner voice probably won’t +produce any novel solutions to your performance challenge. +Rackets +As we continue our trek into the unsaid and continue the +analogy of the cave, the interior grows darker. It’s here that we +find a form that most people aren’t trained to spot. It’s called a +racket. +Becoming aware of rackets, and taking responsibility for +them, is one of the most important aspects in elevating per- +formance. +A racket has four elements. First, there is a complaint that +has persisted for some time. A common one in marriages: ‘‘He’s +late again!’’ (Notice that ‘‘he’s late again’’ swirls in the wife’s +internal voice.) Second, there is a pattern of behavior that +goes along with the complaint. The wife may act irritated, aloof, +and withdrawn. (‘‘I’m really mad and disappointed’’ echoes in +her internal voice.) People are generally aware of these first +two elements. +Before moving on to the next two elements you might +notice if your performance challenge has a racket associated +with it. What’s the complaint? Maybe this isn’t working. Or no +one is giving me the help I need. What’s the pattern of behavior +that goes with the complaint? Maybe it’s acting withdrawn, or + + +46 +THE THREE LAWS OF PERFORMANCE +snapping at people. Notice that the complaint and the pattern +of behavior are married. The complaint elicits the pattern of +behavior, again and again. For some people, the pattern of be- +havior is so entrenched that others think that’s who he is. +Continuing with our racket example, the third element is a +payoff for having this complaint continue. The wife gets to be +right, makes her husband wrong, avoids the domination of her +husband (or what occurs to her as her husband’s domination +by being late), and lets her regain her control of the situation. +The fourth element is the cost of this behavior. For every +payoff, there’s a cost. The cost here may be that the wife loses +closeness with her husband, as well as intimacy, expression, +satisfaction, and vitality. The last two pieces—the payoff and +the cost—live in the unsaid and unaware. +What about the racket you identified? What’s the payoff? +Maybe it helps me cope or I avoid the domination of this per- +son/situation or I get to be right. The payoff is what keeps the +racket going, often for years. +What about the cost? Is it self-expression? Joy? A feeling +of being alive? It was the cost of rackets, as we’ll see, that +was largely responsible for the Polus Group being tied up +in knots. +People often ask, ‘‘Why is this called a racket?’’ Think +back to the days of Prohibition in the United States and +you’ll see why. Some restaurants were fronts for illegal bars. +The restaurant masqueraded as something other than what it +really was: a cover for an illicit operation. The restaurant was +a racket. +In our example, at first glance, it appears that the wife is +upset at her husband for being late. In fact, she gets a payoff +that may be worth far more than punctuality: she gets to be +right and feel superior. She also has a card that will allow her + + +WHERE IS THE KEY TO PERFORMANCE? +47 +to be late sometime in the future, as payback. What appears to +be a legitimate complaint is actually a play for power. +As an aside, rackets inside of relationships are always +perfectly paired. The husband here also has a racket of being +late—whereby he gets to make his wife wrong for making him +wrong. After all, ‘‘Why doesn’t she appreciate how hard I’m +working to keep us above water?’’ +The wife (and husband) running their ‘‘late again!’’ rackets +are paying a price, about which they are both unaware. Yet the +price is communicated in many conversations between them. +For those who observe them, it is easily seen: a lack of intimacy, +a constant state of being withdrawn, and ongoing resentment. It is +unsaid and communicated, affecting the quality and experience +of the relationship. +Think about your racket. Can you see how the complaint +might be a disguise for something deeper, such as a way of +controlling a situation, or avoiding the domination of another +person? +Learning the Language +Our promise to you is that reading this book will lead to +an ability to elevate performance. You can now see why. +You’ll have more power over a situation when you can label +something a racket or can identify that what holds you back +has something to do with how a situation occurs to you. It’s +not unlike a physician finding leverage over what holds people +back from good health by correctly labeling an illness. +There’s a reason people join communities when they make +an in-depth study of something, like business or law. The +support of others is important, and part of the study is learning +to use a new language. + + +48 +THE THREE LAWS OF PERFORMANCE +We suggest you make reading this book a group effort. +Find others who are interested in elevating performance, and +go through chapters with them. Discuss together your perfor- +mance challenges and what you’re learning from this book. +Whether you’re reading alone or with others, we encour- +age you to join a community of readers on our web site, +www.threelaws.com. You can post your insights, engage others +in discussion, and contact both of us. Most important, you will +enhance your ability to elevate performance. +Using the Second Law +At the Polus Group, many persistent complaints arose from +what people believed were old agreements. Executives and +family members told Steve’s team about several agreements +they had made: +• The brothers will work out individual differences in pri- +vate. +• The oldest brother will run the company. +• The company will operate in three separate divisions, +each run by a brother. +• Decisions require consent of the family. +The oldest brother would make decisions, and the others +would object—thinking we agreed that decisions require consent +of the family. The oldest brother would then shrug off the +complaint, because of the agreement to work out problems in +private. Their internal voices were filled with chatter about how +the others weren’t living up to what they said they would do. +It’s important to note that many of these old agreements +were never actually agreed to. Executives told Steve’s team + + +WHERE IS THE KEY TO PERFORMANCE? +49 +that the method of making decisions was ambiguous, while +others insisted that these agreements were as real as anything +on paper with signatures. Still, agreed to or not, they formed +the basis of persistent complaints and took up much of the +bandwidth in people’s internal voices. +Although people in the situation are unaware of cost, an +observer trained in the Three Laws can see it. Like a seasoned +cave explorer, someone trained in the Three Laws knows a +racket is at work when people act resigned and detached, not +seeming to enjoy their work or each other’s company, yet +keeping up as good a front as they can. This was the case at the +Polus Group. People looked isolated and resigned yet resolute +that they would keep going on for the founder’s sake. +Likewise, someone trained in the Three Laws can also see +the payoff that people get for running their racket. After the +founder’s incapacitation, each of the brothers, and the board +of directors as a whole, experienced the threat and risk of being +unsure who would run the company and whether it would +survive. Each of them was concerned about who would be in +control and about not losing the control they already had. +By running their rackets, they got to avoid the domination of +each other and the situation itself. Although ineffective, this +behavior occurred as the only option. +Everyone was trying their best, but the old agreements +contradicted one another and tied the brothers and board +of directors into knots. The oldest brother would make a +decision, then the others would reject it. When no one +made decisions, the executives looked to the family, which +looked to the board, which looked back to the family. +Throughout the process, people acted out rackets—fixed ways +of behaving coupled with persistent complaints. Their internal +voices were thick with objections, complaints, and words of + + +50 +THE THREE LAWS OF PERFORMANCE +despair. The net result was that the situation occurred as no +space to create anything new. +Looking from your performance challenge, think about +situations that hold you back, and you may be able to notice +other rackets. Start with your internal voice and listen for +complaints that have persisted for some time. Notice what +you gain from having that complaint continue: probably some- +thing like being right, making others wrong, being justified, +invalidating others, escaping from responsibility, and avoid- +ing a dominating situation. Then begin to see the cost—it’s +usually some combination of love, health, happiness, and self- +expression. +When we see the power of the unsaid, two compelling +insights become clear. The first is that the situation is absurd. +How the situation occurs to us is given by language, yet it occurs +to people to be as real as a wall. You can bump into a wall, +but you can’t bump into the words that people reported were +accurate descriptions of the Polus Group: ‘‘stuck,’’ ‘‘difficult,’’ +‘‘stressful,’’ and ‘‘uncertain.’’ Noticing that people were bound +up in knots of language is, in itself, a freeing insight. We can +untie the knots of language with different language. +The second insight leads to action: clear out the unsaid. +Do this by saying what is unsaid and deal with it. At the Polus +Group, discussing which agreements were real and which were +imagined went a long way toward creating space. Getting the +payoff and costs out into the open helped people discard some +old conversations and make room for new conversations. +No matter how smart or insightful people are, we are all +prone to being hijacked by what is unsaid—especially the +unsaid about which people are unaware. Before moving more +deeply into the Polus Group, we’ll take a moment and examine +how an understanding of the Second Law can dramatically shift + + +WHERE IS THE KEY TO PERFORMANCE? +51 +a relationship between two people. This situation happened at +the Harvard Business School. +The Harvard Business School: The +Negotiation, Organizations, and Markets Unit +A group of six scholars in the Harvard Business School, led +by Michael Jensen, had been researching and teaching new +ideas about how firms, in many cases, actually destroy wealth. +They were, in their own words, a group of rogue scholars. They +were loyal and collegial with one another, having put their +reputations on the line by joining the group. For example, Mal +Salter, a senior professor at the Harvard Business School, was +invited to join the group and did so because he was interested +in mastering a new emerging subject field. +After some years of being the ‘‘renegades,’’ the business +school presented them with the opportunity to become a +formal faculty unit, requiring them to establish a clear mission +statement, a research agenda, and a program for attracting +and developing new faculty. Jensen wanted the group to +be more than a formality—he sought a culture of openness +and respect, aligned around a common vision. He wanted +it to be a genuine team, of the caliber rarely found in aca- +demia. +As Jensen said to us: +We had been stuck in the mud, with complications of a +renegade group that wasn’t part of the organization for years. +Now we were going to be an officially sanctioned group within +the Harvard Business School. We were having a hard time +‘‘coming in from the cold.’’ We weren’t sure we wanted to be +a sanctioned unit. We enjoyed being renegades and throwing +intellectual hand grenades. + + +52 +THE THREE LAWS OF PERFORMANCE +When the group met with Steve in July 1997, they +listed many outcomes that would make their initial two days +together surpass expectations. Most in the group, including a +world-renowned psychologist, didn’t think any of these goals +could be achieved in a mere two days. +In the meeting, Steve asked people to list their persistent +complaints about each other—beginning to probe the unsaid. +Then he invited people to say what these were—and move +them into the realm of the said. This would take some courage +on their parts, opening up and saying what wasn’t being said. +After silence that seemed unending, Salter was the first to +speak. He said that he and Jensen were friends and colleagues, +and that he had immense respect for Jensen’s work. He added, +with a slight smile, that ‘‘Mike is sometimes headstrong and +doesn’t listen.’’ He said it as though he was saying something +that was descriptively true. +Steve pointed out that persistent complaints, by their very +nature, aren’t true descriptions of anything, although they are +real as complaints. Here’s what happened: +Salter: What do you mean my complaints aren’t +true? I love Michael, but he’s headstrong +and doesn’t listen; just ask anyone. +Steve: Mal, that’s a complaint you have about Michael, yes? +Salter: Yes. +Steve: The nature of a complaint is that some- +thing should not be the way that it is. +Salter: Right, Michael should not be as head- +strong as he is, and he should listen. +Steve: That’s your complaint about Michael; it’s not +Michael. It’s actually a judgment about Michael. +Salter: Yes, that’s my judgment about Michael. + + +WHERE IS THE KEY TO PERFORMANCE? +53 +Steve: It’s a real complaint, but it’s not a real description of +facts about Michael. +Salter: Oh . . . [long pause] I don’t know. +Given it was late in the day, Steve added, ‘‘Just think about +it overnight, OK?’’ +The next morning, Salter walked in smiling at some insight +he had developed. ‘‘I thought about our conversation all +night,’’ he said excitedly, ‘‘and you’re right. It’s just a persistent +complaint! I realized there are times Michael has listened, +obviously. And even when he doesn’t, my complaining about +it makes no difference. I get it.’’ +Salter saw something of profound importance for perfor- +mance. When something is lurking in the unsaid, it has the +flavor—the occurrence—of being descriptively true. But it’s +nothing more than language—constructed and changeable. +Further, Salter saw that this bit of language in the unsaid +was blinding him to behavior that contradicted it. In his mind, +the fact was that Jensen was headstrong and didn’t listen and, +as a fact, left him working around the issue. Although Jensen +and he continued to have a good working relationship, Salter +knew it was less optimal than what was possible. As Salter told +us years later, the team’s productivity and learning had slowed +down. What the Second Law reveals is that this slowdown—or +as Jensen put it, a sense of ‘‘being stuck in the mud’’—was a +result of the unsaid at work—in this case, determining the way +Jensen ‘‘was’’ for Salter. Further, Salter’s conversations—with +himself and with others—reinforced that ‘‘Michael is head- +strong and doesn’t listen.’’ How Jensen occurred for Salter +blinded him to behavior inconsistent with this label of the +man. Through the act of moving the persistent complaint from + + +54 +THE THREE LAWS OF PERFORMANCE +the unsaid to the said, where it could be seen and discussed +for what it was, his relationship with Jensen was elevated—or +in Salter’s words, ‘‘created clarity and openness of a new kind, +accelerating the learning process in the team.’’ Once he saw +the complaint for what it was, Salter could build a stronger +relationship with Jensen, in which he could make new requests +to address his original concern. Salter elevated his ability to be +an engaged partner in the relationship. All of this movement +began with the linguistic equivalent of clearing out the closet. +In 2007, we interviewed Salter about what had happened +all those years ago. He said: ‘‘The notion that behavior is a +function of how the situation appears to be to the person . . . +to me, that cuts like a hot knife through butter.’’ He added: +‘‘That’s a big idea.’’ +For years this group had been running away from being a +formal faculty unit within the Harvard Business School. After +this session, they were able, as a group, to make a commitment +to a strategy of creating a new faculty unit. A month later they +met and finished their work. The group was accepted as a unit +within in the Harvard Business School, and over the years it +has grown into one of the school’s largest units. +Seeing this law at work has a dramatic impact on perfor- +mance, as it begins to loosen the grip of absolute cer- +tainty that makes workplace conflict so entrenched. Once +the people at Lonmin saw that their conclusions about other +groups—management about the unions, each union about +other unions, and so on—were lurking in the unsaid, allow- +ing no space for listening, they were suddenly more able to +listen. Even in cases in which people are already working +effectively with others—like that of Professor Salter at the +Harvard Business School—there is the possibility of acceler- +ating and elevating their performance level by clearing out the + + +WHERE IS THE KEY TO PERFORMANCE? +55 +unsaid. When people see the Second Law in action, they are +often able to let go of their righteousness and take a big step +toward collaboration. They can sort out the unsaid together, in +public—discarding the bits that hold people back, and thereby +opening up space. As we’ll see in the next chapter, people can +then fill the new space with a new vision that does what was +impossible while people were stuck. +‘‘I found this to be nothing short of incredible,’’ Jensen +told us. ‘‘With all the debris left on the road, we probably +would have failed in the long run if we had not had this +intervention.’’ +You may notice your persistent complaints about situations +and other people. Consider that they don’t reside in reality, but +in the unsaid of language, where they take on the occurrence +of reality. (Remember the reality illusion.) Notice that as long +as you take these persistent complaints to be true, you are ‘‘at +the effect of them’’—that is, your actions will be defensive, +consistent with the way the situation occurs to you. By seeing +that these gripes are the result of language at work, they +become something you can impact—and we’ll see a lot more +about how to do this in the next chapter. Again, notice all four +elements of a racket: the complaint, the pattern of behavior, +the payoff, and the cost. For now, see the gears of the said +and unsaid—language at work. More than a few people have +reported that this insight starts a cascade of other insights that +alters performance. +We now return to the Polus Group, where their journey to +find and use the key to performance was about to begin. Like +the Harvard Business School, they had issues in the unsaid that +needed to be examined; but with so many people involved, +the tangle of language and the solutions required were more +complex. + + +56 +THE THREE LAWS OF PERFORMANCE +As we move through this section, you might reflect on how +this situation is like yours. What insights can you derive +from this example that apply to your performance challenge? +Polus Group’s Stage 0 +The situation at the Polus Group was built on top of a web +of personal dynamics, each strand of which was as powerful +as what happened at the Harvard Business School. The risky +program that Homma, the HR executive, described over dinner +with Steve became known as ‘‘Stage 0,’’ as it needed to +happen before ‘‘Stage 1’’ that would involve all the senior +managers. +Stage 0 began in the fall of 2001 with the four family +members and seven other members of the board of directors. +Beginning with a series of in-depth individual interviews with +each of the participants, the entire group then went through +a three-day process based on the Three Laws of Performance. +The process allowed each person, and the group as a whole, +to look into their individual and collective blind spots (the +unsaid and unaware) in such a way that issues moved from +the background to the foreground. The result, Steve promised, +was that people would get unstuck and performance would +make a major jump forward—even in areas where people felt +resigned. +It’s never easy in the early stages of this process for people +to look into the dark and hidden aspects of the unsaid and +articulate what is depriving them of space. It takes courage on +the part of the participants and intentionality on the part +of the facilitator. +Much of the first day was spent looking into the complaints +people had. The most significant collective issue was people’s + + +WHERE IS THE KEY TO PERFORMANCE? +57 +regret over the loss of their leader. The theme of what people +said was if only he were here, we would know where to go next. +At the end of the first day no one was sure that anything +significant would be accomplished. After all, they said, ‘‘These +issues had been going on for years.’’ +As often happens in this kind of process when people +sleep on it overnight, things looked different the next day, as +insights began to form that allowed people to articulate the +unsaid. Others began to see that their view of the company +and each other was colored by the loss of the founder and how +they interpreted that situation. They began to see that they +had taken as a given that the glory days of the company were +over and they would never again be in a position of leading +the industry. Because this was the way that it was and the way +that it would be, all that was left to them would be learning +to live with this new reality. Somehow, they would have to +muddle through by doing the best they could in these ‘‘hard +times.’’ Until Stage 0, all of this was unsaid. +A critical point of this chapter is this: giving voice to +the unsaid creates space. If the process went no further, this +newfound room would allow people to choose a new direction +for the company. Chapter Three shows how to take advantage +of this new space to create something dramatically new. +Steve used several methods to explore the unsaid. In +particular, he showed the structure of a racket and invited +them to map this structure onto their situation. +As people said what their rackets were, the dynamic in the +company shifted. The payoff of a racket works only because +it operates below awareness. Disclosing a racket has the same +effect you would get from hanging a sign that says ‘‘Alcohol +Served Here’’ on the front of the Prohibition-era bar posing as +a restaurant. The gig is up. The fac¸ade no longer works. + + +58 +THE THREE LAWS OF PERFORMANCE +Example of a Group Racket +Racket: they aren’t leading the way the old presi- +dent did. +Fixed way of behaving: resigned, sad, isolated, and +detached. +Payoffs: +Organizational Costs: +Making ‘‘us’’ right, making ‘‘them’’ +wrong +Power +Self-justification of our group’s +avoiding the domination of +‘‘them’’ +Effectiveness +Productivity +Business viability +Morale +People noticed that, with this group racket in place, the +future of the Polus Group was already written. +Turning to your performance challenge, what would hap- +pen if you disclosed your racket to those it affects? The racket +would lose its impact, just as happened in the Polus Group, +and you would then need to address the underlying issues. +Most rackets begin with a complaint over which the person +feels no sense of power. You might check to see if this was the +case for you. If so, disclosing the racket will bring you back to +that complaint and allow you to deal with it in a way that will +give you a sense of power. We’ll get to that part of the process +in the next chapter. +Another of the methods that Steve and his team used +to probe the unsaid was to have the family members and +executives write a letter to the founder that expressed how his +incapacitation impacted them. Steve asked them to include +in their letter anything they needed to say, anything they + + +WHERE IS THE KEY TO PERFORMANCE? +59 +needed to forgive or be forgiven for, anything they needed to +take responsibility for, or anything they needed to give up. In +doing so, people used language to probe their blind spots and +move issues into actual discussion where the impact could be +dissipated. +As people wrote their letters, some cried, others looked +thoughtful, some smiled with the memories of his vision, +hard work, and gentle style. When everyone had finished +writing, people read their letters to the group. Part of Homma’s +letter says: +It has been three years since you [the president] got sick and +were taken away from the management of our company. While +we’ve been trying to develop our power as a group, there were +many times things didn’t work as well as they could. +I realize that in the background there’s been grief and +blame amongst ourselves and even with you, and now that I +see this, I’m giving it up. I know that if you were here and able +to tell me, you would want me to do that. +I take these insights as an opportunity for our management +to come together and create a new vision. We have many +powerful managers here, and it’s a shame we haven’t stepped +forward as you would want us to. I’m certain that we have +greater power than what we have expressed so far and now that +we have gotten ourselves out of our way. I commit to you and +myself that I will be a front-runner for a new future. +Some letters expressed gratitude to Nakauchi, thanking +him for the career opportunities they’d had. Others said they +loved him and acknowledged that they had been hoping +for his return. People recalled the framed calligraphy in the +conference room, his respect among Japanese business and +government leaders, his beginnings from selling bananas after +World War II. + + +60 +THE THREE LAWS OF PERFORMANCE +As people articulated what hadn’t been said before, issues +came forward that, until then, had been invisible. Participants +began to test the idea that, while the facts of the founder’s +incapacitation were indisputable, the impact of that loss and +what it meant to each of them arose in language. So although +they couldn’t do anything about the founder’s health condition +(the facts), they might be able to alter how the situation +occurred to them. The writing of the letters went a long way +toward probing the unsaid, giving them room to articulate +something new. +Keitaro, the oldest son, had two insights as people read their +letters. First, he realized that what he thought was showing +respect to his father was actually holding people back. When +we interviewed Keitaro later about the program, he said, ‘‘I +thought I was showing responsibility to my brothers by insisting +we follow my father’s strategies. But I see now that I was +actually depriving them of the opportunity to be leaders.’’ +Again, articulating the unsaid creates the room to say some- +thing new. +Second, Keitaro said that he never saw himself as an exec- +utive. ‘‘I was not a leader who could lead and coordinate +people. I was primarily a keeper of my father’s legacy.’’ +After these bits of the unsaid were articulated, people were +able to have conversations they couldn’t have before. Keitaro +announced that he was now stepping up as a leader and ‘‘a +coordinator of people.’’ He added, ‘‘I now am ready and want +my brothers to be leaders with me.’’ Akio quietly asserted +that ‘‘I’m going to involve the community in new ways as +my father would have done.’’ Homma stood up, surveying the +entire group, and proclaimed, ‘‘I can’t figure out our future by +myself—but I am going to put together the people and process + + +WHERE IS THE KEY TO PERFORMANCE? +61 +for living up to, and going beyond, what our founder would +have wanted.’’ +From the perspective of the Second Law, how the situation +occurred to the family and executives altered. It went from +If only he were here . . . we would know where to go next to We +can go beyond what our founder intended. This alteration in how +the Polus Group occurred elicited new, elevated performance. +People were no longer stuck. +Notice that these actions had a dual effect. Not only did +they bring the unsaid into the said, and thus create space, +but they also made the future less certain. It was as though, +each step of the way, white paint was beginning to cover over +an old painting. Soon there would be enough blank canvas on +which to write a new future. +Rewriting the future begins with shifting how a person +occurs to himself. Think of Laolong in Chapter One, the three +brothers and all the executives at the Polus Group, and the +professors at the Harvard Business School. As people move +issues from the unsaid to the said, they occur to themselves +to be more able, more powerful, more connected to each +other. They move from being resigned (part of a racket) to +inspired. Their business cultures, operations, and profits jump. +Projects that once seemed impossible are now within reach. +This is the essence of transformation: shifting the context +and substance of people’s lives and businesses, transforming +everything, including oneself. +When we visited the Polus Group again in 2007, Keitaro +had found himself as a strategist and CEO. He said that ‘‘while +there are new problems and challenges, the issues of the past +have disappeared.’’ +Akio told us, ‘‘The biggest thing that came out of the +program is that we were able to talk. I am listened to. The board + + +62 +THE THREE LAWS OF PERFORMANCE +and managers not only require my opinion, they actually want +it.’’ He spoke with confidence, offering ideas and making +declarations about the company strategy. +In 2007, Nakauchi’s widow (the mother of the three boys), +who had sold bananas in the streets of Tokyo all those years +ago, said, ‘‘It was dark after my husband’s fall, but things +have really lightened up a lot. The boys became leaders, the +company has grown, and the family is closer together. I am +happy.’’ +Currently with more than two thousand employees, the +company is on a growth spurt, with revenues of 110 billion yen +(close to $1 billion). Of equal importance to employees, the +Polus Group continues to receive more than its share of awards +for design, environmental responsibility, and community rela- +tionships. +Where Performance Lives +The Polus Group and the Harvard Business School examples +reveal that people often look for performance gains in the +wrong place: in trying to force conversations before mak- +ing space for them. We’ve seen that the way to make space +is to leverage the fact that how situations occur arises in +language—and in fact, the key to performance lies in lan- +guage. In particular, dampeners to performance live in the +unsaid, especially in the unsaid and communicated but without +awareness. +There are specific actions leaders can take to tap into the +power of the Second Law of Performance: +• Become aware of your persistent complaints, about people +and situations. Notice that these cycle through your inter- +nal voice. + + +WHERE IS THE KEY TO PERFORMANCE? +63 +• Notice that these complaints are interpretations of facts, +not facts themselves. +• See all four elements of rackets: the persistent com- +plaint, the set way of behaving, the payoff, and the +cost. See your rackets at work. We all have them. +• Probe into the situation by writing down everything you +need to say to others, including anything you need to +say, anything you need to forgive or be forgiven for, any- +thing you need to take responsibility for, or anything you +need to give up (including the complaint itself). +• Communicate what you discover to others in your +work and life. Many people find that this action +has a dramatic impact on performance. +In the next chapter, we’ll explore what to do once you +have created space: how to invent a new future that trans- +forms how situations occur for people, leading to breakthrough +performance. + + + diff --git a/library/The Three Laws of Performance/Chapter-03-Rewriting-a-Future-Thats-Already-Written/Chapter-03-source-text.md b/library/The Three Laws of Performance/Chapter-03-Rewriting-a-Future-Thats-Already-Written/Chapter-03-source-text.md new file mode 100644 index 0000000..013d90f --- /dev/null +++ b/library/The Three Laws of Performance/Chapter-03-Rewriting-a-Future-Thats-Already-Written/Chapter-03-source-text.md @@ -0,0 +1,840 @@ +# The Three Laws of Performance — Chapter-03: Rewriting a Future That's Already Written +- **Source**: /library/The Three Laws of Performance/source-file.pdf +- **PDF pages**: 104–129 +- **Pages without text**: 129 + +--- + + +3 +Rewriting a Future That’s +Already Written +In May 1997, Malcolm Burns, a wiry, intense but soft-spoken +Australian, walked to the front of a room filled with a hundred +executives, managers, and union leaders, and said something +so loud and surprising that many wondered what had happened +to the managing director of their company, BHP New Zealand +Steel. +Most of the people in the room knew Burns only through +his reputation. When he first arrived at the company, the local +newspaper had tagged him ‘‘Slash and Burns’’ because of his +reputation for cutting costs and workforce size. Many of the +managers and employees had believed he would close the plant. +The plant had seemed preordained to fail, and closing +it seemed to be the obvious thing to do. The plant, too +small to benefit from large economies of scale, produces rel- +atively expensive steel. Unlike most companies that make +money by selling steel ‘‘in country,’’ BHP New Zealand exports +two-thirds of its product, subjecting it to international market +fluctuations. Between 1989 and 2004, the international price +of steel declined to record-low levels. +65 + + +66 +THE THREE LAWS OF PERFORMANCE +As Ian Sampson, the head of human resources for the +plant, told us: +When you think about it, we were expecting the impossible +from the employees. Headcount was going down, change was +everywhere, and the business was built on shaky technical +assumptions. It was widely known that we might close down +entirely. And yet we needed people to become proactive, posi- +tive, energetic, and to dramatically change their relationships +with each other. +In the meeting, Burns started: +I think we’ve done a lot of good planning and efficiency work, +but it won’t get us to success. I’ve been sitting here, thinking +about what will. It gives me a problem. I now know we need a +future that excites us, and I’m not the kind of guy that can do +that. I’m an operator. I love making things work, but I’m not a +visionary. I can’t come up with that future. +I’m going to put together a process that’ll allow everyone +to collaborate on creating the future that we need. I do know +this—I’ll know it when I hear it. +His tone was fiery and passionate as he declared: +Once we have it, if you work with me to make it real, you’ll +be my partner. If you don’t, I’ll fight you like an alley cat. In +fact, I’ll fight like an alley cat with anyone at headquarters +who doubts our future, with any politicians whose actions +and policies are damaging to our future, with customers and +suppliers who are not supporting us for the future, and anyone +else in the community whose words or deeds are likely to create +problems for our future. + + +REWRITING A FUTURE THAT’S ALREADY WRITTEN +67 +As the audience’s reaction went from shocked to excited, +many rising to their feet and applauding, he stood and shouted, +‘‘And if you don’t think I am living up to these commitments, +tell me!’’ +Their quiet, technical manager had become an outspoken, +articulate, and even charismatic leader. For the next year, he +did ‘‘fight like an alley cat’’ with those who opposed the future +that was created, and he partnered with those who supported +the future. Burns had rewritten his own future; now he sought +to rewrite the future of the company. +Two years later, the work was done. At 6:00 am on a +Saturday morning, six hundred employees gathered to say +good-bye to the man who had not only kept the plant open but +also allowed it to flourish. Safety performance had improved by +50 percent, key benchmark costs had fallen by 15 to 20 percent, +return on capital had increased by 50 percent, and raw steel +produced per employee had risen by 20 percent. All this had +happened while the workforce was reduced by 25 percent in a +positive, constructive, and cooperative manner. The company +kept up the momentum, and today is branded as the world’s +only boutique steel producer. +During the farewell ceremony, after a prayer from the +plant chaplain and blessings from the local Maori tribes, Burns +presented the whole workforce with a steel wall sculpture made +from product in the plant, in the shape of an alley cat. It is now +hung with pride in a place in the conference room where all +can see it and be reminded of its significance as they continue +the company’s transformation. +What produced this turnaround? Was it some charismatic +quality that Burns developed? Was it the relationships that he +forged? Was it process improvements that were implemented? + + +68 +THE THREE LAWS OF PERFORMANCE +Throughout history, a few exceptional people have pro- +duced results that left others scratching their heads about what +had happened. In most cases, their followers aren’t able to do +what they had done, which makes their efforts occur as all the +more unusual. +We spent years studying people like Burns and situations +like New Zealand Steel, where the results continued after the +leader moves on. The purpose of this chapter is to make what +he did available to a wide group of people. +What we learned is that dramatic gains in performance +always stem from a shift in how the situations occur to people, +as captured by the Third Law. +The Third Law of Performance +Future-based language transforms how situations occur to +people. +The Third Law rests on a fundamental distinction: +there are two different ways to use language. The first is +descriptive—using language to depict or represent things as +they are or have been. The test of good descriptive language +is whether it accurately articulates the world as it is, whether +people see the world rightly. Descriptive language is often +used to look back, spot trends, and predict what will happen. +Descriptive language is useful and important—try getting +around New York City without a map, or ordering dinner +without a menu. How would you feel if your surgeon couldn’t +describe the procedure about to be performed on you, or if your +stockbroker couldn’t describe your portfolio? +Descriptive language has its limits—you can’t create +something new by merely describing what was and is. Using + + +REWRITING A FUTURE THAT’S ALREADY WRITTEN +69 +descriptive language to talk about the future is limited to +prediction based on past cycles and current realities. +The Barbados Group was intrigued when a result surpassed +what seemed possible. In all of the situations that we studied, +the way people talked and communicated was not descriptive. +There was little or no prediction. People crafted new futures +that were not likely to happen, but that they committed to +anyway. People were talking in a way that we call future- +based. +Future-based language, also called generative language, has +the power to create new futures, to craft vision, and to elim- +inate the blinders that are preventing people from seeing +possibilities. It doesn’t describe how a situation occurs; it +transforms how it occurs. It does this by rewriting the future. +The Power of the Future +We can now go more deeply into the future—where it comes +from, what sustains it, and how generative language can +rewrite it. +You can see the power of the future in the question, Does +money make you happy? Most people say no, but the answer +is more complicated. Take two families. One made $200,000 +last year; the second, $50,000. Next year, both expect to earn +$100,000. The first will be unhappy, and the second, happy. +Why? Because it’s not the actual money you have today that +makes you happy or unhappy; it’s the money you expect you’ll +have, believe you’ll have, hope you’ll have, or fear you’ll have +that shapes your experience of money right now. The first +family will cut back, maybe sell their home. The second will +buy a bigger house, take a vacation, and get a new car. +A universal principle becomes clear in this example: peo- +ple live into the future they see coming at them, not the + + +70 +THE THREE LAWS OF PERFORMANCE +actual future they’ll get to someday. Unless people have done +something radical to alter their course, the future they are +living into is their default future. By default future we don’t +mean the inevitable future—such as aging and eventually +dying—but rather what is going to happen in our experience, +whether we give it much thought or not. +Our default future consists of our expectations, fears, hopes, +and predictions, all of which are ultimately based on our +experience in the past. Incidents from the past live on as +prediction, giving us our default future. +When we interviewed employees at New Zealand Steel +about their default futures, as individuals and as groups, the +picture was consistent: the plant would close, the economic +effects would devastate the tiny community, some people +would go on welfare and never work again, other people would +move and never return. The people at New Zealand Steel lived +into the default future by fighting Malcolm Burns, threatening +walkouts, and strengthening the unions. +At the Polus Group in Japan, the default future was that +the company would never again be the vibrant, driving force +it had been. The sons would do their best, but without their +father to lead them, the company would lose its momentum, +slowly declining in prominence and profitability. Some smaller +form of the company would survive, but its best days were +behind it. The people of the Polus Group lived into this +default future by squabbling and putting in less than their best +effort. +At Lonmin, the case in Chapter One, the default future +was one of conflict, with the unions fighting each other +and management. Deaths from AIDS, homicide, and mine +accidents were unpreventable and inflicted an unrelenting +grief on the community. The people of Lonmin dealt with + + +REWRITING A FUTURE THAT’S ALREADY WRITTEN +71 +this default (and almost certain) future by fighting for a bigger +share of the resources and going on strike. +Again and again, the default future is a projection of what +happened in the past, all told through descriptive language. +Without generative language, people attempt to fight the +future, paradoxically making it even more likely. Remember: +whatever we resist, persists. +Notice that the default future has a lot to do with how +situations occur in the present. Unless we do something— +something other than fighting the future we see coming—it +becomes the default setting. It will happen, no matter how +much we don’t like it or try to resist it. +The Power of Future-Based Language +Future-based language projects a new future that replaces what +people see coming. It doesn’t modify the default future; it +replaces it. The future goes from the default to what our editor +Warren Bennis calls an invented future. +Future-based language is responsible for historical moments +becoming turning points. Benjamin Franklin is credited with +having invented the word American and, in so doing, trans- +forming thirteen warring colonies into a nation. His words +displaced what most political analysts of the day predicted +was inevitable—that the colonies would never speak with one +voice. When Martin Luther King Jr. said, ‘‘I have a dream,’’ he +created that dream in others—and displaced the default future +of racial segregation. +After the works of Franklin and King, people who lis- +tened to what they said saw a new future, one that had not +been included in the default future. Ultimately, as the words +of Franklin and later of King took root in the American + + +72 +THE THREE LAWS OF PERFORMANCE +consciousness, people found themselves drawn into a new +future and acting to bring it about. The future they lived into +had transformed, as did their actions. +When fifty-two men wrote and signed the Declaration of +Independence, the future of a nation was created. The writers +of that document didn’t describe a new future. They declared +the future of a new nation, one that was a break with the past +and the beginning of a unique social experiment. (To make this +point through an absurdity: imagine the impact the Founding +Fathers would have produced if they had titled their document +the Description of Independence.) Today, Americans are the +future these fifty-two men created over two hundred years ago. +In World War II, the way the conflict occurred to the +British was transformed by Churchill’s speeches. Across the +Atlantic, Americans’ perceptions of the war were reshaped by +Roosevelt’s famous fireside chats. It wasn’t because Churchill +and Roosevelt fed people a positive spin on what was hap- +pening. In fact, people saw the difficult truth of the situation, +but at the same time the leaders invented a future in which +victory was unfolding in the midst of hardships. Churchill +and Roosevelt were not trying to temporarily energize the +citizens and soldiers of their countries. They were generating, +in their speaking, a future worth living into, even when the +situations and circumstances seemed gloomy and treacherous. +Future-based language is generative in its ability to invent +what didn’t previously exist. +Churchill and Roosevelt’s passion and determination went +far beyond motivational speaking. A motivational speech +pumps up a crowd for an hour, then dissipates as life gets +back to normal. Motivation makes people feel good about +themselves, maybe even inspired. But those feelings don’t +replace the default future that they’re living into. + + +REWRITING A FUTURE THAT’S ALREADY WRITTEN +73 +The act of creating a new future displaces whatever default +future was already there. It has staying power. +Let’s turn to your performance challenge. Think back on +how the situation occurs to you. Notice that, even without +trying, you think of past events. Your inner voice describes +them and, based on what happened, predicts whether they will +happen again or not. +Consider the future in more detail, for yourself, your rela- +tionships, your family, and your company. What will happen +if things continue on as they have been? Are you resisting or +fighting to make something happen or not happen? +Does your default future have any space in it to create +something new, or is it all filled up? +What if, right now, you could substitute that future with +another? Not one based on what’s happened before, but some- +thing new? What if the future you see coming were to alter in +its substance, going from default to invented? +Also, notice the connection between your future and how +situations occur to you. See that if you rewrote your future, +you would live into it now. Rewriting your future alters how +situations occur in the present. +Imagine being one of those people who could create a +future that you and others would live into, for years or decades. +Doing so requires that we fully create a blank space and then +make declarations into that space. +The Condition Required for +Future-Based Language +You can’t paint a picture on top of a picture on a canvas. You +can’t write a sentence on a page that is filled up with writing. +You can’t create a future when there is already one coming at + + +74 +THE THREE LAWS OF PERFORMANCE +you. Before anything is to be created, there has to be a space of +nothingness. The canvas must be empty; the page, blank; and +the future that you were living into, somehow emptied out. +But how do you empty out the future that you are currently +living into? +There are three dimensions to this process of ‘‘blanking +the canvas,’’ and people often move back and forth among +them until they feel they have the room to invent some- +thing new. +The first dimension is seeing that what binds and constrains +us isn’t the facts, it’s language—and in particular, descriptive +language. We saw this part of the process in Chapter Two, +as the family and executives at the Polus Group delved into +the unsaid to get to issues about which they were unaware. +As we saw, issues that lurk in the unsaid occur as facts. +When we become aware of these issues and are able to address +and articulate them, what had occurred to us as facts shifts to +being interpretations. We’re able to ask, Which interpretations +give us the most power? Or the most freedom? Or the most +self-expression? +The knots begin to release when we see that we are bound +not by the facts of life but by knots of language. At the +Polus Group, people couldn’t change the facts of the founder’s +incapacitation, but they had something to say about their +reaction to it. What seemed a certain future is now seen as +only a possible future, and in that moment other possibilities +start to arise. +The second dimension is articulating the default future and +asking, ‘‘Do we really want this as our future?’’ In Chapter +One, Brad Mills led the community (and himself) to see that +unless something radical happened, the community would +continue to be plagued by AIDS, homicide, mine accidents, + + +REWRITING A FUTURE THAT’S ALREADY WRITTEN +75 +and poverty—no matter how they tried to fight against it. At +the Polus Group, people saw that the company would fade into +obscurity. In both cases, people’s default future shifted from +cloudy to clear. As it did, people’s reactions were unanimous: +we don’t want that! +At both Lonmin and the Polus Group, people had a vague +sense that events were headed in the wrong direction. Once +they stopped, took a breath, and probed to find out what +default future they were living into, they could make a choice +to construct a new future. Until people can articulate the +default future—the future that’s driving their lives—they +can’t make a choice to go in a different direction. +Earlier in this chapter, we suggested you take a moment +and ask what your default future is, especially related to your +performance challenge. Like executives at Lonmin and the +Polus Group, you might now ask yourself, is this future what I +really want? If it is, commit to that future and bring it about. +If not, keep reading—the next section shows how to create +something new. Until you can articulate the future and see +that it isn’t inevitable and necessary but is a construction of +language, it’s impossible to make a choice. Instead, we feel +constrained and attempt to fight our way out. +Once people have moved through both parts of the +process—seeing that the default future arises in language and +that, unless something remarkable happens, it’s where they’re +headed—they have the room to create something new. +Have you ever put your fingers into Chinese handcuffs, the +kind that children play with? You put your fingers into the cuff +and then try to pull out and all that happens is that they tighten. +The harder you pull, the tighter the trap. Paradoxically, the +way out of these handcuffs is to push deeper into the trap. +Then the trap releases. + + +76 +THE THREE LAWS OF PERFORMANCE +Likewise, the more that you can say the truth about the +future you’re living into, the more you are released from +the negative constricted bindings in your life and business— +and the more room you have to create something new. +The third dimension to creating a blank space is the most +powerful: completing issues from the past. It is the subject of the +next section. +Completion: Generative Language That +Creates Space +In the 1990s, consultants ran leadership sessions in Peru’s +Tintaya Cooper Mine, fourteen thousand feet up in the Andes. +Originally opened as a government mine in 1985, it was +bought by Magma Copper Company during the privatization +movement in 1994. Prior to the purchase, it had been able +to negotiate only one-year labor agreements with each of its +two labor unions. The result was a constant state of argument, +divisiveness, and contention. At times workers weren’t paid, +and they resorted to desperate means. On one occasion the +union kidnapped a senior executive as ransom for their wages, +and in the process of ‘‘negotiating’’ made him walk on his knees +to a church in the center of the town to beg for forgiveness. The +government responded to this and other incidents by sending +in troops, and in the unrest that followed, several people were +killed and others hurt. One man who was merely a bystander +was shot in the face and permanently disfigured. +As his wounds turned to scars, this man made a series of +decisions to deal with the wrongness of what had happened. +First, he decided that what happened to him was not only +tragically unfair, but part of an unfair system. Second, he +would never again allow such a thing to happen. Third, to + + +REWRITING A FUTURE THAT’S ALREADY WRITTEN +77 +make sure he would never be harmed again, he would hold a +constant vigil against anyone in authority. +Although he made these decisions about what happened +in the past, they were actually decisions about the future. He +couldn’t listen to the idea that the future could be different +from the past. His default future was cluttered with the results +of decisions he made, occurring to him as fixed, closed, and +determined. +Notice that the result was a racket—his complaint was +that people treated him unfairly, and the consistent pattern of +behavior was keeping vigil. There was a clear, two-part payoff: +avoiding the domination of a situation, and being right. There +was also a cost: vitality, self-expression, freedom, and joy. +Dealing with a racket requires the work we discussed in +Chapter Two. We must become aware of all four parts: the +complaint, the pattern of behavior, the payoff, and the cost. +In most cases, it also requires completing an incident that +happened in the past but now lives in the default future. +To complete means moving an incident from the default +future to the past. This process goes far beyond ‘‘getting closure’’ +or ‘‘starting the healing process.’’ If you complete an incident, +it no longer lives in your future. You remember it, and it +can inform you, but it does not drive your actions. It also +doesn’t color how situations occur to you. You are free of it, +permanently. +Think about your performance challenge. Is there anyone +involved in the situation with which you feel distance? Per- +haps any sense that something is off? From our experience, +when people look, they know. What you’re seeing are incom- +pletions—something that lives in your future, some baggage +from the past. One dictionary definition of incomplete is ‘‘lack- +ing a part or parts, not whole.’’ Another definition is ‘‘not + + +78 +THE THREE LAWS OF PERFORMANCE +concluded.’’ The issue that is not concluded may be about your +present company, a past company, even about another person +or group of people. An incompletion lives in the occurring, +not in the facts. Generally it lives in the unsaid and commu- +nicated. +As you continue to look for incompletions, look to see if +anything triggers a sense of something missing, of distance, +or of something that is not concluded. Some places you can +look are resentments, regrets, integrity issues (such as broken +agreements), lack of acknowledgment for your or another’s +contribution, or participating in gossip (which diminishes the +person who was the target of the gossip). +You may become aware of an incident that you’re con- +scious of but have been withholding. You may also sense that +something is just off, but you can’t put your finger on what it +is. Either way, you can use future-based language to complete +the incident. +There is no recipe for completion, but there is a basic +movement of the conversation: +1. Start a conversation with the person with whom you +need to complete the issue. Create a frame in which +completing the issue is of benefit to the relationship. +2. Address what happened—what you decided, what you did or +didn’t do, that’s between you and the other person. Because +you’ve harbored it, you have to take responsibility for +the diminishment of the relationship. It may even be +to such an extent that you ask to be forgiven. Notice +the use of language that is much more potent than +descriptive: ‘‘I acknowledge taking responsibility for it.’’ +The very act of saying this is an action: acknowledgment +is created in the moment you utter these words. + + +REWRITING A FUTURE THAT’S ALREADY WRITTEN +79 +3. Take whatever action is necessary, such as apologizing or giv- +ing up the racket. When we give something up, forgive, are +forgiven, a new space opens up. Again, this part of the +conversation requires generative language, such as ‘‘I’m +giving up the grudge I’ve been harboring for years.’’ +Creating a new future requires a constant commitment to +being complete with everyone involved. Doing so creates and +sustains a blank space into which the new future can be created. +One question that comes up is, ‘‘What if I can’t contact +the person with whom I am incomplete?’’ In some cases, the +person may have died. In the case of the man from Tintaya, +he didn’t know the soldier who had shot him. He completed +the incident with mine president Lee Browne, who had no +involvement with what happened but, in the mind of the man, +represented the authority that had hurt him. Remembering +that incompletions live in the occurring, you can find someone +to stand in for the person. You might write down what you +would say to the person if he or she were still alive, then read +it as though the other person were there. If you do this, you +will be surprised by how real it seems to be. Even though the +person is dead, they continue to live in your experience. +As you examine your performance challenge, look to see +what incompletions you have. Also look to see how you can +start a conversation with the people in your business and +life to complete the issue. Additionally, ask yourself if there’s +anything that can be done to demonstrate your commitment +to completion. +Once Browne and the other executives learned how the +man’s face had been disfigured, they arranged and paid for +reconstructive surgery. He was transformed from a cynical, +hard-nosed person to a fully committed union leader. Because + + +80 +THE THREE LAWS OF PERFORMANCE +of his efforts, and those of many others, the entire company +was altered. In the words of John Hetrick, the former head of +Human Resources for Tintaya, ‘‘By applying the Three Laws +of Performance, we not only transformed the company into a +high-performance organization, we became the model for the +rest of South America that fundamentally altered the industry +for years to come.’’ +You might also bookmark this page and reread the first +story from Chapter One, about Antoinette Grib and Selinah +Makgale. You’ll see that what actually happened was that Mak- +gale completed her resentment toward white, powerful women. +Grib wasn’t involved in the original incident, but she could +stand in for the people who were. No matter what the issue +is, how long it’s lasted, or even whether the person involved +is alive or dead, you can find a way to complete it. As you do, +you’re freeing up space in the future. In South Africa, people +completed (for themselves) racism, homicide, exploitation, +even apartheid. +It’s worth pausing for a moment and considering our world +with people all committed to getting and staying complete with +one another. How would the world be different? +A step in bringing this vision about is to use discussion +groups, or the online community at www.threelaws.com, to +complete any issues you have. You can download a helpful +guide on how to do this in groups from our web site. +Once the man from the Andes had completed the incident, +he saw the managers in a new light; that is, they occurred to +him in a new way. He could see that they were not the ones +that had hurt him. For the first time, he could create a new +future—for himself, for his relationship to the company, and +for his relationship to the people he worked with. + + +REWRITING A FUTURE THAT’S ALREADY WRITTEN +81 +Once the issue has been moved into the past, you will feel +a draw to create something new and alive. Another form of +future-based language is declaration, which is the subject of the +next section. +Declaration: The Kind of Language That +Creates a Future +All generative language relies on speech acts—an action taken +through language.5 The most fundamental of speech acts is +a declaration, which brings a possible future into existence. +A declared future is not a dream or a hope, but a future to +which you commit yourself. +When you invest your money, it’s money that is committed +and at risk. When you invest yourself in a new possible future +for yourself, your life, your relationship, or your company, you +put yourself at risk. Why would you do that? Because creating +a new future makes you the author of your life in a way few +people have ever imagined. +Investing in yourself, putting yourself at risk, is essential +in rewriting the future. We do this by committing, which is +another speech act. We put everything we have at stake for the +new future. When the fifty-two men created the Declaration +of Independence, the document became serious business when +they wrote at the end: ‘‘we mutually pledge to each other, our +Lives, our Fortunes, and our sacred Honor.’’ +Then they signed their names, literally committing their +lives. In that moment, a war with England began. +This brings us to how inventing a future actually works. +Just as a default future isn’t certain, a created future isn’t a +done deal, either. What we invent is a possibility, to which we + + +82 +THE THREE LAWS OF PERFORMANCE +commit our entire being. The Declaration of Independence +created the possibility of freedom, and people lived into that +new future and pulled it toward them by picking up muskets +and fighting. After the war was won, the invented future shifted +from possibility to reality with the creation of the Constitution +of the United States. +We can see all of these pieces, including commitment, +come together as the Polus Group continued after the death of +its founder. +Life After Stage 0: Creating a New Future +After the initial program, the family and executives of the +Polus Group had the space to create a new future that would +replace the default future of no leadership because the founder +isn’t coming back. They put together a team of sixty people, +including themselves and senior managers from the three major +divisions of the company. +The work began a few months later, in January 2002, and +took six months to complete. The goal of the process was to +develop a future in which every person had an authentic voice +in the process. Unlike the way that most vision statements are +constructed, there were no formulaic templates or consultants +hard-driving a process. This future emerged from the group +working for two full days a month for six months, often a +roller-coaster ride of chaotic creative conversation and often +agonizingly long alignment conversation. +The process in the room involved people making propos- +als, which were written and projected through a computer- +generated screen. The facilitator would then check if anyone +was not aligned with the proposal. Hands would go up, and one +of the people was then chosen at random. Whoever was called + + +REWRITING A FUTURE THAT’S ALREADY WRITTEN +83 +on then had to come forward with a counterproposal. The two +would interact until they aligned. The two would then ask if +anyone else wasn’t aligned. This process would continue until +no hands went up. +This interactive and lengthy process continued until the +group had produced not only a new future, but also a new +business model that would deliver that future, and strategic +outcomes in the year 2012 that would be the realization of that +future. The outcomes included tangible measures of the future +state to be realized. +Here is the future they designed in January 2002 (translated +from the Japanese): +Powerful Future for Polus Group in 2012 +Possibilities for Polus Group in 2012 are +1. Being a corporation creating a value of living that +attracts attention from the whole world +2. Being a corporation so vibrant with life that new +business projects are arising one after another +through employees’ idea and creation +3. Being the No. 1 popular and interesting corporation, a +place where world-class businesspeople, students, and +the children of our employees would love to work +We, the Polus future design team, promise to fulfill this +future in whatever the circumstances will be. +After months of work, everyone aligned on this future. At +that moment each and every person experienced enthusiasm +rarely seen in an organization. People felt proud of what they +had created, and the way the situation occurred to them shifted + + +84 +THE THREE LAWS OF PERFORMANCE +from What are we going to do without the founder? to This is a +powerful tribute to what the founder would have wanted. +The future went from murky, with a twinge of impending +dread, to a clear, committed vision, authored by the people +themselves. Faces in the room altered, body postures straight- +ened, and confidence and excitement lit up the room. The +power that people were experiencing was illustrated by a com- +ment of one of the senior managers: ‘‘I feel like a shogun must +have felt.’’ +What he said demonstrated a shift in relation to the future. +In the Japanese culture (like others), only the boss—and the +ultimate boss, the shogun—gets to call the shots. When we +realize that we have the power to declare and commit to new +futures, the world occurs as a world in which you are the shogun. +Until people at the Polus Group could write a future that +they lived into and actively pulled toward them, they were +stuck trying to patch an unworkable situation. By replacing the +default future with their own creation, people collectively lived +into an optimistic, exciting future. The old problems simply +dropped away, and everyone’s performance altered. The entire +company transformed to become a vibrant firm, attracting the +best and brightest, partnering with its community, and growing +beyond anything the founder had imagined. +Most people don’t see the potential of generative language +because of the all-pervasiveness of descriptive language. Those +who do often skip the foundation required to make it work. +We now turn to the principles of that foundation. +Principles for Generating New Futures +Generating new futures is a radical departure from how execu- +tives usually lead change. Normally, top decision makers decide +on a new strategy, often in concert with their consultants. The + + +REWRITING A FUTURE THAT’S ALREADY WRITTEN +85 +executives then travel around and attempt to achieve under- +standing and buy-in. Even with their passion and persuasion, +this usual approach doesn’t shift how the situations occur to +people, so it doesn’t gain acceptance. Instead, people talk about +the strategy. Nothing fundamental has shifted. Further, the +default future is the same, and it overwhelms the executives’ +best intentions and efforts. +Principle 1: Futures Inspire Action +Creating a new future with a large group of people takes a +radically different path; more important, it starts with a differ- +ent intention: to displace nonproductive conversations with +conversations that establish a future so vibrant that people are +eager to bring it about. That future creates a sense of urgency, +and people’s actions correlate to it. People find themselves +doing things that formerly would have occurred as impossible. +All of this comes together in extraordinary performance. +The following question is at the heart of designing appli- +cations for generating new futures: what conversations in the +organization are missing that, if created and implemented, +would leave people with new pathways for action? For those +interested in organizational leadership, we’ll go further into +this idea in the next chapter. +Every organization, like every person, is unique. The artistry +is in knowing where to begin, so as to accelerate the spread +of a future that pulls people toward it, one that contains new +possibilities, new levels of results that can be achieved, even +new levels of fulfillment and self-worth. +Principle 2: Futures Speak to Everyone in the Process +Doug Young, a Northrop Grumman vice president, is one of +the new leaders of the effort to get vehicles into space. His + + +86 +THE THREE LAWS OF PERFORMANCE +face conveys deep intellectual curiosity. With his precise +gestures, he demonstrates the kind of exactness that’s required +to manage the millions of details his work requires. +In 2001, Northrop Grumman’s strategists recognized that, +to keep growing, the company needed to expand into markets +other than defense. Space exploration became the obvious +opportunity. According to Young, ‘‘We could leverage what +we did in the defense market. We were investing in this new +market, and [at the time] NASA was looking for alternatives +to the legacy providers.’’ +After four days of work with seventy people, using the Three +Laws of Performance, Young was surprised—the outcome went +beyond his expectations. In his words, not only did people +‘‘move through a difficult time’’ and ‘‘create a real team,’’ but +more surprisingly, ‘‘we defined our role within the company +and the new marketplace. We suddenly found ourselves being +a credible prime contractor for the next Apollo program . . . a +very positive experience.’’ +During the session, one of the participants came forward at +a break and said, ‘‘I came [to this facilitated process] because I +had to. However, during our discussion, I remembered why +I got into this business, which was space travel.’’ For him, that +mission was bigger than any company or competitor. ‘‘Now I’m +turned on again,’’ he said. ‘‘We are going to travel in space!’’ +What made this effort successful—besides what we’ve +already discussed—is that people felt that the new future sat- +isfied their concerns. Aerospace engineers, like everyone else, +enter into their profession seeking to make a difference. A +new future that is compelling offers the opportunity to make a +difference, individually and collectively. The aerospace engi- +neer who said ‘‘I’m turned on again!’’ found that opportunity. +When everyone finds themselves in this situation, people pull + + +REWRITING A FUTURE THAT’S ALREADY WRITTEN +87 +together for the realization of that future and for each other’s +success. +Over time, the motivation that inspired the people at Nor- +throp Grumman would ebb and flow, but the future was there +to stay. +Principle 3: Futures Exist in the Moment of Speaking +At another mine owned by Magma Copper, executives, man- +agers, and union officials were engaged in rewriting their future. +A heated argument broke out about whether or not ‘‘being a +family’’ should be part of their declaration. One executive held +out, saying that family has nothing to do with business. As he +elaborated on his opposition, he said, ‘‘I can’t fire people in my +family!’’ After hours of back-and-forth discussion he realized +that ‘‘it’s more important that this group own the result’’ than +anything else. He said to the group: ‘‘I don’t know what I was +thinking. We are a family!’’ +The room exploded. Everyone stood up cheering. It was +as though a hundred people were suddenly speaking with one +voice. By declaring themselves family, the experience of family +occurred in the room, and that experience became a critical +element of the company’s future. +Future-based language doesn’t describe anything in the +current reality. Rather, it creates a possible future to which +the speaker is giving their word in the moment of speaking. For +example, when a justice of the peace says, ‘‘I pronounce you +husband and wife,’’ a marriage is created in the moment of +speaking, and a new future is established for the couple. When +people signed their names to the Declaration of Independence, +the possible future we came to know as the United States of +America was created. + + +88 +THE THREE LAWS OF PERFORMANCE +Take a moment and speculate about a future for yourself +and others that would +• Inspire action for everyone involved +• Fulfill the concerns of everyone involved—yourself, your +family, those you work with +• Be vibrant and compelling in the moment you say it +As in New Zealand Steel, the Polus Group, and Northrop +Grumman, crafting a future takes time. It needs ideas and +creativity from you and many other people. It’s ready when +everyone involved says, ‘‘This speaks for me!’’ and they give +their word to make it happen. +Building Companies and Lives Around Futures +Malcolm Burns of New Zealand Steel was a remarkable leader +because he allowed others to build a future that would inspire +them. As that future developed, Burns became the walking +embodiment of it. In contrast to leaders who create depen- +dency, when Burns left New Zealand the company was self- +reliant and self-generative. The people in the company and +community were authors of their own future. +There are specific actions that leaders can take to construct +a future that causes themselves and others to live into it: +1. Commit to the discipline of completing any issues that +surface as incomplete. +2. Articulate the default future—what is the past telling you +will happen? +3. Ask, do we really want this default future? + + +REWRITING A FUTURE THAT’S ALREADY WRITTEN +89 +4. If not, begin to speculate with others on what +future would (a) inspire action for everyone, +(b) address the concerns of everyone involved, +and (c) be real in the moment of speaking. +5. As you find people who are not aligned with the +future, ask, what is your counterproposal? +6. Keep working until people align—when they say +‘‘This speaks for me!’’ and they commit to it. +Part Two takes the Three Laws into leadership: leading +others and turning entire organizations into global leaders. For +those readers not interested in organizational issues, we suggest +skipping to Part Three. + + + diff --git a/library/The Three Laws of Performance/Chapter-04-With-So-Many-Books-on-Leadership-Why-Are-There-So-Few/Chapter-04-source-text.md b/library/The Three Laws of Performance/Chapter-04-With-So-Many-Books-on-Leadership-Why-Are-There-So-Few/Chapter-04-source-text.md new file mode 100644 index 0000000..ceb7a1d --- /dev/null +++ b/library/The Three Laws of Performance/Chapter-04-With-So-Many-Books-on-Leadership-Why-Are-There-So-Few/Chapter-04-source-text.md @@ -0,0 +1,808 @@ +# The Three Laws of Performance — Chapter-04: With So Many Books on Leadership, Why Are There So Few Leaders? +- **Source**: /library/The Three Laws of Performance/source-file.pdf +- **PDF pages**: 130–155 +- **Pages without text**: 131, 155 +- **Note**: Includes the Part II divider immediately before the chapter. + +--- + + +P A R T +II +Rewriting the Future +of Leadership + + + + + +4 +With So Many Books on +Leadership, Why Are There +So Few Leaders? +A leader is most effective when people barely +know he exists. When his work is done, his aim +fulfilled, his troops will feel they did it +themselves. +—Lao Tzu +This chapter is about the kind of leadership that arises from the +Three Laws of Performance—leadership that has the power to +rewrite the future of a group, an organization, perhaps a country. +The result of such efforts is remarkable success, with the effect +Lao Tzu foretold—leaders who act as catalysts, with people +around the leader feeling they did the work themselves. +Becoming such a leader is no small task, in part because the +experts don’t agree on what leadership means, how to do it, +or what it looks like when people get it right. Warren Bennis +wrote in American Psychologist in January 2007, ‘‘It is almost +a clich´e of the leadership literature that a single definition of +93 + + +94 +THE THREE LAWS OF PERFORMANCE +leadership is lacking.’’ Joseph Rost went further when he wrote, +in Leadership for the Twenty-First Century: ‘‘The scholars do not +know what it is that they are studying, and the practitioners +do not know what they are doing.’’ +In spite of the confusion and contradiction among experts, +some people do become leaders. In general, they have to con- +front the fact that almost everything they’ve come to know +as leadership is, at best, something else—entrepreneurship, +management, marketing, or personal discipline. +Paul Fireman is such a leader. +The Rapid Rise of Reebok +Paul Fireman was born in Boston, and, true to his Yankee roots, +he’s a tell-it-like-it-is straight shooter. With an accent like that +of Matt Damon’s character in Good Will Hunting, he comes +across as a regular guy, although with energy and enthusiasm +that set him apart. Fireman is genuine, funny, and without +airs; he’s always ready with jokes, stories, and parables. His +warmth turns passionate when he talks about sales, marketing, +and entrepreneurship. +As a teenager, Fireman developed a love for golf, working +as a caddy. He now owns golf courses, and according to Forbes +is one of the seven hundred richest people in the world. What +makes his story so unique is that he built an empire through +personal entrepreneurship, turned it over to ‘‘professionals,’’ +watched it decline, regained control, and rebuilt it through +empowering others—and all, as Lao Tzu said, with people +feeling that they did it themselves. +In 1979, Fireman, looking for a business opportunity, went +to a trade show in Chicago and met a representative from a +British athletic shoemaker called Reebok. The original Reebok + + +WITH SO MANY BOOKS ON LEADERSHIP, WHY ARE THERE SO FEW LEADERS? +95 +company handmade four hundred pairs of track and field shoes +a year. Intrigued by the product, Fireman became a distributor +during the height of the running craze in the United States +and, thanks to his sales savvy, he could tell the company had +huge potential, so he bought it out in 1984. +After Fireman bought Reebok, the company teetered on +the edge of bankruptcy. Fireman obtained $75,000 from a +friend and put this capital into research and development. +Fireman and his team discovered that people hated (though +they also accepted) that buying new running shoes meant +breaking them in—suffering the blisters that came with the +process. Studying the love-hate relationship runners had with +their shoes, Fireman discerned an unmet and unarticulated +market need. The company’s response was an alternative that +they called the aerobic shoe—made with soft leather, lighter, +and already broken in. +As Fireman tells the story: ‘‘We went to market, and +retailers were intrigued, but not quite sure it was right, so +no one would be the first to buy them. We ended up taking +$50,000 worth of shoes to gyms in California and began to +think of deals, like two weeks free at a gym with purchase of +the shoes. We also gave free shoes to gym instructors.’’ +The gambit paid off big-time. The instructors liked the +shoes, people asked about them, and within four weeks Reebok +had sold out its inventory. +After an eighteen-month ad campaign, the young company +had 43 percent of the market share. Every six months, their +business doubled, eventually surpassing Nike’s market share +in 1987 and becoming the dominant force in the market. +Fireman described the company at that time as ‘‘perfectly +aligned, working in one fluid motion, and at 98 percent +productivity—it was beautiful.’’ + + +96 +THE THREE LAWS OF PERFORMANCE +Fireman’s early success was due to entrepreneurial grit, +personal passion, test marketing, and slow-to-respond com- +petitors. He was the central focus in the company, trying +to manage and direct everything himself. When the company +went public, the board began to worry that Fireman was in over +his head, especially as the company pushed into foreign mar- +kets. In 1987, Fireman did what some other entrepreneur-CEOs +were doing in the 1980s. Like Apple’s Steve Jobs; Ben Cohen +and Jerry Greenfield, the ice-cream icons; and Mitch Kapor, +the founder of Lotus, Fireman turned over control of the com- +pany to ‘‘professional management.’’ Telling the Wall Street +Journal that he ‘‘needed extra support,’’ he named Harvard +MBA Joseph LaBonte as Reebok’s president and head of oper- +ations. Within two years the company’s growth slowed, and +Nike regained the number one spot. +During the next decade, Reebok had five presidents—all +‘‘professional managers’’—and the result was cultural revolt +and loss of market share. Without clear leadership or a common +sense of a future, in Fireman’s words, ‘‘we had no future.’’ +Execution suffered. Manufacturing encountered one glitch +after another—such as when the company’s Indonesian factory +produced thirty thousand pairs of shoes for volunteers at the +Atlanta Olympics, all a half size too small. Even product +design faltered, as when the company launched a running shoe +named Incubus, only to discover later that the name refers to a +mythical demon who has sex with women in their sleep. For +a company that built its success on women’s shoes, these were +major setbacks. +The new reality was about execution, and that had never +been Reebok’s, or Fireman’s, forte. Years later, Boston Magazine +quoted an analyst as saying: ‘‘Fireman [had] a hundred ideas at + + +WITH SO MANY BOOKS ON LEADERSHIP, WHY ARE THERE SO FEW LEADERS? +97 +a time, with a hundred people under him telling him that they +are all brilliant. And so you [had] this company where everyone +is running around in a million different directions.’’ Morale +was down. In a game where sports ruled the day, Reebok was, +in the words of the same Boston Magazine article, ‘‘coming up +on halftime in what may be the final contest. And to hear +some people tell it, [Fireman] is down by 20 points and has lost +his shooting touch.’’ +In the late 1990s, Fireman saw only one solution to preserve +Reebok’s future, and he had to take action. Fireman took back +total control of the day-to-day operations of the company. +At the time, Business Week asked, ‘‘Can Paul Fireman put +the bounce back in Reebok?’’ Fireman knew the person at the +top needed to epitomize the values and passion of the company. +The problem confronting Reebok was, in his words, that ‘‘we +ran out of oxygen with new products, had no new development, +and we were bogged down with self-imposed issues. We were +fighting ourselves.’’ +Throughout his career, Fireman’s style had been to take +bold action, guided by his values, instinct, and salesmanship. +Unlike many successful entrepreneurs, Fireman was honest +enough to know he was at the limit of what he knew. He +sought to provide a new kind of leadership at Reebok, to +return the company to what he called its ‘‘previous purity.’’ +Fireman wanted to create the future for Reebok. As he sought +something new, he contacted Steve in 1994 and was captivated +with the idea that leaders empower others to rewrite the future. +Fireman said, ‘‘I knew the company was going in the wrong +direction. We needed help in working together, and then we +could move to changing products and R&D. We needed to +change our process.’’ + + +98 +THE THREE LAWS OF PERFORMANCE +In 1995, he initiated the process of rewriting the company’s +future. He put together a group of diverse people from through- +out the company—people whom other people listened to, +regardless of their level in the hierarchy. He started the first +meeting of what came to be called the Long-Range Plan- +ning Group by saying, ‘‘I’m offering you the opportunity to +share with me the accountability of the entire enterprise. I’m +inviting you to be accountable for the way Reebok is today, +and how it can be tomorrow. I’m offering you the chance to +take on this accountability, and share it with me, and that +includes designing the future of Reebok and enrolling others +and working toward alignment.’’ +The design of the process ultimately involved five hundred +people and created a five-year future for the company. One +person involved in the process remarked, ‘‘In other companies, +I’d get statements of future goals, and they were just words on +a paper, like things I was supposed to do. But now I own the +future, as though I wrote every word of it.’’ +This feeling was widespread. Fireman was beginning to +exercise leadership that empowered others to rewrite the future. +During this intense, sometimes argumentative, often inspira- +tional process, senior management began to work together. +Fireman said they ‘‘were finally on board, were more posi- +tive, and were finally leading. We were able to change the +‘professional management’ culture back to alignment. We +reinvigorated ourselves.’’ +Fireman’s leadership brought cutting-edge product design +and development into daily discussions. Fireman said, ‘‘When +I took over corporate leadership we had no future. I took the +process and used it to get alignment. I worked with the two +most important groups—marketing and R&D.’’ + + +WITH SO MANY BOOKS ON LEADERSHIP, WHY ARE THERE SO FEW LEADERS? +99 +As Fireman told us: +There was no loss of momentum, morale, or focus. Working +with the groups, plans changed on the fly. We displayed the +agility we had before, in the late ’80s. A lot of this happened +under the radar of the press, especially after I had taken back +100 percent of the day-to-day control. We started to develop +new products and new opportunities—DMX, the music shoes, +and 3D technology. Our whole focus was to make products +for the customer that would benefit them—not just create +shoes because we could. We developed fresh ideas again, built +our credibility again, and started to compete in the market +again. +In 2005, seeing further consolidation in the industry and a +way to compete head-to-head with Nike, Fireman led the sale +of Reebok to Adidas for $3.78 billion. +The Three Leadership Corollaries +The question facing people who want to provide leadership +is this: how can they join the ranks of Paul Fireman, and +others we’ve met in this book: Malcolm Burns from New +Zealand Steel, Brad Mills from Lonmin, and Doug Young from +Northrop Grumman? +Each of the Three Laws of Performance has a message +for leaders. Each has a leadership corollary—a corollary that +guides what leaders do and, more important, shapes who they +are for others. Just as scientists and engineers use the laws +of physics to send a rocket to the moon, leaders can use the +Three Laws to elevate performance even in situations that +seem impossible. + + +100 +THE THREE LAWS OF PERFORMANCE +As introduced in previous chapters, the First Law of +Performance is how people perform correlates to how situations +occur to them. From this, we get the following leadership +corollary: +Leadership Corollary 1 +Leaders have a say, and give others a say, in how situations +occur. +Fireman’s inclusion of many diverse stakeholders in cre- +ating the future of Reebok had a remarkable effect. Their +view of each other, the company, and the possibilities for the +future completely shifted, from a view based on resignation +and cynicism to one of excitement, passion, and commit- +ment. ‘‘Compliance’’ was replaced with authentic expressions +of ownership and authorship for the future of the company. +Fireman told us: ‘‘A great leader inspires people to align, +allows for alignment to occur. We struggled until we were +aligned, over and over, until we knew who we were and what we +were doing.’’ During one of these alignment sessions, Fireman +asked the group, ‘‘Standing in the future, looking back, what’s +missing?’’ The group concluded that seven projects would be +needed. Five hundred people joined these seven groups, each +establishing its own name, mission, measures of success, and +process, as follows: +• ‘‘Nail the Number’’ (align individual targets with com- +pany objectives) +• ‘‘75 or Else’’ (save $75 million in expenses) +• ‘‘Project Hat Trick’’ (align marketing with the +money spent on sports endorsements) + + +WITH SO MANY BOOKS ON LEADERSHIP, WHY ARE THERE SO FEW LEADERS? +101 +• ‘‘To SKU or Not to SKU’’ (determine the +ideal number of SKUs, or product types) +• ‘‘In the Bag’’ (cut the time required to get concept shoes +to salespeople) +• ‘‘A Stitch on Time’’ (improve the process for +getting the salespeople apparel on time) +• ‘‘Honey, I Shrunk the Inventory’’ (cut inventory to 1994 +levels) +• ‘‘Olympic Gold’’ (leverage the Olympics to make +Reebok the most respected brand in the industry) +Participating in these projects was voluntary; that is, they +were taken on in addition to each person’s current job. Imagine +how their sense of what was possible in working at Reebok +must have shifted. The project names alone capture some of +Reebok’s spirit—competitive and fun—and show the spirit +of partnership at work on the problems of execution. +Fireman notes, ‘‘Each step of the way was discovery— +discovery of unmet markets, unexpressed customer needs, +unresolved problems, how to build an ethical company in +an industry known for unethical labor practices, and discov- +ery of leadership—the type that would be required to serve +the customers and empower the employees.’’ People we inter- +viewed in the company said they felt like pioneers. Even more +remarkable was how people perceived their leaders, the future +design process, and themselves. +Looking back, Fireman summarizes his two times at the +helm of Reebok: ‘‘I feel that there were a lot of people who +achieved things that they wouldn’t have imagined possible in +their life.’’ +It’s worth pausing and asking yourself whether you can say +the same about your company, career, and life. + + +102 +THE THREE LAWS OF PERFORMANCE +Most readers of this book are looking for radical eleva- +tions in performance in their organizations, going beyond +fixing what’s wrong or making things incrementally better. +Leaders who empower others to rewrite and realize futures +can transform any situation, no matter how ‘‘impossible’’ it +may seem. +As a leader, you can’t control or determine how situations +occur for others, but you do have a say. Take a moment and +ask these questions: +• How can I interact with others so that situations +occur more empowering to them? +• What processes, dialogues, or meetings can I arrange +so that people can feel like coauthors of a new +future, not merely recipients of others’ decisions? +Fireman not only had something to say about how situ- +ations occurred to people, but he also tapped the power of +language to make an impact. The Second Law of performance +is how a situation occurs arises in language. From this, we get the +second corollary: +Leadership Corollary 2 +Leaders master the conversational environment. +There’s a story that illustrates this corollary: +In ancient Greece, Archimedes was in a tough spot. He had +used his new invention—a lever arm and a fulcrum—to +move boulders, cargo onto a boat, even a small house off its +foundation. After looking at all he had done, he declared, +‘‘Give me a lever long enough and I can move the world.’’ + + +WITH SO MANY BOOKS ON LEADERSHIP, WHY ARE THERE SO FEW LEADERS? +103 +The king heard the tale of his achievements and his +boasting and decided to make an example of Archimedes. On +royal orders, the largest ship of the day was filled with so much +cargo that it barely floated. The king said it was immovable, +and he ordered Archimedes to move it out of the water using +his new invention—if he could—or face the penalty for idle +boasting. +Archimedes approached the ship and studied it for half a +day. He took a few notes, then left the dock. Archimedes came +back early the next morning with lots of equipment. He set up +a system of fulcrums and lever arms, with each smaller lever +moving a larger one, the largest of all attached to the ship. At +sunset, Archimedes pulled on one end of a rope attached to his +maze of arms and levers. The ‘‘immovable’’ ship rose out of the +water, to the amazement of the crowd. +Archimedes proved that some things that occur as im- +movable aren’t. The key to performance, as we saw in Chapter +Two, lies in language. The levers and pulleys that make even +impossible situations malleable live in the conversations that +exist or can exist in an organization. +Consider that an organization can be viewed as a network +of conversations. While we’re not arguing that this assertion is +a true statement, we are suggesting it is a useful perspective for +leaders to take. Again, our starting point is that an organization +is its network of conversations. +It’s useful to think this through. Is there anything that +matters that isn’t done through conversations? Conversations +produce innovations. Conversations are the vehicle for deliv- +ery of services. Conversations coordinate activities. +Strategic plans, maps, memos, e-mails, pictures—these are +all aspects or elements of conversation. Management meetings, +department meetings, board of directors meetings are nothing +more than extended conversations. + + +104 +THE THREE LAWS OF PERFORMANCE +In most organizations, the network of conversations is +noisy, conflicted, filled up with gossip and chatter that makes +new futures impossible because they project a probable and +default future that people are living into. +From the perspective of the Three Laws, leadership is +empowering others to rewrite the already-existing default +future and to realize goals that weren’t going to happen. From +this definition, 100 percent of leadership happens through +conversations that pull people into the game, not through sit- +ting back and creating visions that then need to be sold. Lead- +ers who master using future-based language have power that +others don’t have. +There are two elements that the conversational environ- +ment needs to include to achieve breakthrough performance. +The first is an ongoing and company-wide commitment to +resolving any and all incompletions, as we saw in the last +chapter. The result is an organization-wide ‘‘blank space’’ into +which a new future can be created. +When thousands of people in a company clear out their +individual and collective default futures, it’s not the same com- +pany anymore. Imagine if, in your organization, everyone had +cleared out their issues, so that there were no old grievances at +work. Imagine your personal life—your family and friends—in +the same condition. +As Paul Fireman told us: ‘‘When you work with people in +leadership, as manager at the top, or as an employee, there are +conversations that you don’t agree with. If you don’t get them +cleared up, they just keep surfacing until you either get chaos +where good people leave, or become bureaucratic.’’ +In our experience, Fireman is on the mark. When people’s +futures are filled up with decisions from the past, managers tend +to produce policies, procedures, rules, and systems designed to + + +WITH SO MANY BOOKS ON LEADERSHIP, WHY ARE THERE SO FEW LEADERS? +105 +prevent the negatives that happened before—lawsuits, strikes, +employees who steal, managers who abuse the privilege of their +positions—from ever happening again. Organizations become +multiperson versions of the man from Tintaya, described in +the last chapter. +Leaders manage, and master, the conversational environ- +ment by working with people to resolve any incompletions +they have. This process moves past issues from the future to +the past, creating a blank space into which the new future can +be created. +Leaders also work with other people to bring group rackets +into the open so they can be discussed and resolved. +When Fireman regained day-to-day control of Reebok in +the 1990s, his job was to get everyone’s default future cleared +out, so that a new future became possible. +In addition to creating a blank space, mastering the conver- +sation environment means implanting the second key element: +integrity. As our Barbados Group colleagues Werner Erhard and +Mike Jensen are fond of saying, ‘‘Without integrity, nothing +works.’’6 Integrity creates a condition of workability; without +integrity, effectiveness is diminished and displaced by broken +promises and lack of accountability. +What is integrity? Webster’s New World Dictionary defines it +as ‘‘the quality or state of being complete; unbroken condition; +wholeness; entirety,’’ which we’ll summarize as ‘‘whole and +complete.’’ Think of integrity not as a moral or ethical issue, +but as a factor in workability. You don’t want to drive over +a bridge that lacks integrity—that isn’t whole and complete. +Doing so doesn’t work, and it puts you in peril. +Leadership can’t empower others to rewrite and realize +new futures when the conversational environment isn’t whole +and complete. When people make commitments and then + + +106 +THE THREE LAWS OF PERFORMANCE +don’t follow through, the situation is left incomplete and +divided. To use one example from Reebok, what if the leaders +on the ‘‘75 or Else’’ project committed to the goal—saving +$75 million—and then ignored the project and went about +their workdays as if nothing had happened? Investors would +become frustrated. Employees, cynical. Such a situation doesn’t +promote workability. +Leaders spark and foster conversations for integrity, con- +versations in which: +• People are truthful and honest. +• People do complete work, very well—doing it as it +was meant to be done, without cutting corners. +• People do what they know to do, on time, +and what others expect them to do, even if +they haven’t said that they would do it. +The last bullet point often stops people. They ask, ‘‘How +can integrity demand that I do even what I haven’t com- +mitted to?’’ +There are many things you have probably never formally +agreed to—not stealing money, or not creating off-balance +sheet partnerships `a la Enron. These may sound absurd, but +consider that coauthor Dave Logan interviewed people who +had been at Enron, and several said, ‘‘We never agreed to not +do those things!’’ From the outside, such justifications seem +insane, but the view from the inside is different. According to +the First Law of Performance, how those situations occurred +to the people involved correlated perfectly with the actions +they took. Integrity didn’t appear as a relevant issue to them. +Leaders constantly generate integrity by fostering conver- +sations that make it alive and important for people. + + +WITH SO MANY BOOKS ON LEADERSHIP, WHY ARE THERE SO FEW LEADERS? +107 +Integrity, as we define it, is not simply keeping one’s +word—it is honoring one’s word. What’s the difference? When +a person knows he won’t be able to keep his word, he honors his +word by making that situation known to all the people who will +be affected. He deals with the consequences of not keeping his +word, cleans up whatever messes have been created, and makes +new promises that restore workability to the situation at hand. +What do leaders do when people don’t do what they say +they are going to do? Author Peter Block told us: ‘‘The rest of +the team has to confront you with their disappointment. They +have to let you know that you have let them down. . . . Maybe +some covenant has been violated and so you must leave.’’ +Leaders do whatever is required to establish and maintain +integrity as part of the conversational environment, starting +with leading the person to restore his integrity. +We earlier defined integrity as ‘‘whole and complete.’’ How +does this definition relate to honoring one’s word? Because how +situations occur to people arises from language, it follows that +a person occurs for herself and for others inside of the word +she gives. When her relationship to her word is inauthentic, +divided, and incomplete, then her relationship with herself is +inauthentic, divided, and incomplete. If she wants to restore +her sense of herself to one of being whole and complete, her +pathway is through honoring her word. +As we mentioned earlier, having integrity is not a matter +of morality or ethics. It’s also not about being perfect. It’s +about making things work. Throughout the course of our lives, +everyone—the authors of this book included—has partici- +pated in situations that lacked integrity, and each time we +found that things didn’t work. We took on dealing with our +past breaks in integrity, from little white lies to big white lies +in our relationships, to the excesses of the counterculture of + + +108 +THE THREE LAWS OF PERFORMANCE +the 1960s and 1970s, to gaming the system and doing what +was expedient instead of what worked. As we learned these +distinctions of integrity and applied them to our personal lives, +clarity replaced confusion, and the opportunity to contribute +to others became real. Cleaning up situations that lacked +integrity was often difficult but always made an inordinate +difference in workability. And the same lessons can be found +over and over again in organizational life. +Integrity, then, as defined from the Three Laws, means +honoring one’s word, and it becomes the approach that creates +workability. +Paul Fireman’s mission required workability, so it’s no +wonder that integrity was a big part of the conversations that +he sparked. One senior vice president at the time said, ‘‘Are +we willing to stand by the principles [to which] we have +committed? It’s all good to speak of them, but what are the +consequences if we don’t? What will we face? We all want +this—working and relating to each other—and those who are +not willing or able to live within those boundaries shouldn’t +be here. The company has to make this commitment.’’ +Another senior vice president added: ‘‘Our objective is to +take five hundred people . . . [and] work as a high-performance +team and get someplace that doesn’t seem possible.’’ +Take a moment and reflect on the conversational envi- +ronment in your business and life. Specifically, you might +ask: +• What decisions from the past are in my future? +• How do the people around me relate to their word? +Do they honor their word? Do I honor my word? +• How can I start new conversations that make +integrity vibrant for others and myself? + + +WITH SO MANY BOOKS ON LEADERSHIP, WHY ARE THERE SO FEW LEADERS? +109 +In Chapter Seven we’ll return to one idea in this corollary +we haven’t addressed: mastery. Mastering the conversational +environment requires thinking from an unfamiliar place. Al- +though mastery is a challenging commitment, the payoff in +terms of performance, and of satisfaction for everyone involved, +makes it more than worthwhile. +With the environment tended to, we now turn to the +essence of leadership and the corollary to the Third Law +of Performance: future-based language transforms how situations +occur to people. +Leadership Corollary 3 +Leaders listen for the future of their organization. +(The Three Laws of Performance and the Three Leadership +Corollaries are presented together in the Appendix.) +Ray Anderson is a leader who epitomizes this third corol- +lary. Although he had not been exposed to the Three Laws, +we see the effect he had when he rewrote the future of his +company. +As founder and chairman of Interface, the world’s largest +maker of modular carpet, he was enjoying the success of the +company he built. In 1994, one of his sales representatives +handed him a book, Paul Hawken’s The Ecology of Commerce. +In Anderson’s own words: +[The book] lands on my desk, so I begin to thumb it. About +page 19, I came to a chapter heading ‘‘The Death of Birth,’’ and +I began to read what it was about. I read the ten pages, and it +was a very emotional thing for me. I said: ‘‘Good God, what +set me up for that book?’’ I was pretty sure at age sixty, I + + +110 +THE THREE LAWS OF PERFORMANCE +must have subconsciously been asking myself, what is my child +going to grow up to be? (Interface is my third child after my +two daughters.) I was also asking myself if I belonged in the +company, having hired lots of new successful management, and +the company was doing well. +The book . . . gave me a whole new purpose in life in my +sixty-first year. I asked a task force to take the company to +sustainability, to be the first in the industrial world to be a zero +environmental footprint. To take nothing permanently from +the earth, nothing permanently left behind. This was a tall +order for a petrochemical chemical, nonrenewable fossil fuels, +not just in materials, but also in the energy that creates our +products. +One needs only to see Anderson interviewed or read about +him to get a sense of who he is. He used future-based language +to launch the next phase of Interface, and in a real sense +he became that future. Since stepping down from the CEO +role, he has been on a tear, making speeches, encouraging +other corporate leaders to establish a goal of zero harm to the +environment. +Early in our work, we sat with our editor, Warren Bennis. In +talking about the Third Law of Performance, he became quiet, +as if thinking about what it meant. After a moment, he said a +few words that stuck with us: ‘‘Cicero talks, and people mar- +vel; Caesar talks, and people march.’’ Throughout time, when +leaders speak, people are moved to action. This third corol- +lary gives us insight into how ordinary people have become +remarkable leaders by becoming the essence of the future. +Leaders create conversations from the Third Law, com- +posed of future-based language, to invent futures for the +organization that didn’t previously exist. However, leaders +don’t rewrite the future by themselves—they create the space + + +WITH SO MANY BOOKS ON LEADERSHIP, WHY ARE THERE SO FEW LEADERS? +111 +and provide the ‘‘listening’’ for that future. When the future +coalesces, leaders have a way of knowing it; it’s like the +future goes ‘‘clunk’’ for them, like tumblers in the combina- +tion lock to a safe. Articulating what they just experienced +becomes a matter of self-expression. Because leaders are inten- +tional about giving others a say in how the future occurs +for them, often the work of rewriting the future is done +through an empowered group of people. These people own the +future because they are its coauthors. There is no implemen- +tation problem (a big problem for organizations). Because the +group has coauthored the future, you could say this future is +implemented in the very being of the coauthors themselves. +Because leaders listen for a future that inspires them, they +can trust their intuition. It’s that certainty—that leaders will +know the future when they hear it—that gives leaders from the +future a remarkably strong compass. Leaders of such organiza- +tions, like Fireman, are that future, appearing as inspiring and +energetic. Their power comes not from their personalities but +from the future that is their mandate, their guide, and their rea- +son for being. Rather than trying to figure out which future will +call forth committed action, they trust this experience of the +pieces coming together, going ‘‘clunk’’ for them. This ability is +what we mean when we say that ‘‘leaders listen for the future.’’ +How exactly does this ability develop? +Leaders listen for the future in the same way a physician +searches for an effective diagnosis. The doctor examines the +patient, blood work, X-rays, and history of present illness and +reviews all the information. Most important, the physician +listens to the patient and listens for a diagnosis, which even- +tually goes ‘‘clunk.’’ Likewise, the leader looks at the present +situation from a number of different perspectives, taking into +account such aspects as finances, products, market position, + + +112 +THE THREE LAWS OF PERFORMANCE +competition, culture, and aspirations of employees. If the +leader has tended to the environment (especially clearing out +the default future and maintaining integrity), the leader has +the space to listen for a future. This is leadership that liter- +ally has everyone talking—putting forward ideas, testing them, +making proposals and counterproposals. Eventually, something +goes ‘‘clunk’’ for the leader. It’s as though the future appears in +that moment for her. +It’s a future that goes far beyond today’s best practices +of casting a vision and getting buy-in. The experience is +that, in the moment, people begin to live into the future. +It isn’t a ‘‘someday, maybe’’ vision, but a future that is real +in the moment. It compels action, because it transforms how +situations occur for people. +Throughout this book we’ve seen leaders who listened for +the future of their organizations. Brad Mills was listening for a +future at Lonmin—he didn’t write it himself, but he created +the space in which others could act as coauthors. Malcolm +Burns did the same at New Zealand Steel. So did Paul Fireman +at Reebok, and Ray Anderson at Interface. +A leader who taps into the Three Laws listens for a future +that will transform everything in the present. A leader listens +for a future that is not predictable, probable, linear, and was not +going to happen anyway, and which compels inspired action. +Take a moment and ask yourself these questions: +• If I wanted to cocreate a future with others, who would I +need to involve? +• How would I need to listen to them? +• Where would I have to be willing to give up controlling +a direction so a new future could arise? +• As you consider these questions, you might refer to all +Three Laws and all Three Corollaries, in the Appendix. + + +WITH SO MANY BOOKS ON LEADERSHIP, WHY ARE THERE SO FEW LEADERS? +113 +Conclusion: Leadership——Rewriting the Script +Every leader we’ve examined in this book so far has had +one thing in common: a present situation that appeared dif- +ficult, hard, even impossible. Every one sought to fix a set of +problems—union relationships, finances, even vision for the +company. +Instead of fixing the problems in patchwork fashion, they +transformed those situations by rewriting the future. Let’s look +at this idea from another angle. +Imagine a play called My Life, or perhaps My Company.7 +In this play, you are the star, and your character is well re- +hearsed. +Remember Shakespeare’s famous metaphor in As You Like +It: ‘‘All the world’s a stage’’? What if he wasn’t speaking in +metaphor? What if your life and company weren’t like a play, +but were a play? Life would be nothing more than scenes, +characters, and conversations with other characters. +Is that really any different from life as we know it? Is +there anything that matters other than scenes, characters, and +conversations? +Aristotle said every play has three acts: a beginning, a +middle, and an end. +The first act of the play called My Life or My Company +is your past. The second act is the present. The third act is +your future. Most of us are hoping for a future that contains +more power, satisfaction, richness, vitality, and success than +the present—a future we intend and hope to get to ‘‘someday.’’ +Of course, we never actually get to the ‘‘someday future.’’ +That is why it is a ‘‘someday future.’’ It’s someday, but not +now. We live in the present and are always only in the +present. +This ‘‘someday future’’ is part of the third act of the play. +It’s not the whole of the third act, but it is a critical part. + + +114 +THE THREE LAWS OF PERFORMANCE +It is presented in the lines in which your character expresses +your deep hopes and wishes for the future, as if desiring it hard +enough will bring it about. The joke of life is that we keep +running after this illusion called the ‘‘someday future,’’ which +never comes. And then we die. +If you look deeply into the third act of your play, into the +part that lies behind the hope, you will see that who you are +and what is possible is already written. You will see that all of +the decisions that you made about yourself and your life are +already there in the third act. Where did these decisions come +from? From the first act of your life. How you decided to deal +with life in the first act of your play is still alive and well; it +lives in the third act. And even though we never really get to +the third act, what’s written there creates our experience +of the second act. +Is there anything we can do about this seeming trap? Are +we doomed to live out a second act that perfectly matches a +third act that we don’t want while pursing a ‘‘someday future’’ +that never comes? +We know we can’t rewrite the first act. That’s already been +played out. +We can’t rewrite the current act—that’s being played out +right now. We can, though, rewrite the third act. +To rewrite the third act, we have to take several steps. +First, we have to clear out of the third act everything that’s +already there, moving it back to the first act where it belongs. +This creates an empty space into which something new can +be written. In this process, the illusionary ‘‘someday future’’ +disappears, as it existed only as part of projected hopes and +fears from the past. Second, we have to build integrity into +this rewriting process. To rewrite a new third act, we have to + + +WITH SO MANY BOOKS ON LEADERSHIP, WHY ARE THERE SO FEW LEADERS? +115 +see our relationship to what we write as a matter of honoring +our word. +The third act you write has to be consistent with the first +act. For example, if you lost your legs in the first act of your +life, you can’t declare yourself to be a ballet dancer in the third +act. But within that constraint of consistency, there are many +possible futures—many possible third acts. What if we could +write that third act not just with ourselves, but with others? +Leadership is creating the environment in which people +can write their third act together—a third act in which the +authors can see their personal concerns, and the concerns of +the others, fulfilled. +As we involve others, we listen for a future, not bound +by present situations. When it goes ‘‘clunk,’’ a new third act +takes shape. It compels others, and us, as we live into it. The +very nature of the second act, the act that you’re currently in, +transforms, from difficult or impossible to vibrant. It shifts from +going through the motions to being filled with possibilities. +This new third act is not a ‘‘someday future’’ but a future that +you have in the present moment. +People who have gone through this process say your new +third act lights up your life. Will this new third act ever +become reality? Who knows? The real future is completely +uncertain. But until the end comes (usually as a rude surprise), +you will have a new kind of second act, with a compelling and +invented future. +The question facing you as a leader is this: will you empower +others to rewrite that future with you and, in so doing, create +a new type of organization? +This new type of organization is the subject of the next +chapter. + + + diff --git a/library/The Three Laws of Performance/Chapter-05-The-Self-Led-Organization/Chapter-05-source-text.md b/library/The Three Laws of Performance/Chapter-05-The-Self-Led-Organization/Chapter-05-source-text.md new file mode 100644 index 0000000..62bea79 --- /dev/null +++ b/library/The Three Laws of Performance/Chapter-05-The-Self-Led-Organization/Chapter-05-source-text.md @@ -0,0 +1,777 @@ +# The Three Laws of Performance — Chapter-05: The Self-Led Organization +- **Source**: /library/The Three Laws of Performance/source-file.pdf +- **PDF pages**: 156–179 +- **Pages without text**: 179 + +--- + + +5 +The Self-Led Organization +Every organization must be prepared to abandon +everything it does to survive in the future. +—Peter Drucker +In 1917, industrialist Charles M. Schwab wrote the following +in his book Succeeding with What You Have: +I had a mill manager who was finely educated, thoroughly +capable and master of every detail of the business. But he +seemed unable to inspire his men to do their best. +‘‘How is it that a man as able as you,’’ I asked him one day, +‘‘cannot make this mill turn out what it should?’’ +‘‘I don’t know,’’ he replied. ‘‘I have coaxed the men; I have +pushed them, I have sworn at them. I have done everything in +my power. Yet they will not produce.’’ +It was near the end of the day; in a few minutes the night +force would come on duty. I turned to a workman who was +standing beside one of the red-mouthed furnaces and asked +him for a piece of chalk. +‘‘How many heats has your shift made today?’’ I queried. +‘‘Six,’’ he replied. +117 + + +118 +THE THREE LAWS OF PERFORMANCE +I chalked a big ‘‘6’’ on the floor, and then passed along +without another word. When the night shift came in they saw +the ‘‘6’’ and asked about it. +‘‘The big boss was in here today,’’ said the day men. ‘‘He +asked us how many heats we had made, and we told him six. +He chalked it down.’’ +The next morning I passed through the same mill. I saw +that the ‘‘6’’ had been rubbed out and a big ‘‘7’’ written instead. +The night shift had announced itself. That night I went +back. The ‘‘7’’ had been erased, and a ‘‘10’’ swaggered in +its place. The day force recognized no superiors. Thus a fine +competition was started, and it went on until this mill, formerly +the poorest producer, was turning out more than any other mill +in the plant.8 +Today, businesses still wrestle with how to boost produc- +tivity, but they also struggle with problems unknown when +Schwab was building his empire. Twenty-first-century leaders +also struggle with implementing advanced technology, access +to capital, pricing pressures, global competition, community +self-sustainability, and relationships with a diverse and global +workforce. +Although much has changed, Schwab’s simple action +points the way to rewriting the future of organizations. +It’s worth spending a moment on the question: what did +Schwab really do? Without the Three Laws of Performance, +we would say he created a public measurement system and +boosted competition between shifts. But was there something +else? Perhaps even something brilliantly simple? +From the perspective of the Three Laws, Schwab used one +word—‘‘six’’—to create a new network of conversations that +put the steelworkers into a new game, with a new future. The +new game was ‘‘beat six heats,’’ and, as evidenced by results, + + +THE SELF-LED ORGANIZATION +119 +workers found the new game inspiring. The way situations +occurred to them shifted, as did their actions. +This example shows how artfully the Three Laws can be +applied. Schwab didn’t launch a new program, create new +systems, or implement new incentives. With one action that +took less than a minute, he transformed how steelmaking +occurred to the mill workers and, thus, their performance. +The Way Businesses Can Have It All +This chapter isn’t just about the usual business goals—making +more money, building shareholder wealth, or making smart +investments. Nor is it just about the usual concerns of social +and environmental activists—healing the earth, caring for +employees in developing countries, or avoiding corporate +wrongdoing. +This chapter is about a new approach to managing and +leading, in which organizations, grounded in the Three Laws, +unlock new purpose and capability to accomplish it all. They +can achieve both wealth and social responsibility, both profits +and environmental responsibility, both expansion and part- +nership with people who have felt exploited by corporations. +We start by looking at the crisis conditions that organi- +zations are in today, how they got into this mess, and what +ordinary people can do to remake their organizations into +what we call Self-led organizations. +The Rise of Corporations as Individuals +In our view, the organization is the single greatest invention in +the past few centuries, resulting in the coordinated activities +and resources of people. Organizations have sent people to +the moon, harnessed the power of the atom and built the + + +120 +THE THREE LAWS OF PERFORMANCE +microprocessor, connected the world through air travel and +the Internet, and created a standard of living that was unimag- +inable even one hundred years ago. +Yet with all the amazing accomplishments of organizations, +many of our current problems are fueled by a narrow-minded +view of the scope and purpose of a specific type of organization: +the corporation.9 +A book about rewriting the future would be incomplete if +we didn’t turn the power of the Three Laws to the problems +organizations face. This most powerful of human creations +requires more than ‘‘change management.’’ Emerging global +imperatives call for transformation—altering the underlying +structure of a corporation’s sense of itself. As we’ve done so +often in this book, we’ll start with the default future—this +time, of organizations. As we’ve seen before, the default future +is a recycled version of the past, so to look forward, we start by +looking back. +Seeing the default future of organizations requires us to +revisit how modern corporations developed in the United +States and then spread worldwide. In the 1800s, they were +rare. Corporations were usually chartered by a government for +a specific purpose and a limited amount of time. A corporation +would build a bridge, for example, and then disband. After the +U.S. Civil War, Congress passed the Fourteenth Amendment, +extending basic human rights to former slaves. In the decades +that followed, business advocates convinced the U.S. courts to +treat corporations as if they were individuals, with many of the +same rights that individuals enjoyed. Corporations gained the +right to employ people, own property, and sue and be sued, but +unlike people, a corporation can’t be thrown in prison, and it +can continue to exist as long as it makes a profit. +In the past two hundred years, the capital markets have +developed ways of buying and selling ownership in large + + +THE SELF-LED ORGANIZATION +121 +companies in real time. This gave investors options—if they +didn’t like how a company was performing, they’d sell. After +all, why would investors keep their money in a corporation, +which could go bankrupt, unless they were getting a higher +return than they would on safe investments, like government +debt? To survive, corporations had to both earn a significant +profit and grow that profit quickly. +To satisfy growth needs, corporations learned to leave the +costs of their activities for others to pay. As they extracted +resources from the earth, converting them to some other form, +the environmental and human damage of their operations +usually fell on governments and communities in the developing +world. This process is called ‘‘externalization’’—making costs +external to the company. Because most corporations were +playing the same game, a company that didn’t externalize costs +would be uncompetitive and might be abandoned by both +customers wanting cheaper prices and investors seeking higher +returns. The world became aware of the negative effects of +externalization in the financial crisis of 2008, when bad debt +created by corporations required government intervention to +avoid economic collapse. +In 2004, Joel Bakan wrote and cocreated with Mark Achbar +the documentary The Corporation, which chronicles corporate +culpability in environmental damage, worker exploitation, +and even criminal activity. With what Bakan told us was a bit +of creative license, he and his filmmaker colleagues, Achbar +and Jennifer Abbott, pose a question early in the film: ‘‘If a +corporation is a person, what type of person is it?’’ They show +that corporations often demonstrate: +• A callous unconcern for the feelings of others +• An incapacity to maintain enduring relationships +• A reckless disregard for the safety of others + + +122 +THE THREE LAWS OF PERFORMANCE +• Deceitfulness: repeated lying and conning of others for +profit +• An incapacity to experience guilt +• A failure to conform to social norms with respect to lawful +behaviors +A person that exhibited these qualities would be clinically +diagnosed as a psychopath. +As Ray Anderson said, people will look back centuries +from now and say externalization allowed corporate leaders to +become ‘‘plunderers of the planet.’’ +Why the Heat Is Rising on Organizations +What worked in the past is no longer working, because the +world is running out of places to hide. Not only are people +(including shareholders) paying more attention to companies’ +role in climate change, but local populations are now armed +with technology straight out of James Bond. People who +didn’t have newspapers now have cell phones that can access +profitability data on their employers. Workers who are angry +can capture video of their conditions and upload it to YouTube +for the world to see—and to judge. Local communities are +flexing more power, in some cases revoking companies’ right +to operate in their regions and countries. +Barring something unforeseen, these pressures will increase +over the next decade, and as they do, businesses will find it +harder to operate in certain parts of the world. Community +self-sustainability and the strategic implementation of social +responsibility will become the next major challenges for orga- +nizations. In fact, many developing and developed countries +have enacted laws and regulations making improvements in + + +THE SELF-LED ORGANIZATION +123 +these areas a requirement for the right to continue doing +business. Externalization is becoming harder, while investors’ +demands for profits and growth are increasing. Add to this the +fact that employees in all parts of the world are demanding +better places to work—both in terms of working and living +conditions. If a company doesn’t promote sustainable practices, +jobs in those companies occur as less valuable, and people’s +work as less important. +Uncertainty has crept into the very nature of what it means +to be a company. Many leaders we talked to in organizations +expressed a similar theme: +We’re getting squeezed. We have to make our numbers and +be good citizens at the same time. Sometimes you can’t have it +both ways, but it seems that unless we do, we will be out of +business. +Leaders in other types of organizations are feeling the +pressure from these trends as well. Governments need to +raise revenue and protect the environment. NGOs often try +to partner with companies as they criticize their actions. +Start-ups compete with established ventures. +As management expert Peter Senge told us: ‘‘The world of +the organization is changing profoundly, and no one is sure of +the new rules.’’ +We refer to this looming crisis as the global warming of +organizations. The heat on organizations is getting turned up, +and there’s no relief in sight. +Rise of the Self-Led Organization +Leadership consultant Peter Block posed a question in an inter- +view with us: ‘‘Can a collective organism like an organization +have a purpose, other than growth, and can it bring something +into the world that didn’t exist before?’’ His answer to his + + +124 +THE THREE LAWS OF PERFORMANCE +own question was ‘‘Probably yes.’’ He went on to say that a +vision for organizations that would make a difference is clear, +and it has been articulated by experts like Margaret Wheatley, +Chris Argyris, and Peter Senge. ‘‘But we haven’t been able +to institutionalize that vision,’’ Block said, ‘‘and so it remains +elusive.’’ +Although the last few decades have seen corporate respon- +sibility increase, the fundamental nature of organizations hasn’t +transformed. As Gary Hamel wrote in The Future of Manage- +ment, management of organizations has changed little since +early in the twentieth century when the modern techniques +of job descriptions, divisional structures, and decision rights +evolved. Hamel noted that if management pioneers Alfred +Sloan or Fredrick Taylor were alive today, they would see +much that is familiar in how the current Fortune 500 operates. +The questions are: What would an evolution of corpo- +rations look like? What could the corporation of the late +twenty-first century look like? How can we build them today, +and use them to release us from crises we seem to be facing? +Before software developers release a new version of a prod- +uct, they usually ask what users want that the current version +doesn’t provide. If they’re savvy businesspeople, they’ll also ask +what new approaches will delight customers. So let’s ask that +question about corporations: What do users (investors, employ- +ees, customers, suppliers, governments, activists, non-profits, +and union leaders) want that the older and outdated version +doesn’t offer? What new features would not just satisfy them, +but delight them? +The twentieth-century organization was built on the anal- +ogy of corporations as individuals. The problem, we assert, is +that the analogy wasn’t taken far enough. Evolving this idea + + +THE SELF-LED ORGANIZATION +125 +means extending the analogy in ways that, to our knowledge, +have never been done before. +To be clear, we are not saying that corporations (or other +types of organizations) are people. They’re not. We are sug- +gesting that the analogy of the corporation as a person has +value we haven’t mined yet—so much value that we can +finally build organizations that have it all: higher profits along- +side of authentic social responsibility. These organizations +will have both an engaged, satisfied workforce and productive +relationships with all stakeholders. +Being Self-Led +As we start to walk down the road that will lead us to the +next version of organizations, think about what it means +to be a person. What aspects of the human experience are +most important to you? The right to own property, employ +people, sue and be sued—the ways in which corporations are +individuals today—would be on the list, but probably near the +bottom. At the top of your list, we’re willing to bet, would +be values, aspirations, and elements that are noble—family, +relationships, community, even joy and love. Our lives without +these aspects would seem stark. Most of us seek a fully integrated +experience, in which what we do every day is infused with, and +guided by, these noble aspirations. +Notice that these aspirations are, at least in part, linguistic. +Love, community, and relationships don’t exist in the world +independent of language.10 Only human beings, with their +linguistic nature, can live a principle-centered existence. +Our approach, from the Three Laws, is to consider the +entire human experience as arising in language. We assert that +this way of approaching what it means to be human gives a + + +126 +THE THREE LAWS OF PERFORMANCE +pathway to fully integrating our lives with our aspirations. It +also gives us insights that are the basis of creating the next +version of the organization.11 +A person whose word is divided or split lacks wholeness and +completeness. An enduring sense of satisfaction requires living +with integrity—honoring our word, as we saw in the preceding +chapter. Integrity—speaking consistently in all situations, +keeping our word when possible, saying when we won’t be able +to keep it and then dealing with the consequences—makes us +whole, complete, and powerful. +Most of us use language in a way that is fragmented. We +seek to be liked, or win approval, or avoid situations that occur +to us as dominating, and so we speak in a way that will bring us +acceptance or recognition or safety in that moment. In another +moment, with another group, we speak differently and create +a lack of consistency and ultimately of power. We don’t speak +honestly, we hold back, we give our word and don’t keep it. +The result is a lack of integrity and a loss of power. +Most of us don’t consider the effects of a lack of integrity in +our lives. As we saw in Chapter Four, the list includes a loss of +satisfaction, freedom, and self-expression. Consider also that +a person lacking integrity lacks a single, integrated self. This +idea is not new. The compilers of the Stanford Encyclopedia of +Philosophy note the following: ‘‘Integrity is primarily a formal +relation one has to oneself.’’12 The same article mentions +‘‘Integrity as Self-Integration.’’ In fact, this theme runs through +the philosophical discourse on integrity—relating integrity to +being whole and complete as a person.13 +On the positive side, honoring our word is also the route to +creating whole and complete social and working relationships, +and it provides an actionable pathway to earning the trust +of others. It allows who we really are to come forward and + + +THE SELF-LED ORGANIZATION +127 +to become a presence in the world. We call such a person +Self-led.14 Self, with a capital ‘‘S,’’ represents a full integration +of all of the parts of a person, including those driven by +principles, values, nobility—the highest aspirations. Integrity +allows a person’s Self to emerge and holds it in place. +It’s key to remember that Self arises in language, through +conversations.15 Once we have an integrity-based relationship +with our word, we can use conversations to build lives around +this Self, resulting in greater effectiveness, purpose, capability, +and satisfaction. +A person who is Self-led occurs as honorable, focused, +confident without arrogance, wise, consistent, thoughtful, and +dedicated. From different points of view, a Self-led person +would be described as enlightened, integrated, or evolved. +The purpose of this chapter is to make an organization +Self-led, with the Self arising from all those people partic- +ipating in the organization’s network of conversations. The +result is an organization that has it all: skyrocketing profits, +dedicated and engaged employees, satisfied local communities, +and sustainability. +The New Organization: Built from the Self Up +Most organizations comprise networks of conversations that +are inconsistent, dissonant, and cluttered. Think of the kinds +of conversations you hear at work. The following will seem +familiar: +Why are they doing that to us? +Will this be a good quarter? What’s Wall Street going to think +of us? +Are the rumors true? + + +128 +THE THREE LAWS OF PERFORMANCE +My product is better than their product. +I just want to do a good enough job to not get fired. +I want to do a job that makes me proud. +I wish they’d appreciate what I just did for him. +How’d that person get so far ahead? +If a single person engaged in so many contradictory con- +versations, we might describe him as schizophrenic, paranoid, +or psychotic. We certainly wouldn’t count on his word or look +for his leadership. +However, if an organization’s network of conversations +could be infused with integrity, and harmonized, we’d have +the effect we saw with Lonmin, New Zealand Steel, the +Polus Group, and many other cases in this book. All of those +organizations found their Self and became Self-led. +For an organization to deal with the pressure cooker it +is in, it needs to rewrite its future by altering its network of +conversations. It needs to create a compelling future for its +stakeholders and align its network of conversations to fulfill +that future. In the process, the organization’s Self emerges, +which is the collective essence of all of the people involved +in its operations, including a future that inspires them and +fulfills their concerns. This is what we mean by a Self-led +organization. +Although a process as complex as finding an organization’s +Self can’t be reduced to steps, there is a critical flow, detailed +in the following section. +Leaders Step Forward +The big question is, why don’t more leaders step forward? Peter +Senge gave us one reason: ‘‘We all have a sense of what is + + +THE SELF-LED ORGANIZATION +129 +happening, a deep uneasiness. But we have become habituated +to the modern artifacts of successful living, so we keep ourselves +distracted and entertained—so we don’t pay much attention.’’ +Jim Collins, who suggests that what prevents many orga- +nizations from becoming ‘‘great’’ is a focus on being ‘‘good,’’ +alludes to another reason more leaders don’t come forward. +Only when they abandon holding on to being good can they +move up to great. Likewise, people have to see beyond their +current success before they can lead the effort of transforming +an organization. +Finally, many people feel they don’t have the authority to +step up and make a difference. Yet in most of the companies in +this book, the desire for ‘‘something more’’ began with people +other than the CEO or chairman. At Interface (where Ray +Anderson was the chief executive), it started with customers +asking what was the company’s policy on the environment. At +Lonmin, it started with the communities demanding a different +relationship with the platinum mine. At New Zealand Steel, +it began with a concerned manager in Human Resources. At +the Polus Group, it started with one employee taking a public +Landmark Education program and wishing to apply what he +learned at work. At Northrop Grumman, it started with a vice +president. +A middle manager can, in our experience, use future-based +language to create a case for taking new kinds of action that +senior executives find compelling. It doesn’t take authority +to set an organization on a new course. It does take owning +the situation, and knowledge of how to use the Three Laws +to transform even psychopathic or self-centered organizations +into star global citizens. +The first part of stepping up begins with standing for the +possibility that your organization can go beyond its current + + +130 +THE THREE LAWS OF PERFORMANCE +views of success to a place that integrates the profit motive +with the desire to be global citizens. That is the first part. The +next part is the risky one. +Manage the Environment of the Network +of Conversations +In September 2000, UPS launched a commercial that got +everyone talking about people who merely make proposals and +then leave it to other people to do the heavy lifting. Here’s +how it went: +Three men sit in a room, one behind a desk, two on the +other side. As the commercial opens, their power meeting +is visible from outside the glass office. The camera snaps to +inside the meeting. +‘‘We think you need to integrate your global supply +chain,’’ one of the two men says, ‘‘and shift your assembly +overseas.’’ +‘‘And accelerate inventory velocity,’’ the other says. +Both men lean forward and smile. +The man in the position of power takes a deep breath, +summons his courage, and says, ‘‘Great! Do it.’’ He smiles +with the satisfaction of a commander who has taken decisive +action. +The two men look at each other with humorous surprise. +One says, ‘‘Sir, we don’t actually do what we propose.’’ +‘‘We just propose it,’’ adds his colleague. +The commercial shifts to a few seconds of depicting +UPS’s capability to do what these men could not—and then +the scene shows the two men walking out of the lobby. As +both pull out cell phones and organizers, one asks the other +incredulously, ‘‘Do you believe that guy?’’ +The first question is, why did people find this commercial +so funny? Peter Block indirectly addressed this question when + + +THE SELF-LED ORGANIZATION +131 +he told us: ‘‘One of the flaws of management in this day and age +is that we fragment accountabilities and then everyone focuses +on their own piece.’’ People often see their role as making +proposals and leaving the decision making and implementation +to others. Often executives see their jobs as making the hard +decisions. Both sides get frustrated that the other isn’t doing +enough. Block suggests, ‘‘We need to have working teams and +networks thinking broader.’’ Such networks don’t care about +who is in charge, and they move seamlessly from proposals to +implementation. +For new futures to arise, the conversational environment +needs to include integrity and future-based communication. +For the organizational Self to emerge, people have to take +responsibility for the whole of the organization and for the +concerns of stakeholders. People have to do more than make +proposals. Executives have to do more than make the tough +decisions. Everyone has to take ownership for the company, +its network of conversations, and the environment in which +those conversations take place. +Create Ongoing Conversations with Stakeholders +In The Corporation, Sir Mark Moody-Stuart, former chairman +of Royal Dutch Shell, tells the following story of a protest at +his rural home when he was staying there with his wife. About +twenty-five people arrived and hung a banner emblazoned with +‘‘Murderers!’’ They marched around his home in gas masks. In +the documentary, Sir Mark says what happened: +As a public demonstration, it wasn’t very effective . . . it was a +rural area, there were two people and a dog [at home]. . . . But +then we sat down and talked with them for a couple of hours, +gave them tea and coffee, and they had lunch on our lawn. + + +132 +THE THREE LAWS OF PERFORMANCE +After about twenty minutes, they said, ‘‘Well, the problem’s +not you, it’s Shell.’’ And I said, ‘‘Wait a minute, let’s talk about +what is Shell.’’ It’s made up of people like me. +Perhaps the biggest limitation of businesses (not just Shell) +is that their network of conversations is managed from the +notion ‘‘Only involve the people that we need to involve,’’ +or ‘‘Keep the barbarians outside the gates.’’ But somehow +the balance between legitimate privacy and appropriate trans- +parency has been lost. As a result, organizations made up of +well-intentioned people often commit crimes, oppress local +populations, and damage the environment. +Some organizations involve employees in strategic conver- +sations, but they generally don’t involve external stakehold- +ers. This, in our view, is a problem and an opportunity— +organizations that initiate and engage in ongoing conversa- +tions with their external stakeholders will naturally evolve. +They will be among the first to build authentic relationships +with the groups and communities that they affect. +Returning to the Shell example and Sir Mark’s meeting +with the protesters, he said, ‘‘In the end, what we found in that +discussion is all the things that they were worried about, I was +worried about, as well. Climate, oppressive regimes, human +rights.’’ +There was a big difference between how the situation +occurred to Sir Mark and how it occurred to the protesters. +In his words: ‘‘I feel I can make a contribution to this; these +people feel frustrated because they had nothing to do.’’ When +stakeholders are not allowed into the network of conversations, +they get frustrated and angry, and sometimes they go out of +their way to try to shut a company down. + + +THE SELF-LED ORGANIZATION +133 +Why doesn’t this happen internally in the course of +business? The answer is brutally simple. These kinds of conver- +sations threaten management. Block illustrated this when he +told us: ‘‘I wrote a book on empowerment, and people would +bring me in to talk about empowerment, but all they’d really +want to talk about was boundaries. I can’t give a talk without +some manager asking me about anarchy.’’ +Many managers fear that opening up the dialogue to exter- +nal concerns will mean a total loss of control. Yet there is some +logic at work: If an organization does listen to stakeholder +concerns and then doesn’t follow through in a meaningful +way, people will feel let down and angry—worse off than +before the process started. The process does require integrity to +work—but so does everything else. In our experience, the ben- +efits of a process dedicated to involving external stakeholders +far outweighs the risks. +Lonmin is an exception, in part, because of the integrity +that has been built into its network of conversations. Its +leaders created venues that involved internal and external +stakeholders and brought forth the concerns of unions, elected +officials, community leaders, workers from all levels, school +principals, NGOs, even the World Bank. Sandile Nogxina, +the director general of the Department of Minerals and Energy +in South Africa, was asked what Lonmin had done differently +from other companies. He said, ‘‘They listened to us.’’ We add, +‘‘and with integrity.’’ +Listen for a Future That Encompasses the Self +An organizational Self emerges when the right seeds have been +planted. The conversational environment has to be tended to +and implanted with integrity and ownership. The concerns of + + +134 +THE THREE LAWS OF PERFORMANCE +stakeholders must be an active set of conversations. People +have to confront the truth about the default future of the +organization and be willing to set it down and to let it go. +When all this happens, people begin to glimpse what this +group can achieve. +As the Self emerges, people begin to notice that they all +have the same vision in mind. Warren Bennis once asked +Hollywood director Robert Zemeckis which of his movies he +liked the most, and he immediately said, ‘‘Forrest Gump.’’ +‘‘Why?’’ Bennis asked. Zemeckis said, ‘‘We were all making the +same movie.’’ When an organization is Self-led, as Zemeckis’s +production crew apparently was, the result is a highly focused +and coordinated effort leading to world-class results. And in +Zemeckis’s case, a slew of Academy Awards. +What if everyone in your company were ‘‘making the +same movie’’? Or striving for the same objective—something +important, perhaps difference making? +Oftentimes the Self emerges like a bear jumping out of a +cave—suddenly and dramatically. As Lonmin engaged with its +communities, it developed a process called the Lentswe (which +means ‘‘voice’’ in Tswana, one of the six languages spoken in +the area). The 150 members of this very diverse group met +over a two-year period and developed a charter, vision, and +strategic outcomes for the year 2040. As its vision emerged, it +startled its authors. +The tipping point for the 150 people occurred when an +elderly lady stood up, interrupting an argument over which +village would be the first to have streetlights installed, and said: +The reason nothing gets done around here is that we are +all just different villages out for ourselves. We need to get +concerned about what will work for everyone. We need to +think of ourselves as ‘‘The Greater Lonmin Community,’’ not +the little villages and communities that we come from. + + +THE SELF-LED ORGANIZATION +135 +This birth of the Greater Lonmin Community allowed the +participants to experience a new sense of Self, allowing for +the future of the local populations to shift from struggle and +argument to velocity and creativity. +When their work on the Lentswe Charter was done, par- +ticipants were so moved by it that they produced a video in +which Lentswe members read, sang, and danced—in South +African tradition—about their vision for 2040. When the Self +emerges, it’s palpable and startling. +Peter Block commented on approaches like this when +he said: +In the future, freedom will become an organizing principle, and +will replace control and predictability. The personal transfor- +mation movement in the 1970s facilitated people to ask, ‘‘This +is my life, now what do I want it to be?’’ Now it’s time for +people in organizations to say, ‘‘This is mine, now what do I +want it to be?’’ +Governments can fuel the emergence of this new kind of cor- +poration by offering incentives to manage for future share- +holder value and avoiding excessive externalization. +Don’t Lose Your Self +Once the Self of an organization is clear, leaders step forward +and use future-based language to make declarations. Man- +agers come forward to build systems, processes, policies, and +procedures to turn these declarations into reality. +The Self is potent; it is also easily driven away. In the +course of writing this book, we came across several cases in +which leaders did everything in this chapter up to this point, +and then the effort collapsed. Sometimes it was because the +company was sold, and the new management didn’t under- +stand what this effort was about. In other cases, a champion + + +136 +THE THREE LAWS OF PERFORMANCE +of the initiative left the company without training a successor. +Without continuity, the Self of an organization dissipates, +like smoke on a windy day, allowing politics and short-term +interests to take over. +Self-Led Management +Toward the end of our writing project, we met at Steve’s home +in Miamito review thecases, interviews, and work thatspanned +almost eight years. One of our biggest supporters in writing +this book is a medical doctor turned business consultant, Halee +Fischer-Wright. As we discussed why more organizations don’t +focus on the Self, she commented, ‘‘There needs to be a +Hippocratic oath of management.’’ +The more we discussed the situation, the more her sugges- +tion seemed perfect. In 1964, Louis Lasagna, academic dean +of the School of Medicine at Tufts University, looked at the +writings of Hippocrates and crafted the modern version of this +oath that is used by most medical schools around the world. +Think of the state of modern management as you read what +medical doctors commit to. It says, in part: +I will apply, for the benefit of the sick, all measures [that] +are required, avoiding those twin traps of overtreatment and +therapeutic nihilism. . . . +I will remember that I do not treat a fever chart, a cancerous +growth, but a sick human being, whose illness may affect the +person’s family and economic stability. . . . +I will remember that I remain a member of society, with +special obligations to all my fellow human beings, those sound +of mind and body as well as the infirm. . . . May I always act so +as to preserve the finest traditions of my calling and may I long +experience the joy of healing those who seek my help. + + +THE SELF-LED ORGANIZATION +137 +The obvious question is, what would management’s version +of the Hippocratic oath sound like? We posed this question to +a number of academics, business leaders, consultants, famous +authors, and other opinion leaders. Most said the current ver- +sion would say, ‘‘I promise to build shareholder value. Period.’’ +One of the experts we interviewed was Rakesh Khurana of +the Harvard Business School. In 2007, Khurana wrote Higher +Aims to Hired Hands: The Social Transformation of American +Business Schools and the Unfulfilled Promise of Management as a +Profession. At the time we interviewed him, he was finishing +work on another book on the need for management to form +commitments beyond shareholder value alone. +Like us, Khurana believes in the power of the free enterprise +system, but also that management has a lot of work to do. He +said, ‘‘The original idea [in the twentieth century] was to +make management a profession. . . . It didn’t happen. The con- +temporary state of business education is in many ways the +antithesis of that idea.’’ +Khurana explained that in the early days of the twentieth +century, the public demanded greater accountability of cor- +porations. Congress got involved, and managers promised to +self-regulate. He went on: ‘‘Management had a Field of Dreams +approach. . . . ‘If we build a business school, the profession will +come.’ ’’ Business schools became a growth area for universities, +but management never found its noble purpose. +Instead, management developed an increasingly potent set +of tools to return value to shareholders. Based on the scientific +management approach, and newer approaches in the decades +that followed, managers learned to create job descriptions, +disperse decision rights, set goals, evaluate performance, and +coordinate the work of thousands of people. Management +focused on the mechanics of achievement, and the results are + + +138 +THE THREE LAWS OF PERFORMANCE +beyond impressive. As Khurana told us, ‘‘The corporation . . . +lifted more people out of poverty and created more well-being +than anything else. But what’s been missing is to contextualize +the corporation within the society in which it’s embedded. +We’ve lost the ability to have discourse to address that . . . +what’s its purpose?’’ +The questions facing the profession are: Who is able to lead +management toward discovering this purpose? Who can do +for management what Dr. Louis Lasagna did for medicine? +Said differently, who is able to find the Self in management? +If the last few decades are any indication, this effort won’t +be led by academics, lawmakers, political activists, or the +media. Like most innovations in business, it will come from +the business world itself. +Only an accomplished business leader, who has built his or +her company into a global citizen, would have the legitimacy +to take on such a challenge. +It will come, we believe, from people who marshal the +power of the Three Laws of Performance. +As we conclude this middle section of the book, here are +some questions that will bring the key points of this chapter +into your life: +1. To what extent do the leaders in this organization focus +on more than profit? +2. In what ways are we ‘‘externalizing’’? +3. Of all of the people in this organization, who is best +equipped to lead an effort to find the organizational Self? +4. What could I do to facilitate this process? +5. If this organization became Self-led, what impact could +we make beyond our own boundaries? + + +THE SELF-LED ORGANIZATION +139 +Call for Leaders +For the first time in history, finding an organization’s Self is +more than a good idea; it is a business imperative. A company +that listens and responds to all of its stakeholders can construct +a business model to form long-term partnerships throughout +the global workplace. +We now turn to the third and last part of this book— +mastering the game of performance. It addresses what you will +encounter if you take on mastering the Three Laws. + + + diff --git a/library/The Three Laws of Performance/Chapter-06-Who-or-What-Is-Leading-Your-Life/Chapter-06-source-text.md b/library/The Three Laws of Performance/Chapter-06-Who-or-What-Is-Leading-Your-Life/Chapter-06-source-text.md new file mode 100644 index 0000000..a1a3f97 --- /dev/null +++ b/library/The Three Laws of Performance/Chapter-06-Who-or-What-Is-Leading-Your-Life/Chapter-06-source-text.md @@ -0,0 +1,896 @@ +# The Three Laws of Performance — Chapter-06: Who or What Is Leading Your Life? +- **Source**: /library/The Three Laws of Performance/source-file.pdf +- **PDF pages**: 180–207 +- **Pages without text**: 181 +- **Note**: Includes the Part III divider immediately before the chapter. + +--- + + +P A R T +III +Mastering the Game +of Performance + + + + + +6 +Who or What Is Leading +Your Life? +Everyone thinks of changing the world, but no +one thinks of changing himself. +—Leo Tolstoy +Who or what is leading your life? The approval of others? Pleas- +ing your mother or father? Others’ expectations of you? Proving +yourself to others? Maybe proving yourself to yourself? +This chapter is about taking on some deep work—the kind +of work that needs to be done for us to be leaders in our +lives. And we really mean being a leader in all aspects of +our lives, including at work, in relationships, with family, with +community, even with all of society. Warren Bennis captures +this idea in the first few pages of his self-reflective book, An +Invented Life. He writes, ‘‘I believe in self-invention, have to +believe in it. . . . To be authentic is literally to be your own +author . . . to discover your native energies and desires, and +then find your way of acting on them.’’ +The phrase ‘‘native energies and desires,’’ as Bennis uses +the words, captures the essence of the best part of a person. +143 + + +144 +THE THREE LAWS OF PERFORMANCE +When we build our lives around these, every aspect of our lives +transforms. +Here we face a fork in the road—carry on as before, +or invent ourselves anew. Most people live a ‘‘thrown’’ life— +thrown like dice—finding ourselves caught up in the situations +of our lives, but never really calling the shots. +If we take on this challenge of self-invention, we will find +ourselves walking down an unfamiliar road. Rather than being +led by what has been important to us in the past, we will +find ourselves ‘‘being’’ what we are committed to, what we are +standing for, what our vision is. We will come across to others +as charismatic, wise, self-confident, and at ease in situations. +We will be ready for leadership roles in our relationships, +groups, organizations, and communities, even society. +This chapter is about what it takes to reinvent ourselves +and to be the leader in those areas of our life that matter to +us. The required work will include looking at the not-so-pretty +pictures of our lives. This exploration will bring up issues that +have been hidden from our view or at least issues that we have +been putting off resolving. +To repeat a theme from this book, most people have some- +thing important that they’ll get to ‘‘someday.’’ This illusion of +‘‘someday’’ is very pervasive, soothing, and even tranquilizing. +But life doesn’t fit into this illusion: the daily newspaper offers +reports of people dying in car accidents on their way to work. +These people didn’t wake up expecting that to happen. They +were certain that it was just another day at work. Reality can +be very rude in its surprises and nasty when it intrudes on +our hopes and dreams. Every now and then Lady Luck will +smile on someone who wins the lottery, but it never seems to +be us. + + +WHO OR WHAT IS LEADING YOUR LIFE? +145 +When we put pictures of our dreams, hopes, and wants +into the category of ‘‘someday,’’ we separate ourselves from the +immediacy of living. Someday never comes. There is only now. +Who Are You, Really? +Colin Wilson, the prolific and influential British writer, was +born to working-class parents from a relatively poor com- +munity in Britain. Although his ambition was to become the +next Albert Einstein, he was forced to quit school at age +sixteen. +Working as a laboratory assistant, he fell into despair +and decided to end his own life by drinking hydrocyanic acid. +In the moment before what was to be his final act, he came +to a realization. There were actually two Colin Wilsons. It +was like two people living in the same body. One was a boy +idiot filled with self-pity. The other was his real self. +The boy idiot, he realized, was about to kill them both. +From that moment on, Colin Wilson occurred to himself +in a new way. He saw himself as the ‘‘real Colin Wilson’’ +instead of the unsuccessful lab technician. He later wrote +that from this point, ‘‘I glimpsed the marvelous immense +richness of reality, extended to distant horizons.’’ +When how a person occurs to himself alters, everything +else shifts as well. +Think of the immense job of a leader. Imagine every aspect +of her work. This chapter is about building our leadership +around our ‘‘real’’ self. Only then will we be ready to lead +others, organizations, and even society, to new places. +How Did You Become Who You Are? +There are many models that explain how we became the person +we are. See whether this one fits. + + +146 +THE THREE LAWS OF PERFORMANCE +We all have defining moments in our lives that set us on +the path we’re on. Here are two of ours. The first is from +Steve: +On the first day of seventh grade, I sat in my classroom, and +didn’t see any of my friends, but instead saw that the tough +kids were my classmates. At lunch, I met up with my friends +and asked which class they were in. Some said ‘‘7-1.’’ Others +said ‘‘7-2.’’ I was in 7-3. +It took only a moment for all of us to figure out what the +class designations meant. Smart kids went to 7-1. Dumb kids +went to 7-3. +Clearly there had been a mistake. I should have been +in 7-1. +At the end of the class day, I walked to the door of the +school’s guidance counselor and knocked. A tall man—very +tall, particularly to a seventh grader—pulled back the door, +leaning forward to hear my question. I said, ‘‘I’m in 7-3 and +that must be a mistake. My friends are all in 7-1 or 7-2.’’ +The counselor said, ‘‘Do you remember those tests you took +at the end of sixth grade?’’ +‘‘No.’’ +Testing, studying, doing well on homework were items +that had not been important to my life. Playing in the +courtyard—that was important. +‘‘Those tests determined which class you went into. So no, +there was no mistake. You are in the right classroom.’’ +And then he closed the door. I stood there for what seemed +an eternity, staring at the door and thinking, What am I going +to tell my mother? To this day, I can remember the color and +pattern of the wood. +After several seconds of staring at the now closed door, +I came to a crashing realization: Something is wrong here, and +there is something wrong with me. + + +WHO OR WHAT IS LEADING YOUR LIFE? +147 +I said to myself, I’m not smart enough. This was the kind +of news that I had to keep quiet, particularly from my mother. +After all, she was counting on me becoming a doctor. Instead +of succumbing, not being smart enough, I decided to do +something about it—study. Studying had never been a concern +of mine—but it was now. The strategy was this—since I wasn’t +really smart, study, study, and study. Perhaps hard work would +make up for not being smart enough. +Partway through the year, the school tested its students on +math and English. I scored 100 percent in math and 95 percent +in English. I was moved from the 7-3 classroom to 7-1. The +kids now thought that I was really smart. But I never really felt +that way. +In the privacy of his mind, Steve had fooled them. Under +the nagging doubt of I’m not smart enough, he kept studying, +getting great grades, being in the honor society, standing out +from others. But regardless of the academic success he obtained, +he could never remove how he occurred to himself: not smart. +No matter how much he masked his insufficiency through hard +work, he occurred to himself as the seventh-grade boy standing +in front of the guidance counselor’s door. Years later, with a +degree from Cornell (with honors) and a master’s degree in +philosophy from the University of Chicago, the same nagging +feeling remained. Steve continues: +When I would go into a new class, I wouldn’t say anything +until I had assessed that I was at least as smart as some of the +others. My freedom to express myself and provide leadership +roles in the class was diminished by this nagging doubt. +In all of our lives there are moments when we make critical +decisions about ourselves that give us an overriding sense of + + +148 +THE THREE LAWS OF PERFORMANCE +who we are, not just in the present moment, but from then on. +Based on the special self-defining nature of these decisions, we +see ourselves in a way that limits who we are and what we can +do. For us to find the path to something greater, we first need +to see the road that’s brought us to this point. Dave Logan’s +critical decision happened over dinner when he was about +eight years old: +I was eating dinner with my parents, who had a startling +resemblance to Ward and June Cleaver in Leave It to Beaver, +with my older brother and sister. We were talking about Ronald +Reagan running for president. My liberal father was outraged, +my conservative mother was delighted, and a family debate +raged over chicken, mashed potatoes, gravy, and broccoli. +In the midst of a heated discussion about whether the +world would end, I said in a squeaky voice, ‘‘It’ll be OK.’’ My +sister, who I always thought was brilliant and cool, shot back, +‘‘Why don’t you just shut up when you don’t have anything to +say?’’ Under her breath, she said, ‘‘God! You always do that!’’ +Time slowed down as the ‘‘truth’’ settled in. I said to +myself: I always do that . . . I never have anything to say. And +even deeper, I concluded: There’s something wrong with me . . . +I must be worthless. +I wouldn’t give up. Scrambling to recover my dignity and +my sister’s admiration, I said, ‘‘Well, my teacher told us that +Reagan could get the respect of the Soviets.’’ +After I said that, the most amazing thing happened: every- +one actually listened. Even my sister. So I now knew that +quoting authorities was a way to make up for my lack of having +anything useful to say. +My right to say anything became tied to saying what the +experts said. +This view of myself persisted for years, even after I got my +Ph.D. In media interviews I would quote the experts instead + + +WHO OR WHAT IS LEADING YOUR LIFE? +149 +of saying my own view. My ability to be a thought leader was +suppressed. In lieu of having something to say, I was willing to +settle for credibility instead of expressing my points of view. +The cost was that I had lost my voice. +The decisions that shape our lives live in a conversational +environment that includes There is something wrong here and +Something is wrong with me. For Steve, something was wrong +about being in a class with the tough, not very smart kids. And +something was wrong about him—he wasn’t smart enough. +For Dave, something was wrong when his cool sister shot +him down. And something was wrong about him—he was +worthless and had nothing to say. +See if you can recall those pivotal moments when you +experienced something is wrong here, and something is wrong with +me. If so, look and see what decision you made to deal with +these kinds of situations in the future: a decision specifically +about being a certain way, now and in the future, a way you +could be that would produce results and make up for what’s +wrong about you. +The decisions we make that deal with what’s wrong about +us form the basis of our persona—who we consider our- +selves to be. +It’s important to realize that these are not ordinary deci- +sions, like which movie to see or where to go for dinner. These +kinds of decisions are life altering. It is as if you are at a trial, +and the trial are about how well you are dealing with life. You +are playing three roles at the same time: the accused, the jury, +and the judge. That you are going to find yourself guilty is +almost preordained. Otherwise, why is there a trial? Once the +evidence is in—that is, once you have reviewed what you said +is wrong about you—a sentence is proclaimed. This sentence is + + +150 +THE THREE LAWS OF PERFORMANCE +the decision you make about how to deal with the future in +a way that makes up for what is lacking in who you are. This +is a lifelong sentence with no reprieve. These life sentences +limit and narrow how you occur to yourself, and even how life +occurs to you. +Steve’s life sentence was to study hard to make up for not +being smart enough. Dave’s was to capture what the authorities +said, so as to make up for not having anything to say for himself. +The life sentence works exactly according to the design—it +helps you survive and gives you a pathway to achieve success. +Steve would study with an obsessive work ethic, and Dave +would channel research to give insights on whatever problem +faced him. +Many leadership development approaches build on the +attributes of the persona we created in that moment of stress +and survival by virtue of life sentences. But let’s take a hard look +at this approach. What happens if we build our leadership on +top of these life sentences? At best, it’s limited and inauthentic, +a persona, hiding what we believe to be the real truth about +ourselves. Steve wanted to be seen as smart, but whatever he +did was on top of not being smart enough. Dave wanted to be +seen as having something to say, but whatever he did produce +was on top of having nothing to say. See whether the same +may be true for you: are you trying to be seen as other than +you are? +Look around at people trying to be leaders, in all walks +of life. If you look closely, you can see the persona they +became in a moment of crisis long ago. You can see the life +sentence they imposed on themselves, and often you can get +a sense of what it covers over. For example, imagine some +people that are (for themselves) shallow, or unpopular, or +unattractive, or unlovable. Imagine the kind of compensations + + +WHO OR WHAT IS LEADING YOUR LIFE? +151 +that they would have developed: becoming innovative (on top +of shallow), stylish (on top of unpopular), hardworking (on top +of unattractive), service oriented (on top of unlovable). You +can see the glee of having pulled it off, and deep resignation +(often in lines on their faces) that it’s not real. +One of the consultants in the Lonmin engagement is Larry +Pearson. A big 240-pound ex–football player with a master’s in +social work, he is formidable in presentation, comfortable and +easy to be with in reality. He shared with us how his persona +developed during the course of his life. As he tells his story, +notice the decision he made, the persona he created, and the +limitations that came with both: +I grew up in a pretty tough African-American neighborhood. +In junior high school, I was in the locker room. A guy came +up to me and put a knife in my throat and said, ‘‘If you don’t +cry we’re going to cut you.’’ After thirty minutes, I thought, +‘‘The only way I’m going to get out of here is to cry.’’ So I did. +I decided, I will never let anyone mess with me again. I will be +stronger than they are. I will always find a way out. I will not +get trapped again. I’ll be smart enough, cunning enough. +Pearson also had a form of dyslexia; as a result, he had +trouble reading. After this incident, he decided that he would +find a way out of this reading problem without being trapped +by depending on others to read for him. ‘‘I couldn’t read +street signs, so I learned to recognize the kids who went to +my school, and I followed them. When we were a few blocks +away, I was OK.’’ No one knew he couldn’t read, not even +his teacher or his mother. ‘‘When we’d talk through a book in +class, I would wait for someone else to go first, because I hadn’t +read it. I learned to elaborate on what they said, spinning a +story, and so no one ever asked if I had read it. I became + + +152 +THE THREE LAWS OF PERFORMANCE +a quick-talking, inauthentic liar, but I was really good at it. +Unfortunately, I didn’t have close friends because I can see +now that people didn’t really trust something about me.’’ +As Larry learned, people are good at ‘‘smelling’’ inauthen- +ticity. Whenever someone picks up on a lack of consistency in +what you say and how you say it, it triggers a sense of distrust +and a gut feeling that you’re not being straight with them. +People can even detect the little unconscious movements our +bodies make, and though they can’t explain what troubles +them, they can see that something is off. +Of course, people don’t talk about other people’s inauthen- +ticities. It is as if there is an unspoken rule: Don’t call me on my +crap and I won’t call you on yours. But if you call me on mine, I’ll +call you on yours! So everyone walks around pretending not to +see the obvious. +The fork in the road we spoke about earlier can now be +seen as a choice between fitting in and standing out. We are +about to take the fork of the road called ‘‘standing out,’’ and +it’s not for people who are committed to comfort. It involves +transforming ourselves, altering the very sense of who we are +for ourselves. Doing so will allow us to bring forth abilities, +capacities, and intentions that will put us in the driver’s seat of +our lives. +Seeing into the Constraints of Your +Life Sentence +Let’s do a thought experiment, right now. Reflect on your +leadership experience. +In what situations do you see yourself as being most capable +of exercising leadership? Add as many situations as you can to +this mental list. + + +WHO OR WHAT IS LEADING YOUR LIFE? +153 +In what particular situations do you see yourself as being +least capable of exercising leadership? Make another men- +tal list. +Pick a situation in which you pictured yourself as capable. +It’s probably in line with the persona you invented in a moment +of crisis.16 +Pick a situation in which you pictured yourself as not +capable. It’s probably a situation in which your persona would +be ineffective. +Look back in your life for an incident that was wrong, in +which you decided that something was missing or wrong with +you. This will likely be when you were young or at least still +growing up. Somehow you managed to survive and deal with +this ‘‘bad’’ situation by doing something new, something that +covered over what was wrong about you. +Can you recall what you decided to do and how you decided +to be to deal with this ‘‘wrong’’ situation? See how you sen- +tenced yourself to the life you are now living—having to be a +particular way to make up for ‘‘something wrong’’ about you. +The purpose of this exercise is twofold. First, to see the +persona you created as clearly as possible—including where it’s +effective and where it will fail. Second, to begin to experience +the life sentence that gave birth to who you are now. You found +a way to survive, and in doing so formed who you are today. +Notice, too, that just as there were two Colin Wilsons, +there are really two of you. One is the persona. It seeks to +survive in a world in which something is wrong here, to look +good, to fool others—even to fool yourself. It’s built on the +foundation of your life sentence. +The other person is who you really are, not bound by +the persona. But how do we get beyond the limits of our life +sentences? + + +154 +THE THREE LAWS OF PERFORMANCE +Overturning the Life Sentence +The good news about the life sentence is that you aren’t just the +accused, the judge, and the jury. You can also be the court of +appeals. You can reverse the conviction and release yourself +from the prison of limitations. The bad news is that there is +serious work to be done. +First, you have to tell the truth about your life sentence +and what it is designed to hide. This step requires reexamining +the evidence you used against yourself at trial, and in the light +of your present-day adulthood, bringing some compassion to +the little person who was just trying to deal with life. Only +when the complete case is presented to the court of appeals +can it be thrown out. +An obstacle is that most people aren’t aware that the trial +ever happened. We tend to move on and cover over these +incidents. They fade into forgetfulness, so that we survive the +moment intact. Afterward, we don’t remember the decision; +we simply say, ‘‘This is who I am.’’ +But you can remember what you forgot. It’s a matter of +bringing the incident from the background to the foreground. +If you watch the incident like a movie, you’ll often remember +the script. Here is a list of questions that will support you in +finding the incident to work with and then to uncover the +script that led to your life sentence: +1. How do you want people to describe you (for example, +smart, funny, articulate)? +2. When did you decide to be this way? Did you have a +moment when you realized, Something’s wrong here? Can +you recall a moment when you said to yourself, Something’s +wrong here with me? What happened in that moment? + + +WHO OR WHAT IS LEADING YOUR LIFE? +155 +3. What decision did you make in that moment about +how you would act in the future? +4. As in a court case, motive is important. What was +your motive—your intent—in making that decision +and in forming a persona? Was it to survive? To look +good? To avoid looking bad? Or something else? +Notice how this persona or identity developed. It probably +felt like you were just accepting reality. But in fact you were +actually responding to how that situation occurred to you and +how you occurred to yourself. You then created a new role to +play in the future. When Steve said to himself, I’m not smart +enough, he was both imposing an interpretation on the situation +and authoring a future for himself. A different interpretation +might have been I didn’t take that sixth-grade test seriously or I +don’t test well, but I’m smart in other ways. When he said to +himself, I’m not smart enough, he was making a declaration in +the form of a decision. When he said to himself, I will study +hard, he was making another declaration and decision. In these +types of declarations, he was creating for much of his adult life. +These weren’t merely the actions of a child accepting reality, +but rather those of a child creating a reality that stuck with him. +Once the life sentence is revealed for what it is—a decision +about how to be in the future, albeit made under a moment +of stress—you have a choice. Given that any decision is itself +an action requiring language, you can renew or revoke it. But +until you see the situation for what it is, you don’t have a +choice to say anything else about who you are. +Some people’s decisions are dramatic, as are the incidents +that lead to them. Arunaraje Patil, a soft-spoken woman from +Mumbai, India, told us of a situation that happened to her +later in life: + + +156 +THE THREE LAWS OF PERFORMANCE +I was happily married with two children, working making +documentaries and feature films. Then my daughter got cancer +when she was nine, and despite going to New York for treat- +ment, she died, about a year after diagnosis. Within twenty-four +hours of her death, my husband asked me for a divorce, saying +he didn’t love me. +I became profoundly sad, but resolved to give my son +everything—an education, a good life. I decided I was a reject, +but I had to hold on for his sake. Inside, I was crying all +the time. +Patil’s life sentence was that she could never be happy +again, given that she had lost her daughter and her husband, +both of whom she loved so much. She revisited this incident, +and the decision she made, in a Landmark Education course. +She told us: ‘‘As I went through the program I realized that +suffering could be looked at as a choice, and that hit me like +a bullet. I realized that I had chosen to suffer for the sake +of my son, but that my sadness prevented me from giving +him the thing that mattered most—a happy mother.’’ She +continues: ‘‘My spirit soared. I could laugh. I decided to no +longer be a victim of circumstances. It all changed, suddenly +and dramatically.’’ +Patil was able to create a new interpretation for her suf- +fering. This new interpretation, although unusual, was one +that allowed her to create a future of power, one without +suffering. It wasn’t an interpretation made up to make her +feel good (like positive thinking), but one that both fit the +facts and left her with a choice in the matter of her own +suffering. +Notice that rewriting her future required future-based +(generative) language. Prior to that moment she was using +descriptive language, trapped by her situation. + + +WHO OR WHAT IS LEADING YOUR LIFE? +157 +Only when you see that it was you who made these decisions +and judgments about and on yourself can you then overturn +the life sentence. If you believe another person did it to you, +or the circumstances did it to you, then you have no power. But +if you are the imposer of the judgment, then you can revoke it. +Extraordinary leadership emerges from the following ques- +tion: ‘‘If I’m not that persona, who am I, really?’’ +Creating a Crisis of Authenticity +The following story illustrates what we call creating a crisis. +An old Cherokee chief is teaching his grandson about life: +‘‘A fight is going on inside me,’’ he said to the boy. ‘‘It is +a terrible fight and it is between two wolves. +‘‘One is evil—he is anger, envy, sorrow, regret, greed, +arrogance, self-pity, guilt, resentment, inferiority, lies, false +pride, superiority, self-doubt, and ego. +‘‘The other is good—he is joy, peace, love, hope, serenity, +humility, kindness, benevolence, empathy, generosity, truth, +compassion, and faith. +‘‘This same fight is going on inside you—and inside every +other person, too.’’ +The grandson thought about it for a minute and then +asked his grandfather, ‘‘Which wolf will win?’’ +The old chief simply replied, ‘‘The one you feed.’’ +This notion is different from how we think of crises, which +are usually circumstantial. Lose a job, survive a tornado, get +a diagnosis of a life-threatening illness—these are crises of +circumstance. +We aren’t referring to a crisis you have, but a crisis you +create, by confronting what really matters to you. It’s a crisis +of the real you against the persona and the life sentence. + + +158 +THE THREE LAWS OF PERFORMANCE +Or, in the words of the Cherokee chief, between ‘‘anger, envy, +sorrow, regret . . .’’ and ‘‘joy, peace, love, hope, serenity.’’ +The idea of intentionally creating a crisis is counterintu- +itive. Who wants a crisis? Isn’t life about avoiding crises? Isn’t +life about fun and going to the beach? But if you want to +transform who you are—how you occur to yourself—then you +need to create a crisis of identity, one in which the only way +out is transformation. +To return to an earlier theme, consider your life a three-act +play. The life sentence happened early in the first act, followed +by hard work and success, but with a nagging realization that +it’s not fulfilling. Imagine a third act in which the life sentence +has been reversed, and you have your life renewed, free of +resignation, regret, and pretense. +In the last one hundred years, many scholars have studied +the stories we love to hear and tell. From The Odyssey to Long +Day’s Journey into Night to Hamlet to Star Wars to Gone with +the Wind, every major story follows a similar path. There is +action, complication, crisis, climax, reversal, and resolution. +The secret to rewriting your play is a crisis of your own creation. +From that flows climax, reversal, and resolution. +How do we create this kind of crisis that moves us into +transforming ourselves? We do it by focusing on the areas of +our lives in which we are inauthentic, those times when we are +pretending. Inevitably, these are the areas of our lives in which +we have resigned ourselves to a lack of freedom, joy, and full +self-expression. We create a crisis by giving up the resignation +and standing for a life in which we experience being ourselves, +fulfilled and empowered. +In the 1970s, a man took a program Steve was leading. On +the first day, he stood up and said: ‘‘I was in a concentration +camp thirty years ago. I got out, moved here to New York, but + + +WHO OR WHAT IS LEADING YOUR LIFE? +159 +I never really got out. Every day I wake up with anger and +resentment for the guards, what they did to me and my family, +friends, and their fellow human beings.’’ +He asked, ‘‘Can I somehow get free, get out of the camp?’’ +Steve tells the story of what happened next: +I said, ‘‘You can, but you’re not going to like what I tell you is +the way out.’’ +‘‘What’s the way out?’’ +I responded: ‘‘Forgiveness. That’s your way out.’’ +The man was very upset. He shouted, ‘‘No way! They killed +my family!’’ +I really felt this person’s horror and his turmoil. It was +beyond anything I had experienced before. I had enormous +compassion, but I still had to deal with his request for freedom. +‘‘I said you wouldn’t like what I told you. But look at what your +anger and resentment is costing you. You live with it every day. +I am not talking about what you should do. I’m only responding +to your question about how to get out of the concentration +camp. You are obviously free to do whatever works for you. +‘‘If you could find a way to bring forgiveness to what +happened—and I do know that what happened was ugly, +brutal, senseless, crazy—then you would be free.’’ +I added: ‘‘I didn’t say ‘condone’ what happened. There is +no way what happened can be condoned. I did say ‘forgive.’ To +forgive is to give up resentment. It can be a blow for freedom.’’ +The man sat down, crossed his arms, and didn’t say a word +for the next three days of the program. +On the last day of the program, he walked in with a +radiance and light that was startling. +He said: ‘‘I’ve been dealing with what you said all week. +I thought back to those days in the camp and looked at the +people involved. I also looked at my life and the trap I’ve been +in. I realized that if I could get out of this trap, it was worth + + +160 +THE THREE LAWS OF PERFORMANCE +examining my views, my certainties about the way things are. I +saw that I could authentically create another interpretation of +the people and the times. I could see my captors as people were +as lost and dominated and frightened as we were, only they had +the guns. +‘‘That doesn’t excuse them. But remaining their ‘victim’ +forty years later is not worth my life. It doesn’t give me any +satisfaction. I forgive them. Let them deal with their own +demons. I’m not willing to live my life in the space of guilt and +resentment.’’ +He actually smiled and sat down. +In a short period of time, this man created and then +resolved a crisis that turned his life in a new direction, from +a default future to something else. If he can do it, with all he +suffered, I realized that anyone can. +To create your crisis, you need to locate where your foot is +nailed to the floor. Here are some questions that can support +you in creating a crisis of identity in which the only way out is +transformation: +• Where in your life is something not working or +not working as well as you want? +• In what areas of your life do you feel a loss of +power, freedom, fulfillment, or self-expression? +Consider that wherever you experience a loss of quality +in your life, there is some inauthenticity at play. Simply said, +there is something about which you are pretending, avoiding, +something you are not taking responsibility for. Or you’ve made +a decision that makes you right, that gives you justification. +In doing so, you give up power, freedom, and self-expression. +We hide from others and even from ourselves the game we are +playing. This self-deception is at the heart of the trap. + + +WHO OR WHAT IS LEADING YOUR LIFE? +161 +1. In those areas of life you just identified, how are you +being inauthentic—what are you pretending, +avoiding, not taking responsibility for? +2. What can you see has been the impact, the limitations, +of your having been inauthentic in those areas? +The purpose of the life sentence is to produce results +through making up for what is wrong with you. But it hides +from others and even from yourself who you are afraid you are. +It has you pretending that you are different from who you think +you are. It even has you pretending that you aren’t pretending. +This is what the crisis calls you to face. +The way out of the trap is to create a crisis over being in +the trap. Tolerating any loss of freedom, power, contentment, +self-expression becomes unacceptable. +To resolve the crisis, you will have to give something up. +What Do You Have to Give Up? +In their book Fox on the Rhine, Douglas Niles and Michael +Dobson17 tell a story about Mark Twain: +It seems that Mark Twain caught pneumonia. When the doctor +visited, he saw Mark Twain smoking a cigar. He asked, ‘‘How +many of those do you smoke each day?’’ Twain said, ‘‘Oh, about +a dozen or so.’’ And the doctor said, ‘‘I see a bottle of whiskey. +How much do you drink?’’ Twain said, ‘‘I’m a moderate drinker, +only a bottle or so a day.’’ The doctor said, ‘‘If you’ll temporarily +give up drinking and smoking, you’ll recover quickly.’’ Twain +followed the doctor’s advice, and got well. Later, a woman he +knew got pneumonia and Twain told her that if she temporarily +stopped drinking whiskey and smoking cigars, she’d get well. + + +162 +THE THREE LAWS OF PERFORMANCE +She said, ‘‘I don’t drink whiskey, and I don’t smoke cigars.’’ +And you know, she died. +Mark Twain’s conclusion was that his friend died because +she didn’t have anything to give up. +Every life sentence carries a benefit. Otherwise, it wouldn’t +have the hold that it has. As the Cherokee chief said, the +‘‘evil’’ wolf is alive because you’re feeding it. Consider that we +feed only what we value. +What there is to give up is the certainty you obtain from +the life sentence. The life sentence does provide a reliable way +to deal with the risk of life. It may be limiting your quality of +your life, but at least it seems to work. +Consider the following story from Eraldo Tinoco in +Brazil: +I was about sixteen years old, and I lived in a neighborhood +where some families had a lot of money and others didn’t. Mine +didn’t. In fact, we were one of the poorest families there. +I had to start work at an early age, delivering telegrams. +The position required that I wear a uniform with a hat, and +every time I left the office I had to have the hat on. I had the +feeling that everyone in the neighborhood was looking at me. +One day, I delivered a telegram to a lady and she asked if +she could have the information about my hat, so she could get +one for her daughter to wear for Carnival. +I told her to take the hat and I would come back and get it +later. +In that moment, I felt on display, alone, isolated, and +different from people my age. I decided to become someone +worthy of respect—someone who would work hard for the +poor. +I never went back to get the hat. + + +WHO OR WHAT IS LEADING YOUR LIFE? +163 +Throughout his career, he did work hard, earning a doctor- +ate, entering politics, and becoming the secretary of education +and, later, vice governor for Brazil’s state of Bahia. But the life +sentence he imposed on himself exacted a price. Wanting to +never be alone or different, he would make only safe decisions. +He would hand off risky decisions to others, so his ability +to make an impact was lessened. He lived in fear of being +revealed as the person who was different, alone, and isolated. +In 2001, Tinoco told the story to people he worked with, +including the part about the hat. He resolved to give up the life +sentence and instead fashion his life around quality education +for everyone, no matter the risk or how much he’d have to act +alone—at least at the start. +In the years that followed, until his death in 2008, Tinoco +started several bold projects that required his personal lead- +ership. He did so without the anxiety and ‘‘safety’’ that were +part of his life sentence. Today, he is known for instituting the +certification of school principals in Bahia, ensuring a greater +quality of education for everyone. +When he told us the story shortly before his death, he +added: ‘‘One of the people who heard my story went to a local +store, bought me a hat. He had it stitched with the name of +the project I was leading. Today I have this hat, and prize it +deeply.’’ +To experience the kind of transformation that we point +to here—overturning your already-written future and writing +it anew—there’s one last matter that needs to be addressed: +What are you willing to give up? Tinoco had to give up safety +and risk avoidance. Pearson had to let go of always having a +way out. Dave had to give up the fear of having nothing to say. +Steve had to give up the fear of saying something stupid. + + +164 +THE THREE LAWS OF PERFORMANCE +Bringing It Home +A fallout for people and organizations using applications +derived from the Three Laws of Performance is an improved +quality of life for employees and people in surrounding com- +munities. One story illustrates the point. +When Magma Copper first acquired its Peruvian Tintaya +copper mine, the operation was a fortified camp with pri- +vate guards carrying AK-47s. Adjacent to the mine was the +community of the workers’ wives and children. +The rate of drug and spousal abuse was so high that the +total population of four thousand people needed a hospital with +three full-time doctors and five nurses. Within two years of +applying new processes derived from the Three Laws, the drug +and spousal abuse had decreased by almost 90 percent, allowing +the hospital staff to decrease to one doctor and two nurses. +The change in behavior of the workers was so dramatic +that a number of their wives requested a ‘‘town meeting’’ where +they could find out what was going on with their husbands. +The first meeting took place in the local movie theater. Eight +hundred employees, wives, and children attended. Dogs ran +around looking for dropped cookies or other nibbles. +The president of the mine, Lee Browne, along with the two +presidents of the local unions, started the meeting, but they +were soon interrupted by a woman who demanded to speak. +She said, ‘‘What have you done to my husband?’’ Before anyone +could answer, she went on, ‘‘He came home last night and +took the garbage out. He never did that before.’’ She paused +and smiled. ‘‘I actually don’t care what you did to him—I just +want you to do it to me.’’ +So many people made the same request that the company +sponsored a program for nonemployees, including spouses and +teenagers. + + +WHO OR WHAT IS LEADING YOUR LIFE? +165 +The point is that applications derived from the Three Laws +of Performance can take companies to that elusive next level. +Equally significant, they can take people’s personal lives to a +level of effectiveness that many didn’t think was possible. +Who Gives You the Right? +During work with Reebok in Japan, Steve noticed something +odd. He tells the story: +As we neared the end of the initial program, we were cre- +ating the conversational environment in which the Reebok +employees could create a new Third Act for their work. We +distinguished the nature of future-based language, and the +power of declarations, commitments, and promises. +I invited people to write down what they were committing +to and were promising to do as leaders for the future of Reebok +in Japan. As people wrote, some raised their hand and asked, +through the translator, if they could share what they were +writing. As one after another rose to speak, I was surprised by +how long it took them to convey a commitment or promise. +I asked Ueda-san, my translator, ‘‘Why is the English way +of saying a commitment so short and the Japanese translation +so long?’’ +She said, well, ‘‘We don’t really have a simple way of saying +future-based language in Japanese.’’ +I pressed on because the whole thing didn’t make sense. I +wondered, How could a society as successful as the Japanese not +have a way of making declarations, commitments, and promises? +I asked Ueda-san to tell me what people were literally saying, +word for word. +As the next person spoke, she translated: ‘‘From here on +and into the future, I would very much like to be proactive in +communicating with my colleagues at work.’’ + + +166 +THE THREE LAWS OF PERFORMANCE +This was an expression of a wish, a hope, something to be +desired, some way to become. The person was not coming from +‘‘This is the way it is because I say so.’’ +In what was perhaps a moment of insight pushed along +by exasperation, I asked, ‘‘Who here tells people the way it is +because they say so?’’ +People lightened up. One person shouted out, ‘‘The +shogun, of course. If he says ‘it’s a good day to die,’ it is.’’ +I got it. In the Japanese culture, the right to call it the +way it is was relegated to the authority, the shogun, the boss. +That person had the authority and therefore the power to make +declarations. +I said, ‘‘In this part of the program, you now need to use +the language of the shogun. Are you willing to be the shogun +in your own life?’’ +Immediately someone stood up and said, ‘‘Here I declare, +I am someone who communicates new possibilities.’’ His tone +was short, focused, and powerful. He spoke as if it mattered. +This shift in power spread through all the participants. +One after another, they spoke in a new way: short, powerful, +declarative. +This issue of the right to declare is not an issue just +in Japanese society. It plays itself out in other cultures in +different ways. The underlying theme is, Who are you to make +declarations about the future? Who gives you the right? +Ultimately, you need to be willing to appoint yourself the +shogun in your own life. If you don’t, you turn that power over +to others and to your circumstances. +Let’s return to the moment of your life sentence, the +moment when you experienced that something’s wrong here. +You will see that you, not others, authored who you are. The +power is in what you said about what happened, not in what + + +WHO OR WHAT IS LEADING YOUR LIFE? +167 +happened. In this reexamination of your self and your life, you +can use the same power of language that you used as a child to +create a new person, unconstrained by the limits of the past. +As an adult who is not trying to survive something but who is +inventing a life, you can be guided by wisdom. +While in Japan to update our research, we met with some +of the executives of the Polus Group. Dave tells the story about +what happened: +The man said: ‘‘Early in my life, I decided that I would be the +one to make decisions, because I could only rely on myself. That +didn’t work so well when I got married.’’ (Here he laughed.) +‘‘We recently bought a house, and I wasn’t letting her +decide anything. It was stressful for her, because she was going +to be there most of the time while I would go to work. I +remembered that in the work Steve did with us. I declared, like +the shogun, that I was one who listens. So I listened, and it was +hard because it was like there was a battle in me between the +person who decides and the commitment I made to listen. +‘‘In the end, I listened.’’ He laughed, ‘‘And she became a +better wife!’’ +Steve said, ‘‘I think you are saying that you listened, and +just by listening, she occurred to you in a new way.’’ +He added: ‘‘Yes, she occurred as a partner.’’ +Steve said, ‘‘I’ll bet that you also experience yourself +differently.’’ +The senior executive from Japan, who rarely showed emo- +tion, paused, wiped a tear away, and said with a deep nod, +‘‘Yes.’’ +While I was an administrator at USC, I represented the +university in several dealings with Japanese companies and +with the government. I never saw that kind of authentic +vulnerability, or that level of respect, shown to someone who +wasn’t Japanese. As I watched the interaction, and heard the + + +168 +THE THREE LAWS OF PERFORMANCE +English version through our translator, I felt touched by our +common humanity. +When we alter how we occur to ourselves, everything +around us shifts. Our business associates, our families, even life, +show up in a new way. With that new foundation, anything is +possible—even a new future. diff --git a/library/The Three Laws of Performance/Chapter-07-The-Path-to-Mastery/Chapter-07-source-text.md b/library/The Three Laws of Performance/Chapter-07-The-Path-to-Mastery/Chapter-07-source-text.md new file mode 100644 index 0000000..1528321 --- /dev/null +++ b/library/The Three Laws of Performance/Chapter-07-The-Path-to-Mastery/Chapter-07-source-text.md @@ -0,0 +1,1024 @@ +# The Three Laws of Performance — Chapter-07: The Path to Mastery +- **Source**: /library/The Three Laws of Performance/source-file.pdf +- **PDF pages**: 208–237 +- **Pages without text**: none + +--- + + +7 +The Path to Mastery +Jacques Derrida once wrote, ‘‘If things were simple, word would +have gotten around.’’ There are many reasons why gains in +performance remain elusive, despite the good intentions of +very smart people. One of the reasons is that our culture seeks +out simple answers, sound bites, steps, tips, and techniques. +This desire is illustrated when someone asks in a training +session, ‘‘How can I use this tomorrow?’’ +To push this illustration to the point of absurdity: imagine if +medical students asked that question, especially those seeking +a complex specialty like neurosurgery. ‘‘So we’ve spent an hour +learning about the blood supply to the brain and spine. How +can we use this on patients starting tomorrow?’’ +Disciplines require significant work before they become +useful—brain surgery and elevating performance being two +examples. In fact, the more work that’s required, the greater +the reward for those willing to make the investment. +This chapter is about mastering the Three Laws, which +means being able to achieve levels of performance in your life +and business that occur as impossible to most people. +169 + + +170 +THE THREE LAWS OF PERFORMANCE +Personal mastery of any discipline or art appeals to those +who desire to move beyond mere competence to a position +of power, freedom, peace of mind, and full self-expression. +Consider what masters in different fields can do that the rest +of us can’t, and consider how the experience occurs to them. +A grand master at chess has the power, freedom, and peace +of mind to play fifty boards at the same time. He walks to +one, looks at the board, and the winning move is obvious to +him. He moves a piece and walks on. After an hour, he’s not +only won all fifty games but also enjoys the expression of his +prowess. +Richard Feynman was a master physicist. Long before +he won the Nobel Prize in 1965 for his work on quantum +electrodynamics, he was a junior member of the Manhattan +Project. Feynman was sought out by Niels Bohr, perhaps +the greatest of the physics minds on that project, to have +a one-on-one discussion about the theoretical nature of the +group’s work. Why did Bohr choose a junior member? Because +Feynman was a master physicist in the making—and Bohr +recognized Feynman’s flowering mastery. Most physicists were +too in awe of Bohr to argue with him. Feynman said he felt as +much respect for Bohr as anyone else, but he experienced no +inhibitions in pointing out anything he considered to be flawed +in Bohr’s thinking. The other physicists tried to strategize in +their conversations with Bohr—evidencing their uncertainty. +Feynman, as a master, was able to dance. +When a master takes the stage, people stop what they are +doing to watch. They know something may happen that people +will talk about for years. Masters like Tiger Woods, Garry +Kasparov, or Yo-Yo Ma do what occurs as impossible, yet the +masters in their fields are not surprised by their performance. +For them, it is a self-expression. + + +THE PATH TO MASTERY +171 +The X-Factor in Mastery +The ordinary explanation for what makes someone a master +of a discipline or art is that he or she was born with ‘‘natural +talent.’’ Basketball players are tall, chess players are smart, +and runners are fast—and were so from early childhood. +But if the road to mastering a subject is reducible to some +physical or mental attributes, why aren’t there many more +people who can play golf like Tiger, chess like Kasparov, or the +cello like Yo-Yo Ma, or do physics like Feynman? And why +are there the counter-examples of extraordinary people who +seem ordinary or even disabled? As evidence that being born +with talent doesn’t explain mastery, consider that Winston +Churchill mastered oratory yet stuttered from childhood and +suffered from what he called the ‘‘black dog’’ of depression. +Helen Keller, known for her writing and lecturing, lost her +hearing and sight as an infant. +Many people born with advantages, even those who seri- +ously practice their discipline, don’t achieve their potential +greatness. What is it that explains the elevated performance +of some and the lack of mastery in others? More important, +how can you use whatever this ‘‘x-factor’’ is to take your +performance to a new level? +We assert that the x-factor is the way in which situations +occur to the masters of their fields. The way in which the cir- +cumstances occur to a master makes the master’s performance +possible, reliable, and consistently superior to that of other +people. This same insight allows us to see what it will take to +master the Three Laws of Performance themselves. +To get a glimpse into the experience of mastery, note that +each of the masters we’ve discussed thinks from the principles +of their field. This is very different than thinking about the +principles. Richard Feynman thought from the laws of physics, + + +172 +THE THREE LAWS OF PERFORMANCE +therefore things occurred to him as possible that struck others +as hard, complex, or impossible. Feynman’s commitment to +being at the source of whatever he worked on is illustrated +by the following story: While on vacation as a teenager, he +forgot a reference book on geometry, which provided the +proofs of theorems. Starting with the basic axioms, which he +remembered, he set out to prove the theorems on his own. +When he returned home, he realized that many of his proofs +were actually better than those in the book he had neglected +to take with him. He brought this approach to his work in +physics. Until his death, he could create all the major laws +of physics by thinking from basic axioms, and this way of +thinking gave him an advantage in performance. He once +complained that his CalTech students couldn’t do physics +the way he did physics. They didn’t have his insights and +hunches. They thought about the laws of the field, not from +them. On his blackboard at CalTech, written shortly before +his death, is the statement: ‘‘What I cannot create, I do not +understand.’’ +The essence of mastering any discipline or set of new +ideas is approaching the new ideas without preconceptions, +seeing them for what they are by themselves, and then cre- +ating from them. For an example of the power of seeing +something on its own terms, consider Wilbur Smith’s descrip- +tion, in his book River God, of a scholar in ancient Egypt who +sees a wheel for the first time—part of an army of attacking +chariots: +the leading vehicle . . . moved on spinning discs, and I stared +at it in wonder. For the first few moments I was so stunned by +what I was looking at that my mind refused to absorb it all. If +anything, my first sight of a chariot was almost as moving as the + + +THE PATH TO MASTERY +173 +horses that drew it. There was a long yoke-pole between the +galloping pair, connected to what I later came to know as +the axle. . . . +All this I took in at a glance, and then my whole atten- +tion focused on the spinning discs on which the chariot +sailed so smoothly and swiftly over the rough ground. For +a thousand years we Egyptians had been the most cultured +and civilized men on earth; in the sciences and the reli- +gions we had far outstripped all other nations. However, in +all our learning and wisdom we had conceived nothing like +this. Our sledges churned the earth on wooden runners that +dissipated the strength of the oxen that dragged them, or +we hauled great blocks of stone over wooden rollers without +taking the next logical step. I stared at the first wheel I had +ever seen, and the simplicity and the beauty of it burst in +upon me like lightning flaring in my head. I understood it +instantly, and scorned myself for not having discovered it of +my own accord. It was genius of the highest order, and now +I realized that we stood to be destroyed by this wonderful +invention.18 +The moment the scholar grasped a wheel on its own +terms—saw the situation in terms of the principles of circular +motion—he could create one. +The rest of this chapter is in two parts. First, we’ll examine +what you can expect on the path to mastery of the Three Laws, +starting with the fact that there are no steps, tips, or rules along +the way. As with anyone walking a path, you need to make +sure you stay on course, and just as with any path, there are +milestones you’ll pass. +Second, we will jump into some questions, which are +designed to pull you into a full grasp of the Laws of Performance. +As you deal with these questions, your journey begins, and + + +174 +THE THREE LAWS OF PERFORMANCE +you’ll notice yourself making progress as you pass the milestones +we discuss in the first part. +In addition to passing the milestones, there is another +important sign of progress: your ability to impact performance +will move to another level. As the milestones section explains, +this increase in abilities is subtle. You will find yourself doing +things that occurred to you as impossible before. You won’t +have to remember to take these actions; you’ll simply do them. +It’s as though a new intuitive ability has taken over, one you +didn’t have before. +Why There Are No Steps to Mastery +Mastering the Three Laws is like learning French. You start by +learning words and translating them to your English words. It’s +slow and annoying. +The way to really learn the language is by immersing +yourself in it—by moving to Paris. Bit by bit, things click. In +time, words and phrases begin to make sense. You can order +food in French and get what you actually ordered. You begin to +think in French, even dream in it. You see things from a new +perspective. As linguists have pointed out, there are phrases, +thoughts, and ideas that can be said in one language and not +in another. One of the benefits of learning a new language +is being able to think and say thoughts that were impossible +before. +Thinking about this analogy gives us insights. Although +immersion in French isn’t linear, there are key milestones +you’ll pass as you become fluent. +We now turn to the first milestone on the road to mastery +of the Three Laws: seeing that these laws are a counterintuitive +way of approaching situations. + + +THE PATH TO MASTERY +175 +Milestone 1: Seeing Your ‘‘Terministic Screen’’ +in Action +Before we get to the experience of this first milestone on the +path to mastery, we have to do a bit of background work. +A person’s way of seeing a situation is filtered through what +scholar Kenneth Burke calls a ‘‘terministic screen.’’ This screen +itself is made up of language—words, terms, phrases, and their +relation to each other. This screen directs our attention to +aspects of reality.19 We don’t see the world, and we don’t see +the terministic screen; instead, we see what the screen allows +us to see. +It’s like seeing the world through a pair of contact lenses. +After we adjust to their newness, we aren’t aware of how they +modify our vision, and we don’t stop to think about what +objects we could see clearly without them. There’s just the +world, and our lenses, merged into a single image. So it is with +a screen of terms. We don’t see the screen. We don’t see the +world. We see the world through the screen. And just as with +contact lenses, we forget the screen is there. +To picture a terministic screen in action, imagine how a +physician sees a patient. She sees illness, patient history, prob- +able diagnoses, causes to rule in or out, and likely courses of +treatment. She is looking at the patient through the vocabulary +and principles of medicine, intuiting the condition of the pa- +tient and arriving at a diagnosis. +Notice that the doctor doesn’t have to think about +her terministic screen. It’s simply there, doing its work, +invisibly—like the pair of contact lenses. As a result of the +screen, conclusions and actions appear obvious. +Consider how a business occurs to a person with an +MBA. He sees profit and loss, expenses, compensation, market + + +176 +THE THREE LAWS OF PERFORMANCE +positioning, competitors, strategy, and reporting relation- +ships. These factors are so obvious to him that he can’t not +see them. +Dave teaches in a Marshall School of Business master’s +degree program for physicians. He describes teaching doctors +the terministic screen of business: +At first, the doctors hear words that they recognize: profit, cash, +operations, and leadership. We all know those words, and we +think we know what they mean. But in business school, we use +these words very precisely, and often they don’t mean what they +mean to a layperson. The physicians—all smart, accomplished +people—learn more and more terms in marathon sessions, +going eight to twelve hours a days. The doctors often become +stressed, having to get up and get coffee, or stand at the back and +stretch. What’s happening behind the scenes, in their minds, +is that we’re stretching their terministic screen to the breaking +point. We’re adding terms that don’t fit to what they already +know. The stress is that they understand new terms through +an increasingly complex set of connections to older terms, +resulting in frustration and a sense of mental disorganization. +The magic moment comes at different points for different +people, but it’s usually when we’re talking about leadership. +Leadership is about inventing something radically new, in +concert with those who will implement it, and it can’t be +done through a formula, steps, or a checklist. The doctors +get increasingly uncomfortable—their terministic screen, as +physicians, is almost all formulas, steps, and checklists. So if +leadership isn’t those things, what is it? It sounds like mumbo +jumbo. It’s literally a thought they can’t hold in their head, +because it doesn’t tie to anything else they know as physicians. + + +THE PATH TO MASTERY +177 +There’s an ‘‘Aha!’’ moment when it clicks, and they give +in to the demands of the new terms. The moment is dynamic +and transformative. It’s as though they suddenly put in new +contact lenses, understanding new terms in relation to other +new terms. Soon they can speak the new language of leadership +as well as their older language of medicine, and they know +when to pull up the appropriate screen. They look back at their +frustration from a few days before and laugh. On the other side +of the ‘‘Aha!’’ it all appears simple and obvious. +This struggle is more than just using new words in new +ways. As a screen is replaced with another, the same situation +looks completely different. As Kenneth Burke wrote, ‘‘A way +of seeing is also a way of not seeing.’’ When we replace one +terministic screen with another, we see things we couldn’t see +before, and our actions correlate. If we alter the screen, the +way the world occurs, shifts. It is a transformation in the truest +sense. Old situations occur in a new way. +Dave often speaks to prospective MBA students. Here is +how he describes the process of talking with them: +People often ask me, ‘‘What will I learn in a great MBA +program?’’ Part of the answer is what people want to hear. You’ll +learn tools: accounting, financial, operational, managerial, and +so on. But you can learn those tools in a book or through +Internet videos. What’s more, you can hire people who have +those tools. The real value of a great MBA program isn’t the +tools, but that you leave the program seeing the world as a +leader and general manager. +What I don’t say to the prospective students, but am +thinking, is that we do our best to impart the terministic screen +of a business leader into each graduate. They don’t need to +remember to use that terministic screen, it’s just there. Through +that terministic screen, they see opportunities where others see + + +178 +THE THREE LAWS OF PERFORMANCE +chaos. They see system failures and possible fixes while others +only complain that things aren’t working. Because they see the +world through a terministic screen others don’t have, they do +things others can’t do, or wouldn’t imagine doing. +Because we can’t see our terministic screen—just like we +can’t see contact lenses when they’re on our eyeballs— +we aren’t aware of the mechanism at work. +The MBA student often can’t explain why the program was +so valuable; he can only say that it was. The doctor returning +to her hospital can’t explain the ‘‘Aha!’’ moment in a way +that conveys the insight to others. She can only describe it, +and when she does, it may seem trite to people who didn’t +go through it themselves. Try explaining to a child how to +ride a bike. Your advice will fall on deaf ears—and certainly +won’t have the child riding the bicycle. But after he ‘‘gets it’’ +and rides the bicycle, he may say, ‘‘Now I see what you were +saying!’’ +The path to mastering the Three Laws is to build a new +terministic screen around new core distinctions. To do this, +it’s helpful to see how a terministic screen works, so we can +catch ourselves when we’re understanding the Three Laws in +terms of what we already know. +In a screen, each term fits with the other terms around +it, not unlike a wall of bricks. Like bricks that don’t quite +fit perfectly into the wall, a term here or there may not fit +snugly, but it is, at the least, allowed for by the placement of +other terms around it. When we are presented with anything +new—such as a new word in a language we don’t speak, or an +idea in a field we haven’t learned—we immediately search to +find a way to link it to terms we know. So we’re more likely to +say, ‘‘Oh, that’s just like . . .’’ or ‘‘Well, really, that’s no different + + +THE PATH TO MASTERY +179 +from . . .’’ Someone learning French will sometimes stum- +ble over idiomatic phrases, finding them hard to remember, +because they don’t translate literally. Her first attempts amount +to fitting French words into an English terministic screen, by +flipping through a translation book as fast as she can. During +the process, she links French words to English terms. The result +is like the physicians learning business. They get stressed. It’s +mentally exhausting. It doesn’t feel effortless. +From this perspective, the process of learning something +new can be seen to involve fitting what is new with what we +knew before as a way of understanding. When we learn in +this manner, our terministic screen keeps growing, but always +in a self-consistent way. This method of learning works well, +provided our terministic screen gives us a foundation that is +compatible with what we’re learning. +But if we intend to learn something radically new, at +some point we will confront the fact that the normal learning +process gets in our way. Until we reach that point, we often +make adjustments to new ideas by making them fit within our +screen. We may say, ‘‘I see—this idea is much like x, y, and +z . . .’’ or ‘‘this idea follows from x and y,’’ or ‘‘this idea is different +from x but not from z . . . .’’ The result is an alteration of the +new ideas to make them consistent with our existing terms. +Although the process makes learning easier, it dramatically +lessens the potential impact of the new ideas. When you +realize that you want to get the full impact of the new ideas, +it’s time to build a new terministic screen. +This realization is the first milestone: its point is that we +allow a new screen to be built by rejecting the need to fit +new terms into our already existing screen. We catch ourselves +reshaping a new idea to fit what we already know, or rejecting +a new idea as being inconsistent with our screen. There’s + + +180 +THE THREE LAWS OF PERFORMANCE +nothing wrong with doing so—it’s what happens until we +get to the second milestone. Every time we catch ourselves +doing this, we can recommit to learning the new material on +its own terms—moving ourselves more quickly to the second +milestone. +Milestone 2: Building a New +Terministic Screen +If the new idea is truly difference making, it opens up new and +uncharted territory, as the wheel did for the man in ancient +Egypt. If he had linked it to what he already knew—blocks +used to build the pyramids and sledges used to drag materials +around—he wouldn’t have grasped it. The closest we can +come in English to what we mean is getting it, as in ‘‘getting a +joke.’’ If you need the joke explained to you, it won’t be funny +and you certainly didn’t get it. +Robert Heinlein faced this limitation in English when +he wrote Stranger in a Strange Land; he invented the verb +grok, which means to ‘‘grasp, apprehend, or get something +completely.’’ The process at play is that the person sees the +world through the lens of the new idea. +To see the need to build a new terministic screen, consider +how the earth appeared to people for millennia: at the center +of the universe, with the sun, moon, and stars moving around +it. The sun rises in the east, streaks across the sky, and sets in +the west. Sunrise and sunset are terms built into our language, as +shorthand expressions of our observations. It’s plain common +sense—you can observe it. If you climb a tall mountain to +a point where the view of the sun is unobstructed, in the +morning you’ll see the sun ‘‘rise’’ and in the evening you’ll see +it ‘‘set.’’ The terministic screen on this subject was consistent + + +THE PATH TO MASTERY +181 +and compelling. Galileo, in the tradition of Copernicus, argued +for a radical new idea that didn’t fit into the terministic screen +of the day—that it was the earth that did the moving. People +responded violently to this theory, which to them clearly was +wrong. Some even understood the science behind it, but they +still couldn’t see themselves as living on a moving sphere. +They had understood, but didn’t grok. Notice also how these +new ideas were initially received. Galileo was called in for a +little chat with the authorities, which did not go well. +So why is it so easy for us today to ‘‘see’’ ourselves moving +around the sun, seeing the universe that Galileo saw? Because +we learned a terministic screen with these ideas at the center. +Because of our screen, we have no problem imagining asteroids, +other worlds, space flight, and life on Mars. All these thoughts +would be impossible for someone with the old terministic screen. +In their book On Intelligence, Jeff Hawkins and Sandra +Blakeslee show the power of building a new terministic screen, +rather than forcing new ideas into an old model, in their +description of how Albert Einstein dealt with the theory of +relativity: +According to rumour, Albert Einstein once said that conceiving +the theory of special relativity was straightforward, almost easy. +It followed naturally from a single observation: that the speed of +light is constant to all observers even if the observers are moving +at different speeds. This is counterintuitive. . . . He methodically +thought about all the implications of a constant speed of light, +and he was led to the even more bizarre predictions of special +relativity, such as time slowing down as you move faster, and +energy and mass being fundamentally the same thing. Books +on relativity walk through his line of reasoning with everyday +examples of trains, bullets, flashing lights, and so forth. The +theory isn’t hard, but it is definitely counterintuitive.20 + + +182 +THE THREE LAWS OF PERFORMANCE +Einstein approached the observation of the unvarying +nature of the speed of light as a set of new ideas that needed +to be unconcealed, and when he did, he found it easy to build +a new terministic screen around it. Scientists who attempted +to force the new ideas into an old terministic screen went to +their deaths without ever grokking it. +There will come a point, on your road to mastery of the +Three Laws, where you will begin to see key points of the laws +in terms of other parts of the laws. You may experience +that ‘‘Aha!’’ moment when it clicks. At this point, you are +building a new terministic screen, from the Three Laws up. +This is a critical point on your path to mastering the material +in this book. +Milestone 3: You’ll See New Opportunities for +Elevated Performance Everywhere +Shortly after you pass the second milestone, you’ll notice +that you are seeing old situations with a new perspective—as +though you have new contact lenses in your eyes. You’ll be +going through the grocery store line and wondering, How must +the situations be occurring to the people here, such that they are +doing what they are doing? +You may find yourself asking deep questions about yourself, +such as How does my spouse occur to me, and me to her, such +that we behave as we do? You may even play with the question +How must I occur to myself, given what I do in these types of +situations? +Many people moving through the ideas, processes, and +exercises in this book find that they begin listening in new ways. +For those who are looking at situations from the perspective of +the Three Laws, knowing how the situation occurs to the other + + +THE PATH TO MASTERY +183 +person is more critical than what you think about the situation. +For example, you may find yourself asking the other person +‘‘How does this situation look to you?’’ rather than assuming +that you know. Or, you may find yourself saying, ‘‘The way this +situation appears to me . . .’’ in place of stating ‘‘how it is’’ to +any rational person. You will see the reality illusion for what +it is. +Notice that all of these insights are from the First Law. +From the Second Law, you may begin to observe how +people’s use of language expresses, sustains, and holds in place +the way in which situations occur to them. You may see that +people talk in terms of ‘‘problems,’’ and things that ‘‘went +wrong,’’ and ‘‘are hard.’’ You’ll notice that this is how the +situations really are for people. They don’t occur to them as +occurring, they occur as ‘‘how it is.’’ The reality illusion is in +place. +You may become aware of people’s terministic screens. +You’ll hear the screens at play behind their speaking: artistic +screens, business screens, scientific screens, analytical screens, +even cultural and regional screens. You’ll see the terministic +screen people use when they talk about themselves, or relation- +ships, or the future. You’ll notice that you can gain relatedness +and influence by talking to the terministic screen of others. +You’ll become aware that most people talk about the future +in terms of the past. You’ll notice their default future, often +unarticulated, and how their actions correlate with it. +You may sit in a restaurant and look around, asking yourself, +What are people not saying and yet are communicating? You may +find you have new insight into people and why they are doing +what they are doing. +From the Third Law, you’ll see that some (but really only +a few) people talk generatively. Instead of merely describing, + + +184 +THE THREE LAWS OF PERFORMANCE +they use language to create new futures. You may notice that +they’re using future-based language, grounded in declarations +and commitments. You’ll see those rare individuals who listen +for the future of their organizations, families, or groups to arise. +You may resolve, and declare, that you are such a person. +A great side benefit of taking the path to mastering the +Three Laws is developing leadership, and even charisma. You’ll +find yourself standing for a future rather than trying to figure +one out. +As you declare the future—incorporating the concerns +of others—people become engaged, excited, inspired. Work- +places transform. Performance elevates. The default future is +rewritten. +You won’t have to remember to take actions like those +of Malcolm Burns or Brad Mills. You’ll do what they did, +appropriate to your situation—because they were thinking +from the Three Laws, just as you are thinking from the Three +Laws. +When facing a performance challenge, you will find yourself +asking both yourself and others, ‘‘How do situations occur to +me and others, such that we are performing the way we are?’’ +You’ll ask, ‘‘What conversations need to be completed, and +what conversations need to be created, that would alter how +these situations occur to the people involved?’’ +You’ll find that you’re probing the default future of yourself +and others, asking, ‘‘Is this what we want? And if not, what do +we want?’’ +You will notice that where there used to be a lot of con- +fusion and anxiety about what to do, there now is a clarity +and focus for what needs to be created. It’s as if the frenzy +concerning what could go wrong is replaced with an excite- +ment of what can be created. + + +THE PATH TO MASTERY +185 +Great masters approach their work as a game worth playing: +there is passion, intensity, and joy of play. +This third milestone of seeing opportunities for elevated +performance everywhere is correlated to realizing that you +are no longer remembering the Three Laws. They are now a +part of your terministic screen. It’s as though they use them +rather than you use them. Thinking from the Three Laws will +have become as natural as finding your car keys before driving +to work. +Milestone 4: Teaching Others +Achieving the last milestone is the subject of the next and +final chapter: making the application of the Three Laws a +community effort. Simply put, the fourth milestone is itself +a means of access to ever-expanding mastery. Through engag- +ing, teaching, and coaching others in thinking from the Three +Laws, performance will expand while you discover new and +creative applications of the Three Laws. When you take this +step, elevating performance has moved from being your per- +sonal interest to being the group’s interest. At this point, +you are onto the opportunity to rewrite the future of an +organization—perhaps even to discover an organization’s Self +and make that the driver of a new era in your company. +We now turn to a set of questions that will guide you on +the road to mastering the Three Laws of Performance. +Materials for the Pathway to Mastery +Now that you have a sense of what the pathway to mastery +looks like, here are some tools and materials to accelerate your +movement—sets of questions to ask and activities to practice. + + +186 +THE THREE LAWS OF PERFORMANCE +It’s helpful, in this section, if you pick a new performance +challenge. The more intractable, long-lasting, and seemingly +impossible, the better. Go for something that on the ‘‘big deal +scale’’ would be a nine or ten—something that, if resolved, +would make a real impact. +First Law Practice: Exploring How the Situation +Occurs to You and Others +Look at every facet of the performance challenge you and others +face, including actions people have taken or not taken. See the +issue in all of its facets. Recall the frustrations, the hopes, +the progress you made and didn’t make. Recall what people +said about the situation, publicly and privately. What expla- +nations and justifications did people use to deal with what +didn’t work? Feel the stress of the situation, including expec- +tations of other people. Experience the default future that +exists for the people involved and how it is influencing the +present. +You want to see the various ways in which the present +problematic situation is filled up, cluttered, limited in its +apparent pathways. We’ve already talked about how the default +future limits and constrains what is experienced as possible in +the present. Now let’s inquire into how solutions to past +problems get placed in the default future. +We call this phenomenon the problem-solution mass. The +mass develops when the solution to our problem becomes our +next problem, which is basically how life goes. For example: +You feel lonely. That’s a problem. So you fix the problem +by getting married. Once the thrill is gone, you realize you +have a new problem: it’s called ‘‘being married.’’ Perhaps the +solution is ‘‘have a child.’’ Now you have diaper problems, time + + +THE PATH TO MASTERY +187 +management problems, and financial problems. You fix that +problem by getting a new job, or working hard to get promoted. +The problem now is that the job consumes your life, with little +time left for the family. At this stage, 50 percent of us give in +and solve the problem by getting a divorce. Now there’s the +return of loneliness, and you have less money. And so it goes: +the more we solve our problems, the more problems we have. +The French have a saying that captures this paradox: the more +things change, the more they stay the same. +We are not suggesting that you roll over and not deal with +problems. It’s just that the fix usually doesn’t deal with the +underlying issues that need to be handled. Resolving problems +means transforming how your situations occur to you and +others. +In reflecting on a situation that occurs as needing a perfor- +mance boost, you might begin by asking (yourself and others), +‘‘What is working and what is not working in this situation?’’ +Then, ‘‘Is there something that was done in the past to fix a +problem that is now here as part of what’s not working?’’ Make +a list of all the ‘‘business as usual’’ solutions that people in your +industry would use. Or, if the issue is personal, what are the +usual actions people take to try to resolve problems like the one +you have? +Think of technology, training, appraisals, incentives, deci- +sion rights, delegation. Add the management fads. And more +staff. More money. What about motivational techniques? Try +aphorisms, slogans, posters on the wall highlighting teamwork +or courage. +Would any of those permanently alter how the issue, and +the related situations, occur to you and others? +What if a permanent alteration in this occurring were +possible? What could this shift do for performance? + + +188 +THE THREE LAWS OF PERFORMANCE +As a side note, notice that this list of ‘‘business as usual’’ +solutions is probably what your competitors are doing. If so, +doing them moves you to the center of the pack, not to a +position of leadership. The essence of competitive advantage +is doing different things and doing things differently. At the +time of this writing, implementing applications developed from +the Three Laws of Performance is so rare that it gives early +adopters an edge. +The point to draw from this thought is that the solution +to a problem is part of how the situation occurs. Most people +are caught in the trap of acting on the solution, which creates +the next problem—a cycle they never break. Further, the +‘‘business as usual’’ solutions don’t impact how the situation +occurs. +Experiencing Correlation: The Hand Dance +In Chapter One, we introduced the notion of correlation but +didn’t spend much time on it. In fact, this idea is critical to the +process of mastering the Three Laws. +The First Law proposes that how a situation occurs to a +person doesn’t cause that person’s performance. Nor does the +opposite hold true. A person’s performance doesn’t cause how a +situation occurs. Rather, the two correlate. It’s like two people +dancing. The dance arises in the wholeness of their actions +taken together. One dancer doesn’t cause the other to move, +or else it wouldn’t be a dance. +Causation requires a time gap between two actions. Put a +drop of acid on a one-celled organism, and milliseconds later, +it moves away—irritation causes movement. On the other +hand, the latest research from brain science tells us that we +(humans, not one-celled organisms) perceive things and act + + +THE PATH TO MASTERY +189 +on them at exactly the same time. Action happens in our bodies +at the same instant that what is happening? forms as a pattern in +our brain. The two happen simultaneously; therefore, we can’t +say that one causes the other. They are correlated. +Put your performance challenge on the shelf for a moment. +This next exercise, designed to create the experience of corre- +lation, requires a partner. So you will have to involve another +person in your reading this book. This is part of the practice of +the next chapter, so you are getting a head start here. +Hold your hands up in front of you, palms facing forward, +your fingers straight and spread apart. Sit close to your part- +ner, who holds his hands the same way, almost—but not +quite—touching your hands. +Designate an ‘‘A’’ and a ‘‘B.’’ If a third person is available, +she will call out who is to ‘‘lead,’’ alternating between A and B: +‘‘A,’’ ‘‘B,’’ ‘‘A,’’ ‘‘B,’’ and so on. Otherwise, one of you can act +as the caller. +To start the activity, the caller says, ‘‘A.’’ That person +moves his hands as if across a plane of glass. Up, down, +sideways, in circles. The other person follows as best he or +she can. +After perhaps ten seconds, the caller says, ‘‘B.’’ Now the +two of you reverse roles—so that the one who was leading is +now following. After ten seconds, reverse roles again when the +caller says, ‘‘A.’’ +Keep going back and forth, with the caller shortening the +time for each round. Eight seconds, then six, then four. Then +two, then one. +Then the caller goes back and forth as fast as she can: +‘‘ABABABAB.’’ You’ll both see that leading and following +morph into something that is both and neither. It is a dance, +in the true sense. + + +190 +THE THREE LAWS OF PERFORMANCE +Once you’re done, here are the questions to ask: +• How did you know what the other person was doing, so +that you could keep your fingers close but not touching? +• At the beginning, was there a lag time between leading +and following? Did this time shrink as the rounds pro- +gressed? +• When you hit your stride, together, how long was the lag +between leading and following? Most people say there was +no lag time at all. If you hit this point, how is it possible +for leading and following to happen at the same time? +• Was there a point when leading and following became +one and the same? If this happened, were you think- +ing about making it happen or did it just happen? +Here are two explanations. Which one captures the expe- +rience of the hand dance? +1. Cause and effect became faster and faster, but even at its +full velocity, one of us was causing the other’s actions. +2. Cause and effect fell away at some point. A’s actions +weren’t causing B’s, nor were B’s causing A’s. It +felt like they were happening at the same time. +Most people say the second explanation captures the expe- +rience. That’s why this exercise is called the ‘‘hand dance’’— +dancing doesn’t occur when you are thinking about where to +move your feet (or in this case, hands). +Notice that you have just glimpsed correlation. The move- +ments of one correlated with the movements of the other. +There was no cause and effect, no lag time. Your actions, and +those of your partner, arose together. + + +THE PATH TO MASTERY +191 +The correlation between you and another person shows +what is happening in the movement of life between people. +Imagine what lack of grace—what poor performance—would +result from someone dancing ‘‘by the numbers,’’ or dancing +as though his actions caused the actions of his partner. This +analogy is worth thinking about. The more you approach +a situation using the correlation aspect of the First Law, the +greater your access to elevating performance. If you see the cor- +relation between action and the occurring, you’ll be able to +dance with events as they happen, altering how situations occur +to you and others on the fly. People’s actions will immediately +and naturally ‘‘dance’’ with the new occurring. Performance +becomes elegant and graceful. +When you see the powerful connection between perfor- +mance and how a situation occurs, and you can grok correla- +tion, you are inside the First Law. +Second Law Practice: Exploring How Language Shapes +How Things Occur to You +Let’s create two categories for any of the phenomena we deal +with in work and in life outside of work. One category we +call reality that arises in language and the other reality that is +independent of language. +An example of reality that arises in language is marriage. +Two people are literally married when a properly designated +official pronounces them married. Until that moment they are +single individuals; after that moment they are married. A new +future is created to live into: being married. All of life changes +as a result of altering the occurring between two people. +Another example of something that exists only by virtue +of language is money. A hundred-dollar bill is the same as a + + +192 +THE THREE LAWS OF PERFORMANCE +five-dollar bill to your cat—but not to you. The ‘‘money’’ of +the bill is in the symbols on the bill, not the paper itself. +Consider the following question: is there anything that +occurs to you as totally independent of language? Most people +would say ‘‘the wall’’ or ‘‘the table.’’ They’ll add: ‘‘These objects +exist whether we have words to describe them or not!’’ +Maybe not. Consider the table. +There is clearly something there. But labeling and calling +the ‘‘something there’’ a table carries enormous implications +for action. As you label a situation or object, so you behave +toward it. With the table, perhaps you dine on it. Perhaps +write on its surface. Or create a flower display using its +height. Perhaps store books. But you do not place a refrige- +rator on it. +As human beings, our relationship to the object is insepa- +rable from the language of our terministic screen. +And how do you know it is a table? Because surrounding +the table is everything that is not the table. But everything +that is not the table doesn’t exist in reality—negatives are a +function of language, not a reflection of reality. We don’t know +how the table occurs to a dog, but one thing is certain: the +dog doesn’t refer to it as a table. Perhaps the dog thinks of +the table as something to walk around to get to the door, or a +place from which the smell of food comes. For us, it’s a table. +Once we learn language, we can never again see the world +without its influence. +To make the point another way: most cultures have a word +for dog, and there is something there taking up that physical +space (and eating physical food). But in some cultures, people +associate dog with friend. Other cultures associate dog with +lunch. Our experience of the dog, and certainly the dog’s +experience of us, will be different depending on the language +in use. + + +THE PATH TO MASTERY +193 +Going even deeper, physics tells us that solid objects aren’t +solid at all. They are collections of particles, atoms, separated +by vast amounts of empty space. Most of what is out there +is literally nothing. ‘‘Something is solid’’ really means for us +that we can’t go through it and stay intact. But to be able to +experience solid, we need a word to name it. The name solid is +not itself solid but allows for solid. +We are not saying that there is nothing ‘‘out there’’ beyond +our language. But whatever is beyond our language is not +accessible to us. We look at what is out there through our +screen of terms—a full set of vocabulary, in which words link +to other words—so that table and dog occur as they do. It’s our +terministic screen that counts. Once we learn the words for +table and wall, we can’t not see tables and walls. And as time +goes on, other terms get associated with tables and dogs based +on experience. +To see the inescapability of the Second Law, take a moment +and look around at the physical objects around you. What do +they mean to you? Your coffee mug may have a sentimental +connection—maybe someone gave it to you—so it occurs as +warm and cherished. If you’re on an airplane, the experience +may occur as busy, chaotic. People around you may occur as +happy, or tired, or on the run. Notice that everything around +you occurs in a certain way, and that you can’t shut it off. +Notice, too, that in every case it occurs as it does through +language. +We can never see our terministic screen, but we can see its +effects. Notice again how people and things around you occur +to you. What does this tell you about how life occurs to you? If +everything occurs as something to do—a pen occurs as needing +to be used, a magazine occurs as needing to be read—perhaps +all of life occurs to you as needing to be attended to. Again, all +of this is a function of language. + + +194 +THE THREE LAWS OF PERFORMANCE +If you’re in a discussion group about the Three Laws, we +suggest you spend time with others getting at the source of the +most important object in language: yourself. How you occur to +yourself arises in language, just as with anything else. People +who reinvent themselves have the ability to transform how +they occur to themselves. (For a guide on group discussion +questions, we invite you to visit www.threelaws.com.) +Experiencing Language at Work +Refer back to your performance challenge. Notice that the way +the situation occurs and the words used to capture how the +situation occurs aren’t just connected—they are inseparable. +As you look into how the situation occurs to you, notice +connections to past incidents that seem similar and related. +See that this situation is tied to other situations, and ways of +acting and dealing with past situations are imbedded in actions +being taken to deal with this current situation. +Consider also the network of conversations that people +have that support and maintain performance the way it is. +Even if your challenge is personal—such as losing weight or +improving your marriage—there is a network of conversations +around you that impacts how that situation occurs to you and +others. +Notice: +• What people say +• What people don’t say but still communicate +• People’s posture, gestures, facial expressions, and tone of +voice +• What people write—in e-mails, sticky notes, letters, +memos, formal reports, and the like + + +THE PATH TO MASTERY +195 +Consider that you are a node in this network of conver- +sations—much like a node in a network of computers. Notice +further that much of this conversation was present before you +got there. +Ask these questions: +• How does the situation occur to people, such that +people are having these conversations? +• Where are the conversations noisy? Where do they pull in +opposite directions? +• Which of the conversations are productive? Which are +ineffective? +• What is the relationship between your performance +issue and this network of conversations? +• What is the default future that people in this network +of conversations are living into? +When you see language at work, and that the way that +situations occur arises in language, you are inside the Second +Law of Performance. +Third Law Practice: Having a Say About How +Situations Occur +You may not be able to change the facts of the situation, +but you have something to say about the screen of terms with +which you see it. To use our analogy in the first section, you +can’t change what’s in front of you, but you can put in a +different set of contact lenses. Once you see the situation in +a new way, you’ll see opportunities you didn’t see before. More +to the point, they will occur to you in a new way. +With the power of the Third Law, you can alter how a +situation occurs to you. The path to mastery lies in moving as + + +196 +THE THREE LAWS OF PERFORMANCE +much out of the occurring as is movable. If you have a racket +involved with the occurring of this situation, it will color how +it occurs to you. To the degree that you give up (through +generative language) your rackets as soon as you notice them, +you’ll be on the path to mastery. +Complete any past issues that are part of this situation, +including your relationships with other people. +Commit to seeing the situation, as it is, without the +problem-solution mass. If there’s any bit of I’ve tried this . . . or +This is really hard, move those judgments out. See the situation +without solutions, without any sense that it’s a problem. +Mastery means that there’s nothing between you and the +thing you’re dealing with. If you have knowledge, it’s above +and behind you, shining light on what you’re dealing with. If +you have beliefs, expectations, hopes, fears about the situation, +mastery means putting these on the shelf so you are not looking +through them at what is in front of you. +The masters we have looked at in this chapter don’t +see problems or bring their past baggage with them. Their +commitment is to moving forward, to seeing the situation in a +way that allows for elevated performance. +Creating a New Future +If you are using paper to take notes, pull out a new sheet of +paper. At the very least, mentally jump to a clean sheet. Con- +siderthefollowingquestion, aboutyourperformancechallenge: +How might the situation occur to me, such that my performance +would be elevated? Said in another way, If this situation occurred to +me as [blank], I would be acting in new ways. Now fill in the blank. +Consider the gap between how situations occur to you now +and how they could occur to you. What aspects of the occurring, + + +THE PATH TO MASTERY +197 +if altered, would make the greatest impact in performance? For +example, if a situation that currently occurs to you as dangerous +and threatening suddenly occurred to you as something to keep +an eye on, would that free you up in what you did and can do? +Consider the network of conversations that supports +and maintains how situations occur. What new conversa- +tions, if started, would permanently alter how situations occur? +What conversations, if removed, would impact how situations +occur? +Take a hard look at the network of conversations in light +of integrity. Do people honor their word? Do they do what is +expected, even when they haven’t explicitly agreed to do so? +Do they communicate honestly, not holding back? How could +new conversations be started to begin a cascade of integrity +throughout the organization? +Most important, what futures are people living into? Are +they inspired by those futures, or resigned to them? Does +the future fulfill the concerns of all stakeholders? Is anyone +listening for a new future of the organization or group? Who +should play that role? How can they be inspired to do so? +Listen to others. What are their concerns? Are those con- +cerns being fulfilled by the future that the organization or group +is living into? +What is a new future that would have the stickiness to +replace the future people are living into? What future would +address everyone’s concerns? +Seeing a Situation Through All Three Laws +Return to your performance challenge. Recall how it occurred +to you prior to reading this book. How does it occur to you +now? Can you see the occurring? Can you see language at + + +198 +THE THREE LAWS OF PERFORMANCE +work, and the network of conversations? Can you see possible +new futures, and how future-based, generative language would +rewrite the futures people are living into? +There’s a moment for many people when it clicks, when +they see situations through the lens of all Three Laws at once. +When that happens, things never look the same again. You’re +now thinking from the Three Laws. +If that hasn’t happened yet, take another performance +challenge through the questions and activities in this chapter. +As you work on a ‘‘problem,’’ you will move further down the +road to mastery. +If it has clicked, you’re now thinking from the Three Laws. +The challenge now is to share the Three Laws with others, to +engage and involve them in insights that make a difference +for them. diff --git a/library/The Three Laws of Performance/Chapter-08-Breaking-the-Performance-Barrier/Chapter-08-source-text.md b/library/The Three Laws of Performance/Chapter-08-Breaking-the-Performance-Barrier/Chapter-08-source-text.md new file mode 100644 index 0000000..5f3abce --- /dev/null +++ b/library/The Three Laws of Performance/Chapter-08-Breaking-the-Performance-Barrier/Chapter-08-source-text.md @@ -0,0 +1,238 @@ +# The Three Laws of Performance — Chapter-08: Breaking the Performance Barrier +- **Source**: /library/The Three Laws of Performance/source-file.pdf +- **PDF pages**: 238–245 +- **Pages without text**: 245 + +--- + + +8 +Breaking the Performance +Barrier +The only thing that matters is performance, and perfor- +mance comes down to the actions of people. As we’ve seen +in this book, conversations, particularly conversations based in +commitment, spark action. In working with thousands of peo- +ple on implementing the Three Laws, we have identified seven +specific commitments that, when made with integrity, reliably +break the performance barrier. +Our last piece of advice is this: take on these commitments +and let them guide you in the conversations that you have +with others. +Commitment 1: Get Out of the Stands +Let’s visit a football game in a large stadium. There are people +sitting in the stands and people on the field. Everyone is talking, +but the conversations in the two locations are very different. +In the stands, people are talking about the game—judging, +evaluating, assessing, making excuses for their team, or saying +what their team did right, or rationalizing. There is little at +199 + + +200 +THE THREE LAWS OF PERFORMANCE +stake, little at risk, and their conversations have virtually no +impact on the action of the game. +And then there are the conversations the players are having +on the field. These conversations not only affect the game, +they are the game. Someone may say, ‘‘Give me the ball and +I’ll score!’’ and the next play is begun. Throughout the game, +people are communicating in such a way that the team is +focused on winning. +The question is, what type of conversations are you having? +On the field, or in the stands? +You leave the stands when you stop assessing and judging +and instead put something at risk. Communicate in a way +that drives action. Make yourself accountable for winning +the game. +Having read this book, you are ready to take to the field. +So we ask, are you in the game? If not, what are you waiting +for? If you are in the game, how can you get others to join you? +Commitment 2: Create a New Game +Imagine that those areas in which you want to elevate per- +formance are all games. A game starts when some influential +person uses future-based language and says that something is +more important than something else. The inventor of soccer +said that scoring more goals is better than scoring fewer goals. +The originator of golf said the opposite—making fewer strokes +is better than making more strokes. +You make a new game when you declare that something is +important. This is what you’re putting at stake, and it is what +you’re holding yourself accountable to. When others commit +to the game with you, they join you on the field. +So use future-based language and declare what’s important. +Say what’s not important. Who said you could do this? You did. + + +BREAKING THE PERFORMANCE BARRIER +201 +Commitment 3: Make the Obstacles +Conditions of the Game +We recently heard a salesperson say, ‘‘Clients are slow to make +decisions—I could sell more if they were faster.’’ She was +making the conditions of the game—selling—an obstacle. +This is as absurd as a team that constantly failed to score +saying, ‘‘We would have won if the field were only ninety yards +long instead of a hundred.’’ Or team members complaining, +‘‘We would have won if the players on the other side weren’t +so strong.’’ +If something occurs to you and others as an obstacle, you’ll +push back by playing on the obstacle’s terms. Instead, make +the obstacles conditions of the game. +Like it or not, you are playing on a field that is one hundred +yards long, against strong players, with clients slow to make +decisions. Given these conditions, what will you do to win? +Commitment 4: Share Your Insights +Breakthrough performance becomes possible when you en- +gage others in the insights from the Three Laws by sharing +about them. +Sharing is allowing another to participate in what you’re +experiencing. Some of us have an aversion to sharing that +comes from childhood. This probably began with our mothers +telling us to share our candy bar with a friend. Then we noticed +that we were left with only half a candy bar—not a good deal. +We end up holding on to what is important to us so as to not +lose any of it. +That may be what happens in world of candy bars, but +it’s not what happens with experience and commitment. The +more you share your experience, and the more you make your +commitments public, the more you get back. + + +202 +THE THREE LAWS OF PERFORMANCE +If you share your love for another person, your love isn’t +lessened, it increases. The same is true with your experience of +the Three Laws. The more you share it, the more your expe- +rience deepens, your insights take hold, and your capacity to +achieve breakthrough results increases. Ideas shared grow and +spread. +Further, the more you share, the more the environment +around you is shaped by the Three Laws, and elevated perfor- +mance takes hold. +So who do you share with? The people who matter to you +and who you need to win the performance game. +It’s really simple, but not necessarily easy. All there is to do +is to share your experience. What impact is this book making +on you? What do you see that you didn’t see before? +When you share, other people take on performance +challenges with you and form a network. In this community, +everyone is learning and working together to achieve what +once looked impossible. +Commitment 5: Find the Right Coaching +On the field, there is another role: the coach. The coach isn’t +in the stands, and he doesn’t play the game, either. Still, he +risks as much as anyone who takes to the field. +What does the coach do? From the Three Laws, great +coaching alters how the situation of the game occurs for the +players, especially at the critical moments. The coach will +say and do whatever is necessary to win the game. He may +motivate or inspire or give information or tell the players +exactly what to do. Regardless, every action alters how the +game occurs for the players, so that their actions correlate with +winning. + + +BREAKING THE PERFORMANCE BARRIER +203 +As you create a network that takes on breakthrough +performance challenges, you will find yourself coaching. So +who coaches you? Our advice is to make this book your coach. +We promise that if you get stuck, or knocked off your game, +somewhere in this book is an insight that will get you back in +the game. +If that doesn’t work, seek out great coaching by post- +ing your experience in a community of people who, like +you, are playing the performance game. You’ll find them on +www.threelaws.com. +Commitment 6: Start Filing Your Past in +Your Past +We need to get the future and the past straightened out, once +and for all. +Human beings make a very simple and far-reaching +mistake—one that you must not make if you’re going to +elevate performance. It’s really a filing error. +Imagine two filing cabinets, labeled ‘‘The Past’’ and ‘‘The +Future.’’ From time to time stressful, difficult, or dangerous +things happen. When they do, and we survive, we note what +worked, taking a photograph of our actions and keeping it on +file in case that situation happens again. So you’ll have it in +the future, you put it in The Future cabinet. +After you’ve lived through enough of those incidents, the +filing cabinet of The Future is full. The irony is that you no +longer have a real future. You may find that you’re repeating +the past, and you are. When something happens, you dip +into The Future file and do what your record tells you to do. +You do the same things over and over because you’ve put those +files in your future. + + +204 +THE THREE LAWS OF PERFORMANCE +So let’s get beyond the filing error. +If we emptied everything out from The Future filing +cabinet—all the decisions we placed there to deal with what +may happen—what would be left in that filing cabinet? +Nothing. +That’s the nature of the real future: there’s nothing there. +What will happen in the real future is uncertain. Tomorrow +will become today, but when it does, it will no longer be +tomorrow. Tomorrow, as tomorrow, has nothing in it. It’s +empty, uncertain, unwritten. +As you look into the real future, you see—nothing. +So the bad news is, you’re standing in front of nothingness. +Certainty is unavailable. +The good news is, you’re standing in front of nothingness. +You can only create into nothing. A painter can only paint on +a blank canvas. You can create a future into nothingness. +As a way of creating this future, speculate about possible +futures that are compelling to you, futures that inspire you. +The future to be invented, not figured out. It’s not a future +designed to fix or solve your current problems. It’s a future de- +signed to make a difference for you and others. +You have to look into nothingness and declare what can +be and what you actually commit to. If you stay in this con- +versation, you’ll never confuse the future and the past again. +Commitment 7: Play the Game as If Your Life +Depended on It +Begin the coaching by starting with yourself. Overturn +your life sentence. Create a powerful future to live into. Don’t +fall into the reality illusion. See occurring as what it is. + + +BREAKING THE PERFORMANCE BARRIER +205 +Experiment with altering the network of conversations that +is your company. +You can’t mess this up. You’re just having a conversation. +In basketball, when the ball goes through the hoop, notice what +works. When you feel somewhat conversant, look for people +who would be willing to create a network of conversations for +performance. Ask them if they’d be interested in building a +discussion group for new ideas to resolve difficult issues. With +the ones who are interested in playing, create a common future +together, one that compels and inspires everyone. +People will resist you, because people resist new ideas all +the time. Remember, it was the same for Galileo. Don’t take it +personally. Resistance is like a thunderstorm: when it rains on +you, you get wet—but it isn’t personal. +You may find yourself resisting your own commitments, +making others wrong, and not creating what you know can +be. Remember that you can give up anything that doesn’t +serve you. +When something stops you, ask whether what is happening +is ‘‘wrong’’ or ‘‘bad.’’ If that is how it is occurring for you, alter +the question from ‘‘What is wrong?’’ to ‘‘What is missing?’’ +Treat it as a part of the field on which you’re playing. Your job +is to win in those conditions. There are no obstacles; there are +merely conditions of the game. +Now you are back in the game. +Here is our last word. There are no circumstances in +business or in life that you can’t handle from the Three Laws. +No matter what hurdles you have to jump, challenges you have +to face, unfamiliar territory you have to cross, you’re ready for it. +Play the game passionately, intensely, and fearlessly. But +don’t make it significant. It’s just a game. + + + diff --git a/library/The Three Laws of Performance/Front-Matter/Front-Matter-source-text.md b/library/The Three Laws of Performance/Front-Matter/Front-Matter-source-text.md new file mode 100644 index 0000000..80f1062 --- /dev/null +++ b/library/The Three Laws of Performance/Front-Matter/Front-Matter-source-text.md @@ -0,0 +1,871 @@ +# The Three Laws of Performance — Front-Matter: Front matter (cover, title, contents, notes, foreword, and introduction) +- **Source**: /library/The Three Laws of Performance/source-file.pdf +- **PDF pages**: 1–39 +- **Pages without text**: 1, 3, 11, 19, 23, 27, 31, 39 + +--- + + + + + +The Three Laws of +Performance +Rewriting the Future of Your +Organization and Your Life +Steve Zaffron +and Dave Logan + + + + + +Further Praise for +The Three Laws of Performance +‘‘I believe this book may be one of the most important +written in many years. The ideas are much larger than we +normally see in business books. They aren’t tips, tools, or +steps, but are in fact laws that govern individual, group, and +organizational behavior. In striving for what’s possible, not just +for what’s likely, this book can be a resource for generations to +come.’’ +From the Editor’s Note by Warren Bennis +‘‘God invites each of us to participate in the process of +transforming the world—to create a world in which every +person knows their infinite and irreplaceable worth and can +truly fulfill their potential. This book, filled with insights, +real-life encounters and experiences, shows us how we may +do this work of transformation. Applicable in the corporate, +labor, political, and civil society sectors—Steve and Dave +have written an inspiring, practical book that will assist all +who seek to rewrite the future of our world.’’ +Archbishop Emeritus Desmond Tutu, Nobel Laureate + + +‘‘The world needs this book; it is a gem. The ideas and +stories presented are empowering tributes to leaders and orga- +nizations who create space for success.’’ +Paul Fireman, founder, Reebok International; now +chairman, Fireman Capital Partners, Boston and New York +‘‘I am the founder of a fast-growing public company that +has surfed the backbone of the ideas in this book, and I +attribute much of our success to applying them. When we +realized that the company was operating in silos, we used +applications derived from The Three Laws of Performance to +have cross-functional teams create exciting, aligned futures +that have resulted in unprecedented business results.’’ +Chip Wilson, founder, lululemon athletica +‘‘This book is filled with powerful illustrations that show +what organizations and individuals can do to make the world +work. It gives hope to leaders at all levels.’’ +Jack Canfield, coauthor, The Success Principlesand +the Chicken Soup for the Soulseries +‘‘I invite all readers to be open to what may occur as an +unfamiliar and perhaps even strange way to think about people +and organizational issues. There is much to learn and the +payoffs are huge.’’ +From the Foreword by Michael Jensen, Jesse Isidor Straus +Professor of Business, Emeritus, Harvard Business School + + +‘‘For a person in a leadership position or someone aspiring +to take a leadership position this is a worthwhile read. As a +compendium of relevant experience, it will be hard to beat.’’ +Sir Bob Reid, chairman, International Petroleum +Exchange, former chairman and chief executive, Shell UK +‘‘At the Anthony Robbins’ Companies we have a huge +commitment to people achieving total peak performance and +optimum results in life. This book delineates the laws that +allow people, companies, and organizations to create these +unprecedented results. The thinking is novel and nothing +short of brilliant.’’ +Sam Georges, CEO and president, +Anthony Robbins Holdings +‘‘This is an amazing book! It captures the principles behind +applications and processes that were implemented with most +of the 15,000 employees I managed within Telemar, Brazil’s +largest telecommunications company. One year after the start +of that process, the company successfully entered a growing +and profitable new market. In my view, without the ideas in +this book, we never would have gotten there that fast. It was +the most exciting adventure of my life.’’ +Marcio Roza, former CEO, Telemar Rio +‘‘By applying the Three Laws I noticed an instant trans- +formation in all areas of my life. In business, sport, and +relationships, I was able to rewrite my future, which is now full +of endless possibilities.’’ +Natalie Cook, four-time Olympian, Australian Beach +Volleyball Team; gold medalist, Sydney, 2000 + + +‘‘Steve Zaffron and Dave Logan have produced a book +which illustrates how companies, and people, carry through +the kind of transformation that occurs when water turns into +steam or into ice. If you’re only interested in mediocrity, in +water that’s a little warmer or a little colder, this book won’t +matter to you. But if you really want to create your own future, +the numerous real-life examples they give and the crystal-clear +explanations they use to make their experience available to us +are essential. How would I know? Well, I guess it’s because I +was able to survive 16 years in wrongful solitary confinement +in Chinese prisons and emerge to enjoy a Hollywood happy +ending, primarily because I followed the basic laws that this +book illuminates to dissolve my ‘default future’ and create a +new future for myself. It’s what works—really!’’ +Sidney Rittenberg, founder, Rittenberg Associates; +consultant on business relations in China; coauthor, +The Man Who Stayed Behind +‘‘This book is a perfect combination of fine storytelling +and rock-solid ideas. It makes accessible a powerful way of +thinking which has the capacity to transform businesses and +their communities. I definitely recommend you read this book.’’ +Peter Block, author, Community: The Structure of Belonging +‘‘In this thoughtful book, Steve Zaffron and Dave Logan +show how leadership can be nurtured through becoming more +aware of some fundamental laws that govern human behav- +ior and thereby organizational outcomes. Those who aspire +for more joyful and productive ways to lead their lives and +organizations will find it to be an invaluable read.’’ +Mark Zupan, dean, Simon School of Business, +University of Rochester + + +‘‘This book is one of a kind. It explains how life truly works, +offering, as it were, a view of the elephant in all its glory, not +merely the tusk or the tail. Included are instructions that +are guaranteed to boost performance in ways that are utterly +unexpected and wholly reliable. One gets the impression that +having discovered the secret of life, the authors have a deep +and genuine desire to share it with their readers.’’ +Rosamund Zander, coauthor, The Art of Possibility +‘‘I have seen and witnessed the power of this realization +in a dusty mining community in post Apartheid South Africa, +where thousands of South Africans said that together their +future would be written differently, creatively. Practicing the +principles as outlined in this profound and readable book, a +whole community was empowered to become the space for a +transformed future. +This book isn’t about ideas and theories; it is about the +rugged hard work of writing a different future for you, your +community, your company or organization—a future that is +inclusive, alive, possible, and sustainable. It’s the only future +we have. +I acknowledge Steve and Dave for their unique and excep- +tional contribution and for showing us how to do this work. It +couldn’t come at a more momentous time.’’ +The Reverend Chris Ahrends, former chaplain to +Archbishop Desmond Tutu, CEO, Four Consulting, +South Africa +The Three Laws of Performance gives access to being a person +of integrity and an extraordinary leader. Using the ideas in +this book, you will see that there are no limits to what you can +achieve.’’ +Richard V. De Mulder, professor, Erasmus University, +Rotterdam, Netherlands + + +‘‘At the end of the day when you implement solutions +identified in a Six Sigma and/or Lean project, your ability to +execute the solution is not dependent on the set of technical +tools. It is people embracing the solution and acting on it. +This is a book that will help you understand and respect the +importance of language and how it can be used to leverage +communication into a powerful business improvement tool.’’ +Mike Carnell, coauthor, Leaning Into Six Sigma, +president and CEO, CS International, LP +‘‘The Three Laws of Performance is a fascinating book +that will change your perspective on your organization, your +people, and on yourself. Through a combination of a deep, +practical, and often philosophical understanding of what it +is to be human, a wide range of telling examples, and a set +of exercises, this book has the rare capacity of delivering +insights that ring home and will make a difference. Our +personal experience is that this not only generates new and +unprecedented opportunities but does so through passion and +joy of play.’’ +Jaap Winter, partner, De Brauw Blackstone Westbroek +Kees Cools, executive director, +The Boston Consulting Group in Amsterdam +Principals, Wintercools corporate governance advisors +‘‘Great performance is about people. The Three Laws of +Performance gets to the heart of how leaders learn about their +employees, their organization, and themselves. You will have +a clearer understanding of how you can unlock the power of +people when you are done reading this book.’’ +Garry Ridge, president and CEO, WD-40 Company + + +The Three Laws of Performance + + + + + +A W A R R E N B E N N I S B O O K +This collection of books is devoted exclusively to new +and exemplary contributions to management thought +and practice. The books in this series are addressed to +thoughtful leaders, executives, and managers of all +organizations who are struggling with and committed +to responsible change. My hope and goal is to spark +new intellectual capital by sharing ideas positioned at +an angle to conventional thought—in short, to publish +books that disturb the present in the service of a +better future. + + +Books in the Warren Bennis Signature Series +Branden +Self-Esteem at Work +Mitroff, Denton +A Spiritual Audit of Corporate America +Schein +The Corporate Culture Survival Guide +Sample +The Contrarian’s Guide to Leadership +Lawrence, Nohria +Driven +Cloke, Goldsmith +The End of Management and the Rise +of Organizational Democracy +Glen +Leading Geeks +Cloke, Goldsmith +The Art of Waking People Up +George +Authentic Leadership +Kohlrieser +Hostage at the Table +Rhode +Moral Leadership +George +True North +Townsend +Up the Organization +Kellerman, Rhode +Women and Leadership +Riggio +The Art of Followership +Gergen, Vanourek +Life Entrepreneurs +Frohman, Howard +Leadership the Hard Way +George, McLean, +Craig +Finding Your True North: A Personal +Guide +Kleiner +The Age of Heretics + + +The Three Laws of +Performance +Rewriting the Future of Your +Organization and Your Life +Steve Zaffron +and Dave Logan + + +Copyright 2009 by Steve Zaffron and Dave Logan. All rights reserved. +Published by Jossey-Bass. +A Wiley Imprint +989 Market Street, San Francisco, CA 94103-1741—www.josseybass.com +No part of this publication may be reproduced, stored in a retrieval system, or transmitted in +any form or by any means, electronic, mechanical, photocopying, recording, scanning, or +otherwise, except as permitted under Section 107 or 108 of the 1976 United States +Copyright Act, without either the prior written permission of the publisher, or authorization +through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., +222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax 978-646-8600, or on the Web +at www.copyright.com. Requests to the publisher for permission should be addressed to the +Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, +201-748-6011, fax 201-748-6008, or online at www.wiley.com/go/permissions. +Readers should be aware that Internet Web sites offered as citations and/or sources for further +information may have changed or disappeared between the time this was written and when it +is read. +Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their +best efforts in preparing this book, they make no representations or warranties with respect to +the accuracy or completeness of the contents of this book and specifically disclaim any +implied warranties of merchantability or fitness for a particular purpose. No warranty may be +created or extended by sales representatives or written sales materials. The advice and +strategies contained herein may not be suitable for your situation. You should consult with a +professional where appropriate. Neither the publisher nor author shall be liable for any loss of +profit or any other commercial damages, including but not limited to special, incidental, +consequential, or other damages. +Jossey-Bass books and products are available through most bookstores. To contact Jossey-Bass +directly call our Customer Care Department within the U.S. at 800-956-7739, outside the +U.S. at 317-572-3986, or fax 317-572-4002. +Jossey-Bass also publishes its books in a variety of electronic formats. Some content that +appears in print may not be available in electronic books. +Library of Congress Cataloging-in-Publication Data +Zaffron, Steve, 1944- +The three laws of performance : rewriting the future of your organization +and your life / Steve Zaffron and Dave Logan. +p. cm. +Includes bibliographical references and index. +ISBN 978-0-470-19559-8 (cloth) +1. +Performance. 2. +Organization. 3. +Leadership. +I. Logan, +David (David Coleman) II. Title. +BF481.Z23 2009 +650.1—dc22 +2008044975 +Printed in the United States of America +first edition +HB Printing +10 9 8 7 6 5 4 3 2 1 + + +Contents +Editor’s Note, by Warren Bennis +xvii +Foreword, by Michael C. Jensen +xxi +Authors’ Note +xxv +Introduction: The Power of Rewriting the Future +xxix +Part I: The Three Laws in Action +1. +Transforming an Impossible Situation +3 +2. +Where Is the Key to Performance? +31 +3. +Rewriting a Future That’s Already Written +65 +Part II: Rewriting the Future of Leadership +4. +With So Many Books on Leadership, Why Are +There So Few Leaders? +93 +5. +The Self-Led Organization +117 +Part III: Mastering the Game of Performance +6. +Who or What Is Leading Your Life? +143 +7. +The Path to Mastery +169 +8. +Breaking the Performance Barrier +199 +xiii + + +xiv +CONTENTS +Appendix: The Three Laws of Performance and the +Leadership Corollaries +207 +Notes +209 +Acknowledgments +211 +The Authors +215 +Index +217 + + +We dedicate this book to our wives, Olga and Harte, +who kept our dream alive, even when we forgot it. + + + + + +Editor’s Note +There must be a Jay Gatsby gene in all of us who are involved +in the improbable task of transforming organizations. F. Scott +Fitzgerald’s Gatsby, our avatar, embodied this with his ‘‘passion +for the promises of life.’’ I’ve been brooding and thinking about +this for more than a half century, and at times I think it’s a +bootless chase; in more promising moods, a Sisyphean task; +and at other times, one of Zeus’s cruel hoaxes he pulls on +us susceptible mortals from time to time to prod us further +in search of a vivid utopia. Then every once in a while a +book comes along with a jolt that uplifts and restores your +simmering passion and brings it to a boil. This book of Zaffron +and Logan does just that. And I’m still happily surprised that +they managed to pull it off. +I first heard their ideas, several years ago, in a quietly +elegant restaurant in Santa Monica. I listened to them with +equal amounts of wonder and skepticism. What fascinated +me that evening, most of all, was their gutsy aspiration: to +integrate an interdisciplinary slew of disciplines as disparate +as brain science, linguistics, organizational theory, and com- +plex adaptive systems with a few fundamental laws of human +and organizational behavior that could lead to palpable and +xvii + + +xviii +EDITOR’S NOTE +profound change in both domains. That’s a mouthful—and +hearing about this for the first time, I tried unsuccessfully to +suspend my disbelief. So I asked them to write it up. Words do +have a way with me, and I needed a lot more assurance than +words thrown about in a star-kiss’d evening over too many +drinks. That was five years ago. +Since then, I worked with Steve and Dave, reviewing one +draft after the other. There’s something to be said for wallowing +and marinating, and with each draft my enthusiasm mounted. I +wasn’t quite the midwife to this book; godfather better describes +my role. +I believe this book may be one of the most important +written in many years. The ideas are much larger than what +we normally see in business books. They aren’t tips, tools, or +steps, but are in fact laws that govern individual, group, and +organizational behavior. The stories aren’t the normal ones we +read about in business; rather, they are illustrations of organi- +zations bringing out the best in people and in communities. +These aren’t just companies making a profit, but companies +doing well in the world, by any measure. Leaders would be well +served to think about these laws and find ways to apply their +insights. +Working through this book, the reader will have an advan- +tage that I didn’t have when I first listened to Steve and Dave. +The reader can pause, think, reflect. Even set the book down +and talk about it with others. Then go back and continue on. +I found the stories in the book to be like movies, ones that +surprised me in their poignancy. I keep recalling the pictures +and images of the different cultures and companies in the +book and the people who struggled to make new realities hap- +pen. For me, the most surprising, improbable, and inspiring are +the glimpses into the world of Lonmin, the platinum mining + + +EDITOR’S NOTE +xix +company in South Africa. As many times as I’ve read the story +through various drafts over the years, it still inspires me about +what organizations can become, and should become. +Chapter Five, on self-led organizations, is rich for a different +reason. It paints a vision of what organizations can become, in +which the organization itself becomes a leader in the world. +That chapter is paradigm-busting, and I hope business leaders +will go through it slowly and with reflection. +As we move into the heart of the twenty-first century, it’s +time for business leaders to ask what impact they want their +career and their entire organization to make. The future that’s +already written about organizations is not the most ideal. We +can do better; we must do better. In helping us to strive for +what’s possible, not just for what’s likely, this book can be a +resource for generations to come. +Warren Bennis +December 2008 + + + + + +Foreword +I have no doubt that the ideas, distinctions, and methodologies +that underlie what Steve and Dave so expertly present will +have a substantial impact on the world. I’m honored to be +invited to write this foreword. +When I was first introduced to some of the ideas contained +in this book I saw the extraordinary impact they made on the +audience. I was struck by the enormous potential, relevance, +and applicability of this approach to transforming human +beings and organizations. But from my worldview I could not +understand how this dramatic impact occurred. Since then +I have spent considerable time and energy researching these +ideas on my own and in collaboration with Steve and Dave +with the intention to see them become universally available. +It has not been a simple task. This book takes a substantial step +toward accomplishing this aspiration. My congratulations! +I contacted Steve early in my efforts to get to the bottom +of these ideas and to fully grasp their ability to dramatically +influence the power and productivity of people and organi- +zations. Much of my research and writing is now devoted to +these efforts. In 1997 I was hitting the wall as a leader with my +Faculty Unit at the Harvard Business School. To be blunt I was +xxi + + +xxii +FOREWORD +failing. I asked Steve to help and he generously agreed to work +with me and my group (the Organizations and Markets Group +at HBS). That two days of work (during which he undertook +a task that most of us thought impossible in such a short time) +put us, as a group, back on the track to becoming a formally +sanctioned unit of HBS. For that, and for being the teacher, +counselor, partner, and colleague that Steve has been for me, +I am deeply grateful. +Steve has a proven track record over decades of designing +and implementing large-scale initiatives that elevate organiza- +tional performance, and that talent was truly required to bring +the Organizations and Markets Group at HBS to its current +status. In addition to witnessing his successful work with my +group, I’ve been fortunate to both observe and work with +Steve in designing and delivering programs in other client and +academic settings. He is a master. +I met Dave Logan through the Barbados Group (see +Authors’ Note). Dave has deep expertise in researching and +designing programs that synthesize organizational change, +management, and leadership. I have been privileged to work +with him in delivering sessions of an executive development +program for a large multinational company. I am always amazed +at Dave’s ability to penetrate to the core of what it takes to +bring about progress. I recall one particularly difficult situation +I faced when Dave coached and guided me in a way that +quickly turned this situation around. Dave is also a master. +I must recognize the members of the Barbados Group; in +particular, Werner Erhard, for being the catalyst that brought +these extraordinary thinkers together and for his superb lead- +ership of the group’s discussions. I am deeply grateful for the +contribution these conversations have made to me personally +and to this book. + + +FOREWORD +xxiii +I especially invite all readers to be open to what may occur +as an unfamiliar and perhaps even strange way to think about +people and organizational issues. +There is much to learn and the payoffs are huge. +Michael C. Jensen +Jesse Isidor Straus, Professor of Business Emeritus +Harvard Business School +Sharon, Vermont +September 2008 + + + + + +Authors’ Note +This book stems from a unique partnership, and it wouldn’t +have been possible without input from an extraordinary group +of individuals. +Steve has been called a ‘‘Zen Master in a business suit,’’ +and Dave has the nickname ‘‘Dr. Phil to the Fortune 500.’’ In +the 1960s, Steve was getting his education, both in grad school +and on the streets of Chicago, around the time that Dave +was born. +Somehow, in the course of our very different lives, we both +became passionate around the same question: How do people +perform beyond their limits? +Steve’s involvement with this question started thirty years +ago, when he first met Werner Erhard, the founder of est and +originator of transformational ideas and applications. Today, +Steve is the CEO of Vanto Group and has worked with +more than a hundred thousand people and a wide range of +businesses, in over twenty countries. In addition, Steve is an +executive and board member with Vanto’s parent company, +Landmark Education, where he spearheaded the development +of Landmark’s programs. Today, Landmark has over a million +graduates. +xxv + + +xxvi +AUTHORS’ NOTE +Dave took a very different journey. After becoming an +associate professor at the Marshall School of Business at the +University of Southern California, and one of the youngest +associate deans in the institution’s history, he wanted to play +a more direct role in making businesses work. Today, Dave +balances teaching at the Marshall School of Business with +consulting to many of the Fortune 500 companies as a senior +partner in CultureSync. +We first met ten years ago when Dave invited Steve to +lecture to his graduate business class at USC. During that +first meeting, Dave proposed writing a case study that would +highlight the impact of what Steve had developed in applying +transformation in a corporate setting. When that case study +broke sales records, we realized there was a demand for these +ideas far beyond what we had originally thought. +Around the time of that realization, we joined with about +a dozen academics, corporate executives, and consultants to +examine the impact of personal and organizational transforma- +tion. This group, which became known as the Barbados Group +after the location of our first meeting, investigated situations +in which performance surpassed expectations and then studied +the theories that might explain these surprising results. In the +course of its work, the group reviewed models from brain sci- +ence, linguistics, complex adaptive systems, philosophy, many +other disciplines, as well as ideas from the oral tradition of est +and Landmark Education. From this inquiry, a new model of +performance emerged. +Several years into the process, the Barbados Group felt an +urgency to get these ideas out to a wide audience. This book is +a first step toward that end. +To say we are indebted to our fellow members is an under- +statement, as everything we write here stems from their hard + + +AUTHORS’ NOTE +xxvii +work, relentless focus, and fierce commitment to produce a +model of performance that would make a real difference in +business and in the lives of people. +The members of the Barbados Group are Sir Christo- +pher Ball, Patron, Talent Foundation, and former chancellor, +University of Manchester; Peter Block, author, and business +and community consultant; Allan Cohen, strategy consul- +tant; Joseph DiMaggio, director of research and development, +Landmark Education, and former research physician, Memo- +rial Sloan-Kettering Research Center; Werner Erhard, creator +of transformational ideas and applications; Bruce Gregory, +Harvard-Smithsonian Center for Astrophysics Science Educa- +tion; Michael Jensen, senior advisor, the Monitor Company, +and Harvard Business School Professor Emeritus; Olga Loffredi, +managing director, Vanto Group Latin America; Brad Mills, +former CEO, Lonmin Plc.; Robert Rosen, psychologist, author, +and chairman and CEO, Healthy Companies International; +Harry Rosenberg, CEO, Landmark Education Enterprises; +Allan Scherr, management consultant, and former IBM Fel- +low and Vice President; Michael Zimmerman, professor and +director, Center for Humanities and the Arts, University +of Colorado, Boulder; Mark Zupan, dean, Simon School +of Business, University of Rochester; and both authors of +this book. +This book pools contributions from many difference +sources: the Barbados Group; Steve’s time with Landmark +Education and the Vanto Group; Dave’s teaching, research, +and consulting through USC and CultureSync; and the +thousands of people we’ve worked with over several decades. +The result: Three Laws that provide concise, elegant access +to elevating performance far above what most of us think is +possible. + + + + + +Introduction: The Power of +Rewriting the Future +In our work lives, when something isn’t working, we struggle +with which part of the problem to tackle first. Do we start with +cost reduction? What about morale? Or should we begin with +process improvement? +In our personal lives, it’s the same dilemma—which prob- +lem do we work on first? Should we resolve to do better with +home finances? Make our marriage more fulfilling? Get rid of +ten pounds? Spend more time with the kids? +The optimist says there’s opportunity everywhere we look. +The pessimist says everything is messed up, and it’s as though +every system is perfectly designed to stay messed up, no matter +how many things we try to fix. +We pick the problem to work on, and we either fail or +succeed. If we fail, we add ‘‘frustration’’ to our list of problems. +If we succeed, a new problem pops up to replace the old one. +The solution to a problem becomes the next problem. We +cut 10 percent out of our department budget, and our star +performers leave in frustration, experiencing a lack of support +for projects important to them. We quit smoking and gain ten +pounds. We go to the gym to lose the weight, and our family +xxix + + +xxx +INTRODUCTION: THE POWER OF REWRITING THE FUTURE +complains we’re not home enough. We spend more time at +home, and our boss gripes that we’re not getting enough done, +the budget is out of control, and when are we going to fire the +next person we can’t afford to lose? It’s so much stress that, +before we know it, we’re smoking again. +It’s as though the system we’re working on—the company, +finances, health, our personal life—is an old inner tube. The +moment we patch one hole and add pressure, another spot +rips open. +People spend their lives perfecting the art of improve- +ment—more, better, different, and faster. Using this approach, +many problems seem intractable. +As the French proverb says, the more things change, the +more they stay the same. Why is that? +Imagine a company that is missing its financial targets, +selling products people aren’t buying. The cubicles are packed +with frustrated people who take their malaise home. Dissatis- +faction spills out into family life and, through the employees’ +children, into the schools and community. If we try to fix +this problem in patchwork style, we may never get ahead of +the corporate death spiral. Create new products, only to find +investors have pulled out. Work on financial reporting—as +the competition releases a new product that puts ours further +behind. +The reason fixing problems often doesn’t deliver expected +results is that the result is only superficial. What’s left +untouched are the underlying dynamics that perpetuate the +problem. +For every ‘‘problem,’’ there is a future that’s already been +written about it. This future includes people’s assumption, +hopes, fears, resignation, cynicism, and ‘‘lessons learned’’ +through past experience. Although this future is almost never + + +INTRODUCTION: THE POWER OF REWRITING THE FUTURE +xxxi +talked about, it is the context in which people try to create +change. +If you went into the company described earlier, and got +employees talking about the future, they’d probably say some- +thing like It will never work out. We’re mired in politics, so when +we do bring a product to market, it’s two years too late, and that’s +not going to change. Our leaders will never lead—it’s not in them. +We’ll just waste away until we’re bought or shut down. +Although most people have never articulated what they +really think will happen to them personally or organizationally, +they live every moment as if it’s destined to come about. +Employees are reduced to going through the motions, never +fully engaging, never taking on the politics that they believe is +holding the company back. +If you interviewed the leaders in this company, you’d hear +a future that is correlated with what the employees describe, +something like People here don’t care, and they never will. We +invite their ideas, but they never come through with anything good. +We don’t have the money to replace them with star performers, and +so we’ll always be a B player in this industry at best. We’ll continue +to do the best we can, but as a company, we’ll never really succeed. +Like the employees, the leaders do their best in a situation +that is doomed to mediocrity. They ask employees for input, +already thinking to themselves that the suggestions will be +second-rate. Leaders work hard, but the company continues +to lose ground against the competitors. People at all levels are +frustrated but don’t see anything they can do to help. +Two points are critical here. First, everyone experiences a +future in front of them, even though few could articulate it. It +goes beyond what they expect to happen, hope will happen, or +think might happen. This future lives at a gut level. We know +it’s what will happen, whether we can give words to it or not. + + +xxxii +INTRODUCTION: THE POWER OF REWRITING THE FUTURE +We call this the default future, and every person has one. So +does every organization. +Second, people’s relationship with the default future is +complex. If someone described your default future to you, you +might disagree, perhaps even get angry at how different that +future is from what you think will happen. (Remember, the +default future lives at an experiential level. It’s underneath +what we think and hope will happen.) Yet you (along with the +rest of us) live as if that future is preordained. You live into +your default future, unaware that by doing so you are making +it come about. +To see the complexity at work, think about people you +know who have wrestled with the same personal problem +for years—weight, drugs, alcohol, or an unhappy personal +relationship. Although they might say, ‘‘I want to get help,’’ or +‘‘this will be different,’’ their actions show a recurrence. Why is +it so hard to change? Because wrestling with that problem, over +and over, lives in their future—sometimes winning, sometimes +losing, but always struggling. No matter how much they try to +change, or how many self-help books they read, their default +future has a predictable shape. +The same dynamic exists at the organizational level. Sta- +tistical evidence shows that most significant change efforts fail. +The reason for this is that regardless of the management inter- +ventions tried, the default futures of employees and leaders +are still in place. The more things change, the more they stay +the same. +This book isn’t about change management—more, better, +or different. It’s about rewriting the future. The result is the +transformation of a situation, leading to a dramatic elevation +in performance. + + +INTRODUCTION: THE POWER OF REWRITING THE FUTURE +xxxiii +Imagine, in the example we presented, what the company +would look like if the people rewrote their future. What if it +were this: We’ve turned around the company. We have come from +behind and set the standard for the industry. We are people that +work together, innovate, and succeed. +Notice that we’re not talking about motivational speeches +or slogans that people repeat. We’re talking about rewriting +what people know will happen. Rewrite this future, and peo- +ple’s actions naturally shift: from disengaged to proactive, from +resigned to inspired, from frustrated to innovative. If we could +rewrite the future across a critical mass of people, we could +transform a tired company into an innovator, a burned-out +culture into one of inspiration, a command-and-control struc- +ture into a system in which everyone pulls for each other’s +success. This kind of transformation creates a wave of momen- +tum: investors want in, companies want to partner with us, +potential employees want to join our ranks. +Notice that all this happened without targeting the +problems themselves. Rewrite the future, and old problems +disappear. +After reading this book, you will see how to rewrite your +future and the future of an entire organization. Applying the +ideas here will produce levels of performance many people +believe is impossible. +Seem far-fetched? This book is filled with examples that +are this dramatic. +The power in this book stems from using the Three Laws +of Performance. A law isn’t a rule, tip, or step; it distinguishes +the moving parts at play behind an observable phenomenon. +A law is invariable. Whether you believe in gravity or not +doesn’t lessen its effect on you. + + +xxxiv +INTRODUCTION: THE POWER OF REWRITING THE FUTURE +The greatest advances in history have come from applying +newly discovered laws. Think of Newton’s three laws of +motion. Each on its own is interesting and insightful, and +when combined together and applied, they become powerful +and predictive. +When theThreeLawsin thisbook areapplied, performance +transforms to a level far beyond what most people think is +possible. It doesn’t happen bit by bit, but all at once, as +individuals and organizations rewrite their future. +Part One (Chapters One, Two, and Three) takes these +laws, one at a time, and shows how to apply them. You’ll see +how to jettison what’s holding you back and create a future for +your business and your life beyond what’s predictably going to +happen. Along the way, you’ll likely see and transform much of +what is holding you back, both professionally and personally. +Through the journey of these first three chapters, we’ll +visit companies in South Africa, Japan, South America, and +the United States, looking into diverse industries such as +aerospace, energy, construction, and mining. We’ll make stops +in a high-tech start-up, a major Brazilian oil company, even the +Harvard Business School. We’ll see that the Three Laws always +hold—they are universal principles that apply any time human +beings are involved in any kind of effort. We’ll see the result +of understanding and applying them—dramatic elevations in +performance. +Part Two (Chapters Four and Five) looks at leadership in +light of the Three Laws. This section identifies key leadership +principles and how to apply them in organizations. We also +look at the new frontier of organizations: working effectively in +the developing world, creating sustainability in communities, +and generating the expansion of wealth (both material and in +the well-being of people). This section is intended for people + + +INTRODUCTION: THE POWER OF REWRITING THE FUTURE +xxxv +interested in organizational leadership. If your interest is mostly +personal application, you may want to skip to Part Three. +Part Three (Chapters Six, Seven, and Eight) is about the +personal face of leadership. Chapter Six shows how you can +apply the Three Laws to yourself—and in the process expand +your own leadership. Chapter Seven is about taking the walk +down the path to mastery of the Three Laws. Chapter Eight +offers some guidance on how to take these new ideas out into +your world. +This book is not an academic study, although its conclu- +sions draw on well-established lines of research. Our intent is +to introduce these laws and illustrate how their application +can enhance performance. The examples almost all come from +cases in which we and our colleagues have been personally +involved. We’ve been there, we’ve seen it, and now we want +to share it. +In reading this book and applying the Three Laws, you’ll +do more than find fixes to your problems. You’ll find the power +to rewrite your future. + + + diff --git a/library/The Three Laws of Performance/book-structure.md b/library/The Three Laws of Performance/book-structure.md new file mode 100644 index 0000000..fa2c396 --- /dev/null +++ b/library/The Three Laws of Performance/book-structure.md @@ -0,0 +1,28 @@ +# The Three Laws of Performance — Book Structure + +- **Title**: The Three Laws of Performance: Rewriting the Future of Your Organization and Your Life +- **Authors**: Steve Zaffron and Dave Logan +- **Format**: PDF +- **Source**: `/library/The Three Laws of Performance/source-file.pdf` +- **PDF pages**: 259 +- **Reading chapters**: 8 +- **Extraction basis**: Embedded PDF outline, verified against the printed contents pages. + +| Section | PDF pages | Title | Source-text coverage | Notes | +| --- | ---: | --- | --- | --- | +| Front Matter | 1-39 | Cover, title, contents, Editor's Note, Foreword, Authors' Note, and Introduction | `Front-Matter/Front-Matter-source-text.md` | Ends immediately before the Part I divider. | +| Chapter 01 | 40-69 | Transforming an Impossible Situation | `Chapter-01-Transforming-an-Impossible-Situation/Chapter-01-source-text.md` | Includes the Part I divider (pp. 40-41). | +| Chapter 02 | 70-103 | Where Is the Key to Performance? | `Chapter-02-Where-Is-the-Key-to-Performance/Chapter-02-source-text.md` | | +| Chapter 03 | 104-129 | Rewriting a Future That's Already Written | `Chapter-03-Rewriting-a-Future-Thats-Already-Written/Chapter-03-source-text.md` | | +| Chapter 04 | 130-155 | With So Many Books on Leadership, Why Are There So Few Leaders? | `Chapter-04-With-So-Many-Books-on-Leadership-Why-Are-There-So-Few/Chapter-04-source-text.md` | Includes the Part II divider (pp. 130-131). | +| Chapter 05 | 156-179 | The Self-Led Organization | `Chapter-05-The-Self-Led-Organization/Chapter-05-source-text.md` | | +| Chapter 06 | 180-207 | Who or What Is Leading Your Life? | `Chapter-06-Who-or-What-Is-Leading-Your-Life/Chapter-06-source-text.md` | Includes the Part III divider (pp. 180-181). | +| Chapter 07 | 208-237 | The Path to Mastery | `Chapter-07-The-Path-to-Mastery/Chapter-07-source-text.md` | | +| Chapter 08 | 238-245 | Breaking the Performance Barrier | `Chapter-08-Breaking-the-Performance-Barrier/Chapter-08-source-text.md` | | +| Back Matter | 246-259 | Appendix, Notes, Acknowledgments, The Authors, and Index | `Back-Matter/Back-Matter-source-text.md` | | + +## Coverage Check + +- Every PDF page from 1 through 259 is assigned to exactly one source-text file. +- No pages are deliberately excluded. +- Pages without extractable text are recorded in each generated source-text header. diff --git a/library/The Three Laws of Performance/source-file.pdf b/library/The Three Laws of Performance/source-file.pdf new file mode 100644 index 0000000..b287395 Binary files /dev/null and b/library/The Three Laws of Performance/source-file.pdf differ diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-01-The-Right-To-Be-Rich/Chapter-01-memory.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-01-The-Right-To-Be-Rich/Chapter-01-memory.md new file mode 100644 index 0000000..ca7dddd --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-01-The-Right-To-Be-Rich/Chapter-01-memory.md @@ -0,0 +1,28 @@ +# Wallace D. Wattles Ultimate Collection — Chapter 01 Memory: The Right To Be Rich +- **Stage**: Intake complete — awaiting preview +- **Next Step**: Run the Chapter 01 pre-reading briefing before the reader starts. +- **Reading Span**: PDF pages 5–11 (includes the work's title page and Preface) +- **Source Text**: /library/Wallace D. Wattles Ultimate Collection/Chapter-01-The-Right-To-Be-Rich/Chapter-01-source-text.md (the chapter's own words; read instead of the PDF) +- **Full Record**: /library/Wallace D. Wattles Ultimate Collection/Chapter-01-The-Right-To-Be-Rich/Chapter-01-chapter-notes.md (read only if needed) +- **Last Updated**: 2026-10-17 + +## Carried-in Context (from earlier chapters) +- First chapter — nothing carried in. +- Collection note: Chapters 01–17 are *The Science of Getting Rich*; later works restate its ideas, so carry its core model forward when they begin. + +## This Chapter +- **Core Question**: Pending preview +- **Watch-For Themes**: Pending preview +- **Core Thesis**: Pending +- **Key Concepts**: Pending +- **Notable Arguments / Evidence Limits**: Pending +- **Action Item**: Pending + +## Reader State +- **Pending Questions**: None +- **Reader's Answers (paraphrase)**: None +- **Misconceptions / Feedback Given**: None +- **Personal Threads**: None yet + +## Open Threads +- None yet. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-01-The-Right-To-Be-Rich/Chapter-01-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-01-The-Right-To-Be-Rich/Chapter-01-source-text.md new file mode 100644 index 0000000..b114d57 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-01-The-Right-To-Be-Rich/Chapter-01-source-text.md @@ -0,0 +1,148 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-01: The Right To Be Rich +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 5–11 +- **Pages without text**: none +- **Note**: Work: *The Science of Getting Rich*, section 1 of 17. Includes the work's title page and Preface. + +--- + + +The Science of Getting Rich +Table of Contents +Preface +Chapter 1: The Right To Be Rich +Chapter 2: There is A Science of Getting Rich +Chapter 3: Is Opportunity Monopolized? +Chapter 4: The First Principle in The Science of Getting Rich +Chapter 5: Increasing Life +Chapter 6: How Riches Come to You +Chapter 7: Gratitude +Chapter 8: Thinking in the Certain Way +Chapter 9: How to Use the Will +Chapter 10: Further Use of the Will +Chapter 11: Acting in the Certain Way +Chapter 12: Efficient Action +Chapter 13: Getting into the Right Business +Chapter 14: The Impression of Increase +Chapter 15: The Advancing Man + + +Chapter 16: Some Cautions, and Concluding Observations +Chapter 17: Summary of the Science of Getting Rich + + +Preface +Table of Contents +THIS book is pragmatical, not philosophical; a practical manual, not a treatise +upon theories. It is intended for the men and women whose most pressing need +is for money; who wish to get rich first, and philosophize afterward. It is for +those who have, so far, found neither the time, the means, nor the opportunity to +go deeply into the study of metaphysics, but who want results and who are +willing to take the conclusions of science as a basis for action, without going +into all the processes by which those conclusions were reached. +It is expected that the reader will take the fundamental statements upon faith, just +as he would take statements concerning a law of electrical action if they were +promulgated by a Marconi or an Edison; and, taking the statements upon faith, +that he will prove their truth by acting upon them without fear or hesitation. +Every man or woman who does this will certainly get rich; for the science herein +applied is an exact science, and failure is impossible. For the benefit, however, +of those who wish to investigate philosophical theories and so secure a logical +basis for faith, I will here cite certain authorities. +The monistic theory of the universe the theory that One is All, and that All is +One; That one Substance manifests itself as the seeming many elements of the +material world -is of Hindu origin, and has been gradually winning its way into +the thought of the western world for two hundred years. It is the foundation of all +the Oriental philosophies, and of those of Descartes, Spinoza, Leibnitz, +Schopenhauer, Hegel, and Emerson. +The reader who would dig to the philosophical foundations of this is advised to +read Hegel and Emerson for himself. +In writing this book I have sacrificed all other considerations to plainness and +simplicity of style, so that all might understand. The plan of action laid down + + +herein was deduced from the conclusions of philosophy; it has been thoroughly +tested, and bears the supreme test of practical experiment; it works. If you wish +to know how the conclusions were arrived at, read the writings of the authors +mentioned above; and if you wish to reap the fruits of their philosophies in +actual practice, read this book and do exactly as it tells you to do---- +The Author + + +Chapter 1: The Right To Be Rich +Table of Contents +WHATEVER may be said in praise of poverty, the fact remains that it is not +possible to live a really complete or successful life unless one is rich. No man +can rise to his greatest possible height in talent or soul development unless he +has plenty of money; for to unfold the soul and to develop talent he must have +many things to use, and he cannot have these things unless he has money to buy +them with. +A man develops in mind, soul, and body by making use of things, and society is +so organized that man must have money in order to become the possessor of +things; therefore, the basis of all advancement for man must be the science of +getting rich. +The object of all life is development; and everything that lives has an inalienable +right to all the development it is capable of attaining. +Man's right to life means his right to have the free and unrestricted use of all the +things which may be necessary to his fullest mental, spiritual, and physical +unfoldment; or, in other words, his right to be rich. +In this book, I shall not speak of riches in a figurative way; to be really rich does +not mean to be satisfied or contented with a little. No man ought to be satisfied +with a little if he is capable of using and enjoying more. The purpose of Nature +is the advancement and unfoldment of life; and every man should have all that +can contribute to the power, elegance, beauty, and richness of life; to be content +with less is sinful. +The man who owns all he wants for the living of all the life he is capable of +living is rich; and no man who has not plenty of money can have all he wants. +Life has advanced so far, and become so complex, that even the most ordinary + + +man or woman requires a great amount of wealth in order to live in a manner +that even approaches completeness. Every person naturally wants to become all +that they are capable of becoming; this desire to realize innate possibilities is +inherent in human nature; we cannot help wanting to be all that we can be. +Success in life is becoming what you want to be; you can become what you want +to be only by making use of things, and you can have the free use of things only +as you become rich enough to buy them. To understand the science of getting +rich is therefore the most essential of all knowledge. +There is nothing wrong in wanting to get rich. The desire for riches is really the +desire for a richer, fuller, and more abundant life; and that desire is praise +worthy. The man who does not desire to live more abundantly is abnormal, and +so the man who does not desire to have money enough to buy all he wants is +abnormal. +There are three motives for which we live; we live for the body, we live for the +mind, we live for the soul. No one of these is better or holier than the other; all +are alike desirable, and no one of the three--body, mind, or soul--can live fully if +either of the others is cut short of full life and expression. It is not right or noble +to live only for the soul and deny mind or body; and it is wrong to live for the +intellect and deny body or soul. +We are all acquainted with the loathsome consequences of living for the body +and denying both mind and soul; and we see that real life means the complete +expression of all that man can give forth through body, mind, and soul. Whatever +he can say, no man can be really happy or satisfied unless his body is living fully +in every function, and unless the same is true of his mind and his soul. Wherever +there is unexpressed possibility, or function not performed, there is unsatisfied +desire. Desire is possibility seeking expression, or function seeking performance. +Man cannot live fully in body without good food, comfortable clothing, and +warm shelter; and without freedom from excessive toil. Rest and recreation are +also necessary to his physical life. +He cannot live fully in mind without books and time to study them, without +opportunity for travel and observation, or without intellectual companionship. +To live fully in mind he must have intellectual recreations, and must surround +himself with all the objects of art and beauty he is capable of using and + + +appreciating. +To live fully in soul, man must have love; and love is denied expression by +poverty. +A man's highest happiness is found in the bestowal of benefits on those he loves; +love finds its most natural and spontaneous expression in giving. The man who +has nothing to give cannot fill his place as a husband or father, as a citizen, or as +a man. It is in the use of material things that a man finds full life for his body, +develops his mind, and unfolds his soul. It is therefore of supreme importance to +him that he should be rich. +It is perfectly right that you should desire to be rich; if you are a normal man or +woman you cannot help doing so. It is perfectly right that you should give your +best attention to the Science of Getting Rich, for it is the noblest and most +necessary of all studies. If you neglect this study, you are derelict in your duty to +yourself, to God and humanity; for you can render to God and humanity no +greater service than to make the most of yourself. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-02-There-is-A-Science-of-Getting-Rich/Chapter-02-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-02-There-is-A-Science-of-Getting-Rich/Chapter-02-source-text.md new file mode 100644 index 0000000..2bcf600 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-02-There-is-A-Science-of-Getting-Rich/Chapter-02-source-text.md @@ -0,0 +1,101 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-02: There is A Science of Getting Rich +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 12–14 +- **Pages without text**: none +- **Note**: Work: *The Science of Getting Rich*, section 2 of 17. + +--- + + +Chapter 2: There is A Science of Getting Rich +Table of Contents +THERE is a Science of getting rich, and it is an exact science, like algebra or +arithmetic. There are certain laws which govern the process of acquiring riches; +once these laws are learned and obeyed by any man, he will get rich with +mathematical certainty. +The ownership of money and property comes as a result of doing things in a +certain way; those who do things in this Certain Way, whether on purpose or +accidentally, get rich; while those who do not do things in this Certain Way, no +matter how hard they work or how able they are, remain poor. +It is a natural law that like causes always produce like effects; and, therefore, any +man or woman who learns to do things in this certain way will infallibly get rich. +That the above statement is true is shown by the following facts: +Getting rich is not a matter of environment, for, if it were, all the people in +certain neighborhoods would become wealthy; the people of one city would all +be rich, while those of other towns would all be poor; or the inhabitants of one +state would roll in wealth, while those of an adjoining state would be in poverty. +But everywhere we see rich and poor living side by side, in the same +environment, and often engaged in the same vocations. When two men are in the +same locality, and in the same business, and one gets rich while the other +remains poor, it shows that getting rich is not, primarily, a matter of +environment. Some environments may be more favorable than others, but when +two men in the same business are in the same neighborhood, and one gets rich +while the other fails, it indicates that getting rich is the result of doing things in a +Certain Way. + + +And further, the ability to do things in this certain way is not due solely to the +possession of talent, for many people who have great talent remain poor, while +other who have very little talent get rich. +Studying the people who have got rich, we find that they are an average lot in all +respects, having no greater talents and abilities than other men. It is evident that +they do not get rich because they possess talents and abilities that other men +have not, but because they happen to do things in a Certain Way. +Getting rich is not the result of saving, or "thrift"; many very penurious people +are poor, while free spenders often get rich. +Nor is getting rich due to doing things which others fail to do; for two men in the +same business often do almost exactly the same things, and one gets rich while +the other remains poor or becomes bankrupt. +From all these things, we must come to the conclusion that getting rich is the +result of doing things in a Certain Way. +If getting rich is the result of doing things in a Certain Way, and if like causes +always produce like effects, then any man or woman who can do things in that +way can become rich, and the whole matter is brought within the domain of +exact science. +The question arises here, whether this Certain Way may not be so difficult that +only a few may follow it. This cannot be true, as we have seen, so far as natural +ability is concerned. Talented people get rich, and blockheads get rich; +intellectually brilliant people get rich, and very stupid people get rich; physically +strong people get rich, and weak and sickly people get rich. +Some degree of ability to think and understand is, of course, essential; but in so +far natural ability is concerned, any man or woman who has sense enough to +read and understand these words can certainly get rich. +Also, we have seen that it is not a matter of environment. Location counts for +something; one would not go to the heart of the Sahara and expect to do +successful business. Getting rich involves the necessity of dealing with men, and +of being where there are people to deal with; and if these people are inclined to +deal in the way you want to deal, so much the better. But that is about as far as +environment goes. + + +If anybody else in your town can get rich, so can you; and if anybody else in +your state can get rich, so can you. +Again, it is not a matter of choosing some particular business or profession. +People get rich in every business, and in every profession; while their next door +neighbors in the same vocation remain in poverty. +It is true that you will do best in a business which you like, and which is +congenial to you; and if you have certain talents which are well developed, you +will do best in a business which calls for the exercise of those talents. +Also, you will do best in a business which is suited to your locality; an ice-cream +parlor would do better in a warm climate than in Greenland, and a salmon +fishery will succeed better in the Northwest than in Florida, where there are no +salmon. +But, aside from these general limitations, getting rich is not dependent upon your +engaging in some particular business, but upon your learning to do things in a +Certain Way. If you are now in business, and anybody else in your locality is +getting rich in the same business, while you are not getting rich, it is because you +are not doing things in the same Way that the other person is doing them. +No one is prevented from getting rich by lack of capital. True, as you get capital +the increase becomes more easy and rapid; but one who has capital is already +rich, and does not need to consider how to become so. No matter how poor you +may be, if you begin to do things in the Certain Way you will begin to get rich; +and you will begin to have capital. The getting of capital is a part of the process +of getting rich; and it is a part of the result which invariably follows the doing of +things in the Certain Way. You may be the poorest man on the continent, and be +deeply in debt; you may have neither friends, influence, nor resources; but if you +begin to do things in this way, you must infallibly begin to get rich, for like +causes must produce like effects. If you have no capital, you can get capital; if +you are in the wrong business, you can get into the right business; if you are in +the wrong location, you can go to the right location; and you can do so by +beginning in your present business and in your present location to do things in +the Certain Way which causes success. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-03-Is-Opportunity-Monopolized/Chapter-03-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-03-Is-Opportunity-Monopolized/Chapter-03-source-text.md new file mode 100644 index 0000000..9db0b78 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-03-Is-Opportunity-Monopolized/Chapter-03-source-text.md @@ -0,0 +1,110 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-03: Is Opportunity Monopolized? +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 15–18 +- **Pages without text**: none +- **Note**: Work: *The Science of Getting Rich*, section 3 of 17. + +--- + + +Chapter 3: Is Opportunity Monopolized? +Table of Contents +NO man is kept poor because opportunity has been taken away from him; +because other people have monopolized the wealth, and have put a fence around +it. You may be shut off from engaging in business in certain lines, but there are +other channels open to you. Probably it would be hard for you to get control of +any of the great railroad systems; that field is pretty well monopolized. But the +electric railway business is still in its infancy, and offers plenty of scope for +enterprise; and it will be but a very few years until traffic and transportation +through the air will become a great industry, and in all its branches will give +employment to hundreds of thousands, and perhaps to millions, of people. Why +not turn your attention to the development of aerial transportation, instead of +competing with J.J. Hill and others for a chance in the steam railway world? +It is quite true that if you are a workman in the employ of the steel trust you have +very little chance of becoming the owner of the plant in which you work; but it is +also true that if you will commence to act in a Certain Way, you can soon leave +the employ of the steel trust; you can buy a farm of from ten to forty acres, and +engage in business as a producer of foodstuffs. There is great opportunity at this +time for men who will live upon small tracts of land and cultivate the same +intensively; such men will certainly get rich. You may say that it is impossible +for you to get the land, but I am going to prove to you that it is not impossible, +and that you can certainly get a farm if you will go to work in a Certain Way. +At different periods the tide of opportunity sets in different directions, according +to the needs of the whole, and the particular stage of social evolution which has +been reached. At present, in America, it is setting toward agriculture and the +allied industries and professions. To-day, opportunity is open before the factory +worker in his line. It is open before the business man who supplies the farmer +more than before the one who supplies the factory worker; and before the +professional man who waits upon the farmer more than before the one who + + +serves the working class. +There is abundance of opportunity for the man who will go with the tide, instead +of trying to swim against it. +So the factory workers, either as individuals or as a class, are not deprived of +opportunity. The workers are not being "kept down" by their masters; they are +not being "ground" by the trusts and combinations of capital. As a class, they are +where they are because they do not do things in a Certain Way. If the workers of +America chose to do so, they could follow the example of their brothers in +Belgium and other countries, and establish great department stores and co- +operative industries; they could elect men of their own class to office, and pass +laws favoring the development of such co-operative industries; and in a few +years they could take peaceable possession of the industrial field. +The working class may become the master class whenever they will begin to do +things in a Certain Way; the law of wealth is the same for them as it is for all +others. This they must learn; and they will remain where they are as long as they +continue to do as they do. The individual worker, however, is not held down by +the ignorance or the mental slothfulness of his class; he can follow the tide of +opportunity to riches, and this book will tell him how. +No one is kept in poverty by a shortness in the supply of riches; there is more +than enough for all. A palace as large as the capitol at Washington might be built +for every family on earth from the building material in the United States alone; +and under intensive cultivation, this country would produce wool, cotton, linen, +and silk enough to cloth each person in the world finer than Solomon was +arrayed in all his glory; together with food enough to feed them all luxuriously. +The visible supply is practically inexhaustible; and the invisible supply really is +inexhaustible. +Everything you see on earth is made from one original substance, out of which +all things proceed. +New Forms are constantly being made, and older ones are dissolving; but all are +shapes assumed by One Thing. There is no limit to the supply of Formless Stuff, +or Original Substance. The universe is made out of it; but it was not all used in +making the universe. The spaces in, through, and between the forms of the +visible universe are permeated and filled with the Original Substance; with the + + +formless Stuff; with the raw material of all things. Ten thousand times as much +as has been made might still be made, and even then we should not have +exhausted the supply of universal raw material. +No man, therefore, is poor because nature is poor, or because there is not enough +to go around. +Nature is an inexhaustible storehouse of riches; the supply will never run short. +Original Substance is alive with creative energy, and is constantly producing +more forms. When the supply of building material is exhausted, more will be +produced; when the soil is exhausted so that food stuffs and materials for +clothing will no longer grow upon it, it will be renewed or more soil will be +made. When all the gold and silver has been dug from the earth, if man is still in +such a stage of social development that he needs gold and silver, more will +produced from the Formless. The Formless Stuff responds to the needs of man; it +will not let him be without any good thing. +This is true of man collectively; the race as a whole is always abundantly rich, +and if individuals are poor, it is because they do not follow the Certain Way of +doing things which makes the individual man rich. +The Formless Stuff is intelligent; it is stuff which thinks. It is alive, and is always +impelled toward more life. +It is the natural and inherent impulse of life to seek to live more; it is the nature +of intelligence to enlarge itself, and of consciousness to seek to extend its +boundaries and find fuller expression. The universe of forms has been made by +Formless Living Substance, throwing itself into form in order to express itself +more fully. +The universe is a great Living Presence, always moving inherently toward more +life and fuller functioning. +Nature is formed for the advancement of life; its impelling motive is the increase +of life. For this cause, everything which can possibly minister to life is +bountifully provided; there can be no lack unless God is to contradict himself +and nullify his own works. +You are not kept poor by lack in the supply of riches; it is a fact which I shall +demonstrate a little farther on that even the resources of the Formless Supply are + + +at the command of the man or woman who will act and think in a Certain Way. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-04-The-First-Principle-in-The-Science-of-Getting-Rich/Chapter-04-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-04-The-First-Principle-in-The-Science-of-Getting-Rich/Chapter-04-source-text.md new file mode 100644 index 0000000..8d41b22 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-04-The-First-Principle-in-The-Science-of-Getting-Rich/Chapter-04-source-text.md @@ -0,0 +1,146 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-04: The First Principle in The Science of Getting Rich +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 19–23 +- **Pages without text**: none +- **Note**: Work: *The Science of Getting Rich*, section 4 of 17. + +--- + + +Chapter 4: The First Principle in The Science of +Getting Rich +Table of Contents +THOUGHT is the only power which can produce tangible riches from the +Formless Substance. The stuff from which all things are made is a substance +which thinks, and a thought of form in this substance produces the form. +Original Substance moves according to its thoughts; every form and process you +see in nature is the visible expression of a thought in Original Substance. As the +Formless Stuff thinks of a form, it takes that form; as it thinks of a motion, it +makes that motion. That is the way all things were created. We live in a thought +world, which is part of a thought universe. The thought of a moving universe +extended throughout Formless Substance, and the Thinking Stuff moving +according to that thought, took the form of systems of planets, and maintains that +form. Thinking Substance takes the form of its thought, and moves according to +the thought. Holding the idea of a circling system of suns and worlds, it takes the +form of these bodies, and moves them as it thinks. Thinking the form of a slow- +growing oak tree, it moves accordingly, and produces the tree, though centuries +may be required to do the work. In creating, the Formless seems to move +according to the lines of motion it has established; the thought of an oak tree +does not cause the instant formation of a full-grown tree, but it does start in +motion the forces which will produce the tree, along established lines of growth. +Every thought of form, held in thinking Substance, causes the creation of the +form, but always, or at least generally, along lines of growth and action already +established. +The thought of a house of a certain construction, if it were impressed upon +Formless Substance, might not cause the instant formation, of the house; but it +would cause the turning of creative energies already working in trade and + + +commerce into such channels as to result in the speedy building of the house. +And if there were no existing channels through which the creative energy could +work, then the house would be formed directly from primal substance, without +waiting for the slow processes of the organic and inorganic world. +No thought of form can be impressed upon Original Substance without causing +the creation of the form. +Man is a thinking center, and can originate thought. All the forms that man +fashions with his hands must first exist in his thought; he cannot shape a thing +until he has thought that thing. And so far man has confined his efforts wholly to +the work of his hands; he has applied manual labor to the world of forms, +seeking to change or modify those already existing. He has never thought of +trying to cause the creation of new forms by impressing his thoughts upon +Formless Substance. +When man has a thought-form, he takes material from the forms of nature, and +makes an image of the form which is in his mind. He has, so far, made little or +no effort to co-operate with Formless Intelligence; to work "with the Father." He +has not dreamed that he can "do what he seeth the Father doing." Man reshapes +and modifies existing forms by manual labor; he has given no attention to the +question whether he may not produce things from Formless Substance by +communicating his thoughts to it. We propose to prove that he may do so; to +prove that any man or woman may do so, and to show how. As our first step, we +must lay down three fundamental propositions. +First, we assert that there is one original formless stuff, or substance, from which +all things are made. All the seemingly many elements are but different +presentations of one element; all the many forms found in organic and inorganic +nature are but different shapes, made from the same stuff. And this stuff is +thinking stuff; a thought held in it produces the form of the thought. Thought, in +thinking substance, produces shapes. Man is a thinking center, capable of +original thought; if man can communicate his thought to original thinking +substance, he can cause the creation, or formation, of the thing he thinks about. +To summarize this:- +There is a thinking stuff from which all things are made, and which, in its +original state, permeates, penetrates, and fills the interspaces of the universe. + + +A thought, in this substance, Produces the thing that is imaged by the thought. +Man can form things in his thought, and, by impressing his thought upon +formless substance, can cause the thing he thinks about to be created. +It may be asked if I can prove these statements; and without going into details, I +answer that I can do so, both by logic and experience. +Reasoning back from the phenomena of form and thought, I come to one original +thinking substance; and reasoning forward from this thinking substance, I come +to man's power to cause the formation of the thing he thinks about. +And by experiment, I find the reasoning true; and this is my strongest proof. +If one man who reads this book gets rich by doing what it tells him to do, that is +evidence in support of my claim; but if every man who does what it tells him to +do gets rich, that is positive proof until some one goes through the process and +fails. The theory is true until the process fails; and this process will not fail, for +every man who does exactly what this book tells him to do will get rich. +I have said that men get rich by doing things in a Certain Way; and in order to do +so, men must become able to think in a certain way. +A man's way of doing things is the direct result of the way he thinks about things. +To do things in a way you want to do them, you will have to acquire the ability +to think the way you want to think; this is the first step toward getting rich. +To think what you want to think is to think TRUTH, regardless of appearances. +Every man has the natural and inherent power to think what he wants to think, +but it requires far more effort to do so than it does to think the thoughts which +are suggested by appearances. To think according to appearance is easy; to think +truth regardless of appearances is laborious, and requires the expenditure of +more power than any other work man is called upon to perform. +There is no labor from which most people shrink as they do from that of +sustained and consecutive thought; it is the hardest work in the world. This is +especially true when truth is contrary to appearances. Every appearance in the +visible world tends to produce a corresponding form in the mind which observes + + +it; and this can only be prevented by holding the thought of the TRUTH. +To look upon the appearance of disease will produce the form of disease in your +own mind, and ultimately in your body, unless you hold the thought of the truth, +which is that there is no disease; it is only an appearance, and the reality is +health. +To look upon the appearances of poverty will produce corresponding forms in +your own mind, unless you hold to the truth that there is no poverty; there is only +abundance. +To think health when surrounded by the appearances of disease, or to think +riches when in the midst of appearances of poverty, requires power; but he who +acquires this power becomes a MASTER MIND. He can conquer fate; he can +have what he wants. +This power can only be acquired by getting hold of the basic fact which is +behind all appearances; and that fact is that there is one Thinking Substance, +from which and by which all things are made. +Then we must grasp the truth that every thought held in this substance becomes a +form, and that man can so impress his thoughts upon it as to cause them to take +form and become visible things. +When we realize this, we lose all doubt and fear, for we know that we can create +what we want to create; we can get what we want to have, and can become what +we want to be. As a first step toward getting rich, you must believe the three +fundamental statements given previously in this chapter; and in order to +emphasize them. I repeat them here:- +There is a thinking stuff from which all things are made, and which, in its +original state, permeates, penetrates, and fills the interspaces of the universe. +A thought, in this substance, Produces the thing that is imaged by the thought. +Man can form things in his thought, and, by impressing his thought upon +formless substance, can cause the thing he thinks about to be created. +You must lay aside all other concepts of the universe than this monistic one; and +you must dwell upon this until it is fixed in your mind, and has become your + + +habitual thought. Read these creed statements over and over again; fix every +word upon your memory, and meditate upon them until you firmly believe what +they say. If a doubt comes to you, cast it aside as a sin. Do not listen to +arguments against this idea; do not go to churches or lectures where a contrary +concept of things is taught or preached. Do not read magazines or books which +teach a different idea; if you get mixed up in your faith, all your efforts will be in +vain. +Do not ask why these things are true, nor speculate as to how they can be true; +simply take them on trust. The science of getting rich begins with the absolute +acceptance of this faith. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-05-Increasing-Life/Chapter-05-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-05-Increasing-Life/Chapter-05-source-text.md new file mode 100644 index 0000000..8a3c410 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-05-Increasing-Life/Chapter-05-source-text.md @@ -0,0 +1,155 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-05: Increasing Life +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 24–28 +- **Pages without text**: none +- **Note**: Work: *The Science of Getting Rich*, section 5 of 17. + +--- + + +Chapter 5: Increasing Life +Table of Contents +YOU must get rid of the last vestige of the old idea that there is a Deity whose +will it is that you should be poor, or whose purposes may be served by keeping +you in poverty. +The Intelligent Substance which is All, and in All, and which lives in All and +lives in you, is a consciously Living Substance. Being a consciously living +substance, It must have the nature and inherent desire of every living intelligence +for increase of life. Every living thing must continually seek for the enlargement +of its life, because life, in the mere act of living, must increase itself. +A seed, dropped into the ground, springs into activity, and in the act of living +produces a hundred more seeds; life, by living, multiplies itself. It is forever +Becoming More; it must do so, if it continues to be at all. +Intelligence is under this same necessity for continuous increase. Every thought +we think makes it necessary for us to think another thought; consciousness is +continually expanding. Every fact we learn leads us to the learning of another +fact; knowledge is continually increasing. Every talent we cultivate brings to the +mind the desire to cultivate another talent; we are subject to the urge of life, +seeking expression, which ever drives us on to know more, to do more, and to be +more. +In order to know more, do more, and be more we must have more; we must have +things to use, for we learn, and do, and become, only by using things. We must +get rich, so that we can live more. +The desire for riches is simply the capacity for larger life seeking fulfillment; +every desire is the effort of an unexpressed possibility to come into action. It is +power seeking to manifest which causes desire. That which makes you want + + +more money is the same as that which makes the plant grow; it is Life, seeking +fuller expression. +The One Living Substance must be subject to this inherent law of all life; it is +permeated with the desire to live more; that is why it is under the necessity of +creating things. +The One Substance desires to live more in you; hence it wants you to have all +the things you can use. It is the desire of God that you should get rich. He wants +you to get rich because he can express himself better through you if you have +plenty of things to use in giving him expression. He can live more in you if you +have unlimited command of the means of life. +The universe desires you to have everything you want to have. +Nature is friendly to your plans. +Everything is naturally for you. +Make up your mind that this is true. +It is essential, however that your purpose should harmonize with the purpose that +is in All. +You must want real life, not mere pleasure of sensual gratification. Life is the +performance of function; and the individual really lives only when he performs +every function, physical, mental, and spiritual, of which he is capable, without +excess in any. +You do not want to get rich in order to live swinishly, for the gratification of +animal desires; that is not life. But the performance of every physical function is +a part of life, and no one lives completely who denies the impulses of the body a +normal and healthful expression. +You do not want to get rich solely to enjoy mental pleasures, to get knowledge, +to gratify ambition, to outshine others, to be famous. All these are a legitimate +part of life, but the man who lives for the pleasures of the intellect alone will +only have a partial life, and he will never be satisfied with his lot. +You do not want to get rich solely for the good of others, to lose yourself for the + + +salvation of mankind, to experience the joys of philanthropy and sacrifice. The +joys of the soul are only a part of life; and they are no better or nobler than any +other part. +You want to get rich in order that you may eat, drink, and be merry when it is +time to do these things; in order that you may surround yourself with beautiful +things, see distant lands, feed your mind, and develop your intellect; in order that +you may love men and do kind things, and be able to play a good part in helping +the world to find truth. +But remember that extreme altruism is no better and no nobler than extreme +selfishness; both are mistakes. +Get rid of the idea that God wants you to sacrifice yourself for others, and that +you can secure his favor by doing so; God requires nothing of the kind. +What he wants is that you should make the most of yourself, for yourself, and +for others; and you can help others more by making the most of yourself than in +any other way. +You can make the most of yourself only by getting rich; so it is right and +praiseworthy that you should give your first and best thought to the work of +acquiring wealth. +Remember, however, that the desire of Substance is for all, and its movements +must be for more life to all; it cannot be made to work for less life to any, +because it is equally in all, seeking riches and life. +Intelligent Substance will make things for you, but it will not take things away +from some one else and give them to you. +You must get rid of the thought of competition. You are to create, not to compete +for what is already created. +You do not have to take anything away from any one. +You do not have to drive sharp bargains. +You do not have to cheat, or to take advantage. You do not need to let any man +work for you for less than he earns. + + +You do not have to covet the property of others, or to look at it with wishful +eyes; no man has anything of which you cannot have the like, and that without +taking what he has away from him. +You are to become a creator, not a competitor; you are going to get what you +want, but in such a way that when you get it every other man will have more +than he has now. +I am aware that there are men who get a vast amount of money by proceeding in +direct opposition to the statements in the paragraph above, and may add a word +of explanation here. Men of the plutocratic type, who become very rich, do so +sometimes purely by their extraordinary ability on the plane of competition; and +sometimes they unconsciously relate themselves to Substance in its great +purposes and movements for the general racial upbuilding through industrial +evolution. Rockefeller, Carnegie, Morgan, et al., have been the unconscious +agents of the Supreme in the necessary work of systematizing and organizing +productive industry; and in the end, their work will contribute immensely toward +increased life for all. Their day is nearly over; they have organized production, +and will soon be succeeded by the agents of the multitude, who will organize the +machinery of distribution. +The multi-millionaires are like the monster reptiles of the prehistoric eras; they +play a necessary part in the evolutionary process, but the same Power which +produced them will dispose of them. And it is well to bear in mind that they have +never been really rich; a record of the private lives of most of this class will +show that they have really been the most abject and wretched of the poor. +Riches secured on the competitive plane are never satisfactory and permanent; +they are yours to-day, and another's tomorrow. Remember, if you are to become +rich in a scientific and certain way, you must rise entirely out of the competitive +thought. You must never think for a moment that the supply is limited. Just as +soon as you begin to think that all the money is being "cornered" and controlled +by bankers and others, and that you must exert yourself to get laws passed to +stop this process, and so on; in that moment you drop into the competitive mind, +and your power to cause creation is gone for the time being; and what is worse, +you will probably arrest the creative movements you have already instituted. +KNOW that there are countless millions of dollars' worth of gold in the +mountains of the earth, not yet brought to light; and know that if there were not, + + +more would be created from Thinking Substance to supply your needs. +KNOW that the money you need will come, even if it is necessary for a thousand +men to be led to the discovery of new gold mines to-morrow. +Never look at the visible supply; look always at the limitless riches in Formless +Substance, and KNOW that they are coming to you as fast as you can receive +and use them. Nobody, by cornering the visible supply, can prevent you from +getting what is yours. +So never allow yourself to think for an instant that all the best building spots will +be taken before you get ready to build your house, unless you hurry. Never +worry about the trusts and combines, and get anxious for fear they will soon +come to own the whole earth. Never get afraid that you will lose what you want +because some other person "beats you to it." That cannot possibly happen; you +are not seeking any thing that is possessed by anybody else; you are causing +what you want to be created from formless Substance, and the supply is without +limits. Stick to the formulated statement:-- +There is a thinking stuff from which all things are made, and which, in its +original state, permeates, penetrates, and fills the interspaces of the universe. +A thought, in this substance, produces the thing that is imaged by the thought. +Man can form things in his thought, and, by impressing his thought upon +formless substance, can cause the thing he thinks about to be created. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-06-How-Riches-Come-to-You/Chapter-06-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-06-How-Riches-Come-to-You/Chapter-06-source-text.md new file mode 100644 index 0000000..1c9408a --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-06-How-Riches-Come-to-You/Chapter-06-source-text.md @@ -0,0 +1,133 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-06: How Riches Come to You +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 29–32 +- **Pages without text**: none +- **Note**: Work: *The Science of Getting Rich*, section 6 of 17. + +--- + + +Chapter 6: How Riches Come to You +Table of Contents +WHEN I say that you do not have to drive sharp bargains, I do not mean that you +do not have to drive any bargains at all, or that you are above the necessity for +having any dealings with your fellow men. I mean that you will not need to deal +with them unfairly; you do not have to get something for nothing, but can give to +every man more than you take from him. You cannot give every man more in +cash market value than you take from him, but you can give him more in use +value than the cash value of the thing you take from him. The paper, ink, and +other material in this book may not be worth the money you pay for it; but if the +ideas suggested by it bring you thousands of dollars, you have not been wronged +by those who sold it to you; they have given you a great use value for a small +cash value. +Let us suppose that I own a picture by one of the great artists, which, in any +civilized community, is worth thousands of dollars. I take it to Baffin Bay, and +by "salesmanship" induce an Eskimo to give a bundle of furs worth $500 for it. I +have really wronged him, for he has no use for the picture; it has no use value to +him; it will not add to his life. +But suppose I give him a gun worth $50 for his furs; then he has made a good +bargain. He has use for the gun; it will get him many more furs and much food; +it will add to his life in every way; it will make him rich. +When you rise from the competitive to the creative plane, you can scan your +business transactions very strictly, and if you are selling any man anything which +does not add more to his life than the thing he give you in exchange, you can +afford to stop it. You do not have to beat anybody in business. And if you are in +a business which does beat people, get out of it at once. +Give every man more in use value than you take from him in cash value; then + + +you are adding to the life of the world by every business transaction. +If you have people working for you, you must take from them more in cash +value than you pay them in wages; but you can so organize your business that it +will be filled with the principle of advancement, and so that each employee who +wishes to do so may advance a little every day. +You can make your business do for your employees what this book is doing for +you. You can so conduct your business that it will be a sort of ladder, by which +every employee who will take the trouble may climb to riches himself; and given +the opportunity, if he will not do so it is not your fault. +And finally, because you are to cause the creation of your riches from Formless +Substance which permeates all your environment, it does not follow that they are +to take shape from the atmosphere and come into being before your eyes. +If you want a sewing machine, for instance, I do not mean to tell you that you +are to impress the thought of a sewing machine on Thinking Substance until the +machine is formed without hands, in the room where you sit, or elsewhere. But if +you want a sewing machine, hold the mental image of it with the most positive +certainty that it is being made, or is on its way to you. After once forming the +thought, have the most absolute and unquestioning faith that the sewing machine +is coming; never think of it, or speak, of it, in any other way than as being sure +to arrive. Claim it as already yours. +It will be brought to you by the power of the Supreme Intelligence, acting upon +the minds of men. If you live in Maine, it may be that a man will be brought +from Texas or Japan to engage in some transaction which will result in your +getting what you want. +If so, the whole matter will be as much to that man's advantage as it is to yours. +Do not forget for a moment that the Thinking Substance is through all, in all, +communicating with all, and can influence all. The desire of Thinking Substance +for fuller life and better living has caused the creation of all the sewing machines +already made; and it can cause the creation of millions more, and will, whenever +men set it in motion by desire and faith, and by acting in a Certain Way. +You can certainly have a sewing machine in your house; and it is just as certain +that you can have any other thing or things which you want, and which you will + + +use for the advancement of your own life and the lives of others. +You need not hesitate about asking largely; "it is your Father's pleasure to give +you the kingdom," said Jesus. +Original Substance wants to live all that is possible in you, and wants you to +have all that you can or will use for the living of the most abundant life. +If you fix upon your consciousness the fact that the desire you feel for the +possession of riches is one with the desire of Omnipotence for more complete +expression, your faith becomes invincible. +Once I saw a little boy sitting at a piano, and vainly trying to bring harmony out +of the keys; and I saw that he was grieved and provoked by his inability to play +real music. I asked him the cause of his vexation, and he answered, "I can feel +the music in me, but I can't make my hands go right." The music in him was the +URGE of Original Substance, containing all the possibilities of all life; all that +there is of music was seeking expression through the child. +God, the One Substance, is trying to live and do and enjoy things through +humanity. He is saying "I want hands to build wonderful structures, to play +divine harmonies, to paint glorious pictures; I want feet to run my errands, eyes +to see my beauties, tongues to tell mighty truths and to sing marvelous songs," +and so on. +All that there is of possibility is seeking expression through men. God wants +those who can play music to have pianos and every other instrument, and to have +the means to cultivate their talents to the fullest extent; He wants those who can +appreciate beauty to be able to surround themselves with beautiful things; He +wants those who can discern truth to have every opportunity to travel and +observe; He wants those who can appreciate dress to be beautifully clothed, and +those who can appreciate good food to be luxuriously fed. +He wants all these things because it is Himself that enjoys and appreciates them; +it is God who wants to play, and sing, and enjoy beauty, and proclaim truth and +wear fine clothes, and eat good foods. "it is God that worketh in you to will and +to do," said Paul. +The desire you feel for riches is the infinite, seeking to express Himself in you as +He sought to find expression in the little boy at the piano. + + +So you need not hesitate to ask largely. +Your part is to focalize and express the desire to God. +This is a difficult point with most people; they retain something of the old idea +that poverty and self-sacrifice are pleasing to God. They look upon poverty as a +part of the plan, a necessity of nature. They have the idea that God has finished +His work, and made all that He can make, and that the majority of men must stay +poor because there is not enough to go around. They hold to so much of this +erroneous thought that they feel ashamed to ask for wealth; they try not to want +more than a very modest competence, just enough to make them fairly +comfortable. +I recall now the case of one student who was told that he must get in mind a +clear picture of the things he desired, so that the creative thought of them might +be impressed on Formless Substance. He was a very poor man, living in a rented +house, and having only what he earned from day to day; and he could not grasp +the fact that all wealth was his. So, after thinking the matter over, he decided that +he might reasonably ask for a new rug for the floor of his best room, and an +anthracite coal stove to heat the house during the cold weather. Following the +instructions given in this book, he obtained these things in a few months; and +then it dawned upon him that he had not asked enough. He went through the +house in which he lived, and planned all the improvements he would like to +make in it; he mentally added a bay window here and a room there, until it was +complete in his mind as his ideal home; and then he planned its furnishings. +Holding the whole picture in his mind, he began living in the Certain Way, and +moving toward what he wanted; and he owns the house now, and is rebuilding it +after the form of his mental image. And now, with still larger faith, he is going +on to get greater things. It has been unto him according to his faith, and it is so +with you and with all of us. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-07-Gratitude/Chapter-07-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-07-Gratitude/Chapter-07-source-text.md new file mode 100644 index 0000000..74df17f --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-07-Gratitude/Chapter-07-source-text.md @@ -0,0 +1,107 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-07: Gratitude +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 33–36 +- **Pages without text**: none +- **Note**: Work: *The Science of Getting Rich*, section 7 of 17. + +--- + + +Chapter 7: Gratitude +Table of Contents +THE illustrations given in the last chapter will have conveyed to the reader the +fact that the first step toward getting rich is to convey the idea of your wants to +the Formless Substance. +This is true, and you will see that in order to do so it becomes necessary to relate +yourself to the Formless Intelligence in a harmonious way. +To secure this harmonious relation is a matter of such primary and vital +importance that I shall give some space to its discussion here, and give you +instructions which, if you will follow them, will be certain to bring you into +perfect unity of mind with God. +The whole process of mental adjustment and atonement can be summed up in +one word, gratitude. +First, you believe that there is one Intelligent Substance, from which all things +proceed; second, you believe that this Substance gives you everything you +desire; and third, you relate yourself to it by a feeling of deep and profound +gratitude. +Many people who order their lives rightly in all other ways are kept in poverty +by their lack of gratitude. Having received one gift from God, they cut the wires +which connect them with Him by failing to make acknowledgment. +It is easy to understand that the nearer we live to the source of wealth, the more +wealth we shall receive; and it is easy also to understand that the soul that is +always grateful lives in closer touch with God than the one which never looks to +Him in thankful acknowledgment. + + +The more gratefully we fix our minds on the Supreme when good things come to +us, the more good things we will receive, and the more rapidly they will come; +and the reason simply is that the mental attitude of gratitude draws the mind into +closer touch with the source from which the blessings come. +If it is a new thought to you that gratitude brings your whole mind into closer +harmony with the creative energies of the universe, consider it well, and you will +see that it is true. The good things you already have have come to you along the +line of obedience to certain laws. Gratitude will lead your mind out along the +ways by which things come; and it will keep you in close harmony with creative +thought and prevent you from falling into competitive thought. +Gratitude alone can keep you looking toward the All, and prevent you from +falling into the error of thinking of the supply as limited; and to do that would be +fatal to your hopes. +There is a Law of Gratitude, and it is absolutely necessary that you should +observe the law, if you are to get the results you seek. +The law of gratitude is the natural principle that action and reaction are always +equal, and in opposite directions. +The grateful outreaching of your mind in thankful praise to the Supreme is a +liberation or expenditure of force; it cannot fail to reach that to which it +addressed, and the reaction is an instantaneous movement towards you. +"Draw nigh unto God, and He will draw nigh unto you." That is a statement of +psychological truth. +And if your gratitude is strong and constant, the reaction in Formless Substance +will be strong and continuous; the movement of the things you want will be +always toward you. Notice the grateful attitude that Jesus took; how He always +seems to be saying, "I thank Thee, Father, that Thou hearest me." You cannot +exercise much power without gratitude; for it is gratitude that keeps you +connected with Power. +But the value of gratitude does not consist solely in getting you more blessings +in the future. Without gratitude you cannot long keep from dissatisfied thought +regarding things as they are. + + +The moment you permit your mind to dwell with dissatisfaction upon things as +they are, you begin to lose ground. You fix attention upon the common, the +ordinary, the poor, and the squalid and mean; and your mind takes the form of +these things. Then you will transmit these forms or mental images to the +Formless, and the common, the poor, the squalid, and mean will come to you. +To permit your mind to dwell upon the inferior is to become inferior and to +surround yourself with inferior things. +On the other hand, to fix your attention on the best is to surround yourself with +the best, and to become the best. +The Creative Power within us makes us into the image of that to which we give +our attention. We are Thinking Substance, and thinking substance always takes +the form of that which it thinks about. +The grateful mind is constantly fixed upon the best; therefore it tends to become +the best; it takes the form or character of the best, and will receive the best. +Also, faith is born of gratitude. The grateful mind continually expects good +things, and expectation becomes faith. The reaction of gratitude upon one's own +mind produces faith; and every outgoing wave of grateful thanksgiving increases +faith. He who has no feeling of gratitude cannot long retain a living faith; and +without a living faith you cannot get rich by the creative method, as we shall see +in the following chapters. +It is necessary, then, to cultivate the habit of being grateful for every good thing +that comes to you; and to give thanks continuously. +And because all things have contributed to your advancement, you should +include all things in your gratitude. +Do not waste time thinking or talking about the shortcomings or wrong actions +of plutocrats or trust magnates. Their organization of the world has made your +opportunity; all you get really comes to you because of them. +Do not rage against corrupt politicians; if it were not for politicians we should +fall into anarchy, and your opportunity would be greatly lessened. +God has worked a long time and very patiently to bring us up to where we are in + + +industry and government, and He is going right on with His work. There is not +the least doubt that He will do away with plutocrats, trust magnates, captains of +industry, and politicians as soon as they can be spared; but in the meantime, +behold they are all very good. Remember that they are all helping to arrange the +lines of transmission along which your riches will come to you, and be grateful +to them all. This will bring you into harmonious relations with the good in +everything, and the good in everything will move toward you. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-08-Thinking-in-the-Certain-Way/Chapter-08-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-08-Thinking-in-the-Certain-Way/Chapter-08-source-text.md new file mode 100644 index 0000000..8b115db --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-08-Thinking-in-the-Certain-Way/Chapter-08-source-text.md @@ -0,0 +1,123 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-08: Thinking in the Certain Way +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 37–40 +- **Pages without text**: none +- **Note**: Work: *The Science of Getting Rich*, section 8 of 17. + +--- + + +Chapter 8: Thinking in the Certain Way +Table of Contents +TURN back to chapter 6 and read again the story of the man who formed a +mental image of his house, and you will get a fair idea of the initial step toward +getting rich. You must form a clear and definite mental picture of what you want; +you cannot transmit an idea unless you have it yourself. +You must have it before you can give it; and many people fail to impress +Thinking Substance because they have themselves only a vague and misty +concept of the things they want to do, to have, or to become. +It is not enough that you should have a general desire for wealth "to do good +with"; everybody has that desire. +It is not enough that you should have a wish to travel, see things, live more, etc. +Everybody has those desires also. If you were going to send a wireless message +to a friend, you would not send the letters of the alphabet in their order, and let +him construct the message for himself; nor would you take words at random +from the dictionary. You would send a coherent sentence; one which meant +something. When you try to impress your wants upon Substance, remember that +it must be done by a coherent statement; you must know what you want, and be +definite. You can never get rich, or start the creative power into action, by +sending out unformed longings and vague desires. +Go over your desires just as the man I have described went over his house; see +just what you want, and get a clear mental picture of it as you wish it to look +when you get it. +That clear mental picture you must have continually in mind, as the sailor has in +mind the port toward which he is sailing the ship; you must keep your face +toward it all the time. You must no more lose sight of it than the steersman loses + + +sight of the compass. +It is not necessary to take exercises in concentration, nor to set apart special +times for prayer and affirmation, nor to "go into the silence," nor to do occult +stunts of any kind. There things are well enough, but all you need is to know +what you want, and to want it badly enough so that it will stay in your thoughts. +Spend as much of your leisure time as you can in contemplating your picture, +but no one needs to take exercises to concentrate his mind on a thing which he +really wants; it is the things you do not really care about which require effort to +fix your attention upon them. +And unless you really want to get rich, so that the desire is strong enough to hold +your thoughts directed to the purpose as the magnetic pole holds the needle of +the compass, it will hardly be worth while for you to try to carry out the +instructions given in this book. +The methods herein set forth are for people whose desire for riches is strong +enough to overcome mental laziness and the love of ease, and make them work. +The more clear and definite you make your picture then, and the more you dwell +upon it, bringing out all its delightful details, the stronger your desire will be; +and the stronger your desire, the easier it will be to hold your mind fixed upon +the picture of what you want. +Something more is necessary, however, than merely to see the picture clearly. If +that is all you do, you are only a dreamer, and will have little or no power for +accomplishment. +Behind your clear vision must be the purpose to realize it; to bring it out in +tangible expression. +And behind this purpose must be an invincible and unwavering FAITH that the +thing is already yours; that it is "at hand" and you have only to take possession +of it. +Live in the new house, mentally, until it takes form around you physically. In the +mental realm, enter at once into full enjoyment of the things you want. +"Whatsoever things ye ask for when ye pray, believe that ye receive them, and ye + + +shall have them," said Jesus. +See the things you want as if they were actually around you all the time; see +yourself as owning and using them. Make use of them in imagination just as you +will use them when they are your tangible possessions. Dwell upon your mental +picture until it is clear and distinct, and then take the Mental Attitude of +Ownership toward everything in that picture. Take possession of it, in mind, in +the full faith that it is actually yours. Hold to this mental ownership; do not +waiver for an instant in the faith that it is real. +And remember what was said in a proceeding chapter about gratitude; be as +thankful for it all the time as you expect to be when it has taken form. The man +who can sincerely thank God for the things which as yet he owns only in +imagination, has real faith. He will get rich; he will cause the creation of +whatsoever he wants. +You do not need to pray repeatedly for things you want; it is not necessary to tell +God about it every day. +"Use not vain repetitions as the heathen do," said Jesus said to his pupils, "for +your Father knoweth the ye have need of these things before ye ask Him." +Your part is to intelligently formulate your desire for the things which make for a +larger life, and to get these desire arranged into a coherent whole; and then to +impress this Whole Desire upon the Formless Substance, which has the power +and the will to bring you what you want. +You do not make this impression by repeating strings of words; you make it by +holding the vision with unshakable PURPOSE to attain it, and with steadfast +FAITH that you do attain it. +The answer to prayer is not according to your faith while you are talking, but +according to your faith while you are working. +You cannot impress the mind of God by having a special Sabbath day set apart to +tell Him what you want, and the forgetting Him during the rest of the week. You +cannot impress Him by having special hours to go into your closet and pray, if +you then dismiss the matter from your mind until the hour of prayer comes +again. + + +Oral prayer is well enough, and has its effect, especially upon yourself, in +clarifying your vision and strengthening your faith; but it is not your oral +petitions which get you what you want. In order to get rich you do not need a +"sweet hour of prayer"; you need to "pray without ceasing." And by prayer I +mean holding steadily to your vision, with the purpose to cause its creation into +solid form, and the faith that you are doing so. +"Believe that ye receive them." +The whole matter turns on receiving, once you have clearly formed your vision. +When you have formed it, it is well to make an oral statement, addressing the +Supreme in reverent prayer; and from that moment you must, in mind, receive +what you ask for. Live in the new house; wear the fine clothes; ride in the +automobile; go on the journey, and confidently plan for greater journeys. Think +and speak of all the things you have asked for in terms of actual present +ownership. Imagine an environment, and a financial condition exactly as you +want them, and live all the time in that imaginary environment and financial +condition. Mind, however, that you do not do this as a mere dreamer and castle +builder; hold to the FAITH that the imaginary is being realized, and to the +PURPOSE to realize it. Remember that it is faith and purpose in the use of the +imagination which make the difference between the scientist and the dreamer. +And having learned this fact, it is here that you must learn the proper use of the +Will. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-09-How-to-Use-the-Will/Chapter-09-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-09-How-to-Use-the-Will/Chapter-09-source-text.md new file mode 100644 index 0000000..cf1c68b --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-09-How-to-Use-the-Will/Chapter-09-source-text.md @@ -0,0 +1,130 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-09: How to Use the Will +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 41–44 +- **Pages without text**: none +- **Note**: Work: *The Science of Getting Rich*, section 9 of 17. + +--- + + +Chapter 9: How to Use the Will +Table of Contents +TO set about getting rich in a scientific way, you do not try to apply your will +power to anything outside of yourself. +You have no right to do so, anyway. +It is wrong to apply your will to other men and women, in order to get them to +do what you wish done. +It is as flagrantly wrong to coerce people by mental power as it is to coerce them +by physical power. If compelling people by physical force to do things for you +reduces them to slavery, compelling them by mental means accomplishes exactly +the same thing; the only difference is in methods. If taking things from people by +physical force is robbery, then taking things by mental force is robbery also; +there is no difference in principle. +You have no right to use your will power upon another person, even "for his own +good"; for you do not know what is for his good. The science of getting rich +does not require you to apply power or force to any other person, in any way +whatsoever. There is not the slightest necessity for doing so; indeed, any attempt +to use your will upon others will only tend to defeat your purpose. +You do not need to apply your will to things, in order to compel them to come to +you. +That would simply be trying to coerce God, and would be foolish and useless, as +well as irreverent. +You do not have to compel God to give you good things, any more than you +have to use your will power to make the sun rise. + + +You do not have to use your will power to conquer an unfriendly deity, or to +make stubborn and rebellious forces do your bidding. +Substance is friendly to you, and is more anxious to give you what you want +than you are to get it. +To get rich, you need only to use your will power upon yourself. +When you know what to think and do, then you must use your will to compel +yourself to think and do the right things. That is the legitimate use of the will in +getting what you want--to use it in holding yourself to the right course. Use your +will to keep yourself thinking and acting in the Certain Way. +Do not try to project your will, or your thoughts, or your mind out into space, to +"act" on things or people. +Keep your mind at home; it can accomplish more there than elsewhere. +Use your mind to form a mental image of what you want, and to hold that vision +with faith and purpose; and use your will to keep your mind working in the +Right Way. +The more steady and continuous your faith and purpose, the more rapidly you +will get rich, because you will make only POSITIVE impressions upon +Substance; and you will not neutralize or offset them by negative impressions. +The picture of your desires, held with faith and purpose, is taken up by the +Formless, and permeates it to great distances-throughout the universe, for all I +know. +As this impression spreads, all things are set moving toward its realization; every +living thing, every inanimate thing, and the things yet uncreated, are stirred +toward bringing into being that which you want. All force begins to be exerted in +that direction; all things begin to move toward you. The minds of people, +everywhere, are influenced toward doing the things necessary to the fulfilling of +your desires; and they work for you, unconsciously. +But you can check all this by starting a negative impression in the Formless +Substance. Doubt or unbelief is as certain to start a movement away from you as +faith and purpose are to start one toward you. It is by not understanding this that + + +most people who try to make use of "mental science" in getting rich make their +failure. Every hour and moment you spend in giving heed to doubts and fears, +every hour you spend in worry, every hour in which your soul is possessed by +unbelief, sets a current away from you in the whole domain of intelligent +Substance. All the promises are unto them that believe, and unto them only. +Notice how insistent Jesus was upon this point of belief; and now you know the +reason why. +Since belief is all important, it behooves you to guard your thoughts; and as your +beliefs will be shaped to a very great extent by the things you observe and think +about, it is important that you should command your attention. +And here the will comes into use; for it is by your will that you determine upon +what things your attention shall be fixed. +If you want to become rich, you must not make a study of poverty. +Things are not brought into being by thinking about their opposites. Health is +never to be attained by studying disease and thinking about disease; +righteousness is not to be promoted by studying sin and thinking about sin; and +no one ever got rich by studying poverty and thinking about poverty. +Medicine as a science of disease has increased disease; religion as a science of +sin has promoted sin, and economics as a study of poverty will fill the world +with wretchedness and want. +Do not talk about poverty; do not investigate it, or concern yourself with it. +Never mind what its causes are; you have nothing to do with them. +What concerns you is the cure. +Do not spend your time in charitable work, or charity movements; all charity +only tends to perpetuate the wretchedness it aims to eradicate. +I do not say that you should be hard hearted or unkind, and refuse to hear the cry +of need; but you must not try to eradicate poverty in any of the conventional +ways. Put poverty behind you, and put all that pertains to it behind you, and +"make good." +Get rich; that is the best way you can help the poor. + + +And you cannot hold the mental image which is to make you rich if you fill your +mind with pictures of poverty. Do not read books or papers which give +circumstantial accounts of the wretchedness of the tenement dwellers, of the +horrors of child labor, and so on. Do not read anything which fills your mind +with gloomy images of want and suffering. +You cannot help the poor in the least by knowing about these things; and the +wide-spread knowledge of them does not tend at all to do away with poverty. +What tends to do away with poverty is not the getting of pictures of poverty into +your mind, but getting pictures of wealth into the minds of the poor. +You are not deserting the poor in their misery when you refuse to allow your +mind to be filled with pictures of that misery. +Poverty can be done away with, not by increasing the number of well to do +people who think about poverty, but by increasing the number of poor people +who purpose with faith to get rich. +The poor do not need charity; they need inspiration. Charity only sends them a +loaf of bread to keep them alive in their wretchedness, or gives them an +entertainment to make them forget for an hour or two; but inspiration will cause +them to rise out of their misery. If you want to help the poor, demonstrate to +them that they can become rich; prove it by getting rich yourself. +The only way in which poverty will ever be banished from this world is by +getting a large and constantly increasing number of people to practice the +teachings of this book. +People must be taught to become rich by creation, not by competition. +Every man who becomes rich by competition throws down behind him the +ladder by which he rises, and keeps others down; but every man who gets rich by +creation opens a way for thousands to follow him, and inspires them to do so. +You are not showing hardness of heart or an unfeeling disposition when you +refuse to pity poverty, see poverty, read about poverty, or think or talk about it, +or to listen to those who do talk about it. Use your will power to keep your mind +OFF the subject of poverty, and to keep it fixed with faith and purpose ON the +vision of what you want. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-10-Further-Use-of-the-Will/Chapter-10-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-10-Further-Use-of-the-Will/Chapter-10-source-text.md new file mode 100644 index 0000000..f75ba62 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-10-Further-Use-of-the-Will/Chapter-10-source-text.md @@ -0,0 +1,144 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-10: Further Use of the Will +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 45–49 +- **Pages without text**: none +- **Note**: Work: *The Science of Getting Rich*, section 10 of 17. + +--- + + +Chapter 10: Further Use of the Will +Table of Contents +YOU cannot retain a true and clear vision of wealth if you are constantly turning +your attention to opposing pictures, whether they be external or imaginary. +Do not tell of your past troubles of a financial nature, if you have had them, do +not think of them at all. Do not tell of the poverty of your parents, or the +hardships of your early life; to do any of these things is to mentally class +yourself with the poor for the time being, and it will certainly check the +movement of things in your direction. +"Let the dead bury their dead," as Jesus said. +Put poverty and all things that pertain to poverty completely behind you. +You have accepted a certain theory of the universe as being correct, and are +resting all your hopes of happiness on its being correct; and what can you gain +by giving heed to conflicting theories? +Do not read religious books which tell you that the world is soon coming to an +end; and do not read the writing of muck-rakers and pessimistic philosophers +who tell you that it is going to the devil. +The world is not going to the devil; it is going to God. +It is wonderful Becoming. +True, there may be a good many things in existing conditions which are +disagreeable; but what is the use of studying them when they are certainly +passing away, and when the study of them only tends to check their passing and +keep them with us? Why give time and attention to things which are being +removed by evolutionary growth, when you can hasten their removal only by + + +promoting the evolutionary growth as far as your part of it goes? +No matter how horrible in seeming may be the conditions in certain countries, +sections, or places, you waste your time and destroy your own chances by +considering them. +You should interest yourself in the world's becoming rich. +Think of the riches the world is coming into, instead of the poverty it is growing +out of; and bear in mind that the only way in which you can assist the world in +growing rich is by growing rich yourself through the creative method--not the +competitive one. +Give your attention wholly to riches; ignore poverty. +Whenever you think or speak of those who are poor, think and speak of them as +those who are becoming rich;as those who are to be congratulated rather than +pitied. Then they and others will catch the inspiration, and begin to search for the +way out. +Because I say that you are to give your whole time and mind and thought to +riches, it does not follow that you are to be sordid or mean. +To become really rich is the noblest aim you can have in life, for it includes +everything else. On the competitive plane, the struggle to get rich is a Godless +scramble for power over other men; but when we come into the creative mind, +all this is changed. +All that is possible in the way of greatness and soul unfoldment, of service and +lofty endeavor, comes by way of getting rich; all is made possible by the use of +things. +If you lack for physical health, you will find that the attainment of it is +conditional on your getting rich. +Only those who are emancipated from financial worry, and who have the means +to live a care-free existence and follow hygienic practices, can have and retain +health. +Moral and spiritual greatness is possible only to those who are above the + + +competitive battle for existence; and only those who are becoming rich on the +plane of creative thought are free from the degrading influences of competition. +If your heart is set on domestic happiness, remember that love flourishes best +where there is refinement, a high level of thought, and freedom from corrupting +influences; and these are to be found only where riches are attained by the +exercise of creative thought, without strife or rivalry. +You can aim at nothing so great or noble, I repeat, as to become rich; and you +must fix your attention upon your mental picture of riches, to the exclusion of all +that may tend to dim or obscure the vision. +You must learn to see the underlying TRUTH in all things; you must see beneath +all seemingly wrong conditions the Great One Life ever moving forward toward +fuller expression and more complete happiness. +It is the truth that there is no such thing as poverty; that there is only wealth. +Some people remain in poverty because they are ignorant of the fact that there is +wealth for them; and these can best be taught by showing them the way to +affluence in your own person and practice. +Others are poor because, while they feel that there is a way out, they are too +intellectually indolent to put forth the mental effort necessary to find that way +and by travel it; and for these the very best thing you can do is to arouse their +desire by showing them the happiness that comes from being rightly rich. +Others still are poor because, while they have some notion of science, they have +become so swamped and lost in the maze of metaphysical and occult theories +that they do not know which road to take. They try a mixture of many systems +and fail in all. For these, again, the very best thing, to do is to show the right way +in your own person and practice; an ounce of doing things is worth a pound of +theorizing. +The very best thing you can do for the whole world is to make the most of +yourself. +You can serve God and man in no more effective way than by getting rich; that +is, if you get rich by the creative method and not by the competitive one. +Another thing. We assert that this book gives in detail the principles of the + + +science of getting rich; and if that is true, you do not need to read any other book +upon the subject. This may sound narrow and egotistical, but consider: there is +no more scientific method of computation in mathematics than by addition, +subtraction, multiplication, and division; no other method is possible. There can +be but one shortest distance between two points. There is only one way to think +scientifically, and that is to think in the way that leads by the most direct and +simple route to the goal. No man has yet formulated a briefer or less complex +"system" than the one set forth herein; it has been stripped of all non-essentials. +When you commence on this, lay all others aside; put them out of your mind +altogether. +Read this book every day; keep it with you; commit it to memory, and do not +think about other "systems" and theories. If you do, you will begin to have +doubts, and to be uncertain and wavering in your thought; and then you will +begin to make failures. +After you have made good and become rich, you may study other systems as +much as you please; but until you are quite sure that you have gained what you +want, do not read anything on this line but this book, unless it be the authors +mentioned in the Preface. +And read only the most optimistic comments on the world's news; those in +harmony with your picture. +Also, postpone your investigations into the occult. Do not dabble in theosophy, +Spiritualism, or kindred studies. It is very likely that the dead still live, and are +near; but if they are, let them alone; mind your own business. +Wherever the spirits of the dead may be, they have their own work to do, and +their own problems to solve; and we have no right to interfere with them. We +cannot help them, and it is very doubtful whether they can help us, or whether +we have any right to trespass upon their time if they can. Let the dead and the +hereafter alone, and solve your own problem; get rich. If you begin to mix with +the occult, you will start mental cross-currents which will surely bring your +hopes to shipwreck. Now, this and the preceding chapters have brought us to the +following statement of basic facts:-- +There is a thinking stuff from which all things are made, and which, in its +original state, permeates, penetrates, and fills the interspaces of the universe. + + +A thought, in this substance, Produces the thing that is imaged by the thought. +Man can form things in his thought, and, by impressing his thought upon +formless substance, can cause the thing he thinks about to be created. +In order to do this, man must pass from the competitive to the creative mind; he +must form a clear mental picture of the things he wants, and hold this picture in +his thoughts with the fixed PURPOSE to get what he wants, and the unwavering +FAITH that he does get what he wants, closing his mind against all that may tend +to shake his purpose, dim his vision, or quench his faith. +And in addition to all this, we shall now see that he must live and act in a Certain +Way. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-100-Lesson-4-The-Physical-Side-of-Wealth-Culture/Chapter-100-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-100-Lesson-4-The-Physical-Side-of-Wealth-Culture/Chapter-100-source-text.md new file mode 100644 index 0000000..a42b3e2 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-100-Lesson-4-The-Physical-Side-of-Wealth-Culture/Chapter-100-source-text.md @@ -0,0 +1,192 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-100: Lesson 4 The Physical Side of Wealth-Culture +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 424–428 +- **Pages without text**: none +- **Note**: Work: *The Personal Power Course*, section 4 of 10. + +--- + + +Lesson 4 +The Physical Side of Wealth-Culture +Table of Contents +The physical side of wealth-culture, like that of health-culture, consists in +making perfect use of the physical essentials. To build a strong physical body, +you must begin by assimilating food, and to build a strong financial structure +you must begin by assimilating the wealth in the environment you can reach +now. To gain more wealth you must make constructive use of the wealth you +have now, or of the creative and assimilative power you have now. If you use +your creative power and not your assimilative power, someone else will get what +you produce, and you will be a mere wage-slave, a producing machine. If you +use your assimilative power, and not your creative power, you will be a robber; +and while you may become rich, you will never be wealthy. What you want to +learn, then, is how to use your creative and assimilative power, and also how to +make constructive use of all the wealth you may get. +First, you must KNOW that there is wealth for you; that if you proceed +according to law, you will certainly get all that you are justly entitled to. There is +no poverty in nature; the world is full of wealth. The state of Texas, if farmed +intensively, would feed the entire present population of the globe; so no one need +go hungry because there is lack of food. The United States would produce +cotton, wool, flax, silk and other fabrics enough to clothe the people of ten +worlds like this in finer raiment than Solomon wore in all his glory; so there is +no lack of clothes. There is plenty of clothing for you, and that of the finest. We +have ledges of building stone, banks of clay for bricks, material for making +cement, etc., enough to build a mansion for every family, and then we would +hardly scratch the surface of the enormous resources God has provided for us in +this line. There is a mansion - a palace for you. You may have, first, the perfect +faith that there is wealth enough for you. You do not need to worry or be uneasy + + +or doubtful for fear the supply will run short. You may be calm, assured, +magnetic. +Here is where most people fail; they do not recognize the abundance of the +supply. Creation is going on all the time; out of the original substance more +wealth is continually being produced, and the supply is inexhaustible. Men are +learning how to make sugar, coloring matter, fertilizers, and various other things +directly from atmospheric air, without waiting for the slow processes of growth +and vegetable organization. When we learn the processes, we shall no doubt be +able to create what we want directly from original substance, at first hand; and +until we learn that, we may control the creative processes of Nature as we will. +You do not gain wealth by assimilating what others produce; you can produce +what you need. You do not have to produce for others to assimilate; there is +enough for them and you. You do not have to compete, or fight, or quarrel with +others. You must get out of the competitive frame of mind, for the competitive +mind is electrical; and you must get into the creative, or magnetic frame of mind. +And all that is necessary to this end is to KNOW that there is limitless wealth, +and that you will surely get yours if you obey the laws. First, in order to get into +the magnetic state, you must KNOW that there is all the wealth we can use, and +more; and that you will certainly get your share if you do your part and claim +your share. Some people do their part, but do not claim their share; these are +generally poor in pocket, though often rich in soul. Some people claim their +share without doing their part; these are sometimes rich in pocket, but always +paupers in soul. It is a law that if you DO YOUR PART and CLAIM YOUR +SHARE, you will get what you want. +In this lesson we will deal with the physical part of wealth-culture; and in the +next with the mental part. The physical part must consist in the use of things. If +you are to acquire wealth, it must be by making constructive use of the THINGS +with which you deal in your profession or business. Since you often come into +association with things through people, we may extend this statement, and make +it in this wise: Wealth-culture consists in making constructive use of all the +people and things with which you are brought into association in your business +or profession. Most people use some things constructively, and others +destructively; they gain a little here and lose a little there; and so they get ahead +very slowly, if at all. It will be self evident to you that a person who makes +constructive use of EVERYTHING and EVERYBODY must certainly move +ahead rapidly. Every step will be a forward step with him; all things will work +together for his good. + + +In the first lesson, you learned that in order to make constructive use of things, +you must know what you want to do. First, choose your business. Choose the +one that seems most in line with your tastes, and which will require the use of +your strongest faculties. Select for your life work the thing you most WANT to +do. Do not become possessed by the idea that you must be fixed by +circumstances in some business or profession which you do not like, and barred +out from the one which you WOULD like. Even though you are making money, +you are not successful so long as you are doing something you do not like to do, +and not doing the thing you want to do. The man who feels that he is misplaced +is neither wealthy nor successful. Perhaps the most essential part of wealth - +culture consists in finding the place where you will be happy in your work. If +you are not happy in your work, you are a slave. +Perhaps there is something which you would LIKE to do, but you feel that you +have not the talent for that particular business or profession; and so you do not +dare try it. But remember that if you have not the fully developed talent, you +have it in an undeveloped state, and can develop it; a future lesson of this course +will tell you how. Nothing is more certain than that you CAN BE WHAT YOU +WANT TO BE, in the matter of talent and ability; and if that is true, it is also +certain that you CAN DO WHAT YOU WANT TO DO. If you are not big +enough to do it, you can MAKE yourself big enough to do it. So, make up your +mind as to what you want to do; then make up your mind that you WILL do +what you want to do, and then begin to move toward the thing you want to do. +Perhaps at present you cannot do what you want to do because you have not the +necessary capital, and are not in the proper environment; and in that case you +must do what you can do in your present environment, with your present capital. +Suppose you have only capital enough to operate a peanut-stand, and that you +are in an environment where a peanut-stand would be a good investment; and +suppose that your great desire is to become the owner of a great department +store. Do not imagine that there is some mental-science method by which you +can start a department store successfully on a peanut-stand capital, or in a peanut +stand environment. But there is a mental-science way in which you can manage +a peanut-stand so constructively that it will become a department store, or open +the way for you to possess a department store. Start with your peanut-stand, and +make it the best managed peanut-stand that ever existed. +The essential point to remember is that you must reach what you want by +ACTING; by doing things. And today, you can only act where you are, and on +the things that are within reach. Do not waste anytime straining after the things + + +that are out of reach, or longing for the things which belong to the future; ACT, +today on the people and things within reach today, but act ALWAYS with your +mind set on GETTING WHAT YOU WANT. Act in the full faith - the positive +knowledge that you WILL get what you want; make every act a positive act, and +an act of faith. Do not sit down and try to ATTRACT the thing you want to you; +but begin to move toward the thing you want, and you will find it coming to +meet you. Action and reaction are equal; and the person who steadily and +purposefully moves forward with one thing in view becomes a center toward +which the thing he seeks is drawn with irresistible power; this we will +demonstrate in the next lesson. +When you move forward with full faith, every act becomes a success in itself, +being done in the spirit of success; and the only way to achieve complete success +in life is to make every act a success in itself. The only way to build a great +success is by combining a multitude of smaller successes; you cannot build a +great success out of a multitude of small failures. If, every day, you can make +every act a success in itself, and make every act tend toward the thing you want +to do, then you must certainly come in time to doing the thing you want to do. +When you continually move toward a thing, you know that you must get there +sometime; and you will find that the farther you go the more rapid your progress +becomes. The rule is: Do, today, everything that you CAN do today; do +everything you do in the most perfectly successful manner in which it can be +done; and make everything you do tend toward the goal you wish to reach. +When you deal with a person, in your present business, make the deal the most +pleasant and satisfactory thing of the kind that has ever happened; when you +meet a person socially, make the meeting the most delightful thing in his +experience; when you do a piece of work, make it the most perfect piece of work +that has been done since time began. But in all this, keep your mind fixed on +moving toward the thing you want, and be certain that you will get it. If you +merely do your work perfectly without reference to getting what you want, you +will be an extraordinarily efficient workman, but you will probably remain right +where you are; you will get a great deal of praise, but it will come mostly from +those who profit from you efficiency. On the other hand, if you do your work +perfectly, with you mind set on getting what you want, every person you meet +will be impressed with the idea that you are too large for your present place. +Remember always that it is your concentrated purpose to reach what you want, +your faith that you WILL reach what you want, and your doing perfectly +everything you have to do, which keeps you moving towards your goal. + + +It may be necessary for you to change your business, or remove to another place, +before you can get what you want. If you feel that this is so, but do not know +what to do, or where to go, do not worry or be uneasy about it. Give your +attention to making good where you are, and to making success of the business +in which you are engaged; keep your face turned toward what you want, and be +ready to take any step which leads toward the thing you want. If your present +business and environment are undesirable, and you have not been shown the +"way out," it is probably because you have not thoroughly, completely, and in a +superlative degree "made good" where you are. If you are too big for what you +are doing now, prove it by doing your work better than a small man could do it; +and if you are not too big, you can grow bigger by doing the work superlatively +well. +But do not do your work well in a spirit of flunkeyism, to curry favor, or to win +some one's approval; do it well because you are too big a personality to do it in +any other way. Do everything superlatively well because you are a great +personality moving on to larger things. This will put you into the right mental +attitude, and arouse in the minds around you the right reaction, opening the way +for you to advance to larger things. +First, study the facts as to the abundance of nature's resources until you know +that there is wealth for you, in abundance, without taking from any one else; then +meditate upon the Law until you see that it is inherent, in the purpose of things +that you should have your share, if you do your part and claim your proportion; +and consider that as the supply is limitless, so your share must be limitless also. +KNOW that you CAN get what you want, and begin at once to move toward +what you want. Know that if you have not the talent or ability necessary to get +what you want, you can acquire that talent or ability; know that if you have not +the wealth necessary to getting what you want, you can acquire that wealth. +KNOW WHAT YOU WANT; and never let your faith waver that you CAN and +WILL get it. Regard your present business and environment as means toward +getting what you want, and begin at once to use constructively everything and +every person within your reach. DO, EACH DAY, EVERYTHING THAT YOU +CAN POSSIBLY DO THAT DAY; AND BE SURE THAT EACH THING YOU +DO IS DONE IN THE MOST SUCCESSFUL MANNER POSSIBLE. Then, if +your mind is fixed with unwavering faith upon reaching the goal you have +marked for yourself, new avenues will constantly open before you, and you +cannot be defeated. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-101-Lesson-5-The-Mental-Side-of-Wealth-Culture/Chapter-101-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-101-Lesson-5-The-Mental-Side-of-Wealth-Culture/Chapter-101-source-text.md new file mode 100644 index 0000000..687631b --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-101-Lesson-5-The-Mental-Side-of-Wealth-Culture/Chapter-101-source-text.md @@ -0,0 +1,189 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-101: Lesson 5 The Mental Side of Wealth-Culture +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 429–433 +- **Pages without text**: none +- **Note**: Work: *The Personal Power Course*, section 5 of 10. + +--- + + +Lesson 5 +The Mental Side of Wealth-Culture +Table of Contents +All wealth comes from Nature, and is produced from Nature by the applied +intelligence of man. Man can gain wealth in only one of two ways; (a) by taking +it from his brother man and (b) by producing it himself. If he takes it from his +fellow man he must render a just equivalent in something which is not wealth, in +service or knowledge, or else he is a robber or a parasite. If you are to take +wealth from others who have produced it, you must study to give a full +equivalent or you will become a parasite, and suffer degeneracy and atrophy of +soul. No parasite can enter the Kingdom of God. The most dreadful of all the +perils of our civilization is the peril which confronts the wealthy and the well- to +-do; the danger of falling into the habit of parasitism. And it is possible to avoid +being a parasite; it is possible, no matter what your business may be, to reach +back through and beyond the people with whom you deal, and act directly on +nature. Even though you are engaged in a business which in itself is not +productive of wealth, you can apply your mind to Nature in such a way as to +cause the creation of what you want; and to do this you must KNOW that Nature +is a living intelligence. Nature is not a corpse; Nature is a living Presence. All +the intelligence of men and women is but part of the Intelligence of Nature. The +mental side of wealth-culture consists in so applying your mind to this Living +Presence as to cause the removal of obstacles and difficulties, and to cause the +things which you want to be moved toward you. This Intelligence is moving +along clear and definite lines, toward the consummation of a distinct and definite +purpose; and if you move along the same lines and work for the same purpose, +she will certainly give you what you want. +The purpose of Nature is the complete expression of life. She began with a +single cell, and from that has produced successively higher and more + + +complicated organisms, until she has made man, who is capable of living to a +limitless extent. Nature caused evolution, in her effort to bring forth a being who +should be capable of living all the life there was to live. She began human life +with the cave man, only a little above the brutes, and has produced successive +generations of men, each a little higher than the last, and capable of living a little +more. She began human society with slavery, and has brought it up through +feudalism to capitalism, perfecting a system of wealth production so that men +might be able to live much; and now she is going on to perfect the system of +distribution that all men might live much. She has already perfected the system, +so far as men and women who are willing to perform the labor of sustained and +consecutive thought are concerned. +The purpose of Nature, as revealed in all her works, is the continuous +advancement of all life, into complete being. The purpose of Nature for you is +that you should live all the life you are capable of living; but you must be careful +not to get a one-sided conception of life. Life means all-round living; it does not +mean mere physical indulgence, a denying of the mind and spirit for the body's +sake. Nature never intended man to live that way. It does not mean selfishly +living for intellectual growth and pleasure, denying the soul and body for the +mind's sake. Nature never intended man to be a mere power -hunting intellectual +vampire. It does not mean pure altruism, living solely for the soul, denying both +mind and body, sacrificing one's self for others; that sort of life is as morbid and +unhealthy as either of the foregoing. Nature intends you to live all around; to +exercise every physical function naturally and pleasantly; to exercise and gratify +your mind, and to use your soul. What nature requires of you, and all she +requires of you, is to live, in every way, all the life you are capable of living; +without lack anywhere, and without excess anywhere. It must be so, because we +see that the purpose of Nature is Complete Life. +If your purpose is to LIVE, and if for this purpose you desire wealth, and if your +desire is just and high enough to deserve wealth, Nature will begin to move +toward you in all her works, as soon as she becomes conscious of you. What you +have to do is to make yourself known to her; to impress her with your desires. +And you impress her only by your FAITH. You cannot so impress Intelligence +by doubt or fear that it will move toward you. When you impress doubt and fear +upon surrounding intelligences, they invariably move away from you; and when +you impress them with FAITH, they invariably move toward you. If you can +hold unwavering FAITH, you can so impress Nature that she will give you all +that she desires you to have, and she desires you to have all the wealth that you + + +can use for the living of all the life you are capable of living. No matter who may +theorize to the contrary, wealth is necessary for the living of a complete life. It +may not be necessary to the living of a spiritual life, or an intellectual life, but it +is necessary to the living of a complete life. +Now you may see where we stand. You must get FAITH, and faith comes by +perceiving facts. Here are the facts: Nature is a Living Intelligence; and this +Intelligence is all-powerful through all her works. This Intelligence is moving in +all toward complete living, and so must certainly give you all the essentials for +all the life you are capable of living. This Intelligence is made conscious of you, +and aroused to cooperation with you, whenever you begin to move forward with +perfect faith. These are the facts, and they are indisputably true. KNOW that +they are true, and KNOW that you are going to get wealth; that you are getting +wealth. Turn back to the preceding lesson and read it again; and then move +forward as it directs you, in the absolute certainty that you are GETTING WHAT +YOU WANT. Have no doubts as to your ability; KNOW that whatever you lack +can be developed. Have no doubts as to the power outside yourself; KNOW that +the Intelligence whose manifestation Nature is, is all-power. Have no doubts as +to the willingness of Nature to give you what you want; KNOW that her purpose +is complete life for every living thing. ALL THE WEALTH THAT IS +NECESSARY FOR THE LIVING IS YOURS. Know that, and know that +nothing can prevent you from getting what is yours, if you move forward with +faith to take possession of it. +When you take this line of proceeding, these results will follow: First, you will +get out of the electrical, doubtful, uncertain state of mind, and into the poised, +confident, magnetic state. You will begin to be able to judge between +constructive actions and policies, and destructive actions and policies. This is +where the electrical person, who lacks in faith, fails; he makes too many +mistakes; he does too many things which are destructive in their tendency. He +cannot classify his actions into constructive and destructive, because his +judgment is made imperfect by fear. Get the faith described above, and you will +soon become known as a person of good judgment, because you will judge by +intuition and inspiration from the Great Intelligence; you will have a Perception +of Truth, like that of Abraham Lincoln, and others of the Illuminati. You will +make a few mistakes, and when you do one, you will be able to avoid ill effects, +and turn it to advantage. +But the results of your faith and action will not be, all of them, within yourself. + + +You will become conscious that a POWER outside of you is moving in your +behalf. You will find that people and things are arranging themselves of their +own volition, in such a way as to help you get what you want. Obstacles will be +removed from your path, and favorable combinations of circumstances made. +People who never heard of you may be brought long distances to do something +which is necessary to your advancement; people who seem to be in your way +may be transferred to other fields; most remarkable things may happen along this +line. Most remarkable things certainly will happen, if you move forward with +unwavering faith, doing in a successful manner everything that is possible, every +day, and keeping your goal of perfect life in view. Nature positively WILL give +life to those who obey the law; Nature MUST do so, for that is the purpose of +Nature. +No obstacle which appears to confront you need to discourage you in the +slightest degree. You may be in an uncongenial business, and in an inharmonious +and distasteful environment, and be unable to see the slightest prospect of +finding a way out. In the most sordid surroundings, you may be longing for rest, +travel, books, art, music, love; and while you KNOW that all these are absolutely +necessary to the living of real life by you, the possibility of getting them may +seem as distant as the stars. But the difficulty is only apparent. The same +Intelligent Power which brings Halley's Comet back into our solar system after +an absence of seventy years will bring you toward what you want. Business +combinations of which you never dreamed will be made, so as to open the way +for you; every obstacle will melt away as you approach it, or you will find a way +around it. MOVE FORWARD IN FAITH, ACCORDING TO THE LAW, AND +YOU WILL GET WHAT YOU WANT. +The law applies to you as well if you are not in business for yourself. You may +be a wage-slave, a mere cog in the machine of industry; you may see absolutely +no prospect of advancement, or of ever getting to live more than you are living. +But remember this: IF YOU ARE CAPABLE OF LIVING MORE THAN YOU +ARE LIVING, THERE IS A WAY FOR YOU TO DO SO. All that is required to +bring you under the operation of the law is the capability for a larger life than +you can live where you are with the means you have. You may be a mill-hand, +tied to a lathe or sewing machine, and the way of advancement and promotion +may seem to be completely closed against you; no matter. Fix your mind on +what you want, do PERFECTLY everything that you can do, both in working +hours and out of them. This is a point you must consider; that you will not move +forward very rapidly if you "rest" and relax your concentration as soon as the six + + +o'clock whistle blows. In season and out of season, during work and during play, +keep your mind set on getting what you want. I do not mean that you are not to +take rest or relaxation, but I mean that in your rest and relaxation you are to still +DO EVERYTHING THAT YOU CAN DO WHICH WILL MOVE YOU +TOWARD WHAT YOU WANT. You may not meet the person who is to open +the way of advancement for you during work hours; you may meet that person in +a five-cent theater or at a picnic for all I know; but the thing is to make +constructive use of every personal meeting, and of everything you are brought +into association with. +This does not mean that you are to be forever TALKING about yourself, or your +advancement, or about getting the thing you want, or getting out of your present +environment. Generally, the less you talk about these things the better. Talk +advancement; talk faith; when you ARE led to speak of yourself be perfectly +frank, tell the truth, and speak with calm assurance; always THINK in terms of +advancement and confidence, and always have FAITH. Before long you will find +that other people are becoming interested in your future, and that they are +planning to advance you. The writer of this lesson once came to the point where +the possession of a typewriter was an absolute necessity to the continuance of his +work; and at the right time, the typewriter was purchased and freely given "for +the cause" by a man who, twenty-four hours previously had been an entire +stranger, and who accidentally, as it appeared, learned of the need. This is the +way things will happen to you, if you come under the operation of the law. +You see that the essentials for wealth-getting seem finally to be reduced in +number to two: Absolute and unwavering faith, and making constructive use of +everything and of every person in your present environment. The two must go +together. Napoleon, with all his ability, and his skill in bending men and +circumstances to suit his purpose, would never have made himself master of +Europe, but for his unshakable faith in his destiny; and he would have never +mastered Europe by his faith, without continuous action. Know what you want; +know that you can get what you want; know that you will get what you want. +Make every action a success in itself, and do not omit any action which tends to +bring you toward what you want. Follow closely and continuously the direction +given in this and the preceding lessons, and all that you can use for the living of +all the life you are capable of living will certainly be yours. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-102-Lesson-6-The-Development-of-Talent/Chapter-102-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-102-Lesson-6-The-Development-of-Talent/Chapter-102-source-text.md new file mode 100644 index 0000000..179a404 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-102-Lesson-6-The-Development-of-Talent/Chapter-102-source-text.md @@ -0,0 +1,185 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-102: Lesson 6 The Development of Talent +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 434–438 +- **Pages without text**: none +- **Note**: Work: *The Personal Power Course*, section 6 of 10. + +--- + + +Lesson 6 +The Development of Talent +Table of Contents +All life is the same, comes from the same source, and contains the same +possibilities. In the subconscious of every person is the power that can; but the +present application of the power depends upon development of faculty. The +power that can produce music is inherent in the subconscious of every person; +but in very many persons the power is denied expression because the musical +faculty is not developed. The power to paint beautiful pictures is inherent in the +subconscious of every person, but in most persons the power is denied +expression for lack of training of the objective faculty, or talent. The power to +conduct great commercial enterprises, and to originate wonderful inventions is +inherent in the subconscious of every person, but in the majority is hampered by +lack of training and development of the objective faculty, or talent. All power is +given to the subconscious, but without objective training, or the development of +talent the subconscious is like a skilled workman without tools; it can do +nothing, or can work only in a clumsy and ineffective fashion. It is the +development of talent, or faculty, which makes subconscious power effective. +Every talent or faculty finds its expression through some particular section of the +brain; and the development of the talent, or the power and ease of the action is in +proportion to the fineness and number of active cells in its own particular brain +area. A child born with a large number of fine and active cells in one section of +the brain will be a "natural" musician; one born with the same condition in +another section of the brain will be a mathematician; and so on. The musical +ability, or the mathematical ability, or the oratorical or artistic ability are the +same in all cases, but the ease and power of expression will depend upon the +number, fineness, and the activity of the cells in the particular brain area +involved. It is a correct expression to say: "I have no musical talent," if you + + +speak of the power to express yourself in music; but it is not correct to say: "I +have no musical ability," if you speak of the potential power to cultivate +expression. You have as much musical ability as any one, but it may be a much +longer and harder task for you to develop TALENT than if you had been born +with a good start in that direction. +The development of talent is a matter of multiplying brain-cells, and increasing +their activity; and this is accomplished by turning the energy of the subconscious +to the work. And in the beginning, let me remind you of what you learned in the +second lesson; that the subconscious cannot work unless it is supplied with +proper materials, perfectly prepared. You cannot build fine and active brain-cells +with partially digested food; so the first step in the development of talent must be +to adopt the no -breakfast plan, and begin the practice of fletcherism. Give to the +subconscious the finest and most perfectly prepared materials, and it will +manufacture the finest and most perfect cells in whatsoever part of the body it +may expend its power. +Having supplied the subconscious with the right materials for brain building, the +next step is to direct its energies to the proper section of the brain. It has been +taught that the best method of doing this is to concentrate the attention upon that +section of the brain for a considerable period every day, thereby, increasing the +circulation of the blood, the nerve action, and consequently the nutrition and +growth; but a better acquaintance with the matter shows us that this process is +unnecessary. The process of "sitting" several times a day for concentration upon +various sections of the brain, soon becomes burdensome and monotonous; and it +is found to be unnecessary. There is a better and more natural way. +The development of talent is accomplished by obedience to the same law which +governs all other development and attainment. Do what you can do today, and do +it in the most perfect manner possible; and when you can do any one thing +perfectly, it will give you the ability to do a more difficult and complicated thing +tomorrow. It is a self-evident proposition that all growth and all advancement +must come by obeying this law. If you can do the work of your present position +only in a feeble and imperfect fashion, you certainly could not "make good" with +the larger and more complex tasks of the next higher position. It is not merely +doing what you can do today, but doing it PERFECTLY that causes +development. +It will be seen by what is said above that the development of talent is, in part, a + + +physical matter; the section of the brain used in expressing the particular talent +must be cultivated. +Now, the cultivation is like that of any other part of the body; it is done by +exercise, taken in the right mental attitude. The benefit of exercise depends +mostly on the attitude of mind in which it is taken; exercise builds up the athlete, +and when it is called work, stiffens and cripples the laborer. Play will make a +child grow healthy and happy, while the same, or less, exertion in the +monotonous work of a cotton mill would soon kill the same child. It is mostly a +matter of the mental attitude in which the work is done. The exercise of a faculty +causes innervation of the brain area involved, and causes an increased flow of +blood to that section; so the brain cells are quickened to activity, and new ones +are created. If effort is made to do the work in hand PERFECTLY, the capacity is +tried to the utmost, and an imperative demand is made for more power, and for +rapid creation of new cells. The child which practices its musical exercise in a +shuffling and indifferent manner having no other interest or desire than to get +through so many hours of "practice" each day, will develop musical talent, but +the process will be slow. The child which eagerly and conscientiously tries to +make each exercise a perfect performance will develop rapidly, and if its interest +and confidence are intense, will be considered a prodigy. +It does not matter whether the talent you wish to develop is mechanical, +executive, literary or artistic, you must begin by using what you do have, and by +doing what you do in the most perfect manner possible. If you do not use what +you have, you cannot get more, and if you use what you have in an imperfect +fashion, you are not making a demand for more. If you only give a muscle light +and easy work, you will not develop it and increase its size; and if you give a +brain only light and easy work, you will not cause the development of many new +and active cells. If you habitually and regularly work a muscle until it is TIRED, +nature responds to the demand by increasing the muscle; and she will increase it +very rapidly if the exercise is taken with purpose and faith to bring such results. +So, if you use a brain regularly and systematically, with full faith and purpose +and use it to its full capacity for effective work, nature responds to the demand +by a very rapid building of new cells, and a quickening and refining of those +already in existence. +You were born with certain sections of your brain larger and more fully +developed than others; so certain things were easier for you to learn than others; +you had a "natural talent" for them. In other words, your subconscious already + + +had the tools to work with, in expressing itself along those particular lines. Other +sections of your brain were smaller and contained fewer cells; and it is by +developing these that you acquire or develop new talents. You do not need to +change the shape of your skull, or to enlarge these parts of your brain; but only +to refine the brain tissue, and multiply the number of active cells. And this you +can certainly do as indicated above, by using the faculty steadily and regularly, +and by seeking PERFECTION in your work. And your progress will be rapid in +proportion to the FAITH and PURPOSE with which you do your work. The +development of talent is not by any means a necessarily slow process. +Let us suppose, for example that you wish to develop a talent for literature. First, +you must know that you CAN write. However little the ability you seem to +possess now, you must KNOW that you can bring that latent possibility to the +surface. This will give you the absolute FAITH which arouses the subconscious +to full and effective action, and which causes it to draw on the Infinite for more +power if necessary. If your faith is absolute, there is no limit to set to the genius +you may develop; no one has ever done such perfect work but that better work is +possible to you. You may write better dramatic verse than that of Shakespeare; +better character delineation than that of Dickens; better fiction than that of +Dumas; better poetry than Whittier or Longfellow. All the limitless resources of +the Universal Mind are yours to draw upon, if your FAITH is unwavering, you +are not limited by what others have done. +Along with FAITH in your ability to develop talent must go the PURPOSE TO +DEVELOP TALENT. It does not build a faculty rapidly if we merely use it as +the ditch-digger uses his muscles; in drudgery, without the purpose of +development. We must use the brain as the athlete uses his body; use it in hard +work, but with the purpose of development always in view. The object of work is +to produce something; the object of exercise is to develop the instrument. Work +which is not exercise may produce something, but it tears down and wears out +the brain; exercise which is not work may build up brain or body, but it produces +nothing. Work which IS exercise both produces and develops. If you have faith +that you CAN develop talent, and keep steadily in mind the purpose to develop +it, your work becomes exercise, if it is done in the proper manner. +The proper manner in literary as in all other work, is suggested above. Aim at +PERFECTION; do perfect work. Do not allow yourself to be hurried or driven +into doing imperfect work. If the spur of necessity is driving you to imperfect +work, find something else to do to "help out" until you can write what you write + + +with time enough to give it perfect consideration. Do not try to live solely by +your literary talent until you have developed it to such an extent that it will +support you without worry or driving. This is true of all talents; you should not +try to make your living by the exercise of the least developed ones. Make your +living by the exercise of those talents in which you are strongest, and +meanwhile, develop the others. If you have good arms and shoulders, and a +strong back, you had better get a job in the street cleaning department of your +town, and so earn your bread while you develop your literary talent, than to +depend on literary work before you have developed the talent of doing it. +There are many who feel that they have no chance to develop certain talents +because they must work hard all day doing something else; when night comes +they are too tired, as they think, to turn their minds to a new field. This however, +is a limitation which does not really exist. No matter what your work is, so that it +is anything at all in reason, it will not exhaust you if you do it in the right mental +attitude. Work which we do not WANT to do, and which we do not LIKE to do, +becomes drudgery, and it is very tiresome; but work which we love for its own +sake, or because of the results which it brings, becomes joyous exercise, and +makes us stronger. If your daily task is distasteful to you, do it with the thought +that it is making your development possible; rejoice in it, because it is enabling +you to get your heart's desire. Go to bed early, and get up and do two or three +hours of the literary or other work before the whistle blows; you will find that +you can do this perfectly well, and that the very best time for brain work of any +kind is before seven o'clock in the morning. +Whatever talent you wish to develop, know that it is an absolute certainty that +you CAN develop that talent; and know that it is quite within the bounds of +possibility for you to develop it to a greater extent than has ever been done. +Begin in full faith, and with an unshakable purpose to do what you can do now, +with what talent you have now. Do this regularly, and as continuously as +possible, never losing sight of your purpose of limitless development. Do all that +you can do in the most perfect manner in which it can be done, in the full faith +that you are developing a brain which will enable you to do it still more perfectly +tomorrow; proceed exactly as indicated in all the foregoing, and you must +certainly succeed, and succeed so rapidly as to astonish you. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-103-Lesson-7-The-Retention-of-Youth/Chapter-103-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-103-Lesson-7-The-Retention-of-Youth/Chapter-103-source-text.md new file mode 100644 index 0000000..0cea2bf --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-103-Lesson-7-The-Retention-of-Youth/Chapter-103-source-text.md @@ -0,0 +1,189 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-103: Lesson 7 The Retention of Youth +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 439–443 +- **Pages without text**: none +- **Note**: Work: *The Personal Power Course*, section 7 of 10. + +--- + + +Lesson 7 +The Retention of Youth +Table of Contents +Is it worth while to achieve health, wealth, and ability if, when we reach the age +of forty five or fifty years, we are to begin to lose it all - to begin to go down hill, +grow slower of step, dimmer of vision, steadily weaker in mind and body until +we are reduced to absolute helplessness and dependence? If we go the common +way of the world, just as we become most effective we shall begin to become +ineffective; just as we gain what we want, we shall begin to lose it all. If one is +to be counted "old" and "a has been," a "back number" at fifty, life is hardly +worth while. +Many sweeping assertions have been made by metaphysical teachers and writers +concerning the retention of youth and the conquest of old-age idea; but we are +still lacking a well attested scientific demonstration on this point. In this lesson +we will consider the known psychological and physiological facts in the matter, +and try to draw legitimate conclusions as to what is possible for us to do. +First, we are compelled to conclude that old age is not a constitutionally inherent +necessity of the body itself. The body does not really grow old; it is being +perpetually renewed. The processes of cell destruction and cell-building are +continuously going on, and modern physiology has ascertained that these +processes are much more rapid than we have supposed; in the body of a healthy +adult person of forty-five, there is probably not a single cell which is three years +old. So far as his body is concerned, the man of forty-five is no older than one of +twenty. The man of forty-five has nothing physical that he has kept from +infancy; he has nothing physical that is "old." The only thing about him which he +has retained from his infancy is the subconscious mind. His subconscious mind, +so far as our observation goes, is forty-five years old; but his body is less than + + +three years old. Why does this young body now begin to present the assurance of +progressive age and decay? +The subconscious mind has built the body from infancy, according to the +impressions it received before birth. The conformation and appearance of the +man's body have been determined by heredity, and of this heredity there are three +distinct branches. First, there is the heredity of life, which comes from God, or +the Supreme; and in this must lie the power to change and set aside all other +heredities, for the source of all must be greater than all. Second, there is the +heredity received from the race as a whole. It is this racial heredity which gives +us the general idea of old age. For countless centuries men and women have +begun to present the appearance of age at approximately the same period after +birth; and the belief in the inevitability of a progressive physical and mental +decline, beginning somewhere between forty and sixty, has been firmly fixed +upon the subconscious minds of the race, and is automatically transmitted from +parents to children. How the limit of life came to be fixed at about seventy years +I do not know; but there is no physiological reason why it might not as well have +been fixed at five hundred or a thousand years. It appears to be wholly a matter +of subconscious impression. +The third branch of heredity is that received from our immediate parentage. It is +this heredity which gives us the individual variations as to the time and manner +of our growing old. Some people begin to show signs of age at forty, and others +not until sixty; in some the indications take the form of gray hair and failing +sight, and in others we see wrinkles, and loss of flexibility; and so on. In some +the mental faculties remain unimpaired until the end, while in others they begin +to fail at half a century; and all these variations are the result of subconscious +impressions received from the immediate ancestry of the individual, and from +his environment. +This, then is the phenomenon which confronts us: We see the body as +continuously renewed up to a varying period which we call "middle life"; and +after that period is reached, we see that the process of renewal does not keep +pace with that of destruction; there appears to be a gradual but constant decline +in power. And since we know that the subconscious mind is in charge of all the +bodily processes, and is the real source of all vital power, we must ask the +question whether the subconscious mind itself grows old; whether man is started +in life with a certain amount of vitality, and must perish, mind and body, when +that vitality is expended; whether he is like a wound-up machine, capable of + + +running only for a fixed period of time, or whether he may, so to speak, wind +himself up again, and renew his power. +The latter hypothesis appears to be in accord with the facts. We see sick people, +whose vitality seems to be almost entirely gone, take a new start and build +themselves up into robust health and strength; we see people who present all the +signs of old age take up physical or mental culture, and apparently renew their +youth; we see, in many ways, the demonstration of the claim made by Professor +James, based on the phenomenon of the "second wind" of the athlete, that man +has an unknown, and apparently limitless reservoir of vital power upon which he +may draw at will - when he learns how. Seeing and taking into account all these +phenomenon, we come to the conclusion that man does not grow old at fifty or +sixty because his vitality is exhausted, and he cannot renew it, but because the +renewing process has been suspended by the subconscious in obedience to the +racial impression it has received. And, if that be true, it follows that if we change +the impression, we can change the period of old age, or do away with it +altogether. +The logic of this conclusion appears to be impregnable; so completely so that it +is admitted even by materialistic physicians and physiologists, who say that there +is no physical reason why man should not retain youth and life indefinitely. If +there are no physical reasons there can only be mental reasons; and the mental +reasons can be removed if it is possible to change the mind. We come then to the +CRUX of the whole matter in the question whether the racial and ancestral +impressions of old age can be removed from the subconscious. +And the impression of perpetual youth and continuous renewal put in their place. +Theoretically, we KNOW that this can be done, because we know that the +subconscious can be impressed in any desired way; but practically we find the +matter in hand to be one of unusual difficulty. The idea of old age has been fixed +upon the subconscious by racial thought and experience for countless centuries, +and it is so firmly imbedded as to seem almost a part of the very texture of the +mind itself; it will not be removed by a few repetitions of the opposite idea. +When the individual sets himself against the mighty tide of a racial experience in +which all men and women have shared for a hundred thousand years, he +undertakes no light task. He has not only to overcome the influence of the almost +unanimous belief of all living people, but he has to overcome the subconscious +legacy received from countless millions who have passed on. He has to + + +overcome the suggestion of old age continuously received externally from those +around him, and he has to overcome the belief in old age, fixed as a rock in his +subconscious mind by the thoughts and experiences of all those of the race who +have preceded him. It is not easy to do this, but it is possible. It is possible +because man can think what he wants to think and by scientifically thinking +what he wants to think, he can impress what he wishes upon the subconscious +mind. To retain youth, man must think continually and only of the processes of +renewal as going on within his body; he must not, for an instant give thought and +attention to the processes of destruction. He must think renewal, talk renewal, +FEEL renewal, until the subconscious retains only the impression of renewal; or +at least, until the impression of destruction has become so thoroughly +subordinate to, and a part of, the impression of renewal. He must absolutely +close his eyes to the appearances presented by his environment; he must not see +age, decay, or senility anywhere or in any person. He must think in terms of +construction; the destructive processes of Nature, even though they may be but a +necessary prelude to construction, he must ignore. At all times, and under all +conditions, he must be active to stamp upon his subconscious mind the thought +that his body is being renewed in every part; it must be his sole thought +concerning his physical organism, that it is being perpetually renewed, through +and through. He must hold this thought of perpetual renewal so steadily, +continuously, and with such deep and sustained FEELING that it will supercede +in the subconscious the impression received by the racial experiences of the +centuries. +This matter of FEELING is most important, for as we have more than once +explained in these lessons, it is only those thoughts which are accompanied with +deep feeling that reach and impress the subconscious mind. To impress the +subconscious mind with the idea of perpetual youth and renewal, you must +FEEL YOUNG, all the time; and to do that you must ACT YOUNG. You must +not adopt the customs and mannerisms of "old age"; you must exercise and play +like a young person. You must look upon the world and all it contains from the +viewpoint of a young person; otherwise you will inevitably come to FEEL old, +and if you do, you certainly begin to present the appearance of age. Get the +viewpoint of a young person, and be careful to keep it; mentally take and hold +the position of youth. It is not necessary that you should be frivolous or +undignified; but it is absolutely essential that you should act and feel young. If +you do not class yourself with the young, you will certainly class yourself with +those who are older; and that is admitting the old-age idea, and will lead to your +classing yourself among the down-and-outs. Hold the mental attitude of youth, + + +and take the physical attitude of youth. +If you would do this, you cannot take life too seriously; you must play a great +deal. Normal youth is always ready to play; and the person who feels young +seeks play and amusement. If you are a young person, you will not only want the +more staid and quiet mental pleasures, but you will seek for physical sports - +games, and out-door enjoyments of the strenuous kind. How can you retain the +mental attitude of youth if you say: "I used to play tennis, or golf, or baseball; +but now croquet is strenuous enough for me?" That is equivalent to saying: "I am +a has-been." You must play those games which require activity, and flexibility of +the muscles; that is the only way in which you can retain activity and flexibility. +If you are to hold the frame of mind required, you will have to drop exercise, and +put play in its place. You do not wish to admit that you are taking exercise to +retain your youthful vigor and flexibility; you simply play because you ARE +young, and so enjoy playing. +Be careful that you do not get into this mental attitude; "I am growing old, but I +will make believe that I am young." The truth is that you ARE young; there is +not an "old" cell in your physical body, and your mind is a mere infant, so far as +its duration is concerned. Youth is to be retained, not by a skillful and strenuous +make-believe, but by steadily recognizing the FACT, and refusing to be misled +by the appearance. The old age of the body is an appearance, brought about by a +deeply stamped but erroneous subconscious belief. If the opposite subconscious +belief is established, the appearance of old age will be supplanted by the +manifestation of the real TRUTH of youth. And to accomplish this, you must +take, objectively, the attitude of youth; you must think youth and FEEL youth; +you must mentally recognize and dwell upon the process of constructive renewal +until the subconscious is thoroughly foiled and permeated with the thought of it. +How much can you accomplish? Can you retain youth indefinitely? Well, some +people are accomplishing a great deal in that direction. There are people who, at +sixty-five and seventy, look as young, and to all appearance are as young as +those of thirty and thirty- five; they have lost nothing in mental or physical +power. If that is possible for them, it is also possible for you; because He that is +in them is also in you. By following the instructions in this lesson, you can +greatly increase constructive action; you can begin to present more of the +appearance of youth; you can add to your mental and physical vigor; you can +prolong your own youth, and you can help to put the next generation in a +position to complete the conquest; and that is worth more than all. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-104-Lesson-8-Marital-Happiness/Chapter-104-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-104-Lesson-8-Marital-Happiness/Chapter-104-source-text.md new file mode 100644 index 0000000..08c653f --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-104-Lesson-8-Marital-Happiness/Chapter-104-source-text.md @@ -0,0 +1,193 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-104: Lesson 8 Marital Happiness +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 444–449 +- **Pages without text**: none +- **Note**: Work: *The Personal Power Course*, section 8 of 10. + +--- + + +Lesson 8 +Marital Happiness +Table of Contents +Just as it is true that it does not profit a man to gain the whole world if he lose +his own soul, so it is true that good health, wealth, talent and success become +valueless to the person who fails to attain happiness and satisfaction in the +loverelations of the home. To live in happy love relationships with those near to +us is the one thing needful; failing to accomplish this, we fail in all. Health, +wealth, talent and success are, to a very great extent at least, without value to a +person whom nobody loves. How to get what you want in love is, then, the most +vitally important of all studies in attainment. +We know that love exists, and like all other things, has a beginning in every case; +and we know that if it has a beginning, it must have a cause. There may be a +Love which has always existed and which is the Great Uncaused Cause of all +things; but love between finite persons did not always exist. It came into +existence at some more or less definite period, and it must have had a cause. +There are some loves, like that of a mother for her child, which seem to be +instinctive, and part of our natures; but the loves which make and hold together +the family and social circle - the loves of wives and husbands, of brothers and +sisters, of neighbors, associates and friends - all these have a beginning, and +must be the result of causes. And if so, the causes must be practically the same in +every case, for it is a law that like causes always produce like effects. +If we can find the cause of love, and apply it, we shall be able to produce love; +so we must go in search of this cause. At the outset, we discover that it is always +something in the recipient; in the person on whom the love is bestowed. One +person does not love another unless he sees something to love in that other. Love +is always won, or attracted by the person who is beloved. Love cannot be + + +bestowed at will; you cannot love everybody. You may feel benevolent good will +toward everybody, but that is not love. You can only love those, who from your +point of view are lovely. You love those who attract your love, or win it; you +cannot love those who do not. Love is not created by law, or statutory enactment; +you cannot love people because somebody orders you to love them, nor can they +love you because they "ought" to do so. +Every person is under a moral obligation to be just and fair to others, but no +person is under a moral obligation to love others. Every person is under a moral +obligation to endeavor to so live as to win the love of others. Nobody, not even +your husband or wife is under obligation to love you; you are under obligation to +win and hold the love of others. The husband whose wife has ceased to love him +has no ground for complaint; it is she who may justly complain that he ceased to +win her love. The wife whose husband does not love her must not hold a fancied +obligation over him; she must ATTRACT and WIN him, or she will lose him. +No law or moral obligation can compel one person to love another. The fact that +other people do not love us, is not a cause for complaint against them. They +cannot help it; if we were lovely, they could not help loving us. If I am not +successful in business, it is because I have not applied the power within me so as +to achieve success; and if I am not loved, it is because I have not applied the +power within me so as to achieve or WIN love. If you are to be loved, remember +that it can be accomplished by making constructive use of THAT SOMETHING +WITHIN YOU WHICH ATTRACTS LOVE. You cannot get love in any other +way. And what is this something which attracts love? In a word, it is +PERSONALITY. If you ARE something, somebody will love you for what you +are, and the more you are, the larger number of people will love you, and the +more you are, the more intensely you will be loved. +Drop, at once and forever, all notion of holding or attracting the love of others by +force or obligation. Dismiss from your mind the false notion that your husband, +wife, brother, sister, neighbor, friend ought to love you, and are blameworthy if +they do not; that is a mistake. Set to work to develop that within yourself which +can WIN love; make constructive use of the power of personality. If you have no +personality, develop one; do not deceive by pretending to be what you are not. If +you do that, you will be sure to be found out later, and you will lose the love you +win by false pretense. Be what you are; and if you are not enough to win love, be +more; develop yourself. +Cultivate a fine appearance, but do not rely upon looks alone. Beauty in a + + +woman is a splendid thing, and so is a powerful and commanding appearance in +a man; but if you have nothing beneath your fine exterior, you will not be able to +retain the love you win. Your lover will discover that you are shallow and +superficial, and the love will turn to contempt or pity. Remember that while a +cheap personality may sometimes present a fine appearance, a fine personality +can never fail to present an appearance of beauty and power; and cultivate +personality. When you have developed a splendid and commanding personality, +you will not need to be uneasy as to how you look. +Never make this mistake of trying to win love by slavish service to others. The +spirit of service is a great thing, but the slavish spirit contemptible. Do not "run +after" any person, or persistently and effusively "wait on" any person, with a +view of winning love by doing so; nine times out of ten you will win only +contempt. It is right and proper to render every possible courteous and kindly +service to others, but it is fatally wrong to make yourself the slave of any one. +You cannot win love by service; you can only win love by BEING +SOMETHING. You do not make people love you by the number of things you +do for them; if they love you, it will be for what you are. If you overdo the +matter of service, you will almost invariably receive the contempt of the person +you serve. This applies in family relationships as well as in those of society and +the neighborhood. Those children upon whom the parents shower most benefits +are not often the most loving; nor are those husbands and wives who receive the +most eager and constant "service" from their companions. +If you wish to be loved, you must live your own life; and the more full and +complete the life, the more love you will win. You cannot win and retain love by +pretending to be something else than yourself; for your true self must be +discovered some day. To win and retain love, you must be yourself, and your +best self; and the more you are of your best self, the more you will be loved. So +you will see that it is a mistake to sacrifice yourself for others; when you +sacrifice yourself, you lose the very thing which would attract others to you. +Instead of sacrificing yourself for others, what you must do is to make the most +of yourself for others. Those who sacrifice themselves for others may win some +degree of pity and tender feeling, but they are not loved as are those who make +most of themselves. Do not imagine that you can buy love by what you do; you +must win it by what you are. +So, in social and neighborhood matters, BE SOMETHING. If you see the need +for reform, be a reformer, but do not sacrifice yourself for any reform. You will + + +probably not help the reform by doing so, and you will lose your own life, or all +that is worth while in life. The altruism which leads to continuous self-sacrifice +is morbid and unhealthy; the altruism which leads one to make the most of +himself for others is noble and praiseworthy and is the only kind of altruism +which really helps the world. If you are a strong and loveable PERSONALITY, +you will be loved by your neighbors and fellow-citizens; but if you throw +yourself away for their good, they will only feel contempt for you. I do not mean +that you should be selfish; on the contrary, I wish you to avoid selfishness; there +is nothing more selfish than what commonly passes for self-sacrifice. The most +selfishly conceited people are generally those who sincerely believe that they are +making the largest sacrifices for others. Remember, what wins love is +PERSONALITY, and self -sacrifice means the sacrifice of personality. +Personality is not developed by the things you do without, but by the things you +use constructively. +You can get at the natural method of winning love by watching the methods +instinctively pursued by a pair of young lovers in courtship. The young man +makes the most of himself; he wears the best clothes he can obtain, and tries in +every way to present the appearance of a strong and attractive personality. If he +sees faults and weaknesses in his sweetheart, he does not call her attention to +them, or try to correct them; he makes the very most of himself, so that she will +desire to please him. He knows that if he can make himself WORTH +PLEASING, she will do her best to please him; and he tries to develop a fine, +manly, noble personality. And she, seeing how well worth pleasing he is, will +dress her best, act her best, cook her best, and strive to be her best for him. By +BEING SOMETHING, himself, he causes her to BE SOMETHING in order to +attract and win him; and the rule works both ways, for the more she makes of +herself, the more anxious he becomes to win her. They continually try to +improve themselves, to develop new powers, new beauties, new attractions; they +live the advancing life in their effort to win and hold each other's affection. If +you wish to win the love of some particular person, address your love to that +person; fix your mind upon winning the love of that person, but do not try to +"act" upon him or her in any way. Act upon yourself. Do not try to influence any +person into loving you; address your love to them, and then make so much of +yourself that they cannot help loving you. +If you are already married, and find that love seems to be waning in your home, +you will readily see the cause from what has been said. Marriage love is created +by the process called courtship; and requires a continuous application of the + + +cause to keep it alive. If love is waning in your home, it is because courtship has +ceased; you have ceased to lead the advancing life; you have ceased to WIN +each other's love. Love after marriage cannot be retained merely in response to +promises made or obligations taken; it must be continuously WON if it is to be +retained. You certainly will not be loved unless you make yourself WORTH +LOVING. +Do not plead obligation; no husband or wife is obliged to love a partner who +does not try to win love, and no one CAN love a partner who does NOT win +love. Do not try to win love by mere service; no husband will love his wife +because she makes herself his slave, and no wife will love her husband because +of the multitude of things he buys for her, or does for her. Do not make the +mistake of trying to win the love of a husband or wife by slavish service; you +will be loved for what you are, not for what you do. Render all the service you +can, but do it in a GREAT way, not in a slavish way. Be the servant of all, but do +not be a slave to any. If you are a woman, do not allow yourself to be so bound +down by kitchen and household duties that you have no time nor opportunity to +cultivate yourself. That is useless self-sacrifice, and no family has a right to +demand it of the wife and mother; nor will she be as well loved as if she insisted +on an opportunity to live her own life. Whether you are a husband or wife, a +father or mother, remember that your family will not love you for the number of +things you do for them, but for what you are. If you desire the love of any +person, you must address your own love to that person, for love begets love. +Action causes reaction. Address your love to the person, but do not try to +influence, compel, or purchase his love; win it. And you can only win the love of +any person by developing within yourself something that is loveable. All persons +are not attracted by the same characteristics; but if you love any person in a +genuine way, you will be instinctively led to develop in yourself those things +calculated to win the love of that person. +Married people who wish to love each other should remember that like causes +always produce like effects; and that the methods which made them love each +other before marriage will cause them to love each other still. Let such couples +institute a second courtship, and make it to continue as long as they live; and let +them understand that a genuine courtship consists in each living the most +complete life possible, and making the most that is possible of himself; doing +this for love's sake. This process will be continuous, for there is no limit to the +soul's possibility of development; any married couple may go on developing new +attractions for each other as long as life lasts. Make the most of yourself, and + + +you will be loved; you will also help the world. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-105-Lesson-9-Special-Application/Chapter-105-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-105-Lesson-9-Special-Application/Chapter-105-source-text.md new file mode 100644 index 0000000..77971f7 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-105-Lesson-9-Special-Application/Chapter-105-source-text.md @@ -0,0 +1,193 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-105: Lesson 9 Special Application +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 450–455 +- **Pages without text**: none +- **Note**: Work: *The Personal Power Course*, section 9 of 10. + +--- + + +Lesson 9 +Special Application +Table of Contents +As a type of a large class of avocations, let us take the pursuit of literature, and +consider how the seeker after success should apply the principles given in the +preceding instructions. And going back to the initial lesson, we find that our first +requisite was that the seeker must know what he wants. Make up your mind at +the outset whether you wish to excel as a writer of fiction, drama, descriptive +articles, or essays; write what you want to write, and proceed along the lines of +what you deem your strongest faculties, holding yourself ready to change your +ultimate object if need be, as your view broadens. +Then if you are dependent on your work for bread, and MUST sell what you +write, do not try to sell that for which a market must be created. Do not begin by +trying to "elevate" literature; wait until you get a place on which to stand before +proceeding to lift the world. If you can strike a new idea, which fills some +present want, well and good; but you will find it hard to get a living in literature +by selling people something which they do not want. Do not try to force a new +policy upon the editor; if he edits a periodical which contains stories of a light +and it seems to you, trashy type, do not send him something on an altogether +different line, with a view to improving his publication. He knows what he +wants; and if he does not, it is not for you to tell him. If you are going to write +for your bread, or for present rewards in the way of wealth and popularity, you +will have to write for the market. +Study the market in the particular line in which you propose to write; select what +seems to you to be the highest type of excellence in the productions given +through that market, and set to work knowing that you can do far better than the +type you have selected. There is no writer living who is writing the best that can + + +be written; and there never was a writer in the past who did so. Nothing so great +has ever been produced but that something greater still is possible; and the +power which can produce that greater something is within you. If you know this, +and FEEL it fully when you write, you will write in a successful frame of mind, +and will produce good work. +To attain the best results in any form of mental work, it is vitally important that +you should work in a successful frame of mind. You cannot fully apply your +mind when you are disturbed, or in doubt, or anxious; even though you may +"pull together" and secure a fair control over the objective faculties at such a +time, you lose practically all the great power of the subconscious. The +subconscious acts perfectly only when you are poised, serene, and confident; +you can never do really good mental work while you are in the electrical state of +mind. +When you sit down to write, lay aside all other thoughts but those pertaining to +your work. Do not think of the money you are going to get for it, nor of your +need for the money. Do not think of your necessities. Do not work against time, +holding the idea that a certain number of words must be turned out every day. Do +not work when you are tired mentally. Learn to prepare yourself for your work +by a mental exercise which will give you poise. Think over the things you have +learned in these lessons until you KNOW that you can do the best work; and +until you not only KNOW that you can, but FEEL that you can. When you +KNOW that you can, and FEEL that you can, you are ready in both the +subconscious and the objective mind to do successful work. When you are only +intellectually CONVINCED that you can, but do not FEEL that you can, you do +not get the power and inspiration of the subconscious; you may show talent, but +you will not show genius. +Having gotten into the desired state of mind, the next thing is to be sure that you +do not slip back into the electrical state again. Take your time in selecting a +subject or theme; get something good; something that is needed; something that +will be successful. Better spend a whole day, or a week finding a successful +theme for a story or essay than to spend a fortnight or a month writing an +unsuccessful one. Be sure that you have a successful theme, and KNOW that you +can handle it better than it was ever handled. +Begin your work in this mental attitude, and be sure that every sentence you +write is a successful sentence; and that every word is a successful word. As we + + +have shown in a previous lesson, if every part of your work is a success in itself, +the total cannot be a failure. When you have written a page, if you are not +satisfied with it, do not hesitate to destroy it, and begin again. If your work is not +quite satisfactory, it is because you have not quite brought all your subconscious +power into harmonious action with your objective faculties; or because your +objective faculties have not yet had training enough to fully express the +subconscious power. You call your subconscious into action by feeling that you +CAN do perfect work, and you train your objective talent by TRYING to do +perfect work. You will ultimately get the two working together, and when you +do, your work will show not only the power of genius but the finish of talent. +Keep in the magnetic frame of mind, and make each part of your work a success +in itself. +When you have learned to write, you have yet to learn how to market your work. +If you prepare a piece of work of any magnitude, as a serial, it is well to submit a +scenario to several different editors asking if they would be in the market for +anything of the kind; by doing this you will save yourself much time and +disappointment. By a little experimenting in this way, you will find the best +places to send the kind of "stuff" you produce. After you have learned where to +send what you write, and what to send to each particular place, you will not find +the way to literary success very difficult. +It is in this matter of finding a market, by the way, that most mental workers fail +to find success. The unsuccessful lawyer, doctor, clergyman, or other brain +worker is such because he does not offer his product at the right time, in the right +place, or in the right way. There is no really good mental product for which the +demand is not infinitely greater than the supply. Know that you ARE capable of +doing this very BEST work; and KNOW that there is a really limitless demand +for the BEST work. Then study the market until you are prepared to offer your +work at the right TIME, and in the right PLACE. Then comes the question of +offering it in the right way. +Never offer your work or your services with an apology, or in an apologetic +manner. If you do not think well of your work, others will not be likely to think +well of it; and if you do not ACT as if you thought well of it, others will not be +prejudiced in its favor. Think well of your work, and make plain to others that +you do think well of it; but avoid the flippant, swaggering know -it-all style +which is rather prevalent just now among some of the younger men and women. +A really well-developed and brainy person is never flippant. KNOW that you can + + +do, and are doing, the best of work; but do not be conceited. There is nothing in +you which is not in somebody else. +There is, and always will be, a ready market for really CONSTRUCTIVE +thought, in all the professions. If you can say something that will help people to +solve their problems, to get money, to attain happiness, to find pleasure in life, +the world wants your work, and will pay you well for it. The day of the +"knocker" is past, and the pessimist has gone with him; the successor, the much- +raker, is passing. The world wants constructive thought and work, but it does not +want mere optimistic "jollying." The man who, in the face of our most +perplexing problems, merely claps us on the back and shouts "cheer up" is a +bore; he is passing rapidly from the literary and professional field; there is no +longer any demand for his cheerful inanities. People are no longer satisfied by +being told to smile; they demand to be told WHY they should smile. The writer, +lawyer, clergyman or physician whose thought is really CONSTRUCTIVE will +certainly succeed. +This applies as well in mercantile pursuits. The average man is always looking +for something which will be constructive - which will "build him up" in body, +mind, or fortune. If, through his dealings with you, he feels that he is being built +up, he will seek you with the utmost eagerness; but if he feels that you are +tearing him down, he will keep away. Study to make men feel that you can and +will build them up; unite them to you by a feeling of common interest. The most +real and permanent success in business is attained by binding large numbers of +people to you by feelings of friendliness and common interest. And here again +you may take advantage of the fact that throughout nature, action and reaction +are equal. It is a fact that, because of this great law, other people come to feel +toward you as you feel toward them. If you can cultivate a live human interest in +people, and feel a sincere desire to do them good in every transaction, it will be +one of the best investments you have ever made. +Not withstanding the profound logic of the materialistic philosophers, men +respond more readily to love than to self-interest; they will go farther, and do +more for love than for self-interest. It is a splendid thing when every one of your +customers feels bound to you by a tie of kindly affection, and it is a condition +that you can bring about. Cultivate a kindly and affectionate feeling toward +people; it comes easily; and you will be surprised to find how quickly the +reaction takes place in their minds, sending the same feeling from them to you. +Moreover, the essential nature of the Intelligence is such that It must hold only + + +love and good will to all; and It will not respond to your affirmations unless your +soul is filled with good will. The movement of evolution is toward peace on +earth good will among men; and the man whose mind is in closest harmony with +his spirit will receive most from the Universal. +As you eliminate fear from your mind, you will find that love and good will take +its place. It is fear which makes men dishonest, cruel, and unkind; it is fear +which makes them jealous and untrustworthy. It is natural for men to love, and it +is unnatural for them to be cruel, selfish, or unkind; when they come into their +natural state and lose fear, love comes in. Fear is an error, growing from a +misunderstanding or a partial understanding of the universe; and when this error +is eliminated a host of others go with it. Make the affirmations as directed in the +first, and other lessons, until you lose fear, and then give full sway to love and +goodwill. Cultivate a habit of taking real interest in the problems of the people +you meet in business; be interested in them just because they are people. +KNOW that you can help them, and dwell upon this knowledge until you have +overcome the old habitual way of thought, and FEEL that you want to help them. +Think CONSTRUCTIVELY about everybody; see them as beautiful, growing, +and developing souls. See the ADVANCING, GROWING side of every person, +and enter into fuller sympathy with that side; and by doing so you will cause the +best to come uppermost in all. +By taking this attitude of mind, you will be able to put a kindly personal interest +into every transaction, great or small. Whether you sell your customer a mine or +a railroad, or a spool of thread, you will have made him feel that you honestly +desire his good; and his heart will instantly respond. "That which cometh from +the light, reacheth to the light," said old George Fox; and he was right. If you +have a living interest in the welfare of every one with whom you come into +business relations, the reaction will build you a successful business, provided +that you conform to the law in other particulars, as you were taught how to do in +the forth and fifth lesson. Remember, you cannot attain success merely by being +a "good fellow"; you must conform to the laws of wealth; while, on the other +hand, you cannot attain any success worth having unless you do learn to make +yourself one in heart with your kind. +Recognize the great fact that every human being is an advancing soul, like +yourself; and always think of every man as advancing. If you do this, you will +come to see the whole world as advancing; you will hold only constructive + + +thoughts concerning it, and you will hold only constructive thoughts concerning +your own business. When you hold only constructive thoughts concerning your +own business, and act with the full power and judgment of the subconscious +mind, your actions will be constructive; you will make no mistakes, and you will +certainly get what you want. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-106-Lesson-10-Opportunity/Chapter-106-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-106-Lesson-10-Opportunity/Chapter-106-source-text.md new file mode 100644 index 0000000..2afcda1 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-106-Lesson-10-Opportunity/Chapter-106-source-text.md @@ -0,0 +1,181 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-106: Lesson 10 Opportunity +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 456–460 +- **Pages without text**: none +- **Note**: Work: *The Personal Power Course*, section 10 of 10. + +--- + + +Lesson 10 +Opportunity +Table of Contents +Perhaps the hardest thing for the average person to become fully convinced of is +that there is no limit to opportunity. We have become so accustomed to looking +upon the field of business and professional life as overcrowded, and to seeing the +positions of advantage already taken, that we are prone to think of ourselves as +having no chance; but this is an error. And, since holding this belief paralyzes +faith, and prevents us from advancing in a scientific manner to accomplish what +we want to do, we shall devote this lesson to proving that opportunity is without +limit. We have already shown you that there is wealth enough for all, so that +your opportunity is not limited by lack in the natural supply; and we have shown +you that if any power or talent is lacking in yourself, you may develop it; now +we shall show you that your chances are not being taken away by your fellows; +and that there is a Power at your service which is sufficient for every need. +It is true that there is a sense in which opportunity is restricted. Some things have +been done so well that the world does not need to have them done over again, +and some things are being so efficiently done that the world does not need that +you should do them also. It is of no use to write Shakespearean drama, if you +write it just as Shakespeare wrote it; he did it well enough. But there is a +splendid field for taking up American historical themes, and telling them with +the lessons of modern thought, in Shakespearean blank verse. A play so written, +dealing with Abraham Lincoln and his times as the great English bard dealt with +his characters and their times, would make a tremendous hit. There is no +opportunity for you to attain fame and fortune by doing just what Shakespeare +did, but there is an excellent opportunity for you to do better than he did. There +is little or no opportunity for you to develop a new petroleum field, and build up +an industry in competition with the Standard Oil Company. That company has + + +the field pretty well covered, and is doing the service as well as the people +require; and so long as they are satisfied with the service, they will not support a +competing industry of the same kind. The oil industry is monopolized; but that is +not the only thing you can work at. +There are ten thousand times ten thousand different ways of doing everything; +and nothing is being so well done but that there is a better way of doing it yet +undiscovered. There are better ways of heating and lighting the world than by +coal, gas, oil, and electricity; better sources of power than steam; better building +materials than we are using in our houses, and better foods than we are eating. +The undiscovered realms in nature are a million times as great as those which +have been discovered and explored; and so long as this is true, there is no lack of +opportunity. Do not look for opportunities to walk in the beaten track and do the +same things others are doing, especially those which are being well enough +done. Get into the place where growth is going on; do not attach yourself to that +which is already full grown. +There are some industries and professions which society is outgrowing, and +which are declining; in these there is little or no opportunity for advancement. +Do not learn an obsolete trade or profession; get into one that is on the upward +grade. Do not manufacture stage coaches; they are no longer in demand; make +automobiles. New wants are being created every day, and new industries are +springing up to supply them; get in line with these, for here is where opportunity +lies. Do not get false ideas as to the "respectability" of various professions. +Better to be the successful proprietor of a five-cent theater than a physician in a +community where nobody believes in taking medicine. +So the field is wide, and opportunity is unlimited; and now let us go back to the +questions of ability and power. You know, from what you have learned in the +preceding lessons, that you have within you the POWER WHICH CAN; and you +know that if you lack in some special talent, you have the power to develop that +talent; furthermore, you have been told how to develop it. All this you have, or +should have, thoroughly grasped. You have been told also that Nature is a Living +Intelligence, and that this intelligence is all-powerful within its domain; and +perhaps you have not fully grasped this in all that it means to you. Every living +thing has intelligence after its own kind, and according to its form; but there is +an Unformed Intelligence in all, through all, and permeating all; and this +Unformed Intelligence is moving always toward more life for all. + + +This Intelligence being the source of all things, knows the real truth concerning +all things; and when you come in touch with It you will have what is called an +intuitive perception of truth; you will discover things. Things will open before +your mind. It will not be hard for you to think of new ways, and new things to +do, as described in the foregoing. If you get into the mental attitude of FAITH +and ACTION described in these lessons, you are not going to have to painfully +cudgel at your brain to discover something to do; you will be led to it, or it will +be brought to you. Do not suppose that it is very difficult to invent new things, or +to discover new methods; the new ways are already known, and you only need to +come in touch with Mind which knows them. All that is necessary is that with +absolute FAITH, you should do all that you can do NOW, and keep moving +toward more life. It does not in the least matter that you cannot see the big thing +you are to do; it will be shown to you, in due time, for there is ONE who knows. +Have faith, and MOVE ON. +Never stop to look at the obstacles in the way. You may be a "wage slave"; a +mere cog in the industrial machine, with no apparent possibility of ever getting +to be anything else; but all the difficulties are only apparent. Set your mind on +what you want, not merely with desire, longing, aspiration, but with all these and +with positive FAITH, and begin to move toward it. You may not see how you +can take a single step toward it, but you can hold the constructive attitude of +mind, and you can think and speak constructively; and you will soon see that a +power outside yourself is moving in your behalf. New people will come into +your life, and new ways of action will be opened to you; you will begin to +advance, and you will go forward more and more rapidly as time goes on. There +is one mental attitude which is fatal, and which you must avoid; and that is the +attitude of believing yourself the victim of circumstances, condemned to a dreary +grind from which escape is impossible, or very difficult. It is not so. They that +are for you are very many more in number than they that are against you; the +mountain round about you is full of chariots and horseman, if you will open your +eyes and see them. +There is nothing mystical or fanciful about this idea. The world is formed for the +continuous advancement of life; and there must be a LAW back of the +continuous advancement which we see, beginning in the single cell, and ending +in the MASTER MIND. That law is that Nature's whole force moves with the +advancing soul; this is a fact, and when you know it to be true, you can take +advantage of it. It is a FACT that all things work together for good to those who +advance with FAITH toward more life and who use every power and faculty + + +CONSTRUCTIVELY. There is no power in human industrial systems, or in +monopolies to keep a man "down" who knows this fact, and who shapes his +course accordingly. No workingman or working woman is irrevocably fixed and +held in place by the "system"; the law of the advancement of life is stronger than +any human system. It is a universal law, and applies to all; there can be no +exception. You may say that it cannot be true that all workingmen should not +take advantage of this law and rise to be capitalists, for then there would be no +workingmen to do the work; but this does not hold good. As soon as any +considerable number of workingmen and women begin to lead the advancing +life, they, themselves, by virtue of the advancement, will change the system and +open the way for increasing numbers of others. All that is necessary for the +complete overthrow of the existing order is for a sufficient number of people to +lead lives of continuous advancement within the existing order. +These are basic facts which you must hold in mind. If you keep this faith, no +matter how circumstances may combine against you, you will find that the +difficulties are only apparent. When one road is closed to you, it will be because +another and better one is to be opened. When you do not get the thing you hoped +for, it will be because a better thing is being brought to you. Never be +disappointed; know that every seeming reverse is the prelude to something better +than you hoped for. If you move forward in the manner described in these +lessons, life will be a continuous series of surprises, in that you will always be +getting something better than what you expected. For example, I prepared a +manuscript with great care, intending to sell it to a certain publication for fifty +dollars. When it was ready, the magazine had so altered its plans that the work +was rejected; and I pigeon-holed it, in full faith that my labor had not been in +vain. Two years later my attention was called to the fact that another publication +desired manuscript along that line, and I revised it and sold it for two hundred +and fifty dollars. That is the way things will work for you, if you keep the faith, +and show your faith, by your works. +It is well to keep in mind the fact that the Intelligence of nature has no favorites, +but is moving equally toward more life for all. To be in full harmony with this +Intelligence, therefore, and so come fully under the operation of the law, you +must move toward more life for all. What you want for yourself, you must want +for everybody. If your aim is a mere selfish grasping for power, without regard +for the rights or benefits of others, you MAY succeed, but you will often play a +lone hand, and you MAY fail. Unless you are in complete harmony with the +great Intelligence, you will not have the CERTAINTY of success. But if you are + + +in this complete harmony, it is absolutely certain that you will get what you +want. +Study and contemplation of the phenomena of Nature will give you an +understanding of this Intelligent Power which is moving toward more life; and +with this understanding will come FAITH. Then you must contemplate the fact +that this same Power functions in YOU, until you have the same faith in the +power within as in that without. The first essential to success is the faith that +success CAN be attained, and that it certainly WILL be attained if the law is +obeyed. Know that the thing you wish to do can be done, and that it certainly +WILL be done if you take the right constructive action. +Know that the right constructive action is within your power, for you can begin +to move forward where you are, though ever so little; and so move forward. +Keep your mind fixed on what you want, but if a better thing is shown to you, do +not hesitate to take it; nothing is too good for you. Remember that advancement +comes by constructive action, and that constructive action consists in doing +perfectly everything that you can do where you are now. Never try to do +tomorrow's work today, and never be satisfied with today's work unless it is done +in the most perfect manner possible. Make the very most of today in every way; +have the best of everything; never be satisfied with less than the best. Recognize +the fact that the best is for you, and for everybody, and try to get for all what you +are getting for yourself, but do not sacrifice yourself for others. You can only +really help others by making the most of yourself for them. Never be +disappointed; know that if you fail in one thing, it is because you have set in +motion a force which is bringing you a larger and better thing. FAITH, and +CONSTRUCTIVE ACTION as taught in these lessons, will CERTAINLY bring +you health, wealth, love and mental power. +The End diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-11-Acting-in-the-Certain-Way/Chapter-11-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-11-Acting-in-the-Certain-Way/Chapter-11-source-text.md new file mode 100644 index 0000000..759a924 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-11-Acting-in-the-Certain-Way/Chapter-11-source-text.md @@ -0,0 +1,144 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-11: Acting in the Certain Way +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 50–54 +- **Pages without text**: none +- **Note**: Work: *The Science of Getting Rich*, section 11 of 17. + +--- + + +Chapter 11: Acting in the Certain Way +Table of Contents +THOUGHT is the creative power, or the impelling force which causes the +creative power to act; thinking in a Certain Way will bring riches to you, but you +must not rely upon thought alone, paying no attention to personal action. That is +the rock upon which many otherwise scientific metaphysical thinkers meet +shipwreck--the failure to connect thought with personal action. +We have not yet reached the stage of development, even supposing such a stage +to be possible, in which man can create directly from Formless Substance +without nature's processes or the work of human hands; man must not only think, +but his personal action must supplement his thought. +By thought you can cause the gold in the hearts of the mountains to be impelled +toward you; but it will not mine itself, refine itself, coin itself into double eagles, +and come rolling along the roads seeking its way into your pocket. +Under the impelling power of the Supreme Spirit, men's affairs will be so +ordered that some one will be led to mine the gold for you; other men's business +transactions will be so directed that the gold will be brought toward you, and you +must so arrange your own business affairs that you may be able to receive it +when it comes to you. Your thought makes all things, animate and inanimate, +work to bring you what you want; but your personal activity must be such that +you can rightly receive what you want when it reaches you. You are not to take it +as charity, nor to steal it; you must give every man more in use value than he +gives you in cash value. +The scientific use of thought consists in forming a clear and distinct mental +image of what you want; in holding fast to the purpose to get what you want; and +in realizing with grateful faith that you do get what you want. + + +Do not try to 'project' your thought in any mysterious or occult way, with the +idea of having it go out and do things for you; that is wasted effort, and will +weaken your power to think with sanity. +The action of thought in getting rich is fully explained in the preceding chapters; +your faith and purpose positively impress your vision upon Formless Substance, +which has THE SAME DESIRE FOR MORE LIFE THAT YOU HAVE; and this +vision, received from you, sets all the creative forces at work IN AND +THROUGH THEIR REGULAR CHANNELS OF ACTION, but directed toward +you. +It is not your part to guide or supervise the creative process; all you have to do +with that is to retain your vision, stick to your purpose, and maintain your faith +and gratitude. +But you must act in a Certain Way, so that you can appropriate what is yours +when it comes to you; so that you can meet the things you have in your picture, +and put them in their proper places as they arrive. +You can really see the truth of this. When things reach you, they will be in the +hands of other men, who will ask an equivalent for them. +And you can only get what is yours by giving the other man what is his. +Your pocketbook is not going to be transformed into a Fortunata's purse, which +shall be always full of money without effort on your part. +This is the crucial point in the science of getting rich; right here, where thought +and personal action must be combined. There are very many people who, +consciously or unconsciously, set the creative forces in action by the strength and +persistence of their desires, but who remain poor because they do not provide for +the reception of the thing they want when it comes. +By thought, the thing you want is brought to you; by action you receive it. +Whatever your action is to be, it is evident that you must act NOW. You cannot +act in the past, and it is essential to the clearness of your mental vision that you +dismiss the past from your mind. You cannot act in the future, for the future is +not here yet. And you cannot tell how you will want to act in any future +contingency until that contingency has arrived. + + +Because you are not in the right business, or the right environment now, do not +think that you must postpone action until you get into the right business or +environment. And do not spend time in the present taking thought as to the best +course in possible future emergencies; have faith in your ability to meet any +emergency when it arrives. +If you act in the present with your mind on the future, your present action will be +with a divided mind, and will not be effective. +Put your whole mind into present action. +Do not give your creative impulse to Original Substance, and then sit down and +wait for results; if you do, you will never get them. Act now. There is never any +time but now, and there never will be any time but now. If you are ever to begin +to make ready for the reception of what you want, you must begin now. +And your action, whatever it is, must most likely be in your present business or +employment, and must be upon the persons and things in your present +environment. +You cannot act where you are not; you cannot act where you have been, and you +cannot act where you are going to be; you can act only where you are. +Do not bother as to whether yesterday's work was well done or ill done; do to- +day's work well. Do not try to do tomorrow's work now; there will be plenty of +time to do that when you get to it. +Do not try, by occult or mystical means, to act on people or things that are out of +your reach. +Do not wait for a change of environment, before you act; get a change of +environment by action. +You can so act upon the environment in which you are now, as to cause yourself +to be transferred to a better environment. +Hold with faith and purpose the vision of yourself in the better environment, but +act upon your present environment with all your heart, and with all your +strength, and with all your mind. + + +Do not spend any time in day dreaming or castle building; hold to the one vision +of what you want, and act NOW. +Do not cast about seeking some new thing to do, or some strange, unusual, or +remarkable action to perform as a first step toward getting rich. It is probable +that your actions, at least for some time to come, will be those you have been +performing for some time past; but you are to begin now to perform these +actions in the Certain Way, which will surely make you rich. +If you are engaged in some business, and feel that it is not the right one for you, +do not wait until you get into the right business before you begin to act. +Do not feel discouraged, or sit down and lament because you are misplaced. No +man was ever so misplaced but that he could not find the right place, and no man +ever became so involved in the wrong business but that he could get into the +right business. +Hold the vision of yourself in the right business, with the purpose to get into it, +and the faith that you will get into it, and are getting into it; but ACT in your +present business. Use your present business as the means of getting a better one, +and use your present enviornment as the means of getting into a better one. Your +vision of the right business, if held with faith and purpose, will cause the +Supreme to move the right business toward you; and your action, if performed in +the Certain Way, will cause you to move toward the business. +If you are an employee, or wage earner, and feel that you must change places in +order to get what you want, do not 'project" your thought into space and rely +upon it to get you another job. It will probably fail to do so. +Hold the vision of yourself in the job you want, while you ACT with faith and +purpose on the job you have, and you will certainly get the job you want. +Your vision and faith will set the creative force in motion to bring it toward you, +and your action will cause the forces in your own environment to move you +toward the place you want. In closing this chapter, we will add another statement +to our syllabus:-- +There is a thinking stuff from which all things are made, and which, in its +original state, permeates, penetrates, and fills the interspaces of the universe. + + +A thought, in this substance, Produces the thing that is imaged by the thought. +Man can form things in his thought, and, by impressing his thought upon +formless substance, can cause the thing he thinks about to be created. +In order to do this, man must pass from the competitive to the creative mind; he +must form a clear mental picture of the things he wants, and hold this picture in +his thoughts with the fixed PURPOSE to get what he wants, and the unwavering +FAITH that he does get what he wants, closing his mind to all that may tend to +shake his purpose, dim his vision, or quench his faith. +That he may receive what he wants when it comes, man must act NOW upon the +people and things in his present environment. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-12-Efficient-Action/Chapter-12-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-12-Efficient-Action/Chapter-12-source-text.md new file mode 100644 index 0000000..c4ed103 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-12-Efficient-Action/Chapter-12-source-text.md @@ -0,0 +1,123 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-12: Efficient Action +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 55–58 +- **Pages without text**: none +- **Note**: Work: *The Science of Getting Rich*, section 12 of 17. + +--- + + +Chapter 12: Efficient Action +Table of Contents +YOU must use your thought as directed in previous chapters, and begin to do +what you can do where you are; and you must do ALL that you can do where +you are. +You can advance only by being larger than your present place; and no man is +larger than his present place who leaves undone any of the work pertaining to +that place. +The world is advanced only by those who more than fill their present places. +If no man quite filled his present place, you can see that there must be a going +backward in everything. Those who do not quite fill their present places are dead +weight upon society, government, commerce, and industry; they must be carried +along by others at a great expense. The progress of the world is retarded only by +those who do not fill the places they are holding; they belong to a former age and +a lower stage or plane of life, and their tendency is toward degeneration. No +society could advance if every man was smaller than his place; social evolution +is guided by the law of physical and mental evolution. In the animal world, +evolution is caused by excess of life. +When an organism has more life than can be expressed in the functions of its +own plane, it develops the organs of a higher plane, and a new species is +originated. +There never would have been new species had there not been organisms which +more than filled their places. The law is exactly the same for you; your getting +rich depends upon your applying this principle to your own affairs. +Every day is either a successful day or a day of failure; and it is the successful + + +days which get you what you want. If everyday is a failure, you can never get +rich; while if every day is a success, you cannot fail to get rich. +If there is something that may be done today, and you do not do it, you have +failed in so far as that thing is concerned; and the consequences may be more +disastrous than you imagine. +You cannot foresee the results of even the most trivial act; you do not know the +workings of all the forces that have been set moving in your behalf. Much may +be depending on your doing some simple act; it may be the very thing which is +to open the door of opportunity to very great possibilities. You can never know +all the combinations which Supreme Intelligence is making for you in the world +of things and of things and of human affairs; your neglect or failure to do some +small thing may cause a long delay in getting what you want. +Do, every day, ALL that can be done that day. +There is, however, a limitation or qualification of the above that you must take +into account. +You are not to overwork, nor to rush blindly into your business in the effort to do +the greatest possible number of things in the shortest possible time. +You are not to try to do tomorrow's work today, nor to do a week's work in a day. +It is really not the number of things you do, but the EFFICIENCY of each +separate action that counts. +Every act is, in itself, either a success or a failure. +Every act is, in itself, either effective or inefficient. +Every inefficient act is a failure, and if you spend your life in doing inefficient +acts, your whole life will be a failure. +The more things you do, the worse for you, if all your acts are inefficient ones. +On the other hand, every efficient act is a success in itself, and if every act of +your life is an efficient one, your whole life MUST be a success. + + +The cause of failure is doing too many things in an inefficient manner, and not +doing enough things in an efficient manner. +You will see that it is a self-evident proposition that if you do not do any +inefficient acts, and if you do a sufficient number of efficient acts, you will +become rich. If, now, it is possible for you to make each act an efficient one, you +see again that the getting of riches is reduced to an exact science, like +mathematics. +The matter turns, then, on the questions whether you can make each separate act +a success in itself. And this you can certainly do. +You can make each act a success, because ALL Power is working with you; and +ALL Power cannot fail. +Power is at your service; and to make each act efficient you have only to put +power into it. +Every action is either strong or weak; and when every one is strong, you are +acting in the Certain Way which will make you rich. +Every act can be made strong and efficient by holding your vision while you are +doing it, and putting the whole power of your FAITH and PURPOSE into it. +It is at this point that the people fail who separate mental power from personal +action. They use the power of mind in one place and at one time, and they act in +another place and at another time. So their acts are not successful in themselves; +too many of them are inefficient. But if ALL Power goes into every act, no +matter how commonplace, every act will be a success in itself; and as in the +nature of things every success opens the way to other successes, your progress +toward what you want, and the progress of what you want toward you, will +become increasingly rapid. +Remember that successful action is cumulative in its results. Since the desire for +more life is inherent in all things, when a man begins to move toward larger life +more things attach themselves to him, and the influence of his desire is +multiplied. +Do, every day, all that you can do that day, and do each act in an efficient +manner. + + +In saying that you must hold your vision while you are doing each act, however +trivial or commonplace, I do not mean to say that it is necessary at all times to +see the vision distinctly to its smallest details. It should be the work of your +leisure hours to use your imagination on the details of your vision, and to +contemplate them until they are firmly fixed upon memory. If you wish speedy +results, spend practically all your spare time in this practice. +By continuous contemplation you will get the picture of what you want, even to +the smallest details, so firmly fixed upon your mind, and so completely +transferred to the mind of Formless Substance, that in your working hours you +need only to mentally refer to the picture to stimulate your faith and purpose, +and cause your best effort to be put forth. Contemplate your picture in your +leisure hours until your consciousness is so full of it that you can grasp it +instantly. You will become so enthused with its bright promises that the mere +thought of it will call forth the strongest energies of your whole being. +Let us again repeat our syllabus, and by slightly changing the closing statements +bring it to the point we have now reached. +There is a thinking stuff from which all things are made, and which, in its +original state, permeates, penetrates, and fills the interspaces of the universe. +A thought, in this substance, Produces the thing that is imaged by the thought. +Man can form things in his thought, and, by impressing his thought upon +formless substance, can cause the thing he thinks about to be created. +In order to do this, man must pass from the competitive to the creative mind; he +must form a clear mental picture of the things he wants, and do, with faith and +purpose, all that can be done each day, doing each separate thing in an efficient +manner. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-13-Getting-into-the-Right-Business/Chapter-13-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-13-Getting-into-the-Right-Business/Chapter-13-source-text.md new file mode 100644 index 0000000..5ef4c3a --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-13-Getting-into-the-Right-Business/Chapter-13-source-text.md @@ -0,0 +1,110 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-13: Getting into the Right Business +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 59–62 +- **Pages without text**: none +- **Note**: Work: *The Science of Getting Rich*, section 13 of 17. + +--- + + +Chapter 13: Getting into the Right Business +Table of Contents +SUCCESS, in any particular business, depends for one thing upon your +possessing in a well-developed state the faculties required in that business. +Without good musical faculty no one can succeed as a teacher of music; without +well-developed mechanical faculties no one can achieve great success in any of +the mechanical trades; without tact and the commercial faculties no one can +succeed in mercantile pursuits. But to possess in a well-developed state the +faculties required in your particular vocation does not insure getting rich. There +are musicians who have remarkable talent, and who yet remain poor; there are +blacksmiths, carpenters, and so on who have excellent mechanical ability, but +who do not get rich; and there are merchants with good faculties for dealing with +men who nevertheless fail. +The different faculties are tools; it is essential to have good tools, but it is also +essential that the tools should be used in the Right Way. One man can take a +sharp saw, a square, a good plane, and so on, and build a handsome article of +furniture; another man can take the same tools and set to work to duplicate the +article, but his production will be a botch. He does not know how to use good +tools in a successful way. +The various faculties of your mind are the tools with which you must do the +work which is to make you rich; it will be easier for you to succeed if you get +into a business for which you are well equipped with mental tools. +Generally speaking, you will do best in that business which will use your +strongest faculties; the one for which you are naturally "best fitted." But there +are limitations to this statement, also. No man should regard his vocation as +being irrevocably fixed by the tendencies with which he was born. + + +You can get rich in ANY business, for if you have not the right talent for you can +develop that talent; it merely means that you will have to make your tools as you +go along, instead of confining yourself to the use of those with which you were +born. It will be EASIER for you to succeed in a vocation for which you already +have the talents in a well-developed state; but you CAN succeed in any vocation, +for you can develop any rudimentary talent, and there is no talent of which you +have not at least the rudiment. +You will get rich most easily in point of effort, if you do that for which you are +best fitted; but you will get rich most satisfactorily if you do that which you +WANT to do. +Doing what you want to do is life; and there is no real satisfaction in living if we +are compelled to be forever doing something which we do not like to do, and can +never do what we want to do. And it is certain that you can do what you want to +do; the desire to do it is proof that you have within you the power which can do +it. +Desire is a manifestation of power. +The desire to play music is the power which can play music seeking expression +and development; the desire to invent mechanical devices is the mechanical +talent seeking expression and development. +Where there is no power, either developed or undeveloped, to do a thing, there is +never any desire to do that thing; and where there is strong desire to do a thing, it +is certain proof that the power to do it is strong, and only requires to be +developed and applied in the Right Way. +All things else being equal, it is best to select the business for which you have +the best developed talent; but if you have a strong desire to engage in any +particular line of work, you should select that work as the ultimate end at which +you aim. +You can do what you want to do, and it is your right and privilege to follow the +business or avocation which will be most congenial and pleasant. +You are not obliged to do what you do not like to do, and should not do it except +as a means to bring you to the doing of the thing you want to do. + + +If there are past mistakes whose consequences have placed you in an undesirable +business or environment, you may be obliged for some time to do what you do +not like to do; but you can make the doing of it pleasant by knowing that it is +making it possible for you to come to the doing of what you want to do. +If you feel that you are not in the right vocation, do not act too hastily in trying +to get into another one. The best way, generally, to change business or +environment is by growth. +Do not be afraid to make a sudden and radical change if the opportunity is +presented, and you feel after careful consideration that it is the right opportunity; +but never take sudden or radical action when you are in doubt as to the wisdom +of doing so. +There is never any hurry on the creative plane; and there is no lack of +opportunity. +When you get out of the competitive mind you will understand that you never +need to act hastily. No one else is going to beat you to the thing you want to do; +there is enough for all. If one space is taken, another and a better one will be +opened for you a little farther on; there is plenty of time. When you are in doubt, +wait. Fall back on the contemplation of your vision, and increase your faith and +purpose; and by all means, in times of doubt and indecision, cultivate gratitude. +A day or two spent in contemplating the vision of what you want, and in earnest +thanksgiving that you are getting it, will bring your mind into such close +relationship with the Supreme that you will make no mistake when you do act. +There is a mind which knows all there is to know; and you can come into close +unity with this mind by faith and the purpose to advance in life, if you have deep +gratitude. +Mistakes come from acting hastily, or from acting in fear or doubt, or in +forgetfulness of the Right Motive, which is more life to all, and less to none. +As you go on in the Certain Way, opportunities will come to you in increasing +number; and you will need to be very steady in your faith and purpose, and to +keep in close touch with the All Mind by reverent gratitude. +Do all that you can do in a perfect manner every day, but do it without haste, + + +worry, or fear. Go as fast as you can, but never hurry. +Remember that in the moment you begin to hurry you cease to be a creator and +become a competitor; you drop back upon the old plane again. +Whenever you find yourself hurrying, call a halt; fix your attention on the mental +image of the thing you want, and begin to give thanks that you are getting it. The +exercise of GRATITUDE will never fail to strengthen your faith and renew your +purpose. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-14-The-Impression-of-Increase/Chapter-14-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-14-The-Impression-of-Increase/Chapter-14-source-text.md new file mode 100644 index 0000000..6a94ff2 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-14-The-Impression-of-Increase/Chapter-14-source-text.md @@ -0,0 +1,111 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-14: The Impression of Increase +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 63–66 +- **Pages without text**: none +- **Note**: Work: *The Science of Getting Rich*, section 14 of 17. + +--- + + +Chapter 14: The Impression of Increase +Table of Contents +WHETHER you change your vocation or not, your actions for the present must +be those pertaining to the business in which you are now engaged. +You can get into the business you want by making constructive use of the +business you are already established in; by doing your daily work in a Certain +Way. +And in so far as your business consists in dealing with other men, whether +personally or by letter, the key-thought of all your efforts must be to convey to +their minds the impression of increase. +Increase is what all men and all women are seeking; it is the urge of the +Formless Intelligence within them, seeking fuller expression. +The desire for increase is inherent in all nature; it is the fundamental impulse of +the universe. All human activities are based on the desire for increase; people are +seeking more food, more clothes, better shelter, more luxury, more beauty, more +knowledge, more pleasure-- increase in something, more life. +Every living thing is under this necessity for continuous advancement; where +increase of life ceases, dissolution and death set in at once. +Man instinctively knows this, and hence he is forever seeking more. This law of +perpetual increase is set forth by Jesus in the parable of the talents; only those +who gain more retain any; from him who hath not shall be taken away even that +which he hath. +The normal desire for increased wealth is not an evil or a reprehensible thing; it +is simply the desire for more abundant life; it is aspiration. + + +And because it is the deepest instinct of their natures, all men and women are +attracted to him who can give them more of the means of life. +In following the Certain Way as described in the foregoing pages, you are +getting continuous increase for yourself, and you are giving it to all with whom +you deal. +You are a creative center, from which increase is given off to all. +Be sure of this, and convey assurance of the fact to every man, woman, and child +with whom you come in contact. No matter how small the transaction, even if it +be only the selling of a stick of candy to a little child, put into it the thought of +increase, and make sure that the customer is impressed with the thought. +Convey the impression of advancement with everything you do, so that all +people shall receive the impression that you are an Advancing Man, and that you +advance all who deal with you. Even to the people whom you meet in a social +way, without any thought of business, and to whom you do not try to sell +anything, give the thought of increase. +You can convey this impression by holding the unshakable faith that you, +yourself, are in the Way of Increase; and by letting this faith inspire, fill, and +permeate every action. +Do everything that you do in the firm conviction that you are an advancing +personality, and that you are giving advancement to everybody. +Feel that you are getting rich, and that in so doing you are making others rich, +and conferring benefits on all. +Do not boast or brag of your success, or talk about it unnecessarily; true faith is +never boastful. +Wherever you find a boastful person, you find one who is secretly doubtful and +afraid. Simply feel the faith, and let it work out in every transaction; let every act +and tone and look express the quiet assurance that you are getting rich; that you +are already rich. Words will not be necessary to communicate this feeling to +others; they will feel the sense of increase when in your presence, and will be +attracted to you again. + + +You must so impress others that they will feel that in associating with you they +will get increase for themselves. See that you give them a use value greater than +the cash value you are taking from them. +Take an honest pride in doing this, and let everybody know it; and you will have +no lack of customers. People will go where they are given increase; and the +Supreme, which desires increase in all, and which knows all, will move toward +you men and women who have never heard of you. Your business will increase +rapidly, and you will be surprised at the unexpected benefits which will come to +you. You will be able from day to day to make larger combinations, secure +greater advantages, and to go on into a more congenial vocation if you desire to +do so. +But in doing all this, you must never lose sight of your vision of what you want, +or your faith and purpose to get what you want. +Let me here give you another word of caution in regard to motives. +Beware of the insidious temptation to seek for power over other men. +Nothing is so pleasant to the unformed or partially developed mind as the +exercise of power or dominion over others. The desire to rule for selfish +gratification has been the curse of the world. For countless ages kings and lords +have drenched the earth with blood in their battles to extend their dominions; +this not to seek more life for all, but to get more power for themselves. +Today, the main motive in the business and industrial world is the same; men +marshal their armies of dollars, and lay waste the lives and hearts of millions in +the same mad scramble for power over others. Commercial kings, like political +kings, are inspired by the lust for power. +Jesus saw in this desire for mastery the moving impulse of that evil world He +sought to overthrow. Read the twenty-third chapter of Matthew, and see how He +pictures the lust of the Pharisees to be called "Master," to sit in the high places, +to domineer over others, and to lay burdens on the backs of the less fortunate; +and note how He compares this lust for dominion with the brotherly seeking for +the Common Good to which He calls His disciples. +Look out for the temptation to seek for authority, to become a "master," to be +considered as one who is above the common herd, to impress others by lavish + + +display, and so on. +The mind that seeks for mastery over others is the competitive mind; and the +competitive mind is not the creative one. In order to master your environment +and your destiny, it is not at all necessary that you should rule over your fellow +men and indeed, when you fall into the world's struggle for the high places, you +begin to be conquered by fate and environment, and your getting rich becomes a +matter of chance and speculation. +Beware of the competitive mind!! No better statement of the principle of creative +action can be formulated than the favorite declaration of the late "Golden Rule" +Jones of Toledo: "What I want for myself, I want for everybody." diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-15-The-Advancing-Man/Chapter-15-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-15-The-Advancing-Man/Chapter-15-source-text.md new file mode 100644 index 0000000..d3d6692 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-15-The-Advancing-Man/Chapter-15-source-text.md @@ -0,0 +1,113 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-15: The Advancing Man +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 67–70 +- **Pages without text**: none +- **Note**: Work: *The Science of Getting Rich*, section 15 of 17. + +--- + + +Chapter 15: The Advancing Man +Table of Contents +WHAT I have said in the last chapter applies as well to the professional man and +the wage-earner as to the man who is engaged in mercantile business. +No matter whether you are a physician, a teacher, or a clergyman, if you can give +increase of life to others and make them sensible of the fact, they will be +attracted to you, and you will get rich. The physician who holds the vision of +himself as a great and successful healer, and who works toward the complete +realization of that vision with faith and purpose, as described in former chapters, +will come into such close touch with the Source of Life that he will be +phenomenally successful; patients will come to him in throngs. +No one has a greater opportunity to carry into effect the teaching of this book +than the practitioner of medicine; it does not matter to which of the various +schools he may belong, for the principle of healing is common to all of them, +and may be reached by all alike. The Advancing Man in medicine, who holds to +a clear mental image of himself as successful, and who obeys the laws of faith, +purpose, and gratitude, will cure every curable case he undertakes, no matter +what remedies he may use. +In the field of religion, the world cries out for the clergyman who can teach his +hearers the true science of abundant life. He who masters the details of the +science of getting rich, together with the allied sciences of being well, of being +great, and of winning love, and who teaches these details from the pulpit, will +never lack for a congregation. This is the gospel that the world needs; it will give +increase of life, and men will hear it gladly, and will give liberal support to the +man who brings it to them. +What is now needed is a demonstration of the science of life from the pulpit. We +want preachers who can not only tell us how, but who in their own persons will + + +show us how. We need the preacher who will himself be rich, healthy, great, and +beloved, to teach us how to attain to these things; and when he comes he will +find a numerous and loyal following. +The same is true of the teacher who can inspire the children with the faith and +purpose of the advancing life. He will never be "out of a job." And any teacher +who has this faith and purpose can give it to his pupils; he cannot help giving it +to them if it is part of his own life and practice. +What is true of the teacher, preacher, and physician is true of the lawyer, dentist, +real estate man, insurance agent--of everybody. +The combined mental and personal action I have described is infallible; it cannot +fail. Every man and woman who follows these instructions steadily, +perseveringly, and to the letter, will get rich. The law of the Increase of Life is as +mathematically certain in its operation as the law of gravitation; getting rich is +an exact science. +The wage-earner will find this as true of his case as of any of the others +mentioned. Do not feel that you have no chance to get rich because you are +working where there is no visible opportunity for advancement, where wages are +small and the cost of living high. Form your clear mental vision of what you +want, and begin to act with faith and purpose. +Do all the work you can do, every day, and do each piece of work in a perfectly +successful manner; put the power of success, and the purpose to get rich, into +everything that you do. +But do not do this merely with the idea of currying favor with your employer, in +the hope that he, or those above you, will see your good work and advance you; +it is not likely that they will do so. +The man who is merely a "good" workman, filling his place to the very best of +his ability, and satisfied with that, is valuable to his employer; and it is not to the +employer's interest to promote him; he is worth more where he is. +To secure advancement, something more is necessary than to be too large for +your place. +The man who is certain to advance is the one who is too big for his place, and + + +who has a clear concept of what he wants to be; who knows that he can become +what he wants to be and who is determined to BE what he wants to be. +Do not try to more than fill your present place with a view to pleasing your +employer; do it with the idea of advancing yourself. Hold the faith and purpose +of increase during work hours, after work hours, and before work hours. Hold it +in such a way that every person who comes in contact with you, whether +foreman, fellow workman, or social acquaintance, will feel the power of purpose +radiating from you; so that every one will get the sense of advancement and +increase from you. Men will be attracted to you, and if there is no possibility for +advancement in your present job, you will very soon see an opportunity to take +another job. +There is a Power which never fails to present opportunity to the Advancing Man +who is moving in obedience to law. +God cannot help helping you, if you act in a Certain Way; He must do so in +order to help Himself. +There is nothing in your circumstances or in the industrial situation that can keep +you down. If you cannot get rich working for the steel trust, you can get rich on +a ten-acre farm; and if you begin to move in the Certain Way, you will certainly +escape from the "clutches" of the steel trust and get on to the farm or wherever +else you wish to be. +If a few thousands of its employees would enter upon the Certain Way, the steel +trust would soon be in a bad plight; it would have to give its workingmen more +opportunity, or go out of business. Nobody has to work for a trust; the trusts can +keep men in so called hopeless conditions only so long as there are men who are +too ignorant to know of the science of getting rich, or too intellectually slothful +to practice it. +Begin this way of thinking and acting, and your faith and purpose will make you +quick to see any opportunity to better your condition. +Such opportunities will speedily come, for the Supreme, working in All, and +working for you, will bring them before you. +Do not wait for an opportunity to be all that you want to be; when an opportunity +to be more than you are now is presented and you feel impelled toward it, take it. + + +It will be the first step toward a greater opportunity. +There is no such thing possible in this universe as a lack of opportunities for the +man who is living the advancing life. +It is inherent in the constitution of the cosmos that all things shall be for him and +work together for his good; and he must certainly get rich if he acts and thinks in +the Certain Way. So let wage-earning men and women study this book with great +care, and enter with confidence upon the course of action it prescribes; it will not +fail. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-16-Some-Cautions-and-Concluding-Observations/Chapter-16-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-16-Some-Cautions-and-Concluding-Observations/Chapter-16-source-text.md new file mode 100644 index 0000000..106f53f --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-16-Some-Cautions-and-Concluding-Observations/Chapter-16-source-text.md @@ -0,0 +1,130 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-16: Some Cautions, and Concluding Observations +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 71–74 +- **Pages without text**: none +- **Note**: Work: *The Science of Getting Rich*, section 16 of 17. + +--- + + +Chapter 16: Some Cautions, and Concluding +Observations +Table of Contents +MANY people will scoff at the idea that there is an exact science of getting rich; +holding the impression that the supply of wealth is limited, they will insist that +social and governmental institutions must be changed before even any +considerable number of people can acquire a competence. +But this is not true. +It is true that existing governments keep the masses in poverty, but this is +because the masses do not think and act in the Certain Way. +If the masses begin to move forward as suggested in this book, neither +governments nor industrial systems can check them; all systems must be +modified to accommodate the forward movement. +If the people have the Advancing Mind, have the Faith that they can become +rich, and move forward with the fixed purpose to become rich, nothing can +possibly keep them in poverty. +Individuals may enter upon the Certain Way at any time, and under any +government, and make themselves rich; and when any considerable number of +individuals do so under any government, they will cause the system to be so +modified as to open the way for others. +The more men who get rich on the competitive plane, the worse for others; the +more who get rich on the creative plane, the better for others. +The economic salvation of the masses can only be accomplished by getting a +large number of people to practice the scientific method set down in this book, + + +and become rich. These will show others the way, and inspire them with a desire +for real life, with the faith that it can be attained, and with the purpose to attain +it. +For the present, however, it is enough to know that neither the government under +which you live nor the capitalistic or competitive system of industry can keep +you from getting rich. When you enter upon the creative plane of thought you +will rise above all these things and become a citizen of another kingdom. +But remember that your thought must be held upon the creative plane; you are +never for an instant to be betrayed into regarding the supply as limited, or into +acting on the moral level of competition. +Whenever you do fall into old ways of thought, correct yourself instantly; for +when you are in the competitive mind, you have lost the cooperation of the Mind +of the Whole. +Do not spend any time in planning as to how you will meet possible emergencies +in the future, except as the necessary policies may affect your actions today. You +are concerned with doing today's work in a perfectly successful manner, and not +with emergencies which may arise tomorrow; you can attend to them as they +come. +Do not concern yourself with questions as to how you shall surmount obstacles +which may loom upon your business horizon, unless you can see plainly that +your course must be altered today in order to avoid them. +No matter how tremendous an obstruction may appear at a distance, you will +find that if you go on in the Certain Way it will disappear as you approach it, or +that a way over, through, or around it will appear. +No possible combination of circumstances can defeat a man or woman who is +proceeding to get rich along strictly scientific lines. No man or woman who +obeys the law can fail to get rich, any more than one can multiply two by two +and fail to get four. +Give no anxious thought to possible disasters, obstacles, panics, or unfavorable +combinations of circumstances; it is time enough to meet such things when they +present themselves before you in the immediate present, and you will find that +every difficulty carries with it the wherewithal for its overcoming. + + +Guard your speech. Never speak of yourself, your affairs, or of anything else in a +discouraged or discouraging way. +Never admit the possibility of failure, or speak in a way that infers failure as a +possibility. +Never speak of the times as being hard, or of business conditions as being +doubtful. Times may be hard and business doubtful for those who are on the +competitive plane, but they can never be so for you; you can create what you +want, and you are above fear. +When others are having hard times and poor business, you will find your greatest +opportunities. +Train yourself to think of and to look upon the world as a something which is +Becoming, which is growing; and to regard seeming evil as being only that +which is undeveloped. Always speak in terms of advancement; to do otherwise +is to deny your faith, and to deny your faith is to lose it. +Never allow yourself to feel disappointed. You may expect to have a certain +thing at a certain time, and not get it at that time; and this will appear to you like +failure. +But if you hold to your faith you will find that the failure is only apparent. +Go on in the certain way, and if you do not receive that thing, you will receive +something so much better that you will see that the seeming failure was really a +great success. +A student of this science had set his mind on making a certain business +combination which seemed to him at the time to be very desirable, and he +worked for some weeks to bring it about. When the crucial time came, the thing +failed in a perfectly inexplicable way; it was as if some unseen influence had +been working secretly against him. He was not disappointed; on the contrary, he +thanked God that his desire had been overruled, and went steadily on with a +grateful mind. In a few weeks an opportunity so much better came his way that +he would not have made the first deal on any account; and he saw that a Mind +which knew more than he knew had prevented him from losing the greater good +by entangling himself with the lesser. + + +That is the way every seeming failure will work out for you, if you keep your +faith, hold to your purpose, have gratitude, and do, every day, all that can be +done that day, doing each separate act in a successful manner. +When you make a failure, it is because you have not asked for enough; keep on, +and a larger thing then you were seeking will certainly come to you. Remember +this. +You will not fail because you lack the necessary talent to do what you wish to +do. If you go on as I have directed, you will develop all the talent that is +necessary to the doing of your work. +It is not within the scope of this book to deal with the science of cultivating +talent; but it is as certain and simple as the process of getting rich. +However, do not hesitate or waver for fear that when you come to any certain +place you will fail for lack of ability; keep right on, and when you come to that +place, the ability will be furnished to you. The same source of Ability which +enabled the untaught Lincoln to do the greatest work in government ever +accomplished by a single man is open to you; you may draw upon all the mind +there is for wisdom to use in meeting the responsibilities which are laid upon +you. Go on in full faith. +Study this book. Make it your constant companion until you have mastered all +the ideas contained in it. While you are getting firmly established in this faith, +you will do well to give up most recreations and pleasure; and to stay away from +places where ideas conflicting with these are advanced in lectures or sermons. +Do not read pessimistic or conflicting literature, or get into arguments upon the +matter. Do very little reading, outside of the writers mentioned in the Preface. +Spend most of your leisure time in contemplating your vision, and in cultivating +gratitude, and in reading this book. It contains all you need to know of the +science of getting rich; and you will find all the essentials summed up in the +following chapter. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-17-Summary-of-the-Science-of-Getting-Rich/Chapter-17-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-17-Summary-of-the-Science-of-Getting-Rich/Chapter-17-source-text.md new file mode 100644 index 0000000..4ec2d0b --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-17-Summary-of-the-Science-of-Getting-Rich/Chapter-17-source-text.md @@ -0,0 +1,53 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-17: Summary of the Science of Getting Rich +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 75–76 +- **Pages without text**: none +- **Note**: Work: *The Science of Getting Rich*, section 17 of 17. + +--- + + +Chapter 17: Summary of the Science of Getting Rich +Table of Contents +THERE is a thinking stuff from which all things are made, and which, in its +original state, permeates, penetrates, and fills the interspaces of the universe. +A thought in this substance produces the thing that is imaged by the thought. +Man can form things in his thought, and by impressing his thought upon +formless substance can cause the thing he thinks about to be created. +In order to do this, man must pass from the competitive to the creative mind; +otherwise he cannot be in harmony with the Formless Intelligence, which is +always creative and never competitive in spirit. +Man may come into full harmony with the Formless Substance by entertaining a +lively and sincere gratitude for the blessings it bestows upon him. Gratitude +unifies the mind of man with the intelligence of Substance, so that man's +thoughts are received by the Formless. Man can remain upon the creative plane +only by uniting himself with the Formless Intelligence through a deep and +continuous feeling of gratitude. +Man must form a clear and definite mental image of the things he wishes to +have, to do, or to become; and he must hold this mental image in his thoughts, +while being deeply grateful to the Supreme that all his desires are granted to +him. The man who wishes to get rich must spend his leisure hours in +contemplating his Vision, and in earnest thanksgiving that the reality is being +given to him. Too much stress cannot be laid on the importance of frequent +contemplation of the mental image, coupled with unwavering faith and devout +gratitude. This is the process by which the impression is given to the Formless, +and the creative forces set in motion. + + +The creative energy works through the established channels of natural growth, +and of the industrial and social order. All that is included in his mental image +will surely be brought to the man who follows the instructions given above, and +whose faith does not waver. What he wants will come to him through the ways +of established trade and commerce. +In order to receive his own when it shall come to him, man must be active; and +this activity can only consist in more than filling his present place. He must keep +in mind the Purpose to get rich through the realization of his mental image. And +he must do, every day, all that can be done that day, taking care to do each act in +a successful manner. He must give to every man a use value in excess of the cash +value he receives, so that each transaction makes for more life; and he must so +hold the Advancing Thought that the impression of increase will be +communicated to all with whom he comes in contact. +The men and women who practice the foregoing instructions will certainly get +rich; and the riches they receive will be in exact proportion to the definiteness of +their vision, the fixity of their purpose, the steadiness of their faith, and the depth +of their gratitude. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-18-The-Principle-of-Health/Chapter-18-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-18-The-Principle-of-Health/Chapter-18-source-text.md new file mode 100644 index 0000000..847de06 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-18-The-Principle-of-Health/Chapter-18-source-text.md @@ -0,0 +1,184 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-18: The Principle of Health +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 77–83 +- **Pages without text**: none +- **Note**: Work: *The Science of Being Well*, section 1 of 17. Includes the work's title page and Preface. + +--- + + +The Science of Being Well +Table of Contents +Preface +Chapter I. The Principle of Health +Chapter II. The Foundation of Faith +Chapter III. Life and Its Organisms +Chapter IV. What to Think +Chapter V. Faith +Chapter VI. Use of the Will +Chapter VII. Health from God +Chapter VIII. Summary of the Mental Actions +Chapter IX. When to Eat +Chapter X. What to Eat +Chapter XI. How to Eat +Chapter XII. Hunger and Appetites +Chapter XIII. In a Nutshell +Chapter XIV. Breathing +Chapter XV. Sleep + + +Chapter XVI. Supplementary Instructions +Chapter XVII. A Summary of the Science of Being Well + + +Preface +Table of Contents +This volume is the second of a series, the first of which is "THE SCIENCE OF +GETTING RICH." As that book is intended solely for those who want money, so +this is for those who want health, and who want a practical guide and handbook, +not a philosophical treatise. It is an instructor in the use of the universal Principle +of Life, and my effort has been to explain the way in so plain and simple a +fashion that the reader, though he may have given no previous study to New +Thought or metaphysics, may readily follow it to perfect health. While retaining +all essentials, I have carefully eliminated all non-essentials; I have used no +technical, abstruse, or difficult language, and have kept the one point in view at +all times. +As its title asserts, the book deals with science, not speculation. The monistic +theory of the universe—the theory that matter, mind, consciousness, and life are +all manifestations of one Substance—is now accepted by most thinkers; and if +you accept this theory, you cannot deny the logical conclusions you will find +herein. Best of all, the methods of thought and action prescribed have been +tested by the author in his own case, and in the case of hundreds of others during +twelve years of practice, with continuous and unfailing success. I can say of the +Science of Being Well that it works; and that wherever its laws are complied +with, it can no more fail to work than the science of geometry can fail to work. If +the tissues of your body have not been so destroyed that continued life is +impossible, you can get well; and if you will think and act in a Certain Way, you +will get well. +If the reader wishes to fully understand the monistic theory of the cosmos, he is +recommended to read Hegel and Emerson; to read also "The Eternal News," a +pamphlet by J. J. Brown, 300 Cathcart Road, Govanhill, Glasgow, Scotland. +Some enlightenment may also be found in a series of articles by the author, +which were published in The Nautilus, Holyoke, Mass., during the year 1909, + + +under the title, "What Is Truth?" +Those who wish more detailed information as to the performance of the +voluntary functions—eating, drinking, breathing, and sleeping—may read "New +Science of Living and Healing," "Letters to a Woman's Husband," and "The +Constructive Use of Foods," booklets by W. D. Wattles, which may be obtained +from the publishers of this book. I would also recommend the writings of Horace +Fletcher, and of Edward Hooker Dewey. Read all these, if you like, as a sort of +buttress to your faith; but let me warn you against making the mistake of +studying many conflicting theories, and practicing, at the same time, parts of +several different "systems"; for if you get well, it must be by giving your +WHOLE MIND to the right way of thinking and living. Remember that the +SCIENCE OF BEING WELL claims to be a complete and sufficient guide in +every particular. Concentrate upon the way of thinking and acting it prescribes, +and follow it in every detail, and you will get well; or if you are already well, +you will remain so. Trusting that you will go on until the priceless blessing of +perfect health is yours, I remain, +Very truly yours, +Wallace D. Wattles. + + +Chapter I. +The Principle of Health. +Table of Contents +In the personal application of the Science of Being Well, as in that of the Science +of Getting Rich, certain fundamental truths must be known in the beginning, and +accepted without question. Some of these truths we state here:— +The perfectly natural performance of function constitutes health; and the +perfectly natural performance of function results from the natural action of the +Principle of Life. There is a Principle of Life in the universe; it is the One Living +Substance from which all things are made. This Living Substance permeates, +penetrates, and fills the interspaces of the universe; it is in and through all things, +like a very refined and diffusible ether. All life comes from it; its life is all the +life there is. +Man is a form of this Living Substance, and has within him a Principle of +Health. (The word Principle is used as meaning source.) The Principle of Health +in man, when in full constructive activity, causes all the voluntary functions of +his life to be perfectly performed. +It is the Principle of Health in man which really works all healing, no matter +what "system" or "remedy" is employed; and this Principle of Health is brought +into Constructive Activity by thinking in a Certain Way. +I proceed now to prove this last statement. We all know that cures are wrought +by all the different, and often opposite, methods employed in the various +branches of the healing art. The allopath, who gives a strong dose of a counter- +poison, cures his patient; and the homeopath, who gives a diminutive dose of the +poison most similar to that of the disease, also cures it. If allopathy ever cured +any given disease, it is certain that homeopathy never cured that disease; and if + + +homeopathy ever cured an ailment, allopathy could not possibly cure that +ailment. The two systems are radically opposite in theory and practice; and yet +both "cure" most diseases. And even the remedies used by physicians in any one +school are not the same. Go with a case of indigestion to half a dozen doctors, +and compare their prescriptions; it is more than likely that none of the +ingredients of any one of them will be in the others. Must we not conclude that +their patients are healed by a Principle of Health within themselves, and not by +something in the varying "remedies"? +Not only this, but we find the same ailments cured by the osteopath with +manipulations of the spine; by the faith healer with prayer, by the food scientist +with bills of fare, by the Christian Scientist with a formulated creed statement, +by the mental scientist with affirmation, and by the hygienists with differing +plans of living. What conclusion can we come to in the face of all these facts but +that there is a Principle of Health which is the same in all people, and which +really accomplishes all the cures; and that there is something in all the "systems" +which, under favorable conditions, arouses the Principle of Health to action? +That is, medicines, manipulations, prayers, bills of fare, affirmations, and +hygienic practices cure whenever they cause the Principle of Health to become +active; and fail whenever they do not cause it to become active. Does not all this +indicate that the results depend upon the way the patient thinks about the +remedy, rather than upon the ingredients in the prescription? +There is an old story which furnishes so good an illustration on this point that I +will give it here. It is said that in the middle ages, the bones of a saint, kept in +one of the monasteries, were working miracles of healing; on certain days a great +crowd of the afflicted gathered to touch the relics, and all who did so were +healed. On the eve of one of these occasions, some sacrilegious rascal gained +access to the case in which the wonder-working relics were kept and stole the +bones; and in the morning, with the usual crowd of sufferers waiting at the gates, +the fathers found themselves shorn of the source of the miracle-working power. +They resolved to keep the matter quiet, hoping that by doing so they might find +the thief and recover their treasures; and hastening to the cellar of the convent +they dug up the bones of a murderer, who had been buried there many years +before. These they placed in the case, intending to make some plausible excuse +for the failure of the saint to perform his usual miracles on that day; and then +they let in the waiting assemblage of the sick and infirm. To the intense +astonishment of those in the secret, the bones of the malefactor proved as +efficacious as those of the saint; and the healing went on as before. One of the + + +fathers is said to have left a history of the occurrence, in which he confessed +that, in his judgment, the healing power had been in the people themselves all +the time, and never in the bones at all. +Whether the story is true or not, the conclusion applies to all the cures wrought +by all the systems. The Power that Heals is in the patient himself; and whether it +shall become active or not does not depend upon the physical or mental means +used, but upon the way the patient thinks about these means. There is a +Universal Principle of Life, as Jesus taught; a great spiritual Healing Power; and +there is a Principle of Health in man which is related to this Healing Power. This +is dormant or active, according to the way a man thinks. He can always quicken +it into activity by thinking in a Certain Way. +Your getting well does not depend upon the adoption of some system, or the +finding of some remedy; people with your identical ailments have been healed +by all systems and all remedies. It does not depend upon climate; some people +are well and others are sick in all climates. It does not depend upon avocation, +unless in case of those who work under poisonous conditions; people are well in +all trades and professions. Your getting well depends upon your beginning to +think—and act—in a Certain Way. +The way a man thinks about things is determined by what he believes about +them. His thoughts are determined by his faith, and the results depend upon his +making a personal application of his faith. If a man has faith in the efficacy of a +medicine, and is able to apply that faith to himself, that medicine will certainly +cause him to be cured; but though his faith be great, he will not be cured unless +he applies it to himself. Many sick people have faith for others but none for +themselves. So, if he has faith in a system of diet, and can personally apply that +faith, it will cure him; and if he has faith in prayers and affirmations and +personally applies his faith, prayers and affirmations will cure him. Faith, +personally applied, cures; and no matter how great the faith or how persistent the +thought, it will not cure without personal application. The Science of Being +Well, then, includes the two fields of thought and action. To be well it is not +enough that man should merely think in a Certain Way; he must apply his +thought to himself, and he must express and externalize it in his outward life by +acting in the same way that he thinks. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-19-The-Foundation-of-Faith/Chapter-19-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-19-The-Foundation-of-Faith/Chapter-19-source-text.md new file mode 100644 index 0000000..10a3f0f --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-19-The-Foundation-of-Faith/Chapter-19-source-text.md @@ -0,0 +1,136 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-19: The Foundation of Faith +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 84–87 +- **Pages without text**: none +- **Note**: Work: *The Science of Being Well*, section 2 of 17. + +--- + + +Chapter II +The Foundations of Faith. +Table of Contents +Before man can think in the Certain Way which will cause his diseases to be +healed, he must believe in certain truths which are here stated:— +All things are made from one Living Substance, which, in its original state, +permeates, penetrates, and fills the interspaces of the universe. While all visible +things are made from It, yet this Substance, in its first formless condition is in +and through all the visible forms that It has made. Its life is in All, and its +intelligence is in All. +This Substance creates by thought, and its method is by taking the form of that +which it thinks about. The thought of a form held by this substance causes it to +assume that form; the thought of a motion causes it to institute that motion. +Forms are created by this substance in moving itself into certain attitudes or +positions. When Original Substance wishes to create a given form, it thinks of +the motions which will produce that form. When it wishes to create a world, it +thinks of the motions, perhaps extending through ages, which will result in its +coming into the attitude and form of the world; and these motions are made. +When it wishes to create an oak tree, it thinks of the sequences of movement, +perhaps extending through ages, which will result in the form of an oak tree; and +these motions are made. The particular sequences of motion by which differing +forms should be produced were established in the beginning; they are +changeless. Certain motions instituted in the Formless Substance will forever +produce certain forms. +Man's body is formed from the Original Substance, and is the result of certain +motions, which first existed as thoughts of Original Substance. The motions + + +which produce, renew, and repair the body of man are called functions, and these +functions are of two classes: voluntary and involuntary. The involuntary +functions are under the control of the Principle of Health in man, and are +performed in a perfectly healthy manner so long as man thinks in a certain way. +The voluntary functions of life are eating, drinking, breathing, and sleeping. +These, entirely or in part, are under the direction of man's conscious mind; and +he can perform them in a perfectly healthy way if he will. If he does not perform +them in a healthy way, he cannot long be well. So we see that if man thinks in a +certain way, and eats, drinks, breathes, and sleeps in a corresponding way, he +will be well. +The involuntary functions of man's life are under the direct control of the +Principle of Health, and so long as man thinks in a perfectly healthy way, these +functions are perfectly performed; for the action of the Principle of Health is +largely directed by man's conscious thought, affecting his sub-conscious mind. +Man is a thinking center, capable of originating thought; and as he does not +know everything, he makes mistakes and thinks error. Not knowing everything, +he believes things to be true which are not true. Man holds in his thought the +idea of diseased and abnormal functioning and conditions, and so perverts the +action of the Principle of Health, causing diseased and abnormal functioning and +conditions within his own body. In the Original Substance there are held only the +thoughts of perfect motion; perfect and healthy function; complete life. God +never thinks disease or imperfection. But for countless ages men have held +thoughts of disease, abnormality, old age, and death; and the perverted +functioning resulting from these thoughts has become a part of the inheritance of +the race. Our ancestors have, for many generations, held imperfect ideas +concerning human form and functioning; and we begin life with racial sub- +conscious impressions of imperfection and disease. +This is not natural, or a part of the plan of nature. The purpose of nature can be +nothing else than the perfection of life. This we see from the very nature of life +itself. It is the nature of life to continually advance toward more perfect living; +advancement is the inevitable result of the very act of living. Increase is always +the result of active living; whatever lives must live more and more. The seed, +lying in the granary, has life, but it is not living. Put it into the soil and it +becomes active, and at once begins to gather to itself from the surrounding +substance, and to build a plant form. It will so cause increase that a seed head +will be produced containing thirty, sixty, or a hundred seeds, each having as + + +much life as the first. +Life, by living, increases. +Life cannot live without increasing, and the fundamental impulse of life is to +live. It is in response to this fundamental impulse that Original Substance works, +and creates. God must live; and he cannot live except as he creates and increases. +In multiplying forms, He is moving on to live more. +The universe is a Great Advancing Life, and the purpose of nature is the +advancement of life toward perfection; toward perfect functioning. The purpose +of nature is perfect health. +The purpose of Nature, so far as man is concerned, is that he should be +continuously advancing into more life, and progressing toward perfect life; and +that he should live the most complete life possible in his present sphere of +action. +This must be so, because That which lives in man is seeking more life. +Give a little child a pencil and paper, and he begins to draw crude figures; That +which lives in him is trying to express Itself in art. Give him a set of blocks, and +he will try to build something; That which lives in him is seeking expression in +architecture. Seat him at a piano, and he will try to draw harmony from the keys; +That which lives in him is trying to express Itself in music. That which lives in +man is always seeking to live more; and since man lives most when he is well, +the Principle of Nature in him can seek only health. The natural state of man is a +state of perfect health; and everything in him, and in nature, tends toward health. +Sickness can have no place in the thought of Original Substance, for it is by its +own nature continually impelled toward the fullest and most perfect life; +therefore, toward health. Man, as he exists in the thought of the Formless +Substance, has perfect health. Disease, which is abnormal or perverted function +—motion imperfectly made, or made in the direction of imperfect life—has no +place in the thought of the Thinking Stuff. +The Supreme Mind never thinks of disease. Disease was not created or ordained +by God, or sent forth from him. It is wholly a product of separate consciousness; +of the individual thought of man. God, the Formless Substance, does not see +disease, think disease, know disease, or recognize disease. Disease is recognized + + +only by the thought of man; God thinks nothing but health. +From all the foregoing, we see that health is a fact or TRUTH in the original +substance from which we are all formed; and that disease is imperfect +functioning, resulting from the imperfect thoughts of men, past and present. If +man's thoughts of himself had always been those of perfect health, man could +not possibly now be otherwise than perfectly healthy. +Man in perfect health is the thought of Original Substance, and man in imperfect +health is the result of his own failure to think perfect health, and to perform the +voluntary functions of life in a healthy way. We will here arrange in a syllabus +the basic truths of the Science of Being Well:— +There is a Thinking Substance from which all things are made, and which, in its +original state, permeates, penetrates, and fills the interspaces of the universe. It +is the life of All. +The thought of a form in this Substance causes the form; the thought of a motion +produces the motion. In relation to man, the thoughts of this Substance are +always of perfect functioning and perfect health. +Man is a thinking center, capable of original thought; and his thought has power +over his own functioning. By thinking imperfect thoughts he has caused +imperfect and perverted functioning; and by performing the voluntary functions +of life in a perverted manner, he has assisted in causing disease. +If man will think only thoughts of perfect health, he can cause within himself the +functioning of perfect health; all the Power of Life will be exerted to assist him. +But this healthy functioning will not continue unless man performs the external, +or voluntary, functions of living in a healthy manner. +Man's first step must be to learn how to think perfect health; and his second step +to learn how to eat, drink, breathe, and sleep in a perfectly healthy way. If man +takes these two steps, he will certainly become well, and remain so. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-20-Life-and-Its-Organisms/Chapter-20-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-20-Life-and-Its-Organisms/Chapter-20-source-text.md new file mode 100644 index 0000000..0ff169c --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-20-Life-and-Its-Organisms/Chapter-20-source-text.md @@ -0,0 +1,114 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-20: Life and Its Organisms +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 88–91 +- **Pages without text**: none +- **Note**: Work: *The Science of Being Well*, section 3 of 17. + +--- + + +Chapter III +Life and Its Organisms. +Table of Contents +The human body is the abiding place of an energy which renews it when worn; +which eliminates waste or poisonous matter, and which repairs the body when +broken or injured. This energy we call life. Life is not generated or produced +within the body; it produces the body. +The seed which has been kept in the storehouse for years will grow when planted +in the soil; it will produce a plant. But the life in the plant is not generated by its +growing; it is the life which makes the plant grow. +The performance of function does not cause life; it is life which causes function +to be performed. Life is first; function afterward. +It is life which distinguishes organic from inorganic matter, but it is not produced +after the organization of matter. +Life is the principle or force which causes organization; it builds organisms. +It is a principle or force inherent in Original Substance; all life is One. +This Life Principle of the All is the Principle of Health in man, and becomes +constructively active whenever man thinks in a certain way. Whoever, therefore, +thinks in this Certain Way will surely have perfect health if his external +functioning is in conformity with his thought. But the external functioning must +conform to the thought; man cannot hope to be well by thinking health, if he +eats, drinks, breathes, and sleeps like a sick man. +The universal Life Principle, then, is the Principle of Health in man. It is one + + +with original substance. There is one Original Substance from which all things +are made; this substance is alive, and its life is the Principle of Life of the +universe. This Substance has created from itself all the forms of organic life by +thinking them, or by thinking the motions and functions which produce them. +Original Substance thinks only health, because It knows all truth; there is no +truth which is not known in the Formless, which is All, and in all. It not only +knows all truth, but it has all power; its vital power is the source of all the energy +there is. A conscious life which knows all truth and which has all power cannot +go wrong or perform function imperfectly; knowing all, it knows, too much to +go wrong, and so the Formless cannot be diseased or think disease. +Man is a form of this original substance, and has a separate consciousness of his +own; but his consciousness is limited, and therefore imperfect. By reason of his +limited knowledge man can and does think wrongly, and so he causes perverted +and imperfect functioning in his own body. Man has not known too much to go +wrong. The diseased or imperfect functioning may not instantly result from an +imperfect thought, but it is bound to come if the thought becomes habitual. Any +thought continuously held by man tends to the establishment of the +corresponding condition in his body. +Also, man has failed to learn how to perform the voluntary functions of his life +in a healthy way. He does not know when, what, and how to eat; he knows little +about breathing, and less about sleep. He does all these things in a wrong way, +and under wrong conditions; and this because he has neglected to follow the +only sure guide to the knowledge of life. He has tried to live by logic rather than +by instinct; he has made living a matter of art, and not of nature. And he has +gone wrong. +His only remedy is to begin to go right; and this he can surely do. It is the work +of this book to teach the whole truth, so that the man who reads it shall know too +much to go wrong. +The thoughts of disease produce the forms of disease. Man must learn to think +health; and being Original Substance which takes the form of its thoughts, he +will become the form of health and manifest perfect health in all his functioning. +The people who were healed by touching the bones of the saint were really +healed by thinking in a certain way, and not by any power emanating from the +relics. There is no healing power in the bones of dead men, whether they be + + +those of saint or sinner. +The people who were healed by the doses of either the allopath or the homeopath +were also really healed by thinking in a certain way; there is no drug which has +within itself the power to heal disease. +The people who have been healed by prayers and affirmations were also healed +by thinking in a certain way; there is no curative power in strings of words. +All the sick who have been healed, by whatsoever "system," have thought in a +certain way; and a little examination will show us what this way is. +The two essentials of the Way are Faith, and a Personal Application of the Faith. +The people who touched the saint's bones had faith; and so great was their faith +that in the instant they touched the relics they SEVERED ALL MENTAL +RELATIONS WITH DISEASE, AND MENTALLY UNIFIED THEMSELVES +WITH HEALTH. +This change of mind was accompanied by an intense devotional FEELING +which penetrated to the deepest recesses of their souls, and so aroused the +Principle of Health to powerful action. By faith they claimed that they were +healed, or appropriated health to themselves; and in full faith they ceased to +think of themselves in connection with disease and thought of themselves only in +connection with health. +These are the two essentials to thinking in the Certain Way which will make you +well: first, claim or appropriate health by faith; and, second, sever all mental +relations with disease, and enter into mental relations with health. That which we +make ourselves, mentally, we become physically; and that with which we unite +ourselves mentally we become unified with physically. If your thought always +relates you to disease, then your thought becomes a fixed power to cause disease +within you; and if your thought always relates you to health, then your thought +becomes a fixed power exerted to keep you well. +In the case of the people who are healed by medicines, the result is obtained in +the same way. They have, consciously or unconsciously, sufficient faith in the +means used to cause them to sever mental relations with disease and enter into +mental relations with health. Faith may be unconscious. It is possible for us to +have a sub-conscious or inbred faith in things like medicine, in which we do not + + +believe to any extent objectively; and this sub-conscious faith may be quite +sufficient to quicken the Principle of Health into constructive activity. Many who +have little conscious faith are healed in this way; while many others who have +great faith in the means are not healed because they do not make the personal +application to themselves; their faith is general, but not specific for their own +cases. +In the Science of Being Well we have two main points to consider: first, how to +think with faith; and, second, how to so apply the thought to ourselves as to +quicken the Principle of Health into constructive activity. We begin by learning +What to Think. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-21-What-to-Think/Chapter-21-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-21-What-to-Think/Chapter-21-source-text.md new file mode 100644 index 0000000..f277f7f --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-21-What-to-Think/Chapter-21-source-text.md @@ -0,0 +1,156 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-21: What to Think +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 92–96 +- **Pages without text**: none +- **Note**: Work: *The Science of Being Well*, section 4 of 17. + +--- + + +Chapter IV +What to Think. +Table of Contents +In order to sever all mental relations with disease, you must enter into mental +relations with health, making the process positive not negative; one of +assumption, not of rejection. You are to receive or appropriate health rather than +to reject and deny disease. Denying disease accomplishes next to nothing; it does +little good to cast out the devil and leave the house vacant, for he will presently +return with others worse than himself. When you enter into full and constant +mental relations with health, you must of necessity cease all relationship with +disease. The first step in the Science of Being Well is, then, to enter into +complete thought connection with health. +The best way to do this is to form a mental image or picture of yourself as being +well, imagining a perfectly strong and healthy body; and to spend sufficient time +in contemplating this image to make it your habitual thought of yourself. +This is not so easy as it sounds; it necessitates the taking of considerable time for +meditation, and not all persons have the imaging faculty well enough developed +to form a distinct mental picture of themselves in a perfect or idealized body. It +is much easier, as in "The Science of Getting Rich," to form a mental image of +the things one wants to have; for we have seen these things, or their counterparts, +and know how they look; we can picture them very easily from memory. But we +have never seen ourselves in a perfect body, and a clear mental image is hard to +form. +It is not necessary or essential, however, to have a clear mental image of yourself +as you wish to be; it is only essential to form a CONCEPTION of perfect health, +and to relate yourself to it. This Conception of Health is not a mental picture of a + + +particular thing; it is an understanding of health, and carries with it the idea of +perfect functioning in every part and organ. +You may TRY to picture yourself as perfect in physique; that helps; and you +MUST think of yourself as doing everything in the manner of a perfectly strong +and healthy person. You can picture yourself as walking down the street with an +erect body and a vigorous stride; you can picture yourself as doing your day's +work easily and with surplus vigor, never tired or weak; you can picture in your +mind how all things would be done by a person full of health and power, and you +can make yourself the central figure in the picture, doing things in just that way. +Never think of the ways in which weak or sickly people do things; always think +of the way strong people do things. Spend your leisure time in thinking about the +Strong Way, until you have a good conception of it; and always think of yourself +in connection with the Strong Way of Doing Things. That is what I mean by +having a Conception of Health. +In order to establish perfect functioning in every part, man does not have to +study anatomy or physiology, so that he can form a mental image of each +separate organ and address himself to it. He does not have to "treat" his liver, his +kidneys, his stomach, or his heart. There is one Principle of Health in man, +which has control over all the involuntary functions of his life; and the thought +of perfect health, impressed upon this Principle, will reach each part and organ. +Man's liver is not controlled by a liver-principle, his stomach by a digestive +principle, and so on; the Principle of Health is One. +The less you go into the detailed study of physiology, the better for you. Our +knowledge of this science is very imperfect, and leads to imperfect thought. +Imperfect thought causes imperfect functioning, which is disease. Let me +illustrate: Until quite recently, physiology fixed ten days as the extreme limit of +man's endurance without food; it was considered that only in exceptional cases +could he survive a longer fast. So the impression became universally +disseminated that one who was deprived of food must die in from five to ten +days; and numbers of people, when cut off from food by shipwreck, accident, or +famine, did die within this period. But the performances of Dr. Tanner, the forty- +day faster, and the writings of Dr. Dewey and others on the fasting cure, together +with the experiments of numberless people who have fasted from forty to sixty +days, have shown that man's ability to live without food is vastly greater than +had been supposed. Any person, properly educated, can fast from twenty to forty +days with little loss in weight, and often with no apparent loss of strength at all. + + +The people who starved to death in ten days or less did so because they believed +that death was inevitable; an erroneous physiology had given them a wrong +thought about themselves. When a man is deprived of food he will die in from +ten to fifty days, according to the way he has been taught; or, in other words, +according to the way he thinks about it. So you see that an erroneous physiology +can work very mischievous results. +No Science of Being Well can be founded on current physiology; it is not +sufficiently exact in its knowledge. With all its pretensions, comparatively little +is really known as to the interior workings and processes of the body. It is not +known just how food is digested; it is not known just what part food plays, if +any, in the generation of force. It is not known exactly what the liver, spleen, and +pancreas are for, or what part their secretions play in the chemistry of +assimilation. On all these and most other points we theorize, but we do not really +know. When man begins to study physiology, he enters the domain of theory and +disputation; he comes among conflicting opinions, and he is bound to form +mistaken ideas concerning himself. These mistaken ideas lead to the thinking of +wrong thoughts, and this leads to perverted functioning and disease. All that the +most perfect knowledge of physiology could do for man would be to enable him +to think only thoughts of perfect health, and to eat, drink, breathe, and sleep in a +perfectly healthy way; and this, as we shall show, he can do without studying +physiology at all. +This, for the most part, is true of all hygiene. There are certain fundamental +propositions which we should know; and these will be explained in later +chapters, but aside from these propositions, ignore physiology and hygiene. +They tend to fill your mind with thoughts of imperfect conditions, and these +thoughts will produce the imperfect conditions in your own body. You cannot +study any "science" which recognizes disease, if you are to think nothing but +health. +Drop all investigation as to your present condition, its causes, or possible +results, and set yourself to the work of forming a conception of health. +Think about health and the possibilities of health; of the work that may be done +and the pleasures that may be enjoyed in a condition of perfect health. Then +make this conception your guide in thinking of yourself; refuse to entertain for +an instant any thought of yourself which is not in harmony with it. When any +idea of disease or imperfect functioning enters your mind, cast it out instantly by + + +calling up a thought which is in harmony with the Conception of Health. +Think of yourself at all times as realizing conception; as being a strong and +perfectly healthy personage; and do not harbor a contrary thought. +KNOW that as you think of yourself in unity with this conception, the Original +Substance which permeates and fills the tissues of your body is taking form +according to the thought; and know that this Intelligent Substance or mind stuff +will cause function to be performed in such a way that your body will be rebuilt +with perfectly healthy cells. +The Intelligent Substance, from which all things are made, permeates and +penetrates all things; and so it is in and through your body. It moves according to +its thoughts; and so if you hold only the thoughts of perfectly healthy function, it +will cause the movements of perfectly healthy function within you. +Hold with persistence to the thought of perfect health in relation to yourself; do +not permit yourself to think in any other way. Hold this thought with perfect faith +that it is the fact, the truth. It is the truth so far as your mental body is concerned. +You have a mind-body and a physical body; the mind-body takes form just as +you think of yourself, and any thought which you hold continuously is made +visible by the transformation of the physical body into its image. Implanting the +thought of perfect functioning in the mind-body will, in due time, cause perfect +functioning in the physical body. +The transformation of the physical body into the image of the ideal held by the +mind-body is not accomplished instantaneously; we cannot transfigure our +physical bodies at will as Jesus did. In the creation and recreation of forms, +Substance moves along the fixed lines of growth it has established; and the +impression upon it of the health thought causes the healthy body to be built cell +by cell. Holding only thoughts of perfect health will ultimately cause perfect +functioning; and perfect functioning will in due time produce a perfectly healthy +body. It may be as well to condense this chapter into a syllabus:— +Your physical body is permeated and fitted with an Intelligent Substance, which +forms a body of mind-stuff. This mind-stuff controls the functioning of your +physical body. A thought of disease or of imperfect function, impressed upon the +mind-stuff, causes disease or imperfect functioning in the physical body. If you + + +are diseased, it is because wrong thoughts have made impressions on this mind- +stuff; these may have been either your own thoughts or those of your parents; we +begin life with many sub-conscious impressions, both right and wrong. But the +natural tendency of all mind is toward health, and if no thoughts are held in the +conscious mind save those of health, all internal functioning will come to be +performed in a perfectly healthy manner. +The Power of Nature within you is sufficient to overcome all hereditary +impressions, and if you will learn to control your thoughts, so that you shall +think only those of health, and if you will perform the voluntary functions of life +in a perfectly healthy way, you can certainly be well. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-22-Faith/Chapter-22-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-22-Faith/Chapter-22-source-text.md new file mode 100644 index 0000000..95990d5 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-22-Faith/Chapter-22-source-text.md @@ -0,0 +1,147 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-22: Faith +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 97–101 +- **Pages without text**: none +- **Note**: Work: *The Science of Being Well*, section 5 of 17. + +--- + + +Chapter V +Faith. +Table of Contents +The Principle of Health is moved by Faith; nothing else can call it into action, +and only faith can enable you to relate yourself to health, and sever your relation +with disease, in your thoughts. +You will continue to think of disease unless you have faith in health. If you do +not have faith you will doubt; if you doubt, you will fear; and if you fear, you +will relate yourself in mind to that which you fear. +If you fear disease, you will think of yourself in connection with disease; and +that will produce within yourself the form and motions of disease. Just as +Original Substance creates from itself the forms of its thoughts, so your mind- +body, which is original substance, takes the form and motion of whatever you +think about. If you fear disease, dread disease, have doubts about your safety +from disease, or if you even contemplate disease, you will connect yourself with +it and create its forms and motions within you. +Let me enlarge somewhat upon this point. The potency, or creative power, of a +thought is given to it by the faith that is in it. +Thoughts which contain no faith create no forms. +The Formless Substance, which knows all truth and therefore thinks only truth, +has perfect faith in every thought, because it thinks only truth; and so all its +thoughts create. +But if you will imagine a thought in Formless Substance in which there was no +faith, you will see that such a thought could not cause the Substance to move or + + +take form. +Keep in mind the fact that only those thoughts which are conceived in faith have +creative energy. Only those thoughts which have faith with them are able to +change function, or to quicken the Principle of Health into activity. +If you do not have faith in health, you will certainly have faith in disease. If you +do not have faith in health, it will do you no good to think about health, for your +thoughts will have no potency, and will cause no change for the better in your +conditions. If you do not have faith in health, I repeat, you will have faith in +disease; and if, under such conditions, you think about health for ten hours a day, +and think about disease for only a few minutes, the disease thought will control +your condition because it will have the potency of faith, while the health thought +will not. Your mind-body will take on the form and motions of disease and retain +them, because your health thought will not have sufficient dynamic force to +change form or motion. +In order to practice the Science of Being Well, you must have complete faith in +health. +Faith begins in belief; and we now come to the question: What must you believe +in order to have faith in health? +You must believe that there is more health-power than disease-power in both +yourself and your environment; and you cannot help believing this if you +consider the facts. These are the facts:— +There is a Thinking Substance from which all things are made, and which, in its +original state, permeates, penetrates, and fills the interspaces of the universe. +The thought of a form, in this Substance, produces the form; the thought of a +motion institutes the motion. In relation to man, the thoughts of Original +Substance are always of perfect health and perfect functioning. This Substance, +within and without man, always exerts its power toward health. +Man is a thinking center, capable of original thought. He has a mind-body of +Original Substance permeating a physical body; and the functioning of his +physical body is determined by the FAITH of his mind-body. If man thinks with + + +faith of the functioning of health, he will cause his internal functions to be +performed in a healthy manner, provided that he performs the external functions +in a corresponding manner. But if man thinks, with faith, of disease, or of the +power of disease, he will cause his internal functioning to be the functioning of +disease. +The Original Intelligent Substance is in man, moving toward health; and it is +pressing upon him from every side. Man lives, moves, and has his being in a +limitless ocean of health-power; and he uses this power according to his faith. If +he appropriates it and applies it to himself it is all his; and if he unifies himself +with it by unquestioning faith, he cannot fail to attain health, for the power of +this Substance is all the power there is. +A belief in the above statements is a foundation for faith in health. If you believe +them, you believe that health is the natural state of man, and that man lives in the +midst of Universal Health; that all the power of nature makes for health, and that +health is possible to all, and can surely be attained by all. You will believe that +the power of health in the universe is ten thousand times greater than that of +disease; in fact, that disease has no power whatever, being only the result of +perverted thought and faith. And if you believe that health is possible to you, and +that it may surely be attained by you, and that you know exactly what to do in +order to attain it, you will have faith in health. You will have this faith and +knowledge if you read this book through with care and determine to believe in +and practice its teachings. +It is not merely the possession of faith, but the personal application of faith +which works healing. You must claim health in the beginning, and form a +conception of health, and, as far as may be, of yourself as a perfectly healthy +person; and then, by faith, you must claim that you ARE REALIZING this +conception. +Do not assert with faith that you are going to get well; assert with faith that you +ARE well. +Having faith in health, and applying it to yourself, means having faith that you +are healthy; and the first step in this is to claim that it is the truth. +Mentally take the attitude of being well, and do not say anything or do anything + + +which contradicts this attitude. Never speak a word or assume a physical attitude +which does not harmonize with the claim: "I am perfectly well." When you walk, +go with a brisk step, and with your chest thrown out and your head held up; +watch that at all times your physical actions and attitudes are those of a healthy +person. When you find that you have relapsed into the attitude of weakness or +disease, change instantly; straighten up; think of health and power. Refuse to +consider yourself as other than a perfectly healthy person. +One great aid—perhaps the greatest aid—in applying your faith you will find in +the exercise of gratitude. +Whenever you think of yourself, or of your advancing condition, give thanks to +the Great Intelligent Substance for the perfect health you are enjoying. +Remember that, as Swedenborg taught, there is a continual inflow of life from +the Supreme, which is received by all created things according to their forms; +and by man according to his faith. Health from God is continually being urged +upon you; and when you think of this, lift up your mind reverently to Him, and +give thanks that you have been led to the Truth and into perfect health of mind +and body. Be, all the time, in a grateful frame of mind, and let gratitude be +evident in your speech. +Gratitude will help you to own and control your own field of thought. +Whenever the thought of disease is presented to you, instantly claim health, and +thank God for the perfect health you have. Do this so that there shall be no room +in your mind for a thought of ill. Every thought connected in any way with ill +health is unwelcome, and you can close the door of your mind in its face by +asserting that you are well, and by reverently thanking God that it is so. Soon the +old thoughts will return no more. +Gratitude has a twofold effect; it strengthens your own faith, and it brings you +into close and harmonious relations with the Supreme. You believe that there is +one Intelligent Substance from which all life and all power come; you believe +that you receive your own life from this substance; and you relate yourself +closely to It by feeling continuous gratitude. It is easy to see that the more +closely you relate yourself to the Source of Life the more readily you may +receive life from it; and it is easy also to see that your relation to It is a matter of +mental attitude. We cannot come into physical relationship with God, for God is + + +mind-stuff and we also are mind-stuff; our relation with Him must therefore be a +mind relation. It is plain, then, that the man who feels deep and hearty gratitude +will live in closer touch with God than the man who never looks up to Him in +thankfulness. The ungrateful or unthankful mind really denies that it receives at +all, and so cuts its connection with the Supreme. The grateful mind is always +looking toward the Supreme, and is always open to receive from it; and it will +receive continually. +The Principle of Health in man receives its vital power from the Principle of Life +in the universe; and man relates himself to the Principle of Life by faith in +health, and by gratitude for the health he receives. +Man may cultivate both faith and gratitude by the proper use of his will. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-23-Use-of-the-Will/Chapter-23-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-23-Use-of-the-Will/Chapter-23-source-text.md new file mode 100644 index 0000000..291b7dd --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-23-Use-of-the-Will/Chapter-23-source-text.md @@ -0,0 +1,131 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-23: Use of the Will +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 102–105 +- **Pages without text**: none +- **Note**: Work: *The Science of Being Well*, section 6 of 17. + +--- + + +Chapter VI. +Use of the Will. +Table of Contents +In the practice of the Science of Being Well the will is not used to compel +yourself to go when you are not really able to go, or to do things when you are +not physically strong enough to do them. You do not direct your will upon your +physical body or try to compel the proper performance of internal function by +will power. +You direct the will upon the mind, and use it in determining what you shall +believe, what you shall think, and to what you shall give your attention. +The will should never be used upon any person or thing external to you, and it +should never be used upon your own body. The sole legitimate use of the will is +in determining to what you shall give your attention, and what you shall think +about the things to which your attention is given. +All belief begins in the will to believe. +You cannot always and instantly believe what you will to believe; but you can +always will to believe what you want to believe. You want to believe truth about +health, and you can will to do so. The statements you have been reading in this +book are the truth about health, and you can will to believe them; this must be +your first step toward getting well. +These are the statements you must will to believe:— +That there is a Thinking Substance from which all things are made, and that man + + +receives the Principle of Health, which is his life, from this Substance. +That man himself is Thinking Substance; a mind-body, permeating a physical +body, and that as man's thoughts are, so will the functioning of his physical body +be. +That if man will think only thoughts of perfect health, he must and will cause the +internal and involuntary functioning of his body to be the functioning of health, +provided that his external and voluntary functioning and attitude are in +accordance with his thoughts. +When you will to believe these statements, you must also begin to act upon +them. You cannot long retain a belief unless you act upon it; you cannot increase +a belief until it becomes faith unless you act upon it; and you certainly cannot +expect to reap benefits in any way from a belief so long as you act as if the +opposite were true. You cannot long have faith in health if you continue to act +like a sick person. If you continue to act like a sick person, you cannot help +continuing to think of yourself as a sick person; and if you continue to think of +yourself as a sick person, you will continue to be a sick person. +The first step toward acting externally like a well person is to begin to act +internally like a well person. Form your conception of perfect health, and get +into the way of thinking about perfect health until it begins to have a definite +meaning to you. Picture yourself as doing the things a strong and healthy person +would do, and have faith that you can and will do those things in that way; +continue this until you have a vivid CONCEPTION of health, and what it means +to you. When I speak in this book of a conception of health, I mean a conception +that carries with it the idea of the way a healthy person looks and does things. +Think of yourself in connection with health until you form a conception of how +you would live, appear, act, and do things as a perfectly healthy person. Think +about yourself in connection with health until you conceive of yourself, in +imagination, as always doing everything in the manner of a well person; until the +thought of health conveys the idea of what health means to you. As I have said +in a former chapter, you may not be able to form a clear mental image of +yourself in perfect health, but you can form a conception of yourself as acting +like a healthy person. + + +Form this conception, and then think only thoughts of perfect health in relation +to yourself, and, so far as may be possible, in relation to others. When a thought +of sickness or disease is presented to you, reject it; do not let it get into your +mind; do not entertain or consider it at all. Meet it by thinking health; by +thinking that you are well, and by being sincerely grateful for the health you are +receiving. Whenever suggestions of disease are coming thick and fast upon you, +and you are in a "tight place," fall back upon the exercise of gratitude. Connect +yourself with the Supreme; give thanks to God for the perfect health He gives +you, and you will soon find yourself able to control your thoughts, and to think +what you want to think. In times of doubt, trial, and temptation, the exercise of +gratitude is always a sheet anchor which will prevent you from being swept +away. Remember that the great essential thing is to SEVER ALL MENTAL +RELATIONS WITH DISEASE, AND TO ENTER INTO FULL MENTAL +RELATIONSHIP WITH HEALTH. This is the KEY to all mental healing; it is +the whole thing. Here we see the secret of the great success of Christian Science; +more than any other formulated system of practice, it insists that its converts +shall sever relations with disease, and relate themselves fully with health. The +healing power of Christian Science is not in its theological formulæ, nor in its +denial of matter; but in the fact that it induces the sick to ignore disease as an +unreal thing and accept health by faith as a reality. Its failures are made because +its practitioners, while thinking in the Certain Way, do not eat, drink, breathe, +and sleep in the same way. +While there is no healing power in the repetition of strings of words, yet it is a +very convenient thing to have the central thoughts so formulated that you can +repeat them readily, so that you can use them as affirmations whenever you are +surrounded by an environment which gives you adverse suggestions. When +those around you begin to talk of sickness and death, close your ears and +mentally assert something like the following:— +There is One Substance, and I am that Substance. +That Substance is eternal, and it is Life; I am that Substance, and I am Eternal +Life. +That Substance knows no disease; I am that Substance, and I am Health. + + +Exercise your will power in choosing only those thoughts which are thoughts of +health, and arrange your environment so that it shall suggest thoughts of health. +Do not have about you books, pictures, or other things which suggest death, +disease, deformity, weakness, or age; have only those which convey the ideas of +health, power, joy, vitality, and youth. When you are confronted with a book, or +anything else which suggests disease, do not give it your attention. Think of your +conception of health, and your gratitude, and affirm as above; use your will +power to fix your attention upon thoughts of health. In a future chapter I shall +touch upon this point again; what I wish to make plain here is that you must +think only health, recognize only health, and give your attention only to health; +and that you must control thought, recognition, and attention by the use of your +will. +Do not try to use your will to compel the healthy performance of function within +you. The Principle of Health will attend to that, if you give your attention only to +thoughts of health. +Do not try to exert your will upon the Formless to compel It to give you more +vitality or power; it is already placing all the power there is at your service. +You do not have to use your will to conquer adverse conditions, or to subdue +unfriendly forces; there are no unfriendly forces; there is only One Force, and +that force is friendly to you; it is a force which makes for health. +Everything in the universe wants you to be well; you have absolutely nothing to +overcome but your own habit of thinking in a certain way about disease, and you +can do this only by forming a habit of thinking in another Certain Way about +health. +Man can cause all the internal functions of his body to be performed in a +perfectly healthy manner by continuously thinking in a Certain Way, and by +performing the external functions in a certain way. +He can think in this Certain Way by controlling his attention, and he can control +his attention by the use of his will. +He can decide what things he will think about. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-24-Health-from-God/Chapter-24-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-24-Health-from-God/Chapter-24-source-text.md new file mode 100644 index 0000000..9525ede --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-24-Health-from-God/Chapter-24-source-text.md @@ -0,0 +1,116 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-24: Health from God +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 106–109 +- **Pages without text**: none +- **Note**: Work: *The Science of Being Well*, section 7 of 17. + +--- + + +Chapter VII. +Health from God. +Table of Contents +I will give a chapter here to explaining how man may receive health from the +Supreme. By the Supreme I mean the Thinking Substance from which all things +are made, and which is in all and through all, seeking more complete expression +and fuller life. This Intelligent Substance, in a perfectly fluid state, permeates +and penetrates all things, and is in touch with all minds. It is the source of all +energy and power, and constitutes the "inflow" of life which Swedenborg saw, +vitalizing all things. It is working to one definite end, and for the fulfillment of +one purpose; and that purpose is the advancement of life toward the complete +expression of Mind. When man harmonizes himself with this Intelligence, it can +and will give him health and wisdom. When man holds steadily to the purpose to +live more abundantly, he comes into harmony with this Supreme Intelligence. +The purpose of the Supreme Intelligence is the most Abundant Life for all; the +purpose of this Supreme Intelligence for you is that you should live more +abundantly. If, then, your own purpose is to live more abundantly, you are +unified with the Supreme; you are working with It, and it must work with you. +But as the Supreme Intelligence is in all, if you harmonize with it you must +harmonize with all; and you must desire more abundant life for all as well as for +yourself. Two great benefits come to you from being in harmony with the +Supreme Intelligence. +First, you will receive wisdom. By wisdom I do not mean knowledge of facts so +much as ability to perceive and understand facts, and to judge soundly and act +rightly in all matters relating to life. Wisdom is the power to perceive truth, and +the ability to make the best use of the knowledge of truth. It is the power to +perceive at once the best end to aim at, and the means best adapted to attain that + + +end. With wisdom comes poise, and the power to think rightly; to control and +guide your thoughts, and to avoid the difficulties which come from wrong +thinking. With wisdom you will be able to select the right courses for your +particular needs, and to so govern yourself in all ways as to secure the best +results. You will know how to do what you want to do. You can readily see that +wisdom must be an essential attribute of the Supreme Intelligence, since That +which knows all truth must be wise; and you can also see that just in proportion +as you harmonize and unify your mind with that Intelligence you will have +wisdom. +But I repeat that since this Intelligence is All, and in all, you can enter into Its +wisdom only by harmonizing with all. If there is anything in your desires or your +purpose which will bring oppression to any, or work injustice to, or cause lack of +life for any, you cannot receive wisdom from the Supreme. Furthermore, your +purpose for your own self must be the best. +Man can live in three general ways: for the gratification of his body, for that of +his intellect, or for that of his soul. The first is accomplished by satisfying the +desires for food, drink, and those other things which give enjoyable physical +sensations. The second is accomplished by doing those things which cause +pleasant mental sensations, such as gratifying the desire for knowledge or those +for fine clothing, fame, power, and so on. The third is accomplished by giving +way to the instincts of unselfish love and altruism. Man lives most wisely and +completely when he functions most perfectly along all of these lines, without +excess in any of them. The man who lives swinishly, for the body alone, is +unwise and out of harmony with God; that man who lives solely for the cold +enjoyments of the intellect, though he be absolutely moral, is unwise and out of +harmony with God; and the man who lives wholly for the practice of altruism, +and who throws himself away for others, is as unwise and as far from harmony +with God as those who go to excess in other ways. +To come into full harmony with the Supreme, you must purpose to LIVE; to live +to the utmost of your capabilities in body, mind, and soul. This must mean the +full exercise of function in all the different ways, but without excess; for excess +in one causes deficiency in the others. Behind your desire for health is your own +desire for more abundant life; and behind that is the desire of the Formless +Intelligence to live more fully in you. So, as you advance toward perfect health, +hold steadily to the purpose to attain complete life, physical, mental, and +spiritual; to advance in all ways, and in every way to live more; if you hold this + + +purpose you will be given wisdom. "He that willeth to do the will of the Father +shall KNOW," said Jesus. Wisdom is the most desirable gift that can come to +man, for it makes him rightly self-governing. +But wisdom is not all you may receive from the Supreme Intelligence; you may +receive physical energy, vitality, life force. The energy of the Formless +Substance is unlimited, and permeates everything; you are already receiving or +appropriating to yourself this energy in an automatic and instinctive way, but you +can do so to a far greater degree if you set about it intelligently. The measure of a +man's strength is not what God is willing to give him, but what he, himself, has +the will and the intelligence to appropriate to himself. God gives you all there is; +your only question is how much to take of the unlimited supply. +Professor James has pointed out that there is apparently no limit to the powers of +men; and this is simply because man's power comes from the inexhaustible +reservoir of the Supreme. The runner who has reached the stage of exhaustion, +when his physical power seems entirely gone, by running on in a Certain Way +may receive his "second wind"; his strength is renewed in a seemingly +miraculous fashion, and he can go on indefinitely. And by continuing in the +Certain Way, he may receive a third, fourth, and fifth "wind"; we do not know +where the limit is, or how far it may be possible to extend it. The conditions are +that the runner must have absolute faith that the strength will come; that he must +think steadily of strength, and have perfect confidence that he has it, and that he +must continue to run on. If he admits a doubt into his mind, he falls exhausted, +and if he stops running to wait for the accession of strength, it will never come. +His faith in strength, his faith that he can keep on running, his unwavering +purpose to keep on running, and his action in keeping on seem to connect him to +the source of energy in such a way as to bring him a new supply. +In a very similar manner, the sick person who has unquestioning faith in health, +whose purpose brings him into harmony with the source, and who performs the +voluntary functions of life in a certain way, will receive vital energy sufficient +for all his needs, and for the healing of all his diseases. God, who seeks to live +and express himself fully in man, delights to give man all that is needed for the +most abundant life. Action and reaction are equal, and when you desire to live +more, if you are in mental harmony with the Supreme, the forces which make for +life begin to concentrate about you and upon you. The One Life begins to move +toward you, and your environment becomes surcharged with it. Then, if you +appropriate it by faith, it is yours. "Ye shall ask what ye will, and it shall be done + + +unto you." Your Father giveth not his spirit by measure; he delights to give good +gifts to you. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-25-Summary-of-the-Mental-Actions/Chapter-25-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-25-Summary-of-the-Mental-Actions/Chapter-25-source-text.md new file mode 100644 index 0000000..1c4c0cd --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-25-Summary-of-the-Mental-Actions/Chapter-25-source-text.md @@ -0,0 +1,84 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-25: Summary of the Mental Actions +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 110–112 +- **Pages without text**: none +- **Note**: Work: *The Science of Being Well*, section 8 of 17. + +--- + + +Chapter VIII. +Summary of the Mental Actions. +Table of Contents +Let me now summarize the mental actions and attitudes necessary to the practice +of the Science of Being Well: first, you believe that there is a Thinking +Substance, from which all things are made, and which, in its original state, +permeates, penetrates, and fills the interspaces of the universe. This Substance is +the Life of All, and is seeking to express more life in all. It is the Principle of +Life of the universe, and the Principle of Health in man. +Man is a form of this Substance, and draws his vitality from it; he is a mind- +body of original substance, permeating a physical body, and the thoughts of his +mind-body control the functioning of his physical body. If man thinks no +thoughts save those of perfect health, the functions of his physical body will be +performed in a manner of perfect health. +If you would consciously relate yourself to the All-Health, your purpose must be +to live fully on every plane of your being. You must want all that there is in life +for body, mind, and soul; and this will bring you into harmony with all the life +there is. The person who is in conscious and intelligent harmony with All will +receive a continuous inflow of vital power from the Supreme Life; and this +inflow is prevented by angry, selfish or antagonistic mental attitudes. If you are +against any part, you have severed relations with all; you will receive life, but +only instinctively and automatically; not intelligently and purposefully. You can +see that if you are mentally antagonistic to any part, you cannot be in complete +harmony with the Whole; therefore, as Jesus directed, be reconciled to +everybody and everything before you offer worship. +Want for everybody all that you want for yourself. + + +The reader is recommended to read what we have said in a former work Tje +Science of Getting rich concerning the Competitive mind and the Creative mind. +It is very doubtful whether one who has lost health can completely regain it so +long as he remains in the competitive mind. +Being on the Creative or Good-Will plane in mind, the next step is to form a +conception of yourself as in perfect health, and to hold no thoughts which are not +in full harmony with this conception. Have FAITH that if you think only +thoughts of health you will establish in your physical body the functioning of +health; and use your will to determine that you will think only thoughts of +health. Never think of yourself as sick, or as likely to be sick; never think of +sickness in connection with yourself at all. And, as far as may be, shut out of +your mind all thoughts of sickness in connection with others. Surround yourself +as much as possible with the things which suggest the ideas of strength and +health. +Have faith in health, and accept health as an actual present fact in your life. +Claim health as a blessing bestowed upon you by the Supreme Life, and be +deeply grateful at all times. Claim the blessing by faith; know that it is yours, +and never admit a contrary thought to your mind. +Use your will-power to withhold your attention from every appearance of +disease in yourself and others; do not study disease, think about it, nor speak of +it. At all times, when the thought of disease is thrust upon you, move forward +into the mental position of prayerful gratitude for your perfect health. +The mental actions necessary to being well may now be summed up in a single +sentence: Form a conception of yourself in perfect health, and think only those +thoughts which are in harmony with that conception. +That, with faith and gratitude, and the purpose to really live, covers all the +requirements. It is not necessary to take mental exercises of any kind, except as +described in Chapter VI, or to do wearying "stunts" in the way of affirmations, +and so on. It is not necessary to concentrate the mind on the affected parts; it is +far better not to think of any part as affected. It is not necessary to "treat" +yourself by auto-suggestion, or to have others treat you in any way whatever. +The power that heals is the Principle of Health within you; and to call this +Principle into Constructive Action it is only necessary, having harmonized +yourself with the All-Mind, to claim by FAITH the All-Health; and to hold that + + +claim until it is physically manifested in all the functions of your body. +In order to hold this mental attitude of faith, gratitude, and health, however, your +external acts must be only those of health. You cannot long hold the internal +attitude of a well person if you continue to perform the external acts of a sick +person. It is essential not only that your every thought should be a thought of +health, but that your every act should be an act of health, performed in a healthy +manner. If you will make every thought a thought of health, and every conscious +act an act of health, it must infallibly follow that every internal and unconscious +function shall come to be healthy; for all the power of life is being continually +exerted toward health. We shall next consider how you may make every act an +act of health. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-26-When-to-Eat/Chapter-26-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-26-When-to-Eat/Chapter-26-source-text.md new file mode 100644 index 0000000..61dfcd1 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-26-When-to-Eat/Chapter-26-source-text.md @@ -0,0 +1,121 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-26: When to Eat +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 113–116 +- **Pages without text**: none +- **Note**: Work: *The Science of Being Well*, section 9 of 17. + +--- + + +Chapter IX. +When to Eat. +Table of Contents +You cannot build and maintain a perfectly healthy body by mental action alone, +or by the performance of the unconscious or involuntary functions alone. There +are certain actions, more or less voluntary, which have a direct and immediate +relation with the continuance of life itself; these are eating, drinking, breathing, +and sleeping. No matter what man's thought or mental attitude may be, he cannot +live unless he eats, drinks, breathes, and sleeps; and, moreover, he cannot be well +if he eats, drinks, breathes, and sleeps in an unnatural or wrong manner. It is +therefore vitally important that you should learn the right way to perform these +voluntary functions, and I shall proceed to show you this way, beginning with +the matter of eating, which is most important. +There has been a vast amount of controversy as to when to eat, what to eat, how +to eat, and how much to eat; and all this controversy is unnecessary, for the Right +Way is very easy to find. You have only to consider the Law which governs all +attainment, whether of health, wealth, power, or happiness; and that law is that +you must do what you can do now, where you are now; do every separate act in +the most perfect manner possible, and put the power of faith into every action. +The processes of digestion and assimilation are under the supervision and +control of an inner division of man's mentality, which is generally called the sub- +conscious mind; and I shall use that term here in order to be understood. The +sub-conscious mind is in charge of all the functions and processes of life; and +when more food is needed by the body, it makes the fact known by causing a +sensation called hunger. Whenever food is needed, and can be used, there is +hunger; and whenever there is hunger it is time to eat. When there is no hunger it +is unnatural and wrong to eat, no matter how great may APPEAR to be the need + + +for food. Even if you are in a condition of apparent starvation, with great +emaciation, if there is no hunger you may know that FOOD CANNOT BE +USED, and it will be unnatural and wrong for you to eat. Though you have not +eaten for days, weeks, or months, if you have no hunger you may be perfectly +sure that food cannot be used, and will probably not be used if taken. Whenever +food is needed, if there is power to digest and assimilate it, so that it can be +normally used, the sub-conscious mind will announce the fact by a decided +hunger. Food, taken when there is no hunger, will sometimes be digested and +assimilated, because Nature makes a special effort to perform the task which is +thrust upon her against her will; but if food be habitually taken when there is no +hunger, the digestive power is at last destroyed, and numberless evils caused. +If the foregoing be true—and it is indisputably so—it is a self-evident +proposition that the natural time, and the healthy time, to eat is when one is +hungry; and that it is never a natural or a healthy action to eat when one is not +hungry. You see, then, that it is an easy matter to scientifically settle the question +when to eat. ALWAYS eat when you are hungry; and NEVER eat when you are +not hungry. This is obedience to nature, which is obedience to God. +We must not fail, however, to make clear the distinction between hunger and +appetite. Hunger is the call of the sub-conscious mind for more material to be +used in repairing and renewing the body, and in keeping up the internal heat; and +hunger is never felt unless there is need for more material, and unless there is +power to digest it when taken into the stomach. Appetite is a desire for the +gratification of sensation. The drunkard has an appetite for liquor, but he cannot +have a hunger for it. A normally fed person cannot have a hunger for candy or +sweets; the desire for these things is an appetite. You cannot hunger for tea, +coffee, spiced foods, or for the various taste-tempting devices of the skilled +cook; if you desire these things, it is with appetite, not with hunger. Hunger is +nature's call for material to be used in building new cells, and nature never calls +for anything which may not be legitimately used for this purpose. +Appetite is often largely a matter of habit; if one eats or drinks at a certain hour, +and especially if one takes sweetened or spiced and stimulating foods, the desire +comes regularly at the same hour; but this habitual desire for food should never +be mistaken for hunger. Hunger does not appear at specified times. It only comes +when work or exercise has destroyed sufficient tissue to make the taking in of +new raw material a necessity. + + +For instance, if a person has been sufficiently fed on the preceding day, it is +impossible that he should feel a genuine hunger on arising from refreshing sleep. +In sleep the body is recharged with vital power, and the assimilation of the food +which has been taken during the day is completed; the system has no need for +food immediately after sleep, unless the person went to his rest in a state of +starvation. With a system of feeding, which is even a reasonable approach to a +natural one, no one can have a real hunger for an early morning breakfast. There +is no such thing possible as a normal or genuine hunger immediately after +arising from sound sleep. The early morning breakfast is always taken to gratify +appetite, never to satisfy hunger. No matter who you are, or what your condition +is; no matter how hard you work, or how much you are exposed, unless you go +to your bed starved, you cannot arise from your bed hungry. +Hunger is not caused by sleep, but by work. And it does not matter who you are, +or what your condition, or how hard or easy your work, the so-called no- +breakfast plan is the right plan for you. It is the right plan for everybody, because +it is based on the universal law that hunger never comes until it is EARNED. +I am aware that a protest against this will come from the large number of people +who "enjoy" their breakfasts; whose breakfast is their "best meal"; who believe +that their work is so hard that they cannot "get through the forenoon on an empty +stomach," and so on. But all their arguments fall down before the facts. They +enjoy their breakfast as the toper enjoys his morning dram, because it gratifies a +habitual appetite and not because it supplies a natural want. It is their best meal +for the same reason that his morning dram is the toper's best drink. And they +CAN get along without it, because millions of people, of every trade and +profession, DO get along without it, and are vastly better for doing so. If you are +to live according to the Science of Being Well, you must NEVER EAT UNTIL +YOU HAVE AN EARNED HUNGER. +But if I do not eat on arising in the morning, when shall I take my first meal? +In ninety-nine cases out of a hundred twelve o'clock, noon, is early enough; and +it is generally the most convenient time. If you are doing heavy work, you will +get by noon a hunger sufficient to justify a good-sized meal; and if your work is +light, you will probably still have hunger enough for a moderate meal. The best +general rule or law that can be laid down is that you should eat your first meal of +the day at noon, if you are hungry; and if you are not hungry, wait until you +become so. + + +And when shall I eat my second meal? +Not at all, unless you are hungry for it; and that with a genuine earned hunger. If +you do get hungry for a second meal, eat at the most convenient time; but do not +eat until you have a really earned hunger. The reader who wishes to fully inform +himself as to the reasons for this way of arranging the mealtimes will find the +best books thereon cited in the preface to this work. From the foregoing, +however, you can easily see that the Science of Being Well readily answers the +question: When, and how often shall I eat? The answer is: Eat when you have an +earned hunger; and never eat at any other time. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-27-What-to-Eat/Chapter-27-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-27-What-to-Eat/Chapter-27-source-text.md new file mode 100644 index 0000000..600cc39 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-27-What-to-Eat/Chapter-27-source-text.md @@ -0,0 +1,137 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-27: What to Eat +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 117–120 +- **Pages without text**: none +- **Note**: Work: *The Science of Being Well*, section 10 of 17. + +--- + + +Chapter X. +What To Eat. +Table of Contents +The current sciences of medicine and hygiene have made no progress toward +answering the question, What shall I eat? The contests between the vegetarians +and the meat eaters, the cooked food advocates, raw food advocates, and various +other "schools" of theorists, seem to be interminable; and from the mountains of +evidence and argument piled up for and against each special theory, it is plain +that if we depend on these scientists we shall never know what is the natural +food of man. Turning away from the whole controversy, then, we will ask the +question of nature herself, and we shall find that she has not left us without an +answer. +Most of the errors of dietary scientists grow out of a false premise as to the +natural state of man. It is assumed that civilization and mental development are +unnatural things; that the man who lives in a modern house, in city or country, +and who works in modern trade or industry for his living is leading an unnatural +life, and is in an unnatural environment; that the only "natural" man is a naked +savage, and that the farther we get from the savage the farther we are from +nature. This is wrong. The man who has all that art and science can give him is +leading the most natural life, because he is living most completely in all his +faculties. The dweller in a well-appointed city flat, with modern conveniences +and good ventilation, is living a far more naturally human life than the +Australian savage who lives in a hollow tree or a hole in the ground. +That Great Intelligence, which is in all and through all, has in reality practically +settled the question as to what we shall eat. In ordering the affairs of nature, It +has decided that man's food shall be according to the zone in which he lives. In +the frigid regions of the far North, fuel foods are required. The development of + + +brain is not large, nor is the life severe in its labor-tax on muscle; and so the +Esquimaux live largely on the blubber and fat of aquatic animals. No other diet +is possible to them; they could not get fruits, nuts, or vegetables even if they +were disposed to eat them; and they could not live on them in that climate if they +could get them. So, notwithstanding the arguments of the vegetarians, the +Esquimaux will continue to live on animal fats. +On the other hand, as we come toward the tropics, we find fuel foods less +required; and we find the people naturally inclining toward a vegetarian diet. +Millions live on rice and fruits; and the food regimen of an Esquimaux village, if +followed upon the equator, would result in speedy death. A "natural" diet for the +equatorial regions would be very far from being a natural diet near the North +Pole; and the people of either zone, if not interfered with by medical or dietary +"scientists," will be guided by the All Intelligence, which seeks the fullest life in +all, to feed themselves in the best way for the promotion of perfect health. In +general, you can see that God, working in nature and in the evolution of human +society and customs, has answered your question as to what you shall eat; and I +advise you to take His answer in preference to that of any man. +In the temperate zone the largest demands are made on man in spirit, mind, and +body; and here we find the greatest variety of foods provided by nature. And it is +really quite useless and superfluous to theorize on the question what the masses +shall eat, for they have no choice; they must eat the foods which are staple +products of the zone in which they live. It is impossible to supply all the people +with a nut-and-fruit or raw food diet; and the fact that it is impossible is proof +positive that these are not the foods intended by nature, for nature, being formed +for the advancement of life, has not made the obtaining of the means of life an +impossibility. So, I say, the question, What shall I eat? has been answered for +you. Eat wheat, corn, rye, oats, barley, buckwheat; eat vegetables; eat meats, eat +fruits, eat the things that are eaten by the masses of the people around the world, +for in this matter the voice of the people is the voice of God. They have been led, +generally, to the selection of certain foods; and they have been led, generally, to +prepare these foods in generally similar ways; and you may depend upon it that +in general they have the right foods and are preparing them in the right way. In +these matters the race has been under the guidance of God. The list of foods in +common use is a long one, and you must select therefrom according to your +individual taste; if you do, you will find that you have an infallible guide, as +shown in the next two chapters. + + +If you do not eat until you have an EARNED hunger, you will not find your taste +demanding unnatural or unhealthy foods. The woodchopper, who has swung his +axe continuously from seven in the morning until noon does not come in +clamoring for cream puffs and confectionery; he wants pork and beans, or +beefsteak and potatoes, or corn bread and cabbage; he asks for the plain solids. +Offer to crack him a few walnuts and give him a plate of lettuce, and you will be +met with huge disdain; those things are not natural foods for a workingman. And +if they are not natural foods for a workingman, they are not for any other man; +for work hunger is the only real hunger, and requires the same materials to +satisfy it, whether it be in woodchopper or banker, in man, woman or child. +It is a mistake to suppose that food must be selected with anxious care to fit the +vocation of the person who eats. It is not true that the woodchopper requires +"heavy" or "solid" foods and the bookkeeper "light" foods. If you are a +bookkeeper, or other brain worker, and do not eat until you have an EARNED +hunger, you will want exactly the same foods that the woodchopper wants. Your +body is made of exactly the same elements as that of the woodchopper, and +requires the same materials for cell-building; why, then, feed him on ham and +eggs and corn bread and you on crackers and toast? True, most of his waste is of +muscle, while most of yours is of brain and nerve tissue; but it is also true that +the woodchopper's diet contains all the requisites for brain and nerve building in +far better proportions than they are found in most "light" foods. The world's best +brain work has been done on the fare of the working people. The world's greatest +thinkers have invariably lived on the plain solid foods common among the +masses. +Let the bookkeeper wait until he has an earned hunger before he eats; and then, +if he wants ham, eggs, and corn bread, by all means let him eat them; but let him +remember that he does not need one-twentieth of the amount necessary for the +woodchopper. It is not eating "hearty" foods which gives the brain worker +indigestion; it is eating as much as would be needed by a muscle worker. +Indigestion is never caused by eating to satisfy hunger; it is always caused by +eating to gratify appetite. If you eat in the manner prescribed in the next chapter, +your taste will soon become so natural that you will never WANT anything that +you cannot eat with impunity; and you can drop the whole anxious question of +what to eat from your mind forever, and simply eat what you want. Indeed, that +is the only way to do if you are to think no thoughts but those of health; for you +cannot think health so long as you are in continual doubt and uncertainty as to +whether you are getting the right bills of fare. + + +"Take no thought what ye shall eat," said Jesus, and he spoke wisely. The foods +found on the table of any ordinary middle-class or working class family will +nourish your body perfectly if you eat at the right times and in the right way. If +you want meat, eat it; and if you do not want it, do not eat it, and do not suppose +that you must find some special substitute for it. You can live perfectly well on +what is left on any table after the meat has been removed. +It is not necessary to worry about a "varied" diet, so as to get in all the necessary +elements. The Chinese and Hindus build very good bodies and excellent brains +on a diet of few variations, rice making almost the whole of it. The Scotch are +physically and mentally strong on oatmeal cakes; and the Irishman is husky of +body and brilliant of mind on potatoes and pork. The wheat berry contains +practically all that is necessary for the building of brain and body; and a man can +live very well on a monodiet of navy beans. +Form a conception of perfect health for yourself, and do not hold any thought +which is not a thought of health. +NEVER eat until you have an EARNED HUNGER. Remember that it will not +hurt you in the least to go hungry for a short time; but it will surely hurt you to +eat when you are not hungry. +Do not give the least thought to what you should or should not eat; simply eat +what is set before you, selecting that which pleases your taste most. In other +words, eat what you want. This you can do with perfect results if you eat in the +right way; and how to do this will be explained in the next chapter. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-28-How-to-Eat/Chapter-28-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-28-How-to-Eat/Chapter-28-source-text.md new file mode 100644 index 0000000..c4856fd --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-28-How-to-Eat/Chapter-28-source-text.md @@ -0,0 +1,126 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-28: How to Eat +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 121–124 +- **Pages without text**: none +- **Note**: Work: *The Science of Being Well*, section 11 of 17. + +--- + + +Chapter XI +How to Eat. +Table of Contents +It is a settled fact that man naturally chews his food. The few faddists who +maintain that we should bolt our nourishment, after the manner of the dog and +others of the lower animals, can no longer get a hearing; we know that we should +chew our food. And if it is natural that we should chew our food, the more +thoroughly we chew it the more completely natural the process must be. If you +will chew every mouthful to a liquid, you need not be in the least concerned as +to what you shall eat, for you can get sufficient nourishment out of any ordinary +food. +Whether or not this chewing shall be an irksome and laborious task or a most +enjoyable process, depends upon the mental attitude in which you come to the +table. +If your mind and attitude are on other things, or if you are anxious or worried +about business or domestic affairs, you will find it almost impossible to eat +without bolting more or less of your food. You must learn to live so scientifically +that you will have no business or domestic cares to worry about; this you can do, +and you can also learn to give your undivided attention to the act of eating while +at the table. +When you eat, do so with an eye single to the purpose of getting all the +enjoyment you can from that meal; dismiss everything else from your mind, and +do not let anything take your attention from the food and its taste until your meal +is finished. Be cheerfully confident, for if you follow these instructions you may +KNOW that the food you eat is exactly the right food, and that it will "agree" +with you to perfection. + + +Sit down to the table with confident cheerfulness, and take a moderate portion of +the food; take whatever thing looks most desirable to you. Do not select some +food because you think it will be good for you; select that which will taste good +to you. If you are to get well and stay well, you must drop the idea of doing +things because they are good for your health, and do things because you want to +do them. Select the food you want most; gratefully give thanks to God that you +have learned how to eat it in such a way that digestion shall be perfect; and take +a moderate mouthful of it. +Do not fix your attention on the act of chewing; fix it on the TASTE of the food; +and taste and enjoy it until it is reduced to a liquid state and passes down your +throat by involuntary swallowing. No matter how long it takes, do not think of +the time. Think of the taste. Do not allow your eyes to wander over the table, +speculating as to what you shall eat next; do not worry for fear there is not +enough, and that you will not get your share of everything. Do not anticipate the +taste of the next thing; keep your mind centered on the taste of what you have in +your mouth. And that is all of it. +Scientific and healthful eating is a delightful process after you have learned how +to do it, and after you have overcome the bad old habit of gobbling down your +food unchewed. It is best not to have too much conversation going on while +eating; be cheerful, but not talkative; do the talking afterward. +In most cases, some use of the will is required to form the habit of correct eating. +The bolting habit is an unnatural one, and is without doubt mostly the result of +fear. Fear that we will be robbed of our food; fear that we will not get our share +of the good things; fear that we will lose precious time—these are the causes of +haste. Then there is anticipation of the dainties that are to come for dessert, and +the consequent desire to get at them as quickly as possible; and there is mental +abstraction, or thinking of other matters while eating. All these must be +overcome. +When you find that your mind is wandering, call a halt; think for a moment of +the food, and of how good it tastes; of the perfect digestion and assimilation that +are going to follow the meal, and begin again. Begin again and again, though +you must do so twenty times in the course of a single meal; and again and again, +though you must do so every meal for weeks and months. It is perfectly certain +that you CAN form the "Fletcher habit" if you persevere; and when you have +formed it, you will experience a healthful pleasure you have never known. + + +This is a vital point, and I must not leave it until I have thoroughly impressed it +upon your mind. Given the right materials, perfectly prepared, the Principle of +Health will positively build you a perfectly healthy body; and you cannot +prepare the materials perfectly in any other way that the one I am describing. If +you are to have perfect health, you MUST eat in just this way; you can, and the +doing of it is only a matter of a little perseverance. What use for you to talk of +mental control unless you will govern yourself in so simple a matter as ceasing +to bolt your food? What use to talk of concentration unless you can keep your +mind on the act of eating for so short a space as fifteen or twenty minutes, +especially with all the pleasures of taste to help you? Go on, and conquer. In a +few weeks, or months, as the case may be, you will find the habit of scientific +eating becoming fixed; and soon you will be in so splendid a condition, mentally +and physically, that nothing would induce you to return to the bad old way. +We have seen that if man will think only thoughts of perfect health, his internal +functions will be performed in a healthy manner; and we have seen that in order +to think thoughts of health, man must perform the voluntary functions in a +healthy manner. The most important of the voluntary functions is that of eating; +and we see, so far, no especial difficulty in eating in a perfectly healthy way. I +will here summarize the instructions as to when to eat, what to eat, and how to +eat, with the reasons therefor:— +NEVER eat until you have an EARNED hunger, no matter how long you go +without food. This is based on the fact that whenever food is needed in the +system, if there is power to digest it, the sub-conscious mind announces the need +by the sensation of hunger. Learn to distinguish between genuine hunger and the +gnawing and craving sensations caused by unnatural appetite. Hunger is never a +disagreeable feeling, accompanied by weakness, faintness, or gnawing feelings +at the stomach; it is a pleasant, anticipatory desire for food, and is felt mostly in +the mouth and throat. It does not come at certain hours or at stated intervals; it +only comes when the sub-conscious mind is ready to receive, digest, and +assimilate food. +Eat whatever foods you want, making your selection from the staples in general +use in the zone in which you live. The Supreme Intelligence has guided man to +the selection of these foods, and they are the right ones for all. I am referring, of +course, to the foods which are taken to satisfy hunger, not to those which have +been contrived merely to gratify appetite or perverted taste. The instinct which +has guided the masses of men to make use of the great staples of food to satisfy + + +their hunger is a divine one. God has made no mistake; if you eat these foods +you will not go wrong. +Eat your food with cheerful confidence, and get all the pleasure that is to be had +from the taste of every mouthful. Chew each morsel to a liquid, keeping your +attention fixed on the enjoyment of the process. This is the only way to eat in a +perfectly complete and successful manner; and when anything is done in a +completely successful manner, the general result cannot be a failure. In the +attainment of health, the law is the same as in the attainment of riches; if you +make each act a success in itself, the sum of all your acts must be a success. +When you eat in the mental attitude I have described, and in the manner I have +described, nothing can be added to the process; it is done in a perfect manner, +and it is successfully done. And if eating is successfully done, digestion, +assimilation, and the building of a healthy body are successfully begun. We next +take up the question of the quantity of food required. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-29-Hunger-and-Appetites/Chapter-29-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-29-Hunger-and-Appetites/Chapter-29-source-text.md new file mode 100644 index 0000000..4433e0f --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-29-Hunger-and-Appetites/Chapter-29-source-text.md @@ -0,0 +1,107 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-29: Hunger and Appetites +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 125–127 +- **Pages without text**: none +- **Note**: Work: *The Science of Being Well*, section 12 of 17. + +--- + + +Chapter XII. +Hunger and Appetites. +Table of Contents +It is very easy to find the correct answer to the question, How much shall I eat? +You are never to eat until you have an earned hunger, and you are to stop eating +the instant you BEGIN to feel that your hunger is abating. Never gorge yourself; +never eat to repletion. When you begin to feel that your hunger is satisfied, know +that you have enough; for until you have enough, you will continue to feel the +sensation of hunger. If you eat as directed in the last chapter, it is probable that +you will begin to feel satisfied before you have taken half your usual amount; +but stop there, all the same. No matter how delightfully attractive the dessert, or +how tempting the pie or pudding, do not eat a mouthful of it if you find that your +hunger has been in the least degree assuaged by the other foods you have taken. +Whatever you eat after your hunger begins to abate is taken to gratify taste and +appetite, not hunger and is not called for by nature at all. It is therefore excess; +mere debauchery, and it cannot fail to work mischief. +This is a point you will need to watch with nice discrimination, for the habit of +eating purely for sensual gratification is very deeply rooted with most of us. The +usual "dessert" of sweet and tempting foods is prepared solely with a view to +inducing people to eat after hunger has been satisfied; and all the effects are evil. +It is not that pie and cake are unwholesome foods; they are usually perfectly +wholesome if eaten to satisfy hunger, and NOT to gratify appetite. If you want +pie, cake, pastry or puddings, it is better to begin your meal with them, finishing +with the plainer and less tasty foods. You will find, however, that if you eat as +directed in the preceding chapters, the plainest food will soon come to taste like +kingly fare to you; for your sense of taste, like all your other senses, will become +so acute with the general improvement in your condition that you will find new + + +delights in common things. No glutton ever enjoyed a meal like the man who +eats for hunger only, who gets the most out of every mouthful, and who stops on +the instant that he feels the edge taken from his hunger. The first intimation that +hunger is abating is the signal from the sub-conscious mind that it is time to quit. +The average person who takes up this plan of living will be greatly surprised to +learn how little food is really required to keep the body in perfect condition. The +amount depends upon the work; upon how much muscular exercise is taken, and +upon the extent to which the person is exposed to cold. The woodchopper who +goes into the forest in the winter time and swings his axe all day can eat two full +meals; but the brain worker who sits all day on a chair, in a warm room, does not +need one third and often not one tenth as much. Most woodchoppers eat two or +three times as much, and most brain workers from three to ten times as much as +nature calls for; and the elimination of this vast amount of surplus rubbish from +their systems is a tax on vital power which in time depletes their energy and +leaves them an easy prey to so-called disease. Get all possible enjoyment out of +the taste of your food, but never eat anything merely because it tastes good; and +on the instant that you feel that your hunger is less keen, stop eating. +If you will consider for a moment, you will see that there is positively no other +way for you to settle these various food questions than by adopting the plan here +laid down for you. As to the proper time to eat, there is no other way to decide +than to say that you should eat whenever you have an EARNED HUNGER. It is +a self-evident proposition that that is the right time to eat, and that any other is a +wrong time to eat. As to what to eat, the Eternal Wisdom has decided that the +masses of men shall eat the staple products of the zones in which they live. The +staple foods of your particular zone are the right foods for you; and the Eternal +Wisdom, working in and through the minds of the masses of men, has taught +them how best to prepare these foods by cooking and otherwise. And as to how +to eat, you know that you must chew your food; and if it must be chewed, then +reason tells us that the more thorough and perfect the operation the better. +I repeat that success in anything is attained by making each separate act a +success in itself. If you make each action, however small and unimportant, a +thoroughly successful action, your day's work as a whole cannot result in failure. +If you make the actions of each day successful, the sum total of your life cannot +be failure. A great success is the result of doing a large number of little things, +and doing each one in a perfectly successful way. If every thought is a healthy +thought, and if every action of your life is performed in a healthy way, you must + + +soon attain to perfect health. It is impossible to devise a way in which you can +perform the act of eating more successfully, and in a manner more in accord with +the laws of life, than by chewing every mouthful to a liquid, enjoying the taste +fully, and keeping a cheerful confidence the while. Nothing can be added to +make the process more successful; while if anything be subtracted, the process +will not be a completely healthy one. +In the matter of how much to eat, you will also see that there could be no other +guide so natural, so safe, and so reliable as the one I have prescribed—to stop +eating on the instant you feel that your hunger begins to abate. The sub- +conscious mind may be trusted with implicit reliance to inform us when food is +needed; and it may be trusted as implicitly to inform us when the need has been +supplied. If ALL food is eaten for hunger, and NO food is taken merely to gratify +taste, you will never eat too much; and if you eat whenever you have an +EARNED hunger, you will always eat enough. By reading carefully the +summing up in the following chapter, you will see that the requirements for +eating in a perfectly healthy way are really very few and simple. +The matter of drinking in a natural way may be dismissed here with a very few +words. If you wish to be exactly and rigidly scientific, drink nothing but water; +drink only when you are thirsty; drink whenever you are thirsty, and stop as soon +as you feel that your thirst begins to abate. But if you are living rightly in regard +to eating, it will not be necessary to practice asceticism or great self-denial in the +matter of drinking. You can take an occasional cup of weak coffee without harm; +you can, to a reasonable extent, follow the customs of those around you. Do not +get the soda fountain habit; do not drink merely to tickle your palate with sweet +liquids; be sure that you take a drink of water whenever you feel thirst. Never be +too lazy, too indifferent, or too busy to get a drink of water when you feel the +least thirst; if you obey this rule, you will have little inclination to take strange +and unnatural drinks. Drink only to satisfy thirst; drink whenever you feel thirst; +and stop drinking as soon as you feel thirst abating. That is the perfectly healthy +way to supply the body with the necessary fluid material for its internal +processes. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-30-In-a-Nutshell/Chapter-30-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-30-In-a-Nutshell/Chapter-30-source-text.md new file mode 100644 index 0000000..b24b38b --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-30-In-a-Nutshell/Chapter-30-source-text.md @@ -0,0 +1,127 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-30: In a Nutshell +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 128–131 +- **Pages without text**: none +- **Note**: Work: *The Science of Being Well*, section 13 of 17. + +--- + + +Chapter XIII. +In a Nutshell. +Table of Contents +There is a Cosmic Life which permeates, penetrates, and fills the interspaces of +the universe, being in and through all things. This Life is not merely a vibration, +or form of energy; it is a Living Substance. All things are made from it; it is All, +and in all. +This Substance thinks, and it assumes the form of that which it thinks about. The +thought of a form, in this substance, creates the form; the thought of a motion +institutes the motion. The visible universe, with all its forms and motions, exists +because it is in the thought of Original Substance. +Man is a form of Original Substance, and can think original thoughts; and within +himself, man's thoughts have controlling or formative power. The thought of a +condition produces that condition; the thought of a motion institutes that motion. +So long as man thinks of the conditions and motions of disease, so long will the +conditions and motions of disease exist within him. If man will think only of +perfect health, the Principle of Health within him will maintain normal +conditions. +To be well, man must form a conception of perfect health, and hold thoughts +harmonious with that conception as regards himself and all things. He must think +only of healthy conditions and functioning; he must not permit a thought of +unhealthy or abnormal conditions or functioning to find lodgment in his mind at +any time. +In order to think only of healthy conditions and functioning, man must perform +the voluntary acts of life in a perfectly healthy way. He cannot think perfect +health so long as he knows that he is living in a wrong or unhealthy way; or even + + +so long as he has doubts as to whether or not he is living in a healthy way. Man +cannot think thoughts of perfect health while his voluntary functions are +performed in the manner of one who is sick. The voluntary functions of life are +eating, drinking, breathing, and sleeping. When man thinks only of healthy +conditions and functioning, and performs these externals in a perfectly healthy +manner, he must have perfect health. +In eating, man must learn to be guided by his hunger. He must distinguish +between hunger and appetite, and between hunger and the cravings of habit; he +must NEVER eat unless he feels an EARNED HUNGER. He must learn that +genuine hunger is never present after natural sleep, and that the demand for an +early morning meal is purely a matter of habit and appetite; and he must not +begin his day by eating in violation of natural law. He must wait until he has an +Earned Hunger, which, in most cases, will make his first meal come at about the +noon hour. No matter what his condition, vocation, or circumstances, he must +make it his rule not to eat until he has an EARNED HUNGER; and he may +remember that it is far better to fast for several hours after he has become hungry +than to eat before he begins to feel hunger. It will not hurt you to go hungry for a +few hours, even though you are working hard; but it will hurt you to fill your +stomach when you are not hungry, whether you are working or not. If you never +eat until you have an Earned Hunger, you may be certain that in so far as the +time of eating is concerned, you are proceeding in a perfectly healthy way. This +is a self-evident proposition. +As to what he shall eat, man must be guided by that Intelligence which has +arranged that the people of any given portion of the earth's surface must live on +the staple products of the zone which they inhabit. Have faith in God, and ignore +"food science" of every kind. Do not pay the slightest attention to the +controversies as to the relative merits of cooked and raw foods; of vegetables +and meats; or as to your need for carbohydrates and proteins. Eat only when you +have an earned hunger, and then take the common foods of the masses of the +people in the zone in which you live, and have perfect confidence that the results +will be good. They will be. Do not seek for luxuries, or for things imported or +fixed up to tempt the taste; stick to the plain solids; and when these do not "taste +good," fast until they do. Do not seek for "light" foods; for easily digestible, or +"healthy" foods; eat what the farmers and workingmen eat. Then you will be +functioning in a perfectly healthy manner, so far as what to eat is concerned. I +repeat, if you have no hunger or taste for the plain foods, do not eat at all; wait +until hunger comes. Go without eating until the plainest food tastes good to you; + + +and then begin your meal with what you like best. +In deciding how to eat, man must be guided by reason. We can see that the +abnormal states of hurry and worry produced by wrong thinking about business +and similar things have led us to form the habit of eating too fast, and chewing +too little. Reason tells us that food should be chewed, and that the more +thoroughly it is chewed the better it is prepared for the chemistry of digestion. +Furthermore, we can see that the man who eats slowly and chews his food to a +liquid, keeping his mind on the process and giving it his undivided attention, will +enjoy more of the pleasure of taste than he who bolts his food with his mind on +something else. To eat in a perfectly healthy manner, man must concentrate his +attention on the act, with cheerful enjoyment and confidence; he must taste his +food, and he must reduce each mouthful to a liquid before swallowing it. The +foregoing instructions, if followed, make the function of eating completely +perfect; nothing can be added as to what, when, and how. +In the matter of how much to eat, man must be guided by the same inward +intelligence, or Principle of Health, which tells him when food is wanted. He +must stop eating in the moment that he feels hunger abating; he must not eat +beyond this point to gratify taste. If he ceases to eat in the instant that the inward +demand for food ceases, he will never overeat; and the function of supplying the +body with food will be performed in a perfectly healthy manner. +The matter of eating naturally is a very simple one; there is nothing in all the +foregoing that cannot be easily practiced by any one. This method, put in +practice, will infallibly result in perfect digestion and assimilation; and all +anxiety and careful thought concerning the matter can at once be dropped from +the mind. Whenever you have an earned hunger, eat with thankfulness what is +set before you, chewing each mouthful to a liquid, and stopping when you feel +the edge taken from your hunger. +The importance of the mental attitude is sufficient to justify an additional word. +While you are eating, as at all other times, think only of healthy conditions and +normal functioning. Enjoy what you eat; if you carry on a conversation at the +table, talk of the goodness of the food, and of the pleasure it is giving you. Never +mention that you dislike this or that; speak only of those things which you like. +Never discuss the wholesomeness or unwholesomeness of foods; never mention +or think of unwholesomeness at all. If there is anything on the table for which +you do not care, pass it by in silence, or with a word of commendation; never + + +criticise or object to anything. Eat your food with gladness and with singleness +of heart, praising God and giving thanks. Let your watchword be perseverance; +whenever you fall into the old way of hasty eating, or of wrong thought and +speech, bring yourself up short and begin again. +It is of the most vital importance to you that you should be a self-controlling and +self-directing person; and you can never hope to become so unless you can +master yourself in so simple and fundamental a matter as the manner and method +of your eating. If you cannot control yourself in this, you cannot control yourself +in anything that will be worth while. On the other hand, if you carry out the +foregoing instructions, you may rest in the assurance that in so far as right +thinking and right eating are concerned you are living in a perfectly scientific +way; and you may also be assured that if you practice what is prescribed in the +following chapters you will quickly build your body into a condition of perfect +health. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-31-Breathing/Chapter-31-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-31-Breathing/Chapter-31-source-text.md new file mode 100644 index 0000000..955aa7c --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-31-Breathing/Chapter-31-source-text.md @@ -0,0 +1,109 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-31: Breathing +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 132–134 +- **Pages without text**: none +- **Note**: Work: *The Science of Being Well*, section 14 of 17. + +--- + + +Chapter XIV. +Breathing. +Table of Contents +The function of breathing is a vital one, and it immediately concerns the +continuance of life. We can live many hours without sleeping, and many days +without eating or drinking, but only a few minutes without breathing. The act of +breathing is involuntary, but the manner of it, and the provision of the proper +conditions for its healthy performance, falls within the scope of volition. Man +will continue to breathe involuntarily, but he can voluntarily determine what he +shall breathe, and how deeply and thoroughly he shall breathe; and he can, of his +own volition, keep the physical mechanism in condition for the perfect +performance of the function. +It is essential, if you wish to breathe in a perfectly healthy way, that the physical +machinery used in the act should be kept in good condition. You must keep your +spine moderately straight, and the muscles of your chest must be flexible and +free in action. You cannot breathe in the right way if your shoulders are greatly +stooped forward and your chest hollow and rigid. Sitting or standing at work in a +slightly stooping position tends to produce hollow chest; so does lifting heavy +weights—or light weights. +The tendency of work, of almost all kinds, is to pull the shoulders forward, curve +the spine, and flatten the chest; and if the chest is greatly flattened, full and deep +breathing becomes impossible, and perfect health is out of the question. +Various gymnastic exercises have been devised to counteract the effect of +stooping while at work; such as hanging by the hands from a swing or trapeze +bar, or sitting on a chair with the feet under some heavy article of furniture and +bending backward until the head touches the floor, and so on. All these are good + + +enough in their way, but very few people will follow them long enough and +regularly enough to accomplish any real gain in physique. The taking of "health +exercises" of any kind is burdensome and unnecessary; there is a more natural, +simpler, and much better way. +This better way is to keep yourself straight, and to breathe deeply. Let your +mental conception of yourself be that you are a perfectly straight person, and +whenever the matter comes to your mind, be sure that you instantly expand your +chest, throw back your shoulders, and "straighten up." Whenever you do this, +slowly draw in your breath until you fill your lungs to their utmost capacity; +"crowd in" all the air you possibly can; and while holding it for an instant in the +lungs, throw your shoulders still further back, and stretch your chest; at the same +time try to pull your spine forward between the shoulders. Then let the air go +easily. +This is the one great exercise for keeping the chest full, flexible, and in good +condition. Straighten up; fill your lungs FULL; stretch your chest and straighten +your spine, and exhale easily. And this exercise you must repeat, in season and +out of season, at all times and in all places, until you form a habit of doing it; +you can easily do so. Whenever you step out of doors into the fresh, pure air, +BREATHE. When you are at work, and think of yourself and your position, +BREATHE. When you are in company, and are reminded of the matter, +BREATHE. When you are awake in the night, BREATHE. No matter where you +are or what you are doing, whenever the idea comes to your mind, straighten up +and BREATHE. If you walk to and from your work, take the exercise all the +way; it will soon become a delight to you; you will keep it up, not for the sake of +health, but as a matter of pleasure. +Do not consider this a "health exercise"; never take health exercises, or do +gymnastics to make you well. To do so is to recognize sickness as a present fact +or as a possibility, which is precisely what you must not do. The people who are +always taking exercises for their health are always thinking about being sick. It +ought to be a matter of pride with you to keep your spine straight and strong; as +much so as it is to keep your face clean. Keep your spine straight, and your chest +full and flexible for the same reason that you keep your hands clean and your +nails manicured; because it is slovenly to do otherwise. Do it without a thought +of sickness, present or possible. You must either be crooked and unsightly, or +you must be straight; and if you are straight your breathing will take care of +itself. You will find the matter of health exercises referred to again in a future + + +chapter. +It is essential, however, that you should breathe AIR. It appears to be the +intention of nature that the lungs should receive air containing its regular +percentage of oxygen, and not greatly contaminated by other gases, or by filth of +any kind. Do not allow yourself to think that you are compelled to live or work +where the air is not fit to breathe. If your house cannot be properly ventilated, +move; and if you are employed where the air is bad, get another job; you can, by +practicing the methods given in the preceding volume of this series—"THE +SCIENCE OF GETTING RICH." If no one would consent to work in bad air, +employers would speedily see to it that all work rooms were properly ventilated. +The worst air is that from which the oxygen has been exhausted by breathing; as +that of churches and theaters where crowds of people congregate, and the outlet +and supply of air are poor. Next to this is air containing other gases than oxygen +and hydrogen—sewer gas, and the effluvium from decaying things. Air that is +heavily charged with dust or particles of organic matter may be endured better +than any of these. Small particles of organic matter other than food are generally +thrown off from the lungs; but gases go into the blood. +I speak advisedly when I say "other than food." Air is largely a food. It is the +most thoroughly alive thing we take into the body. Every breath carries in +millions of microbes, many of which are assimilated. The odors from earth, +grass, tree, flower, plant, and from cooking foods are foods in themselves; they +are minute particles of the substances from which they come, and are often so +attenuated that they pass directly from the lungs into the blood, and are +assimilated without digestion. And the atmosphere is permeated with the One +Original Substance, which is life itself. Consciously recognize this whenever you +think of your breathing, and think that you are breathing in life; you really are, +and conscious recognition helps the process. See to it that you do not breathe air +containing poisonous gases, and that you do not rebreathe the air which has been +used by yourself or others. +That is all there is to the matter of breathing correctly. Keep your spine straight +and your chest flexible, and breathe pure air, recognizing with thankfulness the +fact that you breathe in the Eternal Life. That is not difficult; and beyond these +things give little thought to your breathing except to thank God that you have +learned how to do it perfectly. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-32-Sleep/Chapter-32-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-32-Sleep/Chapter-32-source-text.md new file mode 100644 index 0000000..4eaf3c4 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-32-Sleep/Chapter-32-source-text.md @@ -0,0 +1,82 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-32: Sleep +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 135–137 +- **Pages without text**: none +- **Note**: Work: *The Science of Being Well*, section 15 of 17. + +--- + + +Chapter XV. +Sleep. +Table of Contents +Vital power is renewed in sleep. Every living thing sleeps; men, animals, +reptiles, fish, and insects sleep, and even plants have regular periods of slumber. +And this is because it is in sleep that we come into such contact with the +Principle of Life in nature that our own lives may be renewed. It is in sleep that +the brain of man is recharged with vital energy, and the Principle of Health +within him is given new strength. It is of the first importance, then, that we +should sleep in a natural, normal, and perfectly healthy manner. +Studying sleep, we note that the breathing is much deeper, and more forcible and +rhythmic than in the waking state. Much more air is inspired when asleep than +when awake, and this tells us that the Principle of Health requires large +quantities of some element in the atmosphere for the process of renewal. If you +would surround sleep with natural conditions, then, the first step is to see that +you have an unlimited supply of fresh and pure air to breathe. Physicians have +found that sleeping in the pure air of out-of-doors is very efficacious in the +treatment of pulmonary troubles; and, taken in connection with the Way of +Living and Thinking prescribed in this book, you will find that it is just as +efficacious in curing every other sort of trouble. Do not take any half-way +measures in this matter of securing pure air while you sleep. Ventilate your +bedroom thoroughly; so thoroughly that it will be practically the same as +sleeping out of doors. Have a door or window open wide; have one open on each +side of the room, if possible. If you cannot have a good draught of air across the +room, pull the head of your bed close to the open window, so that the air from +without may come fully into your face. No matter how cold or unpleasant the +weather, have a window open, and open wide; and try to get a circulation of pure +air through the room. Pile on the bedclothes, if necessary, to keep you warm; but + + +have an unlimited supply of fresh air from out of doors. This is the first great +requisite for healthy sleep. +The brain and nerve centers cannot be thoroughly vitalized if you sleep in "dead" +or stagnant air; you must have the living atmosphere, vital with nature's Principle +of Life. I repeat, do not make any compromise in this matter; ventilate your +sleeping room completely, and see that there is a circulation of outdoor air +through it while you sleep. You are not sleeping in a perfectly healthy way if you +shut the doors and windows of your sleeping room, whether in winter or +summer. Have fresh air. If you are where there is no fresh air, move. If your +bedroom cannot be ventilated, get into another house. +Next in importance is the mental attitude in which you go to sleep. It is well to +sleep intelligently, purposefully, knowing what you do it for. Lie down thinking +that sleep is an infallible vitalizer, and go to sleep with a confident faith that your +strength is to be renewed; that you will awake full of vitality and health. Put +purpose into your sleep as you do into your eating; give the matter your attention +for a few minutes, as you go to rest. Do not seek your couch with a discouraged +or depressed feeling; go there joyously, to be made whole. Do not forget the +exercise of gratitude in going to sleep; before you close your eyes, give thanks to +God for having shown you the way to perfect health, and go to sleep with this +grateful thought uppermost in your mind. A bedtime prayer of thanksgiving is a +mighty good thing; it puts the Principle of Health within you into +communication with its source, from which it is to receive new power while you +are in the silence of unconsciousness. +You may see that the requirements for perfectly healthy sleep are not difficult. +First, to see that you breathe pure air from out of doors while you sleep; and, +second, to put the Within into touch with the Living Substance by a few minutes +of grateful meditation as you go to bed. Observe these requirements, go to sleep +in a thankful and confident frame of mind, and all will be well. If you have +insomnia, do not let it worry you. While you lie awake, form your conception of +health; meditate with thankfulness on the abundant life which is yours, breathe, +and feel perfectly confident that you will sleep in due time; and you will. +Insomnia, like every other ailment, must give way before the Principle of Health +aroused to full constructive activity by the course of thought and action herein +described. +The reader will now comprehend that it is not at all burdensome or disagreeable + + +to perform the voluntary functions of life in a perfectly healthy way. The +perfectly healthy way is the easiest, simplest, most natural, and most pleasant +way. The cultivation of health is not a work of art, difficulty, or strenuous labor. +You have only to lay aside artificial observances of every kind, and eat, drink, +breathe, and sleep in the most natural and delightful way; and if you do this, +thinking health and only health, you will certainly be well. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-33-Supplementary-Instructions/Chapter-33-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-33-Supplementary-Instructions/Chapter-33-source-text.md new file mode 100644 index 0000000..af0a8d1 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-33-Supplementary-Instructions/Chapter-33-source-text.md @@ -0,0 +1,163 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-33: Supplementary Instructions +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 138–142 +- **Pages without text**: none +- **Note**: Work: *The Science of Being Well*, section 16 of 17. + +--- + + +Chapter XVI. +Supplementary Instructions. +Table of Contents +In forming a conception of health, it is necessary to think of the manner in which +you would live and work if you were perfectly well and very strong; to imagine +yourself doing things in the way of a perfectly well and very strong person, until +you have a fairly good conception of what you would be if you were well. Then +take a mental and physical attitude in harmony with this conception; and do not +depart from this attitude. You must unify yourself in thought with the thing you +desire; and whatever state or condition you unify with yourself in thought will +soon become unified with you in body. The scientific way is to sever relations +with everything you do not want, and to enter into relations with everything you +do want. Form a conception of perfect health, and relate yourself to this +conception in word, act, and attitude. +Guard your speech; make every word harmonize with the conception of perfect +health. Never complain; never say things like these: "I did not sleep well last +night;" "I have a pain in my side;" "I do not feel at all well to-day," and so on. +Say "I am looking forward to a good night's sleep to-night;" "I can see that I +progress rapidly," and things of similar meaning. In so far as everything which is +connected with disease is concerned, your way is to forget it; and in so far as +everything which is connected with health is concerned, your way is to unify +yourself with it in thought and speech. +This is the whole thing in a nutshell: make yourself one with Health in thought, +word, and action; and do not connect yourself with sickness either by thought, +word, or action. +Do not read "Doctor Books" or medical literature, or the literature of those + + +whose theories conflict with those herein set forth; to do so will certainly +undermine your faith in the Way of Living upon which you have entered, and +cause you to again come into mental relations with disease. This book really +gives you all that is required; nothing essential has been omitted, and practically +all the superfluous has been eliminated. The Science of Being Well is an exact +science, like arithmetic; nothing can be added to the fundamental principles, and +if anything be taken from them, a failure will result. If you follow strictly the +way of living prescribed in this book, you will be well; and you certainly CAN +follow this way, both in thought and action. +Relate not only yourself, but so far as possible all others, in your thoughts, to +perfect health. Do not sympathize with people when they complain, or even +when they are sick and suffering. Turn their thoughts into a constructive channel +if you can; do all you can for their relief, but do it with the health thought in your +mind. Do not let people tell their woes and catalogue their symptoms to you; +turn the conversation to some other subject, or excuse yourself and go. Better be +considered an unfeeling person than to have the disease thought forced upon +you. When you are in company of people whose conversational stock-in-trade is +sickness and kindred matters, ignore what they say and fall to offering a mental +prayer of gratitude for your perfect health; and if that does not enable you to shut +out their thoughts, say good-by and leave them. No matter what they think or +say; politeness does not require you to permit yourself to be poisoned by +diseased or perverted thought. When we have a few more hundreds of thousands +of enlightened thinkers who will not stay where people complain and talk +sickness, the world will advance rapidly toward health. When you let people talk +to you of sickness, you assist them to increase and multiply sickness. +What shall I do when I am in pain? Can one be in actual physical suffering and +still think only thoughts of health? +Yes. Do not resist pain; recognize that it is a good thing. Pain is caused by an +effort of the Principle of Health to overcome some unnatural condition; this you +must know and feel. When you have a pain, think that a process of healing is +going on in the affected part, and mentally assist and co-operate with it. Put +yourself in full mental harmony with the power which is causing the pain; assist +it; help it along. Do not hesitate, when necessary, to use hot fomentations and +similar means to further the good work which is going on. If the pain is severe, +lie down and give your mind to the work of quietly and easily co-operating with +the force which is at work for your good. This is the time to exercise gratitude + + +and faith; be thankful for the power of health which is causing the pain, and be +certain that the pain will cease as soon as the good work is done. Fix your +thoughts, with confidence, on the Principle of Health which is making such +conditions within you that pain will soon be unnecessary. You will be surprised +to find how easily you can conquer pain; and after you have lived for a time in +this Scientific Way, pains and aches will be things unknown to you. +What shall I do when I am too weak for my work? Shall I drive myself beyond +my strength, trusting in God to support me? Shall I go on, like the runner, +expecting a "second wind"? +No; better not. When you begin to live in this Way, you will probably not be of +normal strength; and you will gradually pass from a low physical condition to a +higher one. If you relate yourself mentally with health and strength, and perform +the voluntary functions of life in a perfectly healthy manner, your strength will +increase from day to day; but for a time you may have days when your strength +is insufficient for the work you would like to do. At such times rest, and exercise +gratitude. Recognize the fact that your strength is growing rapidly, and feel a +deep thankfulness to the Living One from whom it comes. Spend an hour of +weakness in thanksgiving and rest, with full faith that great strength is at hand; +and then get up and go on again. While you rest do not think of your present +weakness; think of the strength that is coming. +Never, at any time, allow yourself to think that you are giving way to weakness; +when you rest, as when you go to sleep, fix your mind on the Principle of Health +which is building you into complete strength. +What shall I do about that great bugaboo which scares millions of people to +death every year—Constipation? +Do nothing. Read Horace Fletcher on "The A B Z or Our Own Nutrition," and +get the full force of his explanation of the fact that when you live on this +scientific plan you need not, and indeed cannot, have an evacuation of the +bowels every day; and that an operation in from once in three days to once in +two weeks is quite sufficient for perfect health. The gross feeders who eat from +three to ten times as much as can be utilized in their systems have a great amount +of waste to eliminate; but if you live in the manner we have described it will be +otherwise with you. + + +If you eat only when you have an EARNED HUNGER, and chew every +mouthful to a liquid, and if you stop eating the instant you BEGIN to be +conscious of an abatement of your hunger, you will so perfectly prepare your +food for digestion and assimilation that practically all of it will be taken up by +the absorbents; and there will be little—almost nothing—remaining in the +bowels to be excreted. If you are able to entirely banish from your memory all +that you have read in "doctor books" and patent medicine advertisements +concerning constipation, you need give the matter no further thought at all. The +Principle of Health will take care of it. +But if your mind has been filled with fear-thought in regard to constipation, it +may be well in the beginning for you to occasionally flush the colon with warm +water. There is not the least need of doing it, except to make the process of your +mental emancipation from fear a little easier; it may be worth while for that. And +as soon as you see that you are making good progress, and that you have cut +down your quantity of food, and are really eating in the Scientific Way, dismiss +constipation from your mind forever; you have nothing more to do with it. Put +your trust in that Principle within you which has the power to give you perfect +health; relate It by your reverent gratitude to the Principle of Life which is All +Power, and go on your way rejoicing. +What about exercise? +Every one is the better for a little all-round use of the muscles every day; and the +best way to get this is to do it by engaging in some form of play or amusement. +Get your exercise in the natural way; as recreation, not as a forced stunt for +health's sake alone. Ride a horse or a bicycle; play tennis or tenpins, or toss a +ball. Have some avocation like gardening in which you can spend an hour every +day with pleasure and profit; there are a thousand ways in which you can get +exercise enough to keep your body supple and your circulation good, and yet not +fall into the rut of "exercising for your health." Exercise for fun or profit; +exercise because you are too healthy to sit still, and not because you wish to +become healthy, or to remain so. +Are long continued fasts necessary? +Seldom, if ever. The Principle of Health does not often require twenty, thirty, or +forty days to get ready for action; under normal conditions, hunger will come in +much less time. In most long fasts, the reason hunger does not come sooner is + + +because it has been inhibited by the patient himself. He begins the fast with the +FEAR if not actually with the hope that it will be many days before hunger +comes; the literature he has read on the subject has prepared him to expect a long +fast, and he is grimly determined to go to a finish, let the time be as long as it +will. And the sub-conscious mind, under the influence of powerful and positive +suggestion, suspends hunger. +When, for any reason, nature takes away your hunger, go cheerfully on with your +usual work, and do not eat until she gives it back. No matter if it is two, three, +ten days, or longer; you may be perfectly sure that when it is time for you to eat +you will be hungry; and if you are cheerfully confident and keep your faith in +health, you will suffer from no weakness or discomfort caused by abstinence. +When you are not hungry, you will feel stronger, happier, and more comfortable +if you do not eat than you will if you do eat; no matter how long the fast. And if +you live in the scientific way described in this book, you will never have to take +long fasts; you will seldom miss a meal, and you will enjoy your meals more +than ever before in your life. Get an earned hunger before you eat; and whenever +you get an earned hunger, eat. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-34-A-Summary-of-the-Science-of-Being-Well/Chapter-34-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-34-A-Summary-of-the-Science-of-Being-Well/Chapter-34-source-text.md new file mode 100644 index 0000000..f99c32e --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-34-A-Summary-of-the-Science-of-Being-Well/Chapter-34-source-text.md @@ -0,0 +1,65 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-34: A Summary of the Science of Being Well +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 143–144 +- **Pages without text**: none +- **Note**: Work: *The Science of Being Well*, section 17 of 17. + +--- + + +Chapter XVII. +A Summary of the Science Of Being Well. +Table of Contents +Health is perfectly natural functioning, normal living. There is a Principle of Life +in the universe; it is the Living Substance, from which all things are made. This +Living Substance permeates, penetrates, and fills the interspaces of the universe. +In its invisible state it is in and through all forms; and yet all forms are made of +it. To illustrate: Suppose that a very fine and highly diffusible aqueous vapor +should permeate and penetrate a block of ice. The ice is formed from living +water, and is living water in form; while the vapor is also living water, unformed, +permeating a form made from itself. This illustration will explain how Living +Substance permeates all forms made from It; all life comes from It; it is all the +life there is. +This Universal Substance is a thinking substance, and takes the form of its +thought. The thought of a form, held by it, creates the form; and the thought of a +motion causes the motion. It cannot help thinking, and so is forever creating; and +it must move on toward fuller and more complete expression of itself. This +means toward more complete life and more perfect functioning; and that means +toward perfect health. +The power of the living substance must always be exerted toward perfect health; +it is a force in all things making for perfect functioning. +All things are permeated by a power which makes for health. +Man can relate himself to this power, and ally himself with it; he can also +separate himself from it in his thoughts. +Man is a form of this Living Substance, and has within him a Principle of + + +Health. This Principle of Health, when in full constructive activity, causes all the +involuntary functions of man's body to be perfectly performed. +Man is a thinking substance, permeating a visible body, and the processes of his +body are controlled by his thought. +When man thinks only thoughts of perfect health, the internal processes of his +body will be those of perfect health. Man's first step toward perfect health must +be to form a conception of himself as perfectly healthy, and as doing all things in +the way and manner of a perfectly healthy person. Having formed this +conception, he must relate himself to it in all his thoughts, and sever all thought +relations with disease and weakness. +If he does this, and thinks his thoughts of health with positive FAITH, man will +cause the Principle of Health within him to become constructively active, and to +heal all his diseases. He can receive additional power from the universal +Principle of Life by faith, and he can acquire faith by looking to this Principle of +Life with reverent gratitude for the health it gives him. If man will consciously +accept the health which is being continually given to him by the Living +Substance, and if he will be duly grateful therefor, he will develop faith. +Man cannot think only thoughts of perfect health unless he performs the +voluntary functions of life in a perfectly healthy manner. These voluntary +functions are eating, drinking, breathing, and sleeping. If man thinks only +thoughts of health, has faith in health, and eats, drinks, breathes, and sleeps in a +perfectly healthy way, he must have perfect health. +Health is the result of thinking and acting in a Certain Way; and if a sick man +begins to think and act in this Way, the Principle of Health within him will come +into constructive activity and heal all his diseases. This Principle of Heath is the +same in all, and is related to the Life Principle of the universe; it is able to heal +every disease, and will come into activity whenever man thinks and acts in +accordance with the Science of Being Well. Therefore, every man can attain to +perfect health. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-35-Any-Person-May-Become-Great/Chapter-35-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-35-Any-Person-May-Become-Great/Chapter-35-source-text.md new file mode 100644 index 0000000..7b218be --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-35-Any-Person-May-Become-Great/Chapter-35-source-text.md @@ -0,0 +1,128 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-35: Any Person May Become Great +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 145–149 +- **Pages without text**: none +- **Note**: Work: *The Science of Being Great*, section 1 of 22. Includes the work's title page. + +--- + + +The Science of Being Great +Table of Contents +Any Person May Become Great +Heredity And Opportunity +The Source Of Power +The Mind Of God +Preparation +The Social Point Of View +The Individual Point Of View +Consecration +Identification +Idealization +Realization +Hurry And Habit +Thought +Action At Home +Action Abroad +Some Further Explanations + + +More About Thought +Jesus’ Idea Of Greatness +A View Of Evolution +Serving God +A Mental Exercise +A Summary Of The Science Of Being Great + + +Any Person May Become Great +Table of Contents +THERE is a Principle of Power in every person. By the intelligent use and +direction of this principle, man can develop his own mental faculties. Man has +an inherent power by which he may grow in whatsoever direction he pleases, +and there does not appear to be any limit to the possibilities of his growth. No +man has yet become so great in any faculty but that it is possible for someone +else to become greater. The possibility is in the Original Substance from which +man is made. Genius is Omniscience flowing into man. +Genius is more than talent. Talent may merely be one faculty developed out of +proportion to other faculties, but genius is the union of man and God in the acts +of the soul. Great men are always greater than their deeds. They are in +connection with a reserve of power that is without limit. We do not know where +the boundary of the mental powers of man is; we do not even know that there is +a boundary. +The power of conscious growth is not given to the lower animals; it is mans +alone and may be developed and increased by him. The lower animals can, to a +great extent, be trained and developed by man; but man can train and develop +himself. He alone has this power, and he has it to an apparently unlimited extent. +The purpose of life for man is growth, just as the purpose of life for trees and +plants is growth. Trees and plants grow automatically and along fixed lines; man +can grow, as he will. Trees and plants can only develop certain possibilities and +characteristics; man can develop any power, which is or has been shown by any +person, anywhere. Nothing that is possible in spirit is impossible in flesh and +blood. Nothing that man can think is impossible-in action. Nothing that man can +imagine is impossible of realization. +Man is formed for growth, and he is under the necessity of growing. + + +It is essential to his happiness that he should continuously advance. +Life without progress becomes unendurable, and the person who ceases from +growth must either become imbecile or insane. The greater and more +harmonious and well rounded his growth, the happier man will be. +There is no possibility in any man that is not in every man; but if they proceed +naturally, no two men will grow into the same thing, or be alike. Every man +comes into the world with a predisposition to grow along certain lines, and +growth is easier for him along those lines than in any other way. This is a wise +provision, for it gives endless variety. It is as if a gardener should throw all his +bulbs into one basket; to the superficial observer they would look alike, but +growth reveals a tremendous difference. +So of men and women, they are like a basket of bulbs. One may be a rose and +add brightness and color to some dark corner of the world; one may be a lily and +teach a lesson of love and purity to every eye that sees; one may be a climbing +vine and hide the rugged outlines of some dark rock; one may be a great oak +among whose boughs the birds shall nest and sing, and beneath whose shade the +flocks shall rest at noon, but everyone will be something worthwhile, something +rare, something perfect. +There are undreamed of possibilities in the common lives all around us in a large +sense, there are no “common” people. In times of national stress and peril the +cracker-box loafer of the corner store and the village drunkard become heroes +and statesmen through the quickening of the Principle of Power within them. +There is a genius in every man and woman, waiting to be brought forth. Every +village has its great man or woman; someone to whom all go for advice in time +of trouble; someone who is instinctively recognized as being great in wisdom +and insight. To such a one the minds of the whole community turn in times of +local crisis; he is tacitly recognized as being great. He does small things in a +great way. He could do great things as well if he did but undertake them; so can +any man; so can you. The Principle of Power gives us just what we ask of it; if +we only undertake little things, it only gives us power for little things; but if we +try to do great things in a great way it gives us all the power there is. +But beware of undertaking great things in a small way: of that we shall speak +farther on. + + +There are two mental attitudes a man may take. One makes him like a football. It +has resilience and reacts strongly when force is applied to it, but it originates +nothing; it never acts of itself. There is no power within it. Men of this type are +controlled by circumstances and environment; their destinies are decided by +things external to themselves. The Principle of Power within them is never really +active at all. They never speak or act from within. The other attitude makes man +like a flowing spring. Power comes out from the center of him. He has within +him a well of water springing up into everlasting life, he radiates force; heist felt +by his environment. The Principle of Power in him is in constant action. He is +self-active. “He hath life in himself.” +No greater good can come to any man or woman than to become self-active. All +the experiences of life are designed by Providence to force men and women into +self-activity; to compel them to cease being creatures of circumstances and +master their environment. In his lowest stage, man is the child of chance and +circumstance and the slave of fear. His acts are all reactions resulting from the +impingement upon him of forces in his environment. He acts only as he is acted +upon; he originates nothing. But the lowest savage has within him a Principle of +Power sufficient to master all that he fears; and if he learns this and becomes +self-active, he becomes as one of the gods. +The awakening of the Principle of Power in man is the real conversion; the +passing from death to life. It is when the dead hear the voice of the Son of Man +and come forth and live. It is the resurrection and the life. When it is awakened, +man becomes a son of the Highest and all power is given to him in heaven and +on earth. +Nothing was ever in any man that is not in you; no man ever had more spiritual +or mental power than you can attain, or did greater things than you can +accomplish. You can become what you want to be. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-36-Heredity-And-Opportunity/Chapter-36-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-36-Heredity-And-Opportunity/Chapter-36-source-text.md new file mode 100644 index 0000000..1eb0e19 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-36-Heredity-And-Opportunity/Chapter-36-source-text.md @@ -0,0 +1,82 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-36: Heredity And Opportunity +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 150–152 +- **Pages without text**: none +- **Note**: Work: *The Science of Being Great*, section 2 of 22. + +--- + + +Heredity And Opportunity +Table of Contents +YOU are not barred from attaining greatness by heredity. No matter who or what +your ancestors may have been or how unlearned or lowly their station, the +upward way is open for you. There is no such thing as inheriting a fixed mental +position; no matter how small the mental capital we receive from our parents, it +may be increased; no man is born incapable of growth. +Heredity counts for something. We are born with subconscious mental +tendencies; as, for instance, a tendency to melancholy, or cowardice, or to ill +temper; but all these subconscious tendencies may be overcome. When the real +man awakens and comes forth he can throw them off very easily. Nothing of this +kind need keep you down; if you have inherited undesirable mental tendencies, +you can eliminate them and put desirable tendencies in their places. An inherited +mental trait is a habit of thought of your father or mother impressed upon your +subconscious mind; you can substitute the opposite impression by forming the +opposite habit of thought. You can substitute a habit of cheerfulness for a +tendency to despondency; you can overcome cowardice or ill temper. +Heredity may count for something, too, in an inherited conformation of the skull. +There is something in phrenology, if not as much as its exponents claim; it is true +that the different faculties are localized in the brain, and that the power of a +faculty depends upon the number of active brain cells in its area. A faculty +whose brain area is large is likely to act with more power than one whose cranial +section is small; hence persons with certain conformations of the skull show +talent as musicians, orators, mechanics, and so on. It has been argued from this +that a man’s cranial formation must, to a great extent, decide his station in life, +but this is an error. It has been found that a small brain section, with many fine +and active cells, gives as powerful expression to faculty as a larger brain with +coarser cells; and it has been found that by turning the Principle of Power into +any section of the brain, with the will and purpose to develop a particular talent, + + +the brain cells may be multiplied indefinitely. +Any faculty, power, or talent you possess, no matter how small or rudimentary, +may be increased; you can multiply the brain cells in this particular area until it +acts as powerfully as you wish. It is true that you can act most easily through +those faculties that are now most largely developed; you can do, with the least +effort, the things which “come naturally”; but it is also true that if you will make +the necessary effort you can develop any talent. You can do what you desire to +do and become what you want to be. When you fix upon some ideal and proceed +as hereinafter directed, all the power of your being is turned into the faculties +required in the realization of that ideal; more blood and nerve force go to the +corresponding sections of the brain, and the cells are quickened, increased, and +multiplied in number. The proper use of the mind of man will build a brain +capable of doing what the mind wants to do. +The brain does not make the man; the man makes the brain. Your place in life is +not fixed by heredity. Nor are you condemned to the lower levels by +circumstances or lack of opportunity. The Principle of Power in man is sufficient +for all the requirements of his soul. No possible combination of circumstances +can keep him down, if he makes his personal attitude right and determines to +rise. The power, which formed man and purposed him for growth, also controls +the circumstances of society, industry, and government; and this power is never +divided against itself. The power which is in you is in the things around you, and +when you begin to move forward, the things will arrange themselves for your +advantage, as described in later chapters of this book. +Man was formed for growth, and all things external were designed to promote +his growth. No sooner does a man awaken his soul and enter on the advancing +way than he finds that not only is God for him, but nature, society, and his fellow +men are for him also; and all things work together for his good if he obeys the +law. Poverty is no bar to greatness, for poverty can always be removed. Martin +Luther, as a child, sang in the streets for bread. Linnaeus the naturalist had only +forty dollars with which to educate himself; he mended his own shoes and often +had to beg meals from his friends. Hugh Miller, apprenticed to a stonemason, +began to study geology in a quarry. George Stephenson, inventor of the +locomotive engine, and one of the greatest of civil engineers, was a coal miner, +working in a mine, when he awakened and began to think. James Watt was a +sickly child, and was not strong enough to be sent to school. Abraham Lincoln +was a poor boy. In each of these cases we see a Principle of Power in the man + + +that lifts him above all opposition and adversity. +There is a Principle of Power in you; if you use it and apply it in a certain way +you can overcome all heredity, and master all circumstances and conditions and +become a great and powerful personality. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-37-The-Source-Of-Power/Chapter-37-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-37-The-Source-Of-Power/Chapter-37-source-text.md new file mode 100644 index 0000000..0f0be18 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-37-The-Source-Of-Power/Chapter-37-source-text.md @@ -0,0 +1,76 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-37: The Source Of Power +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 153–155 +- **Pages without text**: none +- **Note**: Work: *The Science of Being Great*, section 3 of 22. + +--- + + +The Source Of Power +Table of Contents +MAN’S brain, body, mind, faculties, and talents are the mere instruments he uses +in demonstrating greatness; in themselves they do not make him great. A man +may have a large brain and a good mind, strong faculties, and brilliant talents, +and yet he is not a great man unless he uses all these in a great way. That quality +which enables man to use his abilities in a great way makes him great; and to +that quality we give the name of wisdom. Wisdom is the essential basis of +greatness. +Wisdom is the power to perceive the best ends to aim at and the best means for +reaching those ends. It is the power to perceive the right thing to do. The man +who is wise enough to know the right thing to do, who is good enough to wish to +do only the right thing, and who is able and strong enough to do the right thing is +a truly great man. He will instantly become marked as a personality of power in +any community and men will delight to do him honor. +Wisdom is dependent upon knowledge. Where there is complete ignorance there +can be no wisdom, no knowledge of the right thing to do. Man’s knowledge is +comparatively limited and so his wisdom must be small, unless he can connect +his mind with knowledge greater than his own and draw from it, by inspiration, +the wisdom that his own limitations deny him. This he can do; this is what the +really great men and women have done. Man’s knowledge is limited and +uncertain; therefore he cannot have wisdom in himself. +Only God knows all truth; therefore only God can have real wisdom or the right +thing to do at all times, and man can receive wisdom from God. I proceed to give +an illustration: Abraham Lincoln had limited education; but he had the power to +perceive truth. In Lincoln we see pre-eminently apparent the fact that real +wisdom consists in knowing the right thing to do at all times and under all +circumstances; in having the will to do the right thing, and in having talent and + + +ability enough to be competent and able to do the right thing. +Back in the days of the abolition agitation, and during the compromise period, +when all other men were more or less confused as to what was right or as to +what ought to be done, Lincoln was never uncertain. He saw through the +superficial arguments of the pro-slavery men; he saw, also, the impracticability +and fanaticism of the abolitionists; he saw the right ends to aim at and he saw the +best means to attain those ends. It was because men recognized that he perceived +truth and knew the right thing to do that they made him president. Any man who +develops the power to perceive truth, and who can show that he always knows +the right thing to do and that he can be trusted to do the right thing, will be +honored and advanced; the whole world is looking eagerly for such men. +When Lincoln became president he was surrounded by a multitude of so-called +able advisers, hardly any two of whom were agreed. At times they were all +opposed to his policies; at times almost the whole North was opposed to what he +proposed to do. But he saw the truth when others were misled by appearances; +his judgment was seldom or never wrong. He was at once the ablest statesman +and the best soldier of the period. Where did he, a comparatively unlearned man, +get this wisdom? It was not due to some peculiar formation of his skull or to +some fineness of texture of his brain. It was not due to some physical +characteristic. It was not even a quality of mind due to superior reasoning power. +Processes of reason do not often reach knowledge of truth. +It was due to a spiritual insight. He perceived truth, but where did he perceive it +and whence did the perception come? We see something similar in Washington, +whose faith and courage, due to his perception of truth, held the colonies +together during the long and often apparently hopeless struggle of the +Revolution. We see something of the same thing in the phenomenal genius of +Napoleon, who always knew, in military matters, the best means to adopt. +We see that the greatness of Napoleon was in nature rather than in Napoleon, and +we discover back of Washington and Lincoln something greater than either +Washington or Lincoln. We see the same thing in all great men and women. +They perceive truth; but truth cannot be perceived until it exists; and there can be +no truth until there is a mind to perceive it. Truth does not exist apart from mind. +Washington and Lincoln were in touch and communication with a mind that +knew all knowledge and contained all truth. The same is true of all who manifest + + +wisdom. Wisdom is obtained by reading the mind of God. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-38-The-Mind-Of-God/Chapter-38-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-38-The-Mind-Of-God/Chapter-38-source-text.md new file mode 100644 index 0000000..32355af --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-38-The-Mind-Of-God/Chapter-38-source-text.md @@ -0,0 +1,84 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-38: The Mind Of God +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 156–158 +- **Pages without text**: none +- **Note**: Work: *The Science of Being Great*, section 4 of 22. + +--- + + +The Mind Of God +Table of Contents +THERE is a Cosmic Intelligence that is in all things and through all things. This +is the one real substance. From it all things proceed. It is Intelligent Substance or +Mind Stuff. It is God. Where there is no substance there can be no intelligence; +for where there is no substance there is nothing. Where there is thought there +must be a substance which thinks. Thought cannot be a function; for function is +motion, and it is inconceivable that mere motion should think. Thought cannot +be vibration, for vibration is motion, and that motion should be intelligent is not +thinkable. Motion is nothing but the moving of substance; if there be intelligence +shown it must be in the substance and not in the motion. Thought cannot be the +result of motions in the brain; if thought is in the brain it must be in the brain’s +substance and not in the motions which brain substance makes. +But thought is not in the brain substance, for brain substance, without life, is +quite unintelligent and dead. Thought is in the life-principle that animates the +brain, in the spirit substance, which is the real man. The brain does not think, the +man thinks and expresses his thought through the brain. +There is a spirit substance that thinks. Just as the spirit substance of man +permeates his body, and thinks and knows in the body, so the Original Spirit +Substance, God, permeates all nature and thinks and knows in nature. Nature is +as intelligent as man, and knows more than man; nature knows all things. The +All-Mind has been in touch with all things from the beginning; and it contains all +knowledge. Man’s experience covers a few things, and these things man knows; +but God’s experience covers all the things that have happened since the creation, +from the wreck of a planet or the passing of a comet to the fall of a sparrow. All +that is and all that has been are present in the Intelligence that is wrapped about +us and enfolds us and presses upon us from every side. +All the encyclopedias men have written are but trivial affairs compared to the + + +vast knowledge held by the mind in which men live, move, and have their being. +The truths men perceive by inspiration are thoughts held in this mind. If they +were not thoughts men could not perceive them, for they would have no +existence; and they could not exist as thoughts unless there is a mind for them to +exist in; and a mind can be nothing else than a substance which thinks. +Man is thinking substance, a portion of the Cosmic Substance; but man is +limited, while the Cosmic Intelligence from which he sprang, which Jesus calls +the Father, is unlimited. All intelligence, power, and force come from the Father. +Jesus recognized this and stated it very plainly. Over and over again he ascribed +all his wisdom and power to his unity with the Father, and to his perceiving the +thoughts of God. “My Father and I are one.” +This was the foundation of his knowledge and power. He showed the people the +necessity of becoming spiritually awakened; of hearing his voice and becoming +like him. He compared the unthinking man who is the prey and sport of +circumstances to the dead man in a tomb, and besought him to hear and come +forth. +“God is spirit,” he said; “be born again, become spiritually awake, and you may +see his kingdom. Hear my voice; see what I am and what I do, and come forth +and live. The words I speak are spirit and life; accept them and they will cause a +well of water to spring up within you. Then you will have life within yourself.” +“I do what I see the Father do,” he said, meaning that he read the thoughts of +God. “The Father shows all things to the son.” “If any man has the will to do the +will of God, he shall know truth.” “My teaching is not my own, but his that sent +me.” “You shall know the truth and the truth shall make you free.” “The spirit +shall guide you into all truth.” +We are immersed in mind and that mind contains all knowledge and all truth. It +is seeking to give us this knowledge, for our Father delights to give good gifts to +his children. The prophets and seers and great men and women, past and present, +were made great by what they received from God, not by what they were taught +by men. This limitless reservoir of wisdom and power is open to you; you can +draw upon it, as you will, according to your needs. You can make yourself what +you desire to be; you can do what you wish to do; you can have what you want. +To accomplish this you must learn to become one with the Father so that you + + +may perceive truth; so that you may have wisdom and know the right ends to +seek and the right means to use to attain those ends, and so that you may secure +power and ability to use the means. In closing this chapter resolve that you will +now lay aside all else and concentrate upon the attainment of conscious unity +with God. +“Oh, when I am safe in my sylvan home, I tread on the pride of Greece and +Rome, and when I am stretched beneath the pines, where the evenings tar so +holy shines, I laugh at the lore and pride of man, at the Sophist schools and the +learned clan, for what are they all in their high conceit, when man in the bush +with God may meet?” diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-39-Preparation/Chapter-39-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-39-Preparation/Chapter-39-source-text.md new file mode 100644 index 0000000..a933b85 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-39-Preparation/Chapter-39-source-text.md @@ -0,0 +1,67 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-39: Preparation +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 159–160 +- **Pages without text**: none +- **Note**: Work: *The Science of Being Great*, section 5 of 22. + +--- + + +Preparation +Table of Contents +“DRAW nigh to God and He will draw nigh to you.” +If you become like God you can read his thoughts; and if you do not you will +find the inspirational perception of truth impossible. You can never become a +great man or woman until you have overcome anxiety, worry, and fear. It is +impossible for an anxious person, a worried one, or a fearful one to perceive +truth; all things are distorted and thrown out of their proper relations by such +mental states, and those who are in them cannot read the thoughts of God. +If you are poor, or if you are anxious about business or financial matters, you are +recommended to study carefully the first volume of this series, “The Science of +Getting Rich” That will present to you a solution for your problems of this +nature, no matter how large or how complicated they may seem to be. There is +not the least cause for worry about financial affairs; every person who wills to do +so may rise above want, have all he needs, and become rich. The same source +upon which you propose to draw for mental unfolding and spiritual power is at +your service for the supply of all your material wants. Study this truth until it is +fixed in your thoughts and until anxiety is banished from your mind; enter the +Certain Way, which leads to material riches. +Again, if you are anxious or worried about your health, realize it is possible for +you to attain perfect health so that you may have strength sufficient for all that +you wish to do and more. That Intelligence which stands ready to give you +wealth and mental and spiritual power will rejoice to give you health also. +Perfect health is yours for the asking, if you will only obey the simple laws of +life and live aright. Conquer ill health and cast out fear. But it is not enough to +rise above financial and physical anxiety and worry; you must rise above moral +evil-doing as well. Sound your inner consciousness now for the motives that +actuate you and make sure they are right. You must cast out lust, and cease to be + + +ruled by appetite, and you must begin to govern appetite. You must eat only to +satisfy hunger, never for gluttonous pleasure, and in all things you must make +the flesh obey the spirit. +You must lay aside greed; have no unworthy motive in your desire to become +rich and powerful. It is legitimate and right to desire riches, if you want them for +the sake of the soul, but not if you desire them for the lusts of the flesh. +Cast out pride and vanity; have no thought of trying to rule over others or of +outdoing them. This is a vital point; there is no temptation so insidious as the +selfish desire to rule over others. +Nothing so appeals to the average man or woman as to sit in the uppermost +places at feasts, to be respectfully saluted in the market place, and to be called +Rabbi, Master. To exercise some sort of control over others is the secret motive +of every selfish person. The struggle for power over others is the battle of the +competitive world, and you must rise above that world and its motives and +aspirations and seek only for life. Cast out envy; you can have all that you want, +and you need not envy any man what he has. Above all things see to it that you +do not hold malice or enmity toward any one; to do so cuts you off from the +mind whose treasures you seek to make your own. “He that loves not his brother, +loves not God.” +Lay aside all narrow personal ambition and determine to seek the highest good +and to be swayed by no unworthy selfishness. +Go over all the foregoing and set these moral temptations out of your heart one +by one; determine to keep them out. Then resolve that you will not only abandon +all evil thought but that you will forsake all deeds, habits, and courses of action +which do not commend themselves to your noblest ideals. This is supremely +important, make this resolution with all the power of your soul, and you are +ready for the next step toward greatness, which is explained in the following +chapter. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-40-The-Social-Point-Of-View/Chapter-40-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-40-The-Social-Point-Of-View/Chapter-40-source-text.md new file mode 100644 index 0000000..f2f3e95 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-40-The-Social-Point-Of-View/Chapter-40-source-text.md @@ -0,0 +1,120 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-40: The Social Point Of View +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 161–164 +- **Pages without text**: none +- **Note**: Work: *The Science of Being Great*, section 6 of 22. + +--- + + +The Social Point Of View +Table of Contents +"WITHOUT faith it is impossible to please God,” and without faith it is +impossible for you to become great. The distinguishing characteristic of all +really great men and women is an unwavering faith. We see this in Lincoln +during the dark days of the war; we see it in Washington at Valley Forge; we see +it in Livingstone, the crippled missionary, threading the mazes of the dark +continent, his soul aflame with the determination to let in the light upon the +accursed slave trade, which his soul abhorred; we see it in Luther, and in Frances +Willard, in every man and woman who has attained a place on the muster roll of +the great ones of the world. Faith-not a faith in one’s self or in one s own powers +but faith in principle; in the Something Great which upholds right, and which +may be relied upon to give us the victory in due time. Without this faith it is not +possible for anyone to rise to real greatness. The man who has no faith in +principle will always be a small man. +Whether you have this faith or not depends upon your point of view. You must +learn to see the world as being produced by evolution, as a something that is +evolving and becoming, not as a finished work. Millions of years ago God +worked with very low and crude forms of life, low and crude, yet each perfect +after its kind. Higher and more complex organisms, animal and vegetable, +appeared through the successive ages; the earth passed through stage after stage +in its unfolding, each stage perfect in itself, and to be succeeded by a higher one. +What I wish you to note is that the so-called “lower organisms” are as perfect +after their kind as the higher ones; that the world in the Eocene period was +perfect for that period; it was perfect, but God’s work was not finished. This is +true of the world today. Physically, socially, and industrially it is all good, and it +is all perfect. It is not complete anywhere or in any part, but so far as the +handiwork of God has gone it is perfect. + + +THIS MUST BE YOUR POINT OF VIEW: THAT THE WORLD AND +ALL IT CONTAINS IS PERFECT, THOUGH NOT COMPLETED. +“All’s right with the world.” That is the great fact. There is nothing wrong with +anything; there is nothing wrong with anybody. +All the facts of life you must contemplate from this standpoint. +There is nothing wrong with nature. Nature is a great advancing presence +working beneficently for the happiness of all. All things in Nature are good; she +has no evil. She is not completed; for creation is still unfinished, but she is going +on to give to man even more bountifully than she has given to him in the past. +Nature is a partial expression of God, and God is love. She is perfect but not +complete. +So it is of human society and government. What though there are trusts and +combinations of capital and strikes and lockouts and so on. All these things are +part of the forward movement; they are incidental to the evolutionary process of +completing society. When it is complete there will be harmony; but it cannot be +completed without them. J. P. Morgan is as necessary to the coming social order +as the strange animals of the age of reptiles were to the life of the succeeding +period, and just as these animals were perfect after their kind, so Morgan is +perfect after his kind. +Behold it is all very good. See government, and industry as being perfect now, +and as advancing rapidly toward being complete; then you will understand that +there is nothing to fear, no cause for anxiety, nothing to worry about. Never +complain of any of these things. They are perfect; this is the very best possible +world for the stage of development man has reached. +This will sound like rank folly to many, perhaps to most people. “What!” they +will say, “are not child labor and the exploitation of men and women in filthy +and unsanitary factories evil things? Aren’t saloons evil? Do you mean to say +that we shall accept all these and call them good?” +Child labor and similar things are no more evil than the way of living and the + + +habits and practices of the cave dweller were evil. His ways were those of the +savage stage of man’s growth, and for that stage they were perfect. Our +Industrial practices are those of the savage stage of industrial development, and +they are also perfect. +Nothing better is possible until we cease to be mental savages in industry and +business, and become men and women. This can only come about by the rise of +the whole race to a higher viewpoint. And this can only come about by the rise +of such individuals here and there as are ready for the higher viewpoint. The +cure for all this inharmoniousness lies not with the masters or employers but +with the workers themselves. +Whenever they reach a higher viewpoint, whenever they shall desire to do so, +they can establish complete brotherhood and harmony in Industry; they have the +numbers and the power. They are getting now what they desire. Whenever they +desire more in the way of a higher, purer, more harmonious life, they will receive +more. True, they want more now, but they only want more of the things that +make for animal enjoyment, and so industry remains in the savage, brutal, +animal stage; when the workers begin to rise to the mental plane of living and +ask for more of the things that make for the life of the mind and soul, industry +will at once be raised above the plane of savagery and brutality. But it is perfect +now upon its plane, behold, in fact it is all very good. +So it is true of saloons and dens of vice. If the majority of the people desire these +things, it is right and necessary that they should have them. When the majority +desires a world without such discords, they will create such a world. So long as +men and women are on the plane of bestial thought, so long the social order will +be in part disorder, and will show bestial manifestations. The people make +society what it is, and as the people rise above the bestial thought, society will +rise above the beastly in its manifestations. But a society which thinks in a +bestial way must have saloons and dives; it is perfect after its kind, as the world +was in the Eocene period, and very good. +All this does not prevent you from working for better things. +You can work to complete an unfinished society, instead of to renovate a +decaying one; and you can work with a better heart and a more hopeful spirit. It +will make an immense difference with your faith and spirit whether you look +upon civilization as a good thing that is becoming better or as a bad and evil + + +thing that is decaying. One viewpoint gives you an advancing and expanding +mind and the other gives you a descending and decreasing mind. +One viewpoint will make you grow greater and the other will inevitably cause +you to grow smaller. One will enable you to work for the eternal things; to do +large works in a great way toward the completing of all that is incomplete and +inharmonious; and the other will make you a mere patchwork reformer, working +almost without hope to save a few lost souls from what you will grow to +consider a lost and doomed world. +So you see it makes a vast difference to you, this matter of the social viewpoint. +“All’s right with the world. Nothing can possibly be wrong but my personal +attitude, and I will make that right. I will see the facts of nature and all the +events, circumstances, and conditions of society, politics, government, and +industry from the highest viewpoint. It is all perfect, though incomplete. It is all +the handiwork of God; behold, it is all very good.” diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-41-The-Individual-Point-Of-View/Chapter-41-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-41-The-Individual-Point-Of-View/Chapter-41-source-text.md new file mode 100644 index 0000000..30ac9e9 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-41-The-Individual-Point-Of-View/Chapter-41-source-text.md @@ -0,0 +1,63 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-41: The Individual Point Of View +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 165–166 +- **Pages without text**: none +- **Note**: Work: *The Science of Being Great*, section 7 of 22. + +--- + + +The Individual Point Of View +Table of Contents +IMPORTANT as the matter of your point of view for the facts of social life is, it +is of less moment than your viewpoint for your fellow men, for your +acquaintances, friends, relatives, your immediate family, and, most of all, +yourself. You must learn not to look upon the world as a lost and decaying thing +but as a something perfect and glorious which is going on to a most beautiful +completeness; and you must learn to see men and women not as lost and +accursed things, but as perfect beings advancing to become complete. There are +no “bad” or “evil” people. An engine, which is on the rails pulling a heavy train, +is perfect after its kind, and it is good. The power of steam, which drives it, is +good. Let a broken rail throw the engine into the ditch, and it does not become +bad or evil by being so displaced; it is a perfectly good engine, but off the track. +The power of steam that drives it into the ditch and wrecks it is not evil, but a +perfectly good power. So that which is misplaced or applied in an incomplete or +partial way is not evil. There are no evil people; there are perfectly good people +who are off the track, but they do not need condemnation or punishment; they +only need to get upon the rails again. +That which is undeveloped or incomplete often appears to us as evil because of +the way we have trained ourselves to think. The root of a bulb that shall produce +a white lily is an unsightly thing; one might look upon it with disgust. But how +foolish we should be to condemn the bulb for its appearance when we know the +lily is within it. The root is perfect after its kind; it is a perfect but incomplete +lily, and so we must learn to look upon every man and woman, no matter how +unlovely in outward manifestation; they are perfect in their stage of being and +they are becoming complete. +Behold, it is all very good. + + +Once we come into a comprehension of this fact and arrive at this point of view, +we lose all desire to find fault with people, to judge them, criticize them, or +condemn them. We no longer work as those who are saving lost souls, but as +those who are among the angels, working out the completion of a glorious +heaven. We are born of the spirit and we see the kingdom of God. We no longer +see men as trees walking, but our vision is complete. We have nothing but good +words to say. It is all good; a great and glorious humanity coming to +completeness. And in our association with men this puts us into an expansive +and enlarging attitude of mind; we see them as great beings and we begin to deal +with them and their affairs in a great way. +But if we fall to the other point of view and see a lost and degenerate race we +shrink into the contracting mind; and our dealings with men and their affairs will +be in a small and contracted way. Remember to hold steadily to this point of +view; if you do you cannot fail to begin at once to deal with your acquaintances +and neighbors and with your own family as a great personality deals with men. +This same viewpoint must be the one from which you regard yourself. You must +always see yourself as a great advancing soul. Learn to say: “There is THAT in +me of which I am made, which knows no imperfection, weakness, or sickness. +The world is incomplete, but God in my own consciousness is both perfect and +complete. Nothing can be wrong but my own personal attitude, and my own +personal attitude can be wrong only when I disobey THAT which is within. I am +a perfect manifestation of God so far as I have gone, and I will press on to be +complete. I will trust and not be afraid.” When you are able to say this +understandingly you will have lost all fear and you will be far advanced upon the +road to the development of a great and powerful personality. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-42-Consecration/Chapter-42-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-42-Consecration/Chapter-42-source-text.md new file mode 100644 index 0000000..670dfdf --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-42-Consecration/Chapter-42-source-text.md @@ -0,0 +1,79 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-42: Consecration +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 167–169 +- **Pages without text**: none +- **Note**: Work: *The Science of Being Great*, section 8 of 22. + +--- + + +Consecration +Table of Contents +HAVING attained to the viewpoint that puts you into the right relations with the +world and with your fellow men, the next step is consecration; and consecration +in its true sense simply means obedience to the soul. You have that within you +that which is always impelling you toward the upward and advancing way; and +that impelling something is the divine Principle of Power; you must obey it +without question. No one will deny the statement that if you are to be great, the +greatness must be a manifestation of something within; nor can you question that +this something must be the very greatest and highest that is within. It is not the +mind, or the intellect, or the reason. You cannot be great if you go no farther +back for principle than to your reasoning power. Reason knows neither principle +nor morality. +Your reason is like a lawyer in that it will argue for either side. The intellect of a +thief will plan robbery and murder as readily as the intellect of a saint will plan a +great philanthropy. Intellect helps us to see the best means and manner of doing +the right thing, but intellect never shows us the right thing. Intellect and reason +serve the selfish man for his selfish ends as readily as they serve the unselfish +man for his unselfish ends. Use intellect and reason without regard to principle, +and you may become known as a very able person, but you will never become +known as a person whose life shows the power of real greatness. +There is too much training of the intellect and reasoning powers and too little +training in obedience to the soul. This is the only thing that can be wrong with +your person al attitude-when it fails to be one of obedience to the Principle of +Power. +By going back to your own center you can always find the pure idea of right for +every relationship. To be great and to have power it is only necessary to conform +your life to the pure idea as you find it in the GREAT WITHIN. Every + + +compromise on this point is made at the expense of a loss of power. This you +must remember. There are many ideas in your mind that you have outgrown, and +which, from force of habit you still permit to dictate the actions of your life. +Cease all this; abandon everything you have outgrown. There are many ignoble +customs, social and other, which you still follow, although you know they tend to +dwarf and belittle you and keep you acting in a small way. +Rise above all this. I do not say that you should absolutely disregard +conventionalities, or the commonly accepted standards of right and wrong. You +cannot do this; but you can deliver your soul from most of the narrow +restrictions that bind the majority of your fellow men. Do not give your time and +strength to the support of obsolete institutions, religious or otherwise; do not be +bound by creeds in which you do not believe. Be free. You have perhaps formed +some sensual habits of mind or body; abandon them. You still indulge in +distrustful fears that things will go wrong, or that people will betray you, or +mistreat you; get above all of them. You still act selfishly in many ways and on +many occasions; cease to do so. Abandon all these, and in place of them put the +best actions you can form a conception of in your mind. If you desire to advance, +and you are not doing so, remember that it can be only because your thought is +better than your practice. You must do as well as you think. +Let your thoughts be ruled by principle, and then live up to your thoughts. +Let your attitude in business, in politics, in neighborhood affairs, and in your +own home be the expression of the best thoughts you can think. Let your manner +toward all men and women, great and small, and especially to your own family +circle, always be the most kindly, gracious, and courteous you can picture in +your imagination. Remember your viewpoint; you are a god in the company of +gods and must conduct yourself accordingly. +The steps to complete consecration are few and simple. You cannot be ruled +from below if you are to be great; you must rule from above. Therefore you +cannot be governed by physical impulses; you must bring your body into +subjection to the mind; but your mind, without principle, may lead you into +selfishness and immoral ways; you must put the mind into subjection to the soul, +and your soul is limited by the boundaries of your knowledge; you must put it +into subjection to that Our soul which needs no searching of the understanding +but before whose eye all things are spread. + + +That constitutes consecration. Say: “I surrender my body to be ruled by my +mind; I surrender my mind to be governed by my soul, and I surrender my soul +to the guidance of God.” Make this consecration complete and thorough, and +you have taken the second great step in the way of greatness and power. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-43-Identification/Chapter-43-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-43-Identification/Chapter-43-source-text.md new file mode 100644 index 0000000..df63c63 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-43-Identification/Chapter-43-source-text.md @@ -0,0 +1,68 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-43: Identification +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 170–171 +- **Pages without text**: none +- **Note**: Work: *The Science of Being Great*, section 9 of 22. + +--- + + +Identification +Table of Contents +HAVING recognized God as the advancing presence in nature, society, and your +fellow men, and harmonized yourself with all these, and having consecrated +yourself to that within you which impels toward the greatest and the highest, the +next step is to become aware of and recognize fully the fact that the Principle of +Power within you is God Himself. You must consciously identify yourself with +the Highest. This is not some false or untrue position to be assumed; it is a fact +to be recognized. You are already one with God; you want to become +consciously aware of it. +There is one substance, the source of all things, and this substance has within +itself the power that creates all things; all power is inherent in it. This substance +is conscious and thinks; it works with perfect understanding and intelligence. +You know that this is so, because you know that substance exists and that +consciousness exists; and that it must be substance that is conscious. Man is +conscious and thinks; man is substance, he must be substance, else he is nothing +and does not exist at all. If man is substance and thinks, and is conscious, then he +is, Conscious Substance. It is not conceivable that there should be more than one +Conscious Substance; so man is the original substance, the source of all life and +power embodied in a physical form. Man cannot be something different from +God. Intelligence is one and the same everywhere, and must be everywhere an +attribute of the same substance. There cannot be one kind of intelligence in +God and another kind of intelligence in man; intelligence can only be in +intelligent substance, and Intelligent Substance is God. Man is of one and the +same stuff with God, and so all the talents, powers, and possibilities that are in +God are in man, not just in a few exceptional men but in everyone. “All power is +given to man, in heaven and on earth.” “Is it not written, ye are gods?” The +Principle of Power in man is man himself, and man himself is God. But while +man is original substance, and has within him all power and possibilities, his + + +consciousness is limited. He does not know all there is to know, and so he is +liable to error and mistake. To save himself from these he must unite his mind to +that outside him which does know all; he must become consciously one with +God. +There is a Mind surrounding him on every side, closer than breathing, nearer +than hands and feet, and in this mind is the memory of all that has ever +happened, from the greatest convulsions of nature in prehistoric days to the fall +of a sparrow in this present time; and all that is in existence now as well. Held in +this Mind is the great purpose that is behind all nature, and so it knows what is +going to be. Man is surrounded by a Mind that knows all there is to know, past, +present, and to come. Everything that men have said or done or written is present +there. Man is of the same one identical stuff with this Mind; he proceeded from +it; and he can so identify himself with it that he may know what it knows. “My +Father is greater than I,” said Jesus, +“I come from him.” “I and my Father are one. He shows the son all things.” +“The spirit shall guide you into all truth.” +Your identification of yourself with the Infinite must be accomplished by +conscious recognition on your part. Recognizing it as a fact, that there is only +God, and that all intelligence is in the one substance, you must affirm somewhat +after this wise: “There is only one and that one is everywhere. I surrender myself +to conscious unity with the highest. Not I, but the Father. I will to be one with +the Supreme and to lead the divine life. I am one with infinite consciousness; +there is but one mind, and I am that mind. I that speak unto you am he.” +If you have been thorough in the work as outlined in the preceding chapters; if +you have attained to the true viewpoint, and if your consecration is complete, +you will not find conscious identification hard to attain; and once it is attained, +the power you seek is yours, for you have made yourself one with all the power +there is. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-44-Idealization/Chapter-44-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-44-Idealization/Chapter-44-source-text.md new file mode 100644 index 0000000..2c45861 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-44-Idealization/Chapter-44-source-text.md @@ -0,0 +1,75 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-44: Idealization +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 172–174 +- **Pages without text**: none +- **Note**: Work: *The Science of Being Great*, section 10 of 22. + +--- + + +Idealization +Table of Contents +YOU are a thinking center in original substance, and the thoughts of original +substance have creative power; whatever is formed in its thought and held as a +thought-form must come into existence as a visible and so-called material form, +and a thought-form held in thinking substance is a reality; it is a real thing, +whether it has yet become visible to mortal eye or not. This is a fact that you +should impress upon your understanding-that a thought held in thinking +substance is a real thing; a form, and has actual existence, although it is not +visible to you. You internally take the form in which you think of yourself; and +you surround yourself with the invisible forms of those things with which you +associate in your thoughts. +If you desire a thing, picture it clearly and hold the picture steadily in mind until +it becomes a definite thought-form; and if your practices are not such as to +separate you from God, the thing you want will come to you in material form. It +must do so in obedience to the law by which the universe was created. +Make no thought-form of yourself in connection with disease or sickness, but +form a conception of health. Make a thought-form of yourself as strong and +hearty and perfectly well; impress this thought-form on creative intelligence, and +if your practices are not in violation of the laws by which the physical body is +built, your thought-form will become manifest in your flesh. This also is certain; +it comes by obedience to law. +Make a thought-form of yourself, as you desire to be, and set your ideal as near +to perfection as your imagination is capable of forming the conception. Let me +illustrate: If a young law student wishes to become great, let him picture himself +(while attending to the viewpoint, consecration, and identification, as previously +directed) as a great lawyer, pleading his case with matchless eloquence and +power before the judge and jury; as having an unlimited command of truth, of + + +knowledge and of wisdom. +Let him picture himself as the great lawyer in every possible situation and +contingency; while he is still only the student in all circumstances let him never +forget or fail to be the great lawyer in his thought-form of himself. As the +thought-form grows more definite and habitual in his mind, the creative energies, +both within and without, are set at work, he begins to manifest the form from +within and all the essentials without, which go into the picture, begin to be +impelled toward him. He makes himself into the image and God works with him; +nothing can prevent him from becoming what he wishes to be. +In the same general way the musical student pictures himself as performing +perfect harmonies, and as delighting vast audiences; the actor forms the highest +conception he is capable of in regard to his art, and applies this conception to +himself. The farmer and the mechanic do exactly the same thing. Fix upon your +ideal of what you wish to make of yourself; consider well and be sure that you +make the right choice; that is, the one that will be the most satisfactory to you in +a general way. Do not pay too much attention to the advice or suggestions of +those around you: do not believe that any one can know, better than yourself, +what is right for you. Listen to what others have to say, but always form your +own conclusions. +DO NOT LET OTHER PEOPLE DECIDE WHAT YOU ARE TO BE. BE +WHAT YOU FEEL THAT YOU WANT TO BE. +Do not be misled by a false notion of obligation or duty. You can owe no +possible obligation or duty to others that should prevent you from making the +most of yourself. Be true to yourself, and you cannot then be false to any man. +When you have fully decided what thing you want to be, form the highest +conception of that thing that you are capable of imagining, and make that +conception a thought-form. Hold that thought-form as a fact, as the real truth +about yourself, and believe in it. +Close your ears to all adverse suggestions. Never mind if people call you a fool +and a dreamer. Dream on. Remember that Bonaparte, the half-starved lieutenant, +always saw himself as the general of armies and the master of France, and he + + +became in out-ward realization what he held himself to be in mind. So likewise +will you. Attend carefully to all that has been said in the preceding chapters, and +act as directed in the following ones, and you will become what you want to be. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-45-Realization/Chapter-45-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-45-Realization/Chapter-45-source-text.md new file mode 100644 index 0000000..870bbe8 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-45-Realization/Chapter-45-source-text.md @@ -0,0 +1,86 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-45: Realization +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 175–177 +- **Pages without text**: none +- **Note**: Work: *The Science of Being Great*, section 11 of 22. + +--- + + +Realization +Table of Contents +IF you were to stop with the close of the last chapter, however, you would never +become great; you would be indeed a mere dreamer of dreams, a castle-builder. +Too many do stop there; they do not understand the necessity for present action +in realizing the vision and bringing the thought-form into manifestation. Two +things are necessary; firstly, the making of the thought-form and secondly, the +actual appropriation to yourself of all that goes into, and around, the thought- +form. We have discussed the first, now we will proceed to give directions for the +second. When you have made your thought-form, you are already, in your +interior, what you want to be; next you must become externally what you want to +be. You are already great within, but you are not yet doing the great things +without. +You cannot begin, on the instant, to do the great things; you cannot be before the +world the great actor, or lawyer, or musician, or personality you know yourself +to be; no one will entrust great things to you as yet for you have not made +yourself known. But you can always begin to do small things in a great way. +Here lies the whole secret. You can begin to be great today in your own home, in +your store or office, on the street, everywhere; you can begin to make yourself +known as great, and you can do this by doing everything you do in a great way. +You must put the whole power of your great soul in to every act, however small +and commonplace, and so reveal to your family, your friends, and neighbors +what you really are. Do not brag or boast of yourself; do not go about telling +people what a great personage you are, simply live in a great way. No one will +believe you if you tell him you are a great man, but no one can doubt your +greatness if you show it in your actions. In your domestic circle be so just, so +generous, so courteous, and kindly that your family, your wife, husband, +children, brothers, and sisters shall know that you are a great and noble soul. In +all your relations with men be great, just, generous, courteous, and kindly. The + + +great are never otherwise. This is your attitude. +Next, and most important, you must have absolute faith in your own perceptions +of truth. Never act in haste or hurry; be deliberate in everything; wait until you +feel that you know the true way. And when you do feel that you know the true +way, be guided by your own faith though the entire world shall disagree with +you. If you do not believe what God tells you in little things, you will never draw +upon his wisdom and knowledge in larger things. When you feel deeply that a +certain act is the right act, do it and have perfect faith that the consequences will +be good. +When you are deeply impressed that a certain thing is true, no matter what the +appearances to the contrary may be, accept that thing as true and act accordingly. +The one way to develop a perception of truth in large things is to trust absolutely +to your present perception of Truth in small things. Remember that you are +seeking to develop this very power or faculty - the perception of truth; you are +learning to read the thoughts of God. Nothing is great and nothing is small in the +sight of Omnipotence; he holds the sun in its place, but he also notes a sparrow’s +fall, and numbers the hairs of your head. +God is as much interested in the little matters of everyday life as he is in the +affairs of nations. You can perceive truth about family and neighborhood affairs +as well as about matters of statecraft. And the way to begin is to have perfect +faith in the truth in these small matters, as it is revealed to you from day to day. +When you feel deeply impelled to take a course that seems contrary to all reason +and worldly judgment, take that course. Listen to the suggestions and advice of +others, but always do what you feel deeply in the within to be the true thing to +do. Rely with absolute faith, at all times, on your own perception of truth; but be +sure that you listen to God - that you do not act in haste, fear, or anxiety. +Rely upon your perception of truth in all the facts and circumstances of life. If +you deeply feel that a certain man will be in a certain place on a certain day, go +there with perfect faith to meet him; he will be there, no matter how unlikely it +may seem. If you feel sure that certain people are making certain combinations, +or doing certain things, act in the faith that they are doing those things. If you +feel sure of the truth of any circumstance or happening, near or distant, past, +present, or to come, trust in your perception. You may make occasional mistakes +at first because of your imperfect understanding of the within; but you will soon +be guided almost invariably right. + + +Soon your family and friends will begin to defer, more and more, to your +judgment and to be guided by you. Soon your neighbors and townsmen will be +coming to you for counsel and advice; soon you will be recognized as one who +is great in small things, and you will be called upon more and more to take +charge of larger things. All that is necessary is to be guided absolutely, in all +things, by your inner light, your perception of truth. Obey your soul, have +perfect faith in yourself. Never think of yourself with doubt or distrust, or as one +who makes mistakes. “If I judge, my judgment is just, for I seek not honor from +men, but from the Father only.” diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-46-Hurry-And-Habit/Chapter-46-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-46-Hurry-And-Habit/Chapter-46-source-text.md new file mode 100644 index 0000000..717b3f1 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-46-Hurry-And-Habit/Chapter-46-source-text.md @@ -0,0 +1,90 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-46: Hurry And Habit +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 178–180 +- **Pages without text**: none +- **Note**: Work: *The Science of Being Great*, section 12 of 22. + +--- + + +Hurry And Habit +Table of Contents +NO doubt you have many problems, domestic, social, physical, and financial, +which seem to you to be pressing for instant solution. +You have debts that must be paid, or other obligations that must be met; you are +unhappily or inharmoniously placed, and feel that something must be done at +once. Do not get into a hurry and act from superficial impulses. You can trust +God for the solution of all your personal riddles. There is no hurry. There is only +God, and all is well with the world. +There is an invincible power in you, and the same power is in the things you +want. It is bringing them to you and bringing you to them. This is a thought that +you must grasp, and hold continuously that the same intelligence that is in you is +in the things you desire. They are impelled toward you as strongly and decidedly +as your desire impels you toward them. The tendency, therefore, of a steadily +held thought must be to bring the things you desire to you and to group them +around you. +So long as you hold your thought and your faith right all must go well. Nothing +can be wrong but your own personal attitude, and that will not be wrong if you +trust and are not afraid. Hurry is a manifestation of fear; he who fears not has +plenty of time. If you act with perfect faith in your own perceptions of truth, you +will never be too late or too early; and nothing will go wrong. If things appear to +be going wrong, do not get disturbed in mind; it is only in appearance. Nothing +can go wrong in this world but yourself; and you can go wrong only by getting +into the wrong mental attitude. Whenever you find yourself getting excited, +worried, or into the mental attitude of hurry, sit down and think it over, play a +game of some kind, or take a vacation. Go on a trip, and all will be right when +you return. + + +So surely as you find yourself in the mental attitude of haste, just so surely may +you know that you are out of the mental attitude of greatness. Hurry and fear will +instantly cut your connection with the universal mind; you will get no power, no +wisdom, and no information until you are calm. And to fall into the attitude of +hurry will check the action of the Principle of Power within you. Fear turns +strength to weakness. +Remember that poise and power are inseparably associated. +The calm and balanced mind is the strong and great mind; the hurried and +agitated mind is the weak one. Whenever you fall into the mental state of hurry +you may know that you have lost the right viewpoint; you are beginning to look +upon the world, or some part of it, as going wrong. At such times read Chapter +Six of this book; consider the fact that this work is perfect, now, with all that it +contains. Nothing is going wrong; nothing can be wrong; be poised, be calm, be +cheerful; have faith in God. +Next as to habit, it is probable that your greatest difficulty will be to overcome +your old habitual ways of thought, and to form new habits. The world is ruled by +habit. Kings, tyrants, masters, and plutocrats hold their positions solely because +the people have come to habitually accept them. Things are as they are only +because people have formed the habit of accepting them as they are. When the +people change their habitual thought about governmental, social, and industrial +institutions, they will change the institutions. +Habit rules us all. +You have formed, perhaps, the habit of thinking of yourself as a common person, +as one of a limited ability, or as being more or less of a failure. Whatever you +habitually think yourself to be, that you are. You must form, now, a greater and +better habit; you must form a conception of yourself as a being of limitless +power, and habitually think that you are that being. It is the habitual, not the +periodical thought that decides your destiny. It will avail you nothing to sit apart +for a few moments several times a day to affirm that you are great, if during all +the balance of the day, while you are about your regular vocation, you think of +yourself as not great. No amount of praying or affirmation will make you great if +you still habitually regard yourself as being small. +The use of prayer and affirmation is to change your habit of thought. Any act, + + +mental or physical, often repeated, becomes a habit. The purpose of mental +exercises is to repeat certain thoughts over and over until the thinking of those +thoughts becomes constant and habitual. The thoughts we continually repeat +become convictions. What you must do is to repeat the new thought of yourself +until it is the only way in which you think of yourself. Habitual thought, and not +environment or circumstance, has made you what you are. Every person has +some central idea or thought- form of himself, and by this idea he classifies and +arranges all his facts and external relationships. You are classifying your facts +either according to the idea that you are a great and strong personality, or +according to the idea that you are limited, common, or weak. If the latter is the +case you must change your central idea. +Get a new mental picture of yourself. +Do not try to become great by repeating mere strings of words or superficial +formulas; but repeat over and over the THOUGHT of your own power and +ability until you classify external facts, and decide your place everywhere by this +idea. In another chapter will be found an illustrative mental exercise and further +directions on this point. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-47-Thought/Chapter-47-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-47-Thought/Chapter-47-source-text.md new file mode 100644 index 0000000..0df67f6 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-47-Thought/Chapter-47-source-text.md @@ -0,0 +1,94 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-47: Thought +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 181–183 +- **Pages without text**: none +- **Note**: Work: *The Science of Being Great*, section 13 of 22. + +--- + + +Thought +Table of Contents +GREATNESS is only attained by the constant thinking of great thoughts. No +man can become great in outward personality until he is great internally; and no +man can be great internally until he THINKS. No amount of education, reading, +or study can make you great without thought; but thought can make you great +with very little study. There are altogether too many people who are trying to +make something of themselves, by reading books without thinking; all such will +fail. You are not mentally developed by what you read, but by what you think +about what you read. +Thinking is the hardest and most exhausting of all labor; and hence many people +shrink from it. God has so formed us that we are continuously impelled to +thought; we must either think or engage in some activity to escape thought. The +headlong, continuous chase for pleasure in which most people spend all their +leisure time is only an effort to escape thought. If they are alone, or if they have +nothing amusing to take their attention, as a novel to read or a show to see, they +must think; and to escape from thinking they resort to novels, shows, and all the +endless devices of the purveyors of amusement. Most people spend the greater +part of their leisure time running away from thought, hence they are where they +are. We never move forward until we begin to think. +Read less and think more. Read about great things and think about great +questions and issues. We have at the present time few really great figures in the +political life of our country; our politicians are a petty lot. There is no Lincoln, +no Webster, no Clay, Calhoun, or Jackson. Why? Because our present statesmen +deal only with sordid and petty issues - questions of dollars and cents, of +expediency and party success, of material prosperity without regard to ethical +right. Thinking along these lines does not call forth great souls. The statesmen of +Lincoln’s time and previous times dealt with questions of eternal truth, of human +rights and justice. Men thought upon great themes; they thought great thoughts, + + +and they became great men. +Thinking, not mere knowledge or information, makes personality. Thinking is +growth; you cannot think without growing. +Every thought engenders another thought. Write one idea and others will follow +until you have written a page. You cannot fathom your own mind; it has neither +bottom nor boundaries. Your first thoughts may be crude; but as you go on +thinking you will use more and more of yourself; you will quicken new brain +cells into activity and you will develop new faculties. Heredity, environment, +circumstances, all things must give way before you if you practice sustained and +continuous thought. But, on the other hand, if you neglect to think for yourself +and only use other people’s thought, you will never know what you are capable +of; and you will end by being incapable of anything. +There can be no real greatness without original thought. All that a man does +outwardly is the expression and completion of his inward thinking. No action is +possible without thought, and no great action is possible until a great thought has +preceded it. Action is the second form of thought, and personality is the +materialization of thought. Environment is the result of thought; things group +themselves or arrange themselves around you according to your thought. There +is, as Emerson says, some central idea or conception of yourself by which all the +facts of your life are arranged and classified. Change this central idea and you +change the arrangement or classification of all the facts and circumstances of +your life. +You are what you are because you think as you do; you are where you are +because you think as you do. +You see then the immense importance of thinking about the great essentials set +forth in the preceding chapters. You must not accept them in any superficial way; +you must think about them until they are a part of your central idea. Go back to +the matter of the point of view and consider, in all its bearings, the tremendous +thought that you live in a perfect world among perfect people, and that nothing +can possibly be wrong with you but your own personal attitude. Think about all +this until you fully realize all that it means to you. +Consider that this is God’s world and that it is the best of all possible worlds; +that he has brought it thus far toward completion by the processes of organic, + + +social, and industrial evolution, and that it is going on to greater completeness +and harmony. Consider that there is one great, perfect, intelligent Principle of +Life and Power, causing all the changing phenomena of the cosmos. Think about +all this until you see that it is true, and until you comprehend how you should +live and act as a citizen of such a perfect whole. +Next, think of the wonderful truth that this great Intelligence is in you; it is your +own intelligence. It is an Inner Light impelling you toward the right thing and +the best thing, the greatest act, and the highest happiness. It is a Principle of +Power in you, giving you all the ability and genius there is. It will infallibly +guide you to the best if you will submit to it and walk in the light. Consider what +is meant by your consecration of yourself when you say: “I will obey my soul.” +This is a sentence of tremendous meaning; it must revolutionize the attitude and +behavior of the average person. +Then think of your identification with this Great Supreme; that all its knowledge +is yours, and all its wisdom is yours, for the asking. You are a god if you think +like a god. If you think like a god you cannot fail to act like a god. Divine +thoughts will surely externalize themselves in a divine life. Thoughts of power +will end in a life of power. Great thoughts will manifest in a great personality. +Think well of all this, and then you are ready to act. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-48-Action-At-Home/Chapter-48-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-48-Action-At-Home/Chapter-48-source-text.md new file mode 100644 index 0000000..33e190f --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-48-Action-At-Home/Chapter-48-source-text.md @@ -0,0 +1,93 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-48: Action At Home +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 184–186 +- **Pages without text**: none +- **Note**: Work: *The Science of Being Great*, section 14 of 22. + +--- + + +Action At Home +Table of Contents +DO not merely think that you are going to become great; think that you are great +now. Do not think that you will begin to act in a great way at some future time; +begin now. Do not think that you will act in a great way when you reach a +different environment; act in a great way where you are now. Do not think that +you will begin to act in a great way when you begin to deal with great things; +begin to deal in a great way with small things. +Do not think that you will begin to be great when you get among more +intelligent people, or among people who understand you better; begin now to +deal in a great way with the people around you. +If you are not in an environment where there is scope for your best powers and +talents you can move in due time; but meanwhile you can be great where you +are. Lincoln was as great when he was a backwoods lawyer as when he was +President; as a backwoods lawyer he did common things in a great way, and that +made him President. +Had he waited until he reached Washington to begin to be great, he would have +remained unknown. You are not made great by the location in which you happen +to be nor by the things with which you may surround yourself. You are not made +great by what you receive from others, and you can never manifest greatness so +long as you depend on others. You will manifest greatness only when you begin +to stand alone. Dismiss all thought of reliance on externals, whether things, +books, or people. As Emerson said, “Shakespeare will never be made by the +study of Shakespeare.” Shakespeare will be made by the thinking of +Shakespearean thoughts. +Never mind how the people around you, including those of your own household, +may treat you. That has nothing at all to do with your being great; that is, it + + +cannot hinder you from being great. People may neglect you and be unthankful +and unkind in their attitude toward you; does that prevent you from being great +in your manner and attitude toward them? +“Your Father,” said Jesus, “is kind to the unthankful and the evil.” Would God be +great if he should go away and sulk because people were unthankful and did not +appreciate him? Treat the unthankful and the evil in a great and perfectly kind +way, just as God does. Do not talk about your greatness; you are really, in +essential nature, no greater than those around you. You may have entered upon a +way of living and thinking which they have not yet found, but they are perfect on +their own plane of thought and action. You are entitled to no special honor or +consideration for your greatness. +You are a god, but you are among gods. You will fall into the boastful attitude if +you see other people’s shortcomings and failures and compare them with your +own virtues and successes; and if you fall into the boastful attitude of mind, you +will cease to be great, and become small. Think of yourself as a perfect being +among perfect beings, and meet every person as an equal, not as either superior +or an inferior. Give yourself no airs; great people never do. +Ask no honors and seek for no recognition, honors and recognition will come +fast enough if you are entitled to them. +Begin at home. It is a great person who can always be poised, assured, calm, and +perfectly kind and considerate at home. If your manner and attitude in your own +family are always the best you can think, you will soon become the one on +whom all the others will rely. You will be a tower of strength and a support in +time of trouble. You will be loved and appreciated. At the same time do not +make the mistake of throwing yourself away in the service of others. The great +person respects himself; he serves and helps, but he is never slavishly servile. +You cannot help your family by being a slave to them, or by doing for them +those things that by right they should do for themselves. +You do a person an injury when you wait on him too much. The selfish and +exacting are a great deal better off if their exactions are denied. The ideal world +is not one where there are a lot of people being waited on by other people; it is a +world where everybody waits on himself. Meet all demands, selfish and +otherwise, with perfect kindness and consideration; but do not allow yourself to +be made a slave to the whims, caprices, exactions, or slavish desires of any + + +member of your family. To do so is not great, and it works an injury to the other +party. +Do not become uneasy over the failures or mistakes of any member of your +family, and feel that you must interfere. Do not be disturbed if others seem to be +going wrong, and feel that you must step in and set them right. Remember that +every person is perfect on his own plane; you cannot improve on the work of +God. Do not meddle with the personal habits and practices of others, though they +are your nearest and dearest; these things are none of your business. Nothing can +be wrong but your own personal attitude; make that right and you will know that +all else is right. You are a truly great soul when you can live with those who do +things that you do not do, and yet refrain from either criticism or interference. +Do the things that are right for you to do, and believe that every member of your +family is doing the things that are right for him. +Nothing is wrong with anybody or anything, behold, it is all very good. Do not +be enslaved by anyone else, but be just as careful that you do not enslave anyone +else to your own notions of what is right. Think, and think deeply and +continuously; be perfect in your kindness and consideration; let your attitude be +that of a god among gods, and not that of a god among inferior beings. This is +the way to be great in your own home. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-49-Action-Abroad/Chapter-49-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-49-Action-Abroad/Chapter-49-source-text.md new file mode 100644 index 0000000..1211fd9 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-49-Action-Abroad/Chapter-49-source-text.md @@ -0,0 +1,102 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-49: Action Abroad +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 187–189 +- **Pages without text**: none +- **Note**: Work: *The Science of Being Great*, section 15 of 22. + +--- + + +Action Abroad +Table of Contents +THE rules that apply to your action at home must apply to your action +everywhere. Never forget for an instant that this is a perfect world, and that you +are a god among gods. You are as great as the greatest, but all are your equals. +Rely absolutely on your perception of truth. Trust to the inner light rather than to +reason, but be sure that your perception comes from the inner light; act in poise +and calmness; be still and attend on God. Your identification of yourself with the +All-Mind will give you all the knowledge you need for guidance in any +contingency that may arise in your own life or in the lives of others. It is only +necessary that you should be supremely calm, and rely upon the eternal wisdom +that is within you. If you act in poise and faith, your judgment will always be +right, and you will always know exactly what to do. Do not hurry or worry; +remember Lincoln in the dark days of the war. James Freeman Clarke relates that +after the battle of Fredericksburg, Lincoln alone furnished a supply of faith and +hope for the nation. Hundreds of leading men, from all parts of the country, went +sadly into his room and came out cheerful and hopeful. They had stood face to +face with the Highest, and had seen God in this lank, ungainly, patient man, +although they knew it not. +Have perfect faith in yourself and in your own ability to cope with any +combination of circumstances that may arise. Do not be disturbed if you are +alone; if you need friends they will be brought to you at the right time. Do not be +disturbed if you feel that you are ignorant, the information that you need will be +furnished you when it is time for you to have it. That which is in you impelling +you forward is in the things and people you need, impelling them toward you. If +there is a particular man you need to know, he will be introduced to you; if there +is a particular book you need to read it will be placed in your hands at the right +time. All the knowledge you need is coming to you from both external and +internal sources. + + +Your information and your talents will always be equal to the requirements of +the occasion. Remember that Jesus told his disciples not to worry as to what they +should say when brought before the judges; he knew that the power in them +would be sufficient for the needs of the hour. As soon as you awaken and begin +to use your faculties in a great way you will apply power to the development of +your brain; new cells will be created and dormant cells quickened into activity, +and your brain will be qualified as a perfect instrument for your mind. +Do not try to do great things until you are ready to go about them in a great way. +If you undertake to deal with great matters in a small way- that is, from a low +viewpoint or with incomplete consecration and wavering faith and courage-you +will fail. Do not be in a hurry to get to the great things. Doing great things will +not make you great, but becoming great will certainly lead you to the doing of +great things. Begin to be great where you are and in the things you do every day. +Do not be in haste to be found out or recognized as a great personality. Do not be +disappointed if men do not nominate you for office within a month after you +begin to practice what you read in this book. Great people never seek for +recognition or applause; they are not great because they want to be paid for +being so. Greatness is re ward enough for itself; the joy of being something and +of knowing that you are advancing is the greatest of all joys possible to man. +If you begin in your own family, as described in the preceding chapter, and then +assume the same mental attitude with your neighbors, friends, and those you +meet in business, you will soon find that people are beginning to depend on you. +Your advice will be sought, and a constantly increasing number of people will +look to you for strength and inspiration, and rely upon your judgment. +Here, as in the home, you must avoid meddling with other people’s affairs. Help +all who come to you, but do not go about officiously endeavoring to set other +people right. Mind your own business. It is no part of your mission in life to +correct people’s morals, habits, or practices. Lead a great life, doing all things +with a great spirit and in a great way; give to him that asks of you as freely as +you have received, but do not force your help or your opinions upon any man. If +your neighbor wishes to smoke or drink, it is his business; it is none of yours +until he consults you about it. If you lead a great life and do no preaching, you +will save a thousand times as many souls as one who leads a small life and +preaches continuously. +If you hold the right viewpoint of the world, others will find it out and be + + +impressed by it through your daily conversation and practice. Do not try to +convert others to your point of view, except by holding it and living accordingly. +If your consecration is perfect you do not need to tell anyone; it will speedily +become apparent to all that you are guided by a higher principle than the average +man or woman. If your identification with God is complete, you do not need to +explain the fact to others; it will become self-evident. +To become known as a great personality, you have nothing to do but to live. Do +not imagine that you must go charging about the world like Don Quixote, tilting +at windmills, and overturning things in general, in order to demonstrate that you +are somebody. Do not go hunting for big things to do. Live a great life where +you are, and in the daily work you have to do, and greater works will surely find +you out. Big things will come to you, asking to be done. +Be so impressed with the value of a man that you treat even a beggar or the +tramp with the most distinguished consideration. All is God. Every man and +woman is perfect. Let your manner be that of a god addressing other gods. Do +not save all your consideration for the poor; the millionaire is as good as the +tramp. This is a perfectly good world, and there is not a person or thing in it but +is exactly right; be sure that you keep this in mind in dealing with things and +men. +Form your mental vision of yourself with care. Make the thought-form of +yourself as you wish to be, and hold this with the faith that it is being realized, +and with the purpose to realize it completely. Do every common act as a god +should do it; speak every word as a god should speak it; meet men and women of +both low and high estate as a god meets other divine beings. Begin thus and +continue thus, and your unfolding in ability and power will be great and rapid. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-50-Some-Further-Explanations/Chapter-50-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-50-Some-Further-Explanations/Chapter-50-source-text.md new file mode 100644 index 0000000..7065567 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-50-Some-Further-Explanations/Chapter-50-source-text.md @@ -0,0 +1,71 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-50: Some Further Explanations +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 190–191 +- **Pages without text**: none +- **Note**: Work: *The Science of Being Great*, section 16 of 22. + +--- + + +Some Further Explanations +Table of Contents +WE go back here to the matter of the point of view, for, besides being vitally +important, it is the one that is likely to give the student the most trouble. We +have been trained, partly by mistaken religious teachers, to look upon the world +as being like a wrecked ship, storm-driven upon a rocky coast; utter destruction +is inevitable at the end, and the most that can be done is to rescue, perhaps, a few +of the crew. This view teaches us to consider the world as essentially bad and +growing worse; and to believe that existing discords and inharmoniousness must +continue and intensify until the end. It robs us of hope for society, government, +and humanity, and gives us a decreasing outlook and contracting mind. +This is all wrong. The world is not wrecked. It is like a magnificent steamer with +the engines in place and the machinery in perfect order. The bunkers are full of +coal, and the ship is amply provisioned for the cruise; there is no lack of any +good thing. Every provision Omniscience could devise has been made for the +safety, comfort, and happiness of the crew; the steamer is out on the high seas +tacking hither and thither because no one has yet learned the right course to +steer. We are learning to steer, and in due time will come grandly into the harbor +of perfect harmony. +The world is good, and growing better. Existing discords and inharmoniousness +are but the pitching of the ship incidental to our own imperfect steering; they +will all be removed in due time. This view gives us an increasing outlook and an +expanding mind; it enables us to think largely of society and of ourselves, and to +do things in a great way. +Furthermore, we see that nothing can be wrong with such a world or with any +part of it, including our own affairs. If it is all moving on toward completion, +then it is not going wrong; and as our own personal affairs are a part of the +whole, they are not going wrong. You and all that you are concerned with are + + +moving on toward completeness. Nothing can check this forward movement but +yourself; and you can only check it by assuming a mental attitude that is at +cross-purposes with the mind of God. You have nothing to keep right but +yourself; if you keep yourself right, nothing can possibly go wrong with you, +and you can have nothing to fear. No business or other disaster can come upon +you if your personal attitude is right, for you are a part of that which is +increasing and advancing, and you must increase and advance with it. +Moreover your thought-form will be mostly shaped according to your viewpoint +of the cosmos. If you see the world as a lost and ruined thing you will see +yourself as a part of it, and as partaking of its sins and weaknesses. If your +outlook for the world as a whole is hopeless, your outlook for yourself cannot be +hopeful. If you see the world as declining toward its end, you cannot see yourself +as advancing. Unless you think well of all the works of God you cannot really +think well of yourself, and unless you think well of yourself you can never +become great. +I repeat that your place in life, including your material environment, is +determined by the thought-form you habitually hold of yourself. When you make +a thought-form of yourself you can hardly fail to form in your mind a +corresponding environment. If you think of yourself as an incapable, inefficient +person, you will think of yourself with poor or cheap surroundings. Unless you +think well of yourself you will be sure to picture yourself in a more or less +poverty stricken environment. These thoughts, habitually held, become invisible +forms in the surrounding mind-stuff, and are with you continually. In due time, +by the regular action of the eternal creative energy, the invisible thought-forms +are produced in material stuff, and you are surrounded by your own thoughts +made into material things. +See nature as a great living and advancing presence, and see human society in +exactly the same way. It is all one, coming from one source, and it is all good. +You yourself are made of the same stuff as God. All the constituents of God are +parts of you; every power that God has is a constituent of man. You can move +forward as you see God doing. You have within yourself the source of every +power. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-51-More-About-Thought/Chapter-51-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-51-More-About-Thought/Chapter-51-source-text.md new file mode 100644 index 0000000..85ad9ba --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-51-More-About-Thought/Chapter-51-source-text.md @@ -0,0 +1,99 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-51: More About Thought +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 192–194 +- **Pages without text**: none +- **Note**: Work: *The Science of Being Great*, section 17 of 22. + +--- + + +More About Thought +Table of Contents +GIVE place here to some further consideration of thought. You will never +become great until your own thoughts make you great, and therefore it is of the +first importance that you should THINK. +You will never do great things in the external world until you think great things +in the internal world; and you will never think great things until you think about +truth; about the verities. To think great things you must be absolutely sincere; +and to be sincere you must know that your intentions are right. Insincere or false +thinking is never great, however logical and brilliant it may be. +The first and most important step is to seek the truth about human relations, to +know what you ought to be to other men, and what they ought to be to you. This +brings you back to the search for a right viewpoint. You should study organic +and social evolution. +Read Darwin and Walter Thomas Mills, and when you read, THINK; think the +whole matter over until you see the world of things and men in the right way. +THINK about what God is doing until you can SEE what he is doing. +Your next step is to think yourself into the right personal attitude. Your +viewpoint tells you what the right attitude is, and obedience to the soul puts you +into it. It is only by making a complete consecration of yourself to the highest +that is within you that you can attain to sincere thinking. So long as you know +you are selfish in your aims, or dishonest or crooked in any way in your +intentions or practices, your thinking will be false and your thoughts will have +no power. THINK about the way you are doing things; about all your intentions, +purposes, and practices, until you know that they are right. +The fact of his own complete unity with God is one that no person can grasp + + +without deep and sustained thinking. Anyone can accept the proposition in a +superficial way, but to feel and realize a vital comprehension of it is another +matter. It is easy to think of going outside of yourself to meet God, but it is not +so easy to think of going inside yourself to meet God. But God is there, and in +the holy of holies of your own soul you may meet him face to face. It is a +tremendous thing; this fact that all you need is already within you; that you do +not have to consider how to get the power to do what you want to do or to make +yourself what you want to be. +You have only to consider how to use the power you have in the right way. And +there is nothing to do but to begin. Use your perception of truth; you can see +some truth today; live fully up to that and you will see more truth tomorrow. +To rid yourself of the old false ideas you will have to think a great deal about the +value of men-the greatness and worth of a human soul. You must cease from +looking at human mistakes and look at successes; cease from seeing faults and +see virtues. You can no longer look upon men and women as lost and ruined +beings that are descending into hell; you must come to regard them as shining +souls who are ascending toward heaven. It will require some exercise of will +power to do this, but this is the legitimate use of the will-to decide what you will +think about and how you will think. +The function of the will is to direct thought. Think about the good side of men; +the lovely, attractive part, and exert your will in refusing to think of anything +else in connection with them. +I know of no one who has attained to so much on this one point as Eugene V. +Debs, twice the Socialist candidate for president of the United States. Mr. Debs +reverences humanity. No appeal for help is ever made to him in vain. No one +receives from him an unkind or censorious word. You cannot come into his +presence without being made sensible of his deep and kindly personal interest in +you. Every person, be he millionaire, grimy workingman, or toil worn woman, +receives the radiant warmth of a brotherly affection that is sincere and true. No +ragged child speaks to him on the street without receiving instant and tender +recognition. Debs loves men. This has made him the leading figure in a great +movement, the beloved hero of a million hearts, and will give him a deathless +name. It is a great thing to love men so and it is only achieved by thought. +Nothing can make you great but thought. + + +“We may divide thinkers into those who think for themselves and those who +think through others. The latter are the rule and the former the exception. The +first are original thinkers in a double sense, and egotists in the noblest meaning +of the word.” -Sehopenhauer. +“The key to every man is his thought. Sturdy and defiant though he look he has a +helm which he obeys, which is the idea after which all his facts are classified. He +can only be reformed by showing him a new idea which commands his own.” - +Emerson. +“All truly wise thoughts have been thought already thousands of times; but to +make them really ours we must think them over again honestly till they take root +in our personal expression.” -Goethe. +“All that a man is outwardly is but the expression and completion of his inward +thought. To work effectively he must think clearly. To act nobly he must think +nobly.” -Channing. +“Great men are they who see that spirituality is stronger than any material force; +that thoughts rule the world.” -Emerson. +“Some people study all their lives, and at their death they have learned +everything except to think.” -Domergue. +“It is the habitual thought that frames itself into our life. It affects us even more +than our intimate social relations do. Our confidential friends have not so much +to do in shaping our lives as the thoughts have which we harbor?’ -J. W. Teal. +“When God lets loose a great thinker on this planet, then all things are at risk. +There is not a piece of science but its flank may be turned tomorrow; nor any +literary reputation or the so-called eternal names of fame that may not be refused +and condemned.” -Emerson. +Think! Think!! THINK!!! diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-52-Jesus-Idea-Of-Greatness/Chapter-52-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-52-Jesus-Idea-Of-Greatness/Chapter-52-source-text.md new file mode 100644 index 0000000..295e0cb --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-52-Jesus-Idea-Of-Greatness/Chapter-52-source-text.md @@ -0,0 +1,91 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-52: Jesus’ Idea Of Greatness +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 195–197 +- **Pages without text**: none +- **Note**: Work: *The Science of Being Great*, section 18 of 22. + +--- + + +Jesus’ Idea Of Greatness +Table of Contents +IN the twenty-third chapter of Matthew Jesus makes a very plain distinction +between true and false greatness; and also points out the one great danger to all +who wish to become great; the most insidious of temptations which all must +avoid and fight unceasingly who desire to really climb in the world. Speaking to +the multitude and to his disciples he bids them beware of adopting the principle +of the Pharisees. He points out that while the Pharisees are just and righteous +men, honorable judges, true lawgivers and upright in their dealings with men, +they “love the uppermost seats at feasts and greetings in the market place, and to +be called Master, Master”; and in comparison with this principle, he says: “He +that will be great among you let him serve.” +The average person’s idea of a great man, rather than of one who serves, is of +one who succeeds in getting himself served. He gets himself in a position to +command men; to exercise power over them, making them obey his will. The +exercise of dominion over other people, to most persons, is a great thing. +Nothing seems to be sweeter to the selfish soul than this. You will always find +every selfish and undeveloped person trying to domineer over others, to exercise +control over other men. Savage men were no sooner placed upon the earth than +they began to enslave one another. For ages the struggle in war, diplomacy, +politics, and government has been aimed at the securing of control over other +men. Kings and princes have drenched the soil of the earth in blood and tears in +the effort to extend their dominions and their power to rule more people. +The struggle of the business world today is the same as that on the battlefields of +Europe a century ago so far as the ruling principle is concerned. Robert 0. +Ingersoll could not understand why men like Rockefeller and Carnegie seek for +more money and make themselves slaves to the business struggle when they +already have more than they can possibly use. He thought it a kind of madness +and illustrated it as follows: “Suppose a man had fifty thousand pairs of pants, + + +seventy-five thousand vests, one hundred thousand coats, and one hundred and +fifty thousand neckties, what would you think of him if he arose in the morning +before light and worked until after it was dark every day, rain or shine, in all +kinds of weather, merely to get another necktie?” +But it is not a good simile. The possession of neckties gives a man no power +over other men, while the possession of dollars does. Rockefeller, Carnegie, and +their kind are not after dollars but power. It is the principle of the Pharisee; it is +the struggle for the high place. It develops able men, cunning men, resourceful +men, but not great men. +I want you to contrast these two ideas of greatness sharply in your minds. “He +that will be great among you let him serve.” Let me stand before the average +American audience and ask the name of the greatest American and the majority +will think of Abraham Lincoln; and is this not because in Lincoln above all the +other men who have served us in public life we recognize the spirit of service? +Not servility, but service. Lincoln was a great man because he knew how to be a +great servant. Napoleon, able, cold, selfish, seeking the high places, was a +brilliant man. Lincoln was great; Napoleon was not. The very moment you begin +to advance and are recognized as one who is doing things in a great way you will +find yourself in danger. The temptation to patronize, advise, or take upon +yourself the direction of other people’s affairs is sometimes almost irresistible. +Avoid, however, the opposite danger of falling into servility, or of completely +throwing yourself away in the service of others. To do this has been the ideal of a +great many people. The completely self-sacrificing life has been thought to be +the Christ-like life, because, as I think, of a complete misconception of the +character and teachings of Jesus. I have explained this misconception in a little +book that I hope you may all sometime read, “A New Christ”. +Thousands of people imitating Jesus, as they suppose, have belittled themselves +and given up all else to go about doing good; practicing an altruism that is really +as morbid and as far from great as the rankest selfishness. The finer instincts +which respond to the cry of trouble or distress are not by any means all of you; +they are not necessarily the best part of you. There are other things you must do +besides helping the unfortunate, although it is true that a large part of the life and +activities of every great person must be given to helping other people. As you +begin to advance they will come to you. Do not turn them away. But do not +make the fatal error of supposing that the life of complete self-abnegation is the + + +way of greatness. +To make another point here, let me refer to the fact that Swedenborg’s +classification of fundamental motives is exactly the same as that of Jesus. He +divides all men into two groups: those who live in pure love, and those who live +in what he calls the love of ruling for the love of self. It will be seen that this is +exactly the same as the lust for place and power of the Pharisees. Swedenborg +saw this selfish love of power as the cause of all sin. It was the only evil desire +of the human heart, from which all other evil desires sprang. +Over against this he places pure love. He does not say love of God or love of +man, but merely love. Nearly all religionists make more of love and service to +God than they do of love and service to man. But it is a fact that love to God is +not sufficient to save a man from the lust for power, for some of the most ardent +lovers of the Deity have been the worst of tyrants. Lovers of God are often +tyrants, and lovers of men are often meddlesome and officious. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-53-A-View-Of-Evolution/Chapter-53-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-53-A-View-Of-Evolution/Chapter-53-source-text.md new file mode 100644 index 0000000..0d8d113 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-53-A-View-Of-Evolution/Chapter-53-source-text.md @@ -0,0 +1,77 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-53: A View Of Evolution +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 198–200 +- **Pages without text**: none +- **Note**: Work: *The Science of Being Great*, section 19 of 22. + +--- + + +A View Of Evolution +Table of Contents +BUT how shall we avoid throwing ourselves into altruistic work if we are +surrounded by poverty, ignorance, suffering, and every appearance of misery as +very many people are? Those who live where the withered hand of want is thrust +upon them from every side appealingly for aid must find it hard to refrain from +continuous giving. Again, there are social and other irregularities, injustices +done to the weak, which fire generous souls with an almost irresistible desire to +set things right. +We want to start a crusade; we feel that the wrongs will never be righted until we +give ourselves wholly to the task. In all this we must fall back upon the point of +view. We must remember that this is not a bad world but a good world in the +process of becoming. +Beyond all doubt there was a time when there was no life upon this earth. The +testimony of geology to the fact that the globe was once a ball of burning gas +and molten rock, clothed about with boiling vapors, is indisputable. And we do +not know how life could have existed under such conditions; that seems +impossible. Geology tells us that later on a crust formed, the globe cooled and +hardened, the vapors condensed and became mist or fell in rain. The cooled +surface crumbled into soil; moisture accumulated, ponds and seas were gathered +together, and at last somewhere in the water or on the land appeared something +that was alive. +It is reasonable to suppose that this first life was in single-celled organisms, but +behind these cells was the insistent urge of Spirit, the Great One Life seeking +expression. And soon organisms having too much life to express themselves +with one cell had two cells and then many, and still more life was poured into +them. + + +Multiple-celled organisms were formed; plants, trees, vertebrates, and mammals, +many of them with strange shapes, but all were perfect after their kind as +everything is that God makes. No doubt there were crude and almost monstrous +forms of both animal and plant life; but everything filled its purpose in its day +and it was all very good. +Then another day came, the great day of the evolutionary process, a day when +the morning stars sang together and the sons of God shouted for joy to behold +the beginning of the end, for man, the object aimed at from the beginning, had +appeared upon the scene. An ape-like being, little different from the beasts +around him in appearance, but infinitely different capacity for growth and +thought. Art and beauty, architecture and song, poetry and music, all these were +unrealized possibilities in that ape man’s soul. And for his time and kind he was +very good. +“It is God that works in you to will and to do of his good pleasure,” says St. +Paul. From the day the first man appeared God began to work IN men, putting +more and more of himself into each succeeding generation, urging them on to +larger achievements and to better conditions, social, governmental, and +domestic. Those who looking back into ancient history see the awful conditions +which existed, the barbarities, idolatries, and sufferings, and reading about God +in connection with these things are disposed to feel that he was cruel and unjust +to man, should pause to think. From the ape-man to the coming Christ man the +race has had to rise. And it could only be accomplished by the successive +unfolding of the various powers and possibilities latent in the human brain. +God desired to express himself, to live in form, and not only that, but to live in a +form through which he could express himself on the highest moral and spiritual +plane. God wanted to evolve a form in which he could live as a god and manifest +himself as a god. This was the aim of the evolutionary force. The ages of +warfare, bloodshed, suffering, injustice, and cruelty were tempered in many +ways with love and justice as time advanced. +And this was developing the brain of man to a point where it should be capable +of giving full expression to the love and justice of God. The end is not yet; God +aims not at the perfection of a few choice specimens for exhibition, like the large +berries at the top of the box, but at the glorification of the race. The time will +come when the Kingdom of God shall be established on earth; the time foreseen +by the dreamer of the Isle of Patmos, when there shall be no more crying, neither + + +shall there be any more pain, for the former things are all passed away, and there +shall be no night there. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-54-Serving-God/Chapter-54-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-54-Serving-God/Chapter-54-source-text.md new file mode 100644 index 0000000..3d63f52 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-54-Serving-God/Chapter-54-source-text.md @@ -0,0 +1,107 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-54: Serving God +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 201–203 +- **Pages without text**: none +- **Note**: Work: *The Science of Being Great*, section 20 of 22. + +--- + + +Serving God +Table of Contents +I HAVE brought you thus far through the two preceding chapters with a view to +finally settling the question of duty. This is one that puzzles and perplexes very +many people who are earnest and sincere, and gives them a great deal of +difficulty in its solution. +When they start out to make something of themselves and to practice the science +of being great, they find themselves necessarily compelled to rearrange many of +their relationships. +There are friends who perhaps must be alienated, there are relatives who +misunderstand and who feel that they are in some way being slighted; the really +great man is often considered selfish by a large circle of people who are +connected with him and who feel that he might bestow upon them more benefits +than he does. The question at the outset is: Is it my duty to make the most of +myself regardless of everything else? Or shall I wait until I can do so without +any friction or without causing loss to any one? This is the question of duty to +self vs. duty to others. +One’s duty to the world has been thoroughly discussed in the preceding pages +and I give some consideration now to the idea of duty to God. An immense +number of people have a great deal of uncertainty, not to say anxiety, as to what +they ought to do for God. +The amount of work and service that is done for him in these United States in the +way of church work and so on is enormous. An immense amount of human +energy is expended in what is called serving God. I propose to consider briefly +what serving God is and how a man may serve God best, and I think I shall be +able to make plain that the conventional idea as to what constitutes service to +God is all wrong. + + +When Moses went down into Egypt to bring out the Hebrews from bondage, his +demand upon Pharaoh, in the name of the Deity, was, “Let the people go that +they may serve me.” He led them out into the wilderness and there instituted a +new form of worship which has led many people to suppose that worship +constitutes the service of God, although later God himself distinctly declared that +he cared nothing for ceremonies, burned offerings, or oblation, and the teaching +of Jesus if rightly understood, would do away with organized temple worship +altogether. God does not lack anything that men may do for him with their hands +or bodies or voices. Saint Paul points out that man can do nothing for God, for +God does not need anything. +The view of evolution that we have taken shows God seeking expression through +man. Through all the successive ages in which his spirit has urged man up the +height, God has gone on seeking expression. Every generation of men is more +Godlike than the preceding generation. Every generation of men demands more +in the way of fine homes, pleasant surroundings, congenial work, rest, travel, +and opportunity for study than the preceding generation. +I have heard some shortsighted economists argue that the working people of +today ought surely to be fully contented because their condition is so much +better than that of the workingman two hundred years ago who slept in a +windowless hut on a floor covered with rushes in company with his pigs. If that +man had all that he was able to use for the living of all the life he knew how to +live, he was perfectly content, and if he had lack he was not contented. The man +of today has a comfortable home and very many things, indeed, that were +unknown a short period back in the past, and if he has all that he can use for the +living of all the life he can imagine, he will be content. But he is not content. +God has lifted the race so far that any common man can picture a better and +more desirable life than he is able to live under existing conditions. +And so long as this is true, so long as a man can think and clearly picture to +himself a more desirable life, he will be discontented with the life he has to live, +and rightly so. That discontent is the Spirit of God urging men on to more +desirable conditions. It is God who seeks expression in the race. “He works in us +to will and to do.” +The only service you can render God is to give expression to what he is trying to +give the world, through you. The only service you can render God is to make the +very most of yourself in order that God may live in you to the utmost of your + + +possibilities. In a former work of this series (The Science of Getting Rich), I +refer to the little boy at the piano, the music in whose soul could not find +expression through his untrained hands. This is a good illustration of the way the +Spirit of God is over, about, around, and in all of us, seeking to do great things +with us, so soon as we will train our hands and feet, our minds, brains, and +bodies to do his service. +Your first duty to God, to yourself, and to the world is to make yourself as great +a personality, in every way, as you possibly can. And that, it seems to me, +disposes of the question of duty. There are one or two other things that might be +disposed of in closing this chapter. I have written of opportunity in a preceding +chapter. I have said, in a general way, that it is within the power of every man to +become great, just as in “The Science of Getting Rich” I declared that it is within +the power of every man to become rich. But these sweeping generalizations need +qualifying. There are men who have such materialistic minds that they are +absolutely incapable of comprehending the philosophy set forth in these books. +There is a great mass of men and women who have lived and worked until they +are practically incapable of thought along these lines; and they cannot receive +the message. Something may be done for them by demonstration, that is, by +living the life before them. But that is the only way they can be aroused. The +world needs demonstration more than it needs teaching. For this mass of people +our duty is to become as great in personality as possible in order that they may +see and desire to do likewise. It is our duty to make ourselves great for their +sakes; so that we may help prepare the world that the next generation shall have +better conditions for thought. +One other point; I am frequently written to by people who wish to make +something of themselves and to move out into the world, but who are hampered +by home ties, having others more or less dependent upon them, whom they fear +would suffer if left alone. In general I advise such people to move out fearlessly, +and to make the most of themselves. If there is a loss at home it will be only +temporary and apparent, for in a little while, if you follow the leading of Spirit, +you will be able to take better care of your dependents than you have ever done +before. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-55-A-Mental-Exercise/Chapter-55-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-55-A-Mental-Exercise/Chapter-55-source-text.md new file mode 100644 index 0000000..a9fb46a --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-55-A-Mental-Exercise/Chapter-55-source-text.md @@ -0,0 +1,97 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-55: A Mental Exercise +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 204–207 +- **Pages without text**: none +- **Note**: Work: *The Science of Being Great*, section 21 of 22. + +--- + + +A Mental Exercise +Table of Contents +THE purpose of mental exercises must not be misunderstood. There is no virtue +in charms or formulated strings of words; there is no short cut to development by +repeating prayers or incantations. A mental exercise is an exercise, not in +repeating words, but in the thinking of certain thoughts. The phrases that we +repeatedly hear become convictions, as Goethe says; and the thoughts that we +repeatedly think become habitual, and make us what we are. The purpose in +taking a mental exercise is that you may think certain thoughts repeatedly until +you form a habit of thinking them; then they will be your thoughts all the time. +Taken in the right way and with an understanding of their purpose, mental +exercises are of great value; but taken as most people take them they are worse +than useless. +The thoughts embodied in the following exercise are the ones you want to think. +You should take the exercise once or twice daily, but you should think the +thoughts continuously. That is, do not think them twice a day for a stated time +and then forget them until it is time to take the exercise again. The exercise is to +impress you with the material for continuous thought. +Take a time when you can have from twenty minutes to half an hour secure from +interruption, and proceed first to make yourself physically comfortable. Lie at +ease in a Morris chair, or on a couch, or in bed; it is best to lie flat on your back. +If you have no other time, take the exercise on going to bed at night and before +rising in the morning. +First let your attention travel over your body from the crown of your head to the +soles of your feet, relaxing every muscle as you go. +Relax completely. And next, get physical and other ills off your mind. Let the +attention pass down the spinal cord and out over the nerves to the extremities, + + +and as you do so think: - “My nerves are in perfect order all over my body. They +obey my will, and I have great nerve force.” Next bring your attention to the +lungs and think: - “I am breathing deeply and quietly, and the air goes into every +cell of my lungs, which are in perfect condition. My blood is purified and made +clean.” Next, to the heart: - “My heart is beating strongly and steadily, and my +circulation is perfect, even to the extremities.’ Next, to the digestive system: - +“My stomach and bowels perform their work perfectly. My food is digested and +assimilated and my body rebuilt and nourished. My liver, kidneys, and bladder +each perform their several functions without pain or strain; I am perfectly well. +My body is resting, my mind is quiet, and my soul is at peace. +“I have no anxiety about financial or other matters. God, who is within me, is +also in all things I want, impelling them toward me; all that I want is already +given to me. I have no anxiety about my health, for I am perfectly well. I have +no worry or fear whatever. +“I rise above all temptation to moral evil. I cast out all greed, selfishness, and +narrow personal ambition; I do not hold envy, malice, or enmity toward any +living soul. I will follow no course of action which is not in accord ‘with my +highest ideals. I am right and I will do right.” +Viewpoint +All is right with the world. It is perfect and advancing to completion. I will +contemplate the facts of social, political, and industrial life only from this high +viewpoint. Behold, it is all very good. I will see all human beings, all my +acquaintances, friends, neighbors, and the members of my own household in the +same way. They are all good. Nothing is wrong with the universe; nothing can be +wrong but my own personal attitude, and henceforth I keep that right. My whole +trust is in God. + + +Consecration +I will obey my soul and be true to that within me that is highest. I will search +within for the pure idea of right in all things, and when I find it I will express it +in my outward life. I will abandon everything I have outgrown for the best I can +think. I will have the highest thoughts concerning all my relationships, and my +manner and action shall express these thoughts. I surrender my body to be ruled +by my mind; I yield my mind to the dominion of my soul, and I give my soul to +the guidance of God. +Identification +There is but one substance and source, and of that I am made and with it I am +one. It is my Father; I proceeded forth and came from it. My Father and I are +one, and my Father is greater than I, and I do His will. I surrender myself to +conscious unity with Pure Spirit; there is but one and that one is everywhere. I +am one with the Eternal Consciousness. +Idealization +Form a mental picture of yourself as you want to be, and at the greatest height +your imagination can picture. Dwell upon this for some little time, holding the +thought: “This is what I really am; it is a picture of my own perfect and +advancing to completion. I will contemplate the facts of social, political, and +industrial life only from this high viewpoint. Behold, it is all very good. I will +see all human beings, all my acquaintances, friends, neighbors, and the members +of my own household in the same way. They are all good. + + +Nothing is wrong with the universe, nothing can be wrong but my own personal +attitude, and henceforth I keep that right. My whole trust is in God. +Realization +I appropriate to myself the power to become what I want to be, and to do what I +want to do. I exercise creative energy; all the power there is, is mine. I will arise +and go forth with power and perfect confidence; I will do mighty works in the +strength of the Lord, my God. I will trust and not fear, for God is with me. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-56-A-Summary-Of-The-Science-Of-Being-Great/Chapter-56-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-56-A-Summary-Of-The-Science-Of-Being-Great/Chapter-56-source-text.md new file mode 100644 index 0000000..557cb23 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-56-A-Summary-Of-The-Science-Of-Being-Great/Chapter-56-source-text.md @@ -0,0 +1,170 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-56: A Summary Of The Science Of Being Great +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 208–212 +- **Pages without text**: none +- **Note**: Work: *The Science of Being Great*, section 22 of 22. + +--- + + +A Summary Of The Science Of Being Great +Table of Contents +ALL men are made of the one intelligent substance, and therefore all contain the +same essential powers and possibilities. Greatness is equally inherent in all, and +may be manifested by all. Every person may become great. Every constituent of +God is a constituent of man. +Man may overcome both heredity and circumstances by exercising the inherent +creative power of the soul. If he is to become great, the soul must act, and must +rule the mind and the body. +Man’s knowledge is limited, and he falls into error through ignorance; to avoid +this he must connect his soul with Universal Spirit. Universal Spirit is the +intelligent substance from which all things come; it is in and through all things. +All things are known to this universal mind, and man can so unite himself with it +as to enter into all knowledge. +To do this man must cast out of himself everything that separates him from God. +He must will to live the divine life, and he must rise above all moral temptations; +he must forsake every course of action that is not in accord with his highest +ideals. +He must reach the right viewpoint, recognizing that God is all, in all, and that +there is nothing wrong. He must see that nature, society, government, and +industry are perfect in their present stage, and advancing toward completion; and +that all men and women everywhere are good and perfect. He must know that all +is right with the world, and unite with God for the completion of the perfect +work. It is only as man sees God as the Great Advancing Presence in all, and +good in all that he can rise to real greatness. +He must consecrate himself to the service of the highest that is within himself, + + +obeying the voice of the soul. There is an Inner Light in every man that +continuously impels him toward the highest, and he must be guided by this light +if he would become great. +He must recognize the fact that he is one with the Father, and consciously affirm +this unity for himself and for all others. He must know himself to be a god +among gods, and act accordingly. He must have absolute faith in his own +perceptions of truth, and begin at home to act upon these perceptions. As he sees +the true and right course in small things, he must take that course. He must cease +to act unthinkingly, and begin to think; and he must be sincere in his thought. +He must form a mental conception of himself at the highest, and hold this +conception until it is his habitual thought-form of himself. This thought-form he +must keep continuously in view. He must outwardly realize and express that +thought-form in his actions. He must do everything that he does in a great way. +In dealing with his family, his neighbors, acquaintances, and friends, he must +make every act an expression of his ideal. The man who reaches the right +viewpoint and makes full consecration, and who fully idealizes himself as great, +and who makes every act, however trivial, an expression of the ideal, has already +attained to greatness. Everything he does will be done in a great way. He will +make himself known, and will be recognized as a personality of power. He will +receive knowledge by inspiration, and will know all that he needs to know. He +will receive all the material wealth he forms in his thoughts, and will not lack for +any good thing. He will be given ability to deal with any combination of +circumstances that may arise, and his growth and progress will be continuous +and rapid. +Great works will seek him out, and all men will delight to do him honor. +Because of its peculiar value to the student of the Science of Being Great, I close +this book by giving a portion of Emerson’s essay on the “Oversoul.” This great +essay is fundamental, showing the foundation principles of monism and the +science of greatness. I recommend the student to study it most carefully in +connection with this book. +What is the universal sense of want and ignorance, but the fine innuendo by +which the great soul makes its enormous claim? Why do men feel that the +natural history of man has never been written, but always he is leaving behind +what you have said of him, and it becomes old, and books of metaphysics +worthless? The philosophy of six thousand years has not searched the chambers + + +and magazines of the soul. In its experiments there has always remained, in the +last analysis, a residuum it could not resolve. Man is a stream whose source is +hidden. +Always our being is descending into us from we know not whence. The most +exact calculator has no prescience that somewhat incalculable may not balk the +very next moment. I am constrained every moment to acknowledge a higher +origin for events than the will I call mine. +As with events, so it is with thoughts. When I watch that flowing river, which, +out of regions I see not, pours for a season its streams into me, -I see that I am a +pensioner, -not a cause, but a surprised spectator of this ethereal water; that I +desire and look up, and put myself in the attitude for reception, but from some +alien energy the visions come. +The Supreme Critic on all the errors of the past and present, and the only prophet +of that which must be, is that great nature in which we rest, as the earth lies in +the soft arms of the atmosphere; that Unity, that Oversoul, with which every +man’s particular being is contained and made one with all other; that common +heart, of which all sincere conversation is the worship, to which all right action +is submission; that overpowering reality which confutes our tricks and talents, +and constrains everyone to pass for what he is, and to speak from his character +and not from his tongue; and which evermore tends and aims to pass into our +thought and hand, and become wisdom, and virtue, and power, and beauty. We +live in succession, in division, in parts, in particles. +Meantime within man is the soul of the whole; the wise silence; the universal +beauty, to which every part and particle is equally related, the eternal One. And +this deep power in which we exist, and whose beatitude is all-accessible to us, is +not only self- sufficing and perfect in every hour, but the act of seeing, and the +thing seen, the seer and the spectacle, the subject and the object, are one. We see +the world piece by piece, as the sun, the moon, the animal, the tree; but the +whole, of which these are the shining parts, is the soul. +It is only by the vision of that Wisdom, that the horoscope of the ages can be +read, and it is only by falling back on our better thoughts, by yielding to the +spirit of prophecy which is innate in every man, that we know what it saith. +Every man s words, who speaks from that life, must sound vain to those who do +not dwell in the same thought on their own part. I dare not speak for it. My + + +words do not carry its august sense; they fall short and cold. Only itself can +inspire whom it will, and behold! Their speech shall be lyrical and sweet, and +universal as the rising of the wind. +Yet I desire, even by profane words, if sacred I may not use, to indicate the +heaven of this deity, and to report what hints I have collected of the transcendent +simplicity and energy of the Highest Law. +If we consider what happens in conversation, in reveries, in remorse, in times of +passion, in surprises, in the instruction of dreams wherein often we see ourselves +in masquerade, -the droll disguises only magnifying and enhancing a real +element, and forcing it on our distinct notice, -we shall catch many hints that will +broaden and lighten into knowledge of the secret of nature. All goes to show that +the soul in man is not an organ, but animates and exercises all the organs; is not +a function, like the power of memory, of calculation, of comparison, -but uses +these as hands and feet; is not a faculty, but a light; is not the intellect or the will, +but the master of the intellect and the will; - is the vast background of our being, +in which they lie,-an immensity not possessed and that cannot be possessed. +From within or from behind, a light shines through us upon things, and makes us +aware that we are nothing, but the light is all. A man is the facade of a temple +wherein all wisdom and all good abide. What we commonly call man, the eating, +drinking, planting, counting man, does not, as we know him, represent himself, +but misrepresents himself. Him we do not respect, but the soul, whose organ he +is, would he let it appear through his action, would make our knees bend. When +it breathes through his intellect, it is genius; when it flows through his affection +it is love. +After its own law and not by arithmetic is the rate of its progress to be computed. +The soul’s advances are not made by gradation, such as can be represented by +motion in a straight line; but rather by ascension of state, such as can be +represented by metamorphosis,-from the egg to the worm, from the worm to the +fly. +The growths of genius are of a certain total character, that does not advance the +elect individual first over John, then Adam, then Richard, and give to each the +pain of discovered inferiority, but by every throe of growth the man expands +there where he works, passing, at each pulsation, classes, populations of men. +With each divine impulse the mind rends the thin rinds of the visible and finite, + + +and comes out into eternity, and inspires and expires its air. +This is the law of moral and of mental gain. The simple rise, as by specific +levity, not into a particular virtue, but into the region of all the virtues. They are +in the spirit that contains them all. The soul is superior to all the particulars of +merit. The soul requires purity, but purity is not it; requires justice, but justice is +not that; requires beneficence, but is somewhat better; so that there is a kind of +descent and accommodation felt when we leave speaking of moral nature, to +urge a virtue which it en joins. +For, to the soul in her pure action, all the virtues are natural, and not painfully +acquired. Speak to his heart and the man becomes suddenly virtuous. Within the +same sentiment is the germ of intellectual growth, which obeys the same law. +Those who are capable of humility, of justice, of love, of aspiration, are already +on a platform that commands the sciences and arts, speech and poetry, action and +grace. For whoso dwells in this mortal beatitude, does already anticipate those +special powers which men prize so highly; just as love does justice to all the +gifts of the object beloved. +The lover has no talent, no skill, which passes for quite nothing with his +enamored maiden, however little she may possess of related faculty. And the +heart that abandons itself to the Supreme Mind finds itself related to all its works +and will travel a royal road to particular knowledge and powers. For, in +ascending to this primary and aboriginal sentiment, we have come from our +remote station on the circumference instantaneously to the center of the world, +where, as in the closet of God, we see causes, and anticipate the universe, which +is but a slow effect. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-57-Hellfire-Harrison-Chapter-One/Chapter-57-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-57-Hellfire-Harrison-Chapter-One/Chapter-57-source-text.md new file mode 100644 index 0000000..14238c9 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-57-Hellfire-Harrison-Chapter-One/Chapter-57-source-text.md @@ -0,0 +1,155 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-57: Hellfire Harrison Chapter One +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 213–217 +- **Pages without text**: none +- **Note**: Work: *Hellfire Harrison*, section 1 of 8. Includes the work's title page. + +--- + + +Hellfire Harrison (A Novel) +Table of Contents +Chapter One +Chapter Two +Chapter Three +Chapter Four +Chapter Five +Chapter Six +Chapter Seven +Chapter Eight +Commencement Days +The Court of Lucifer +Ailmeny of the Orchard +A Cavalier of Virginia +The Lead of honour +My heart and Stephanie + + +Chapter One +Table of Contents +THEY were tremendous times. Governments were going to pieces, and kings +and queens were losing their crowns, and sometimes their heads also; the many- +headed beast was giving his keepers an immense amount of trouble. The air +quivered with revolution, and politics was a warfare of the gods; the greatest +figures in the world's history were on the stage, and acting mighty parts. England +was on the verge of anarchy, and highwaymen plied their trade as actively on the +streets of: London as on lonely country roads; the, hardest-working man in the +United., Kingdom was the hangman, and his labors were in vain so far as +increasing the safety of life or property was the object. The tide of religious +sentiment had reached its lowest ebb, and it was said that zeal for godliness +would look as oddly upon a man as the clothing of his great-grandfather. Sincere +men, recoiling from the emptiness of ecclesiastical officialism, became sceptics +and stoics; they organized hell-fire clubs and made it their fashion to repress +every sign of human interest or feeling, pretending to believe in nothing but +themselves, and to consider themselves as not worth believing in. Duels were of +daily occurrence; every man carried his life in his hand. Yes, they were certainly +tremendous times; and it was during the maddest stage of this terrific period that +Harrison came from Virginia to England to see his son, who had wintered in the +mother country; and so it came about that for the first time in thirty years he +visited Wycherly Castle, his birthplace and the ancestral home of his family. +He left his coach to wait at the gate and walked in through the grounds alone. He +had given his elder brother, Lord Wycherly, no intimation of his coming, which +was a proceeding quite in keeping with his usual ways. +Mr. Gerald Harrison, tobacco planter and member of the Congress of a certain +very small but very pugnacious and self-respecting republic, was an +uncommonly handsome man of fifty-two; straight as an arrow, of powerful build, +and with the suppleness and activity of a youth. He was faultlessly dressed in the + + +fashion of the time, from the silver buckles on his shoes to the crown of his +three-cornered hat. Every garment that he wore was a triumph of the tailor's art; +his hair was freshly powdered, his cheek was smooth and rosy, and his eye was +very bright; his smile, although a trifle cynical and scornful, was good to see +withal. He scanned the castle curiously as he drew near to its weather-beaten +front, and laughed aloud. +"A little dirtier and more ruinous without," said he, "and I doubt not, a little +draughtier and chillier within. Gad, what a place to pass away one's life in; I +would rather live in jail! Thank the kind fates for making me the younger son!" +He drew a handsome box from his pocket and took snuff, using great care lest +any should fall upon his spotless waistcoat, or on the ruffled bosom of his shirt; +and then he walked up the steps and plied the great iron knocker lustily. +"Tell Lord Wycherly," said he to the liveried footman who opened the door," that +his brother waits." +The man gasped with astonishment, then showed him into a room and went +away; presently he came back and bade him follow. In a great upper chamber he +found Lord Wycherly, who arose and came across the room to greet him; and +though they were the only children of their father, and had not looked into each +other's faces for thirty years, they shook hands as calmly as if they had parted but +the day before. After the fashion of the cynical cult to which they both belonged, +it was their pride to show neither feeling or affection ; neither of the pair would, +under any consideration, have betrayed emotion in greeting the other, especially +in the presence of the footman, who was just leaving the room. Lord Wycherly +was two years the elder, but, though very like his younger brother, he showed his +age far more; his face was wrinkled and careworn. +"Time has used you well, Gerald," he said, admiringly, after they had talked +awhile. "Egad, you look but little older than your son. A fine boy that; you +should be proud of him." +"I should be proud to remember his mother, rather," said Harrison, "for his +bringing-up was more her work than mine. And I believe he is a passable young +fellow." +"He is like you, and yet not like you," said Lord Wycherly. "He has little of the +dare-devil disposition you showed at his age; and which, if half we hear is to be + + +credited, you have not entirely outgrown. Some strange stories have come to +London of the doings of a Virginia planter whom they call Hell-fire Harrison." +He shot a single keen glance at his brother's smiling face. +"The name comes from a time some years back," said Harrison calmly, "when a +few of us heard that Hellfire clubs were the fashion over here, and we must +needs organize one. I was active in it, and the more straitlaced of our godly +neighbors gave the name to me; and it has clung." +"I can readily believe that it has," said Wycherly grimly, "and that it has not, in +all ways, been amiss. Yours has been the easiest lot, after all, Gerald; you have +had the best of me. New soil, new people, new methods, and liberty to take your +own way; while I have had to uphold the family name on these exhausted acres, +so hampered by silly traditions that I dare not leave the old rut, or change the +antiquated system in any part. Richard tells me that your plantation brings you +more than all my rent-rolls bring to me, and you can do what I have never done; +live as you please! Well, we could not both have the luck to be younger sons, but +if 'twas to be done over, I should try to wait and let you make your advent first. I +see you still wear the old sword. Let me look at it again?" +Harrison drew his sword, and gave it to his brother, without speaking; and the +other inspected it with a curious smile, making the flexible blade whistle through +the air with a dextrous movement of his wrist. The weapon was a rapier, of +unusual, and evidently of Oriental design, somewhat heavier than the dress +swords generally worn by gentlemen in those days, double-edged for a little +distance back from the point, and sharp as a razor; a tool made for service, not +for show. +"Our father loved it," said Wycherly quietly, " because of the family traditions +attached to it. I hardly know whether he was most pleased or sorry when you +asked for it on going away. But it was yours by right; your equal in handling it +never lived. Has your hand lost any of its juggler's cunning with the sword?" +Harrison took the weapon without answering, and stepped toward the great +window, formed of many small panes of glass. On one of these, at about the +level of his face, a blue-bottle fly was slowly crawling; he indicated it to his +brother by a gesture. Then he held the sword at half arm's length before him, +with the blade pointing straight upward, and with a slight but powerful +movement of the wrist, caused it to bend forward with a hissing sweep. The keen + + +point flicked the fly from the pane without a sound to show that the glass had +been touched. Harrison sheathed his sword and sat down, and the brothers took +snuff, smiling at each other; for an instant the bars of their cynical pretence were +down, and they looked into each other's hearts; but only for an instant. +"I remember well," said the elder, "the night you cut the French Count's nose in +half with that same stroke." +They talked on for some time, exchanging reminiscences of their younger days, +and then Harrison said: +"I saw your coach made ready as I came up the drive; were you about to go +away?" +" I was for London; the house sits to-night. But now that you are here —" +"You will go right on, Richard. My own coach waits at the gate. I am going on to +Farnham to see Alicia." +"Hah," said Lord Wycherly. +"Yes. Alicia will be glad to see you, Gerald. She lives alone with her servants at +Farnham Court; and you will find that she shows her years even more than I +show mine. After her husband died she fixed her whole heart on her son; and he +grew up a fine fellow, very like your boy. But he was killed, unfortunately, in his +first duel. Yes, go and see her; she always liked you. I remember that we thought +at one time you were going to make a match of it." +"She never thought so," said Harrison smiling, " nor did I. We were only the best +of friends. Yes, I think she would be pleased to see me, and I need not keep you +from your seat among the lords; I know there are great matters pending. I will go +on to Farnham, and we will meet later." +And presently the brothers parted at the door, with a farewell pinch of snuff, a +few courteous phrases, and an air of calm indifference. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-58-Hellfire-Harrison-Chapter-Two/Chapter-58-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-58-Hellfire-Harrison-Chapter-Two/Chapter-58-source-text.md new file mode 100644 index 0000000..28b009f --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-58-Hellfire-Harrison-Chapter-Two/Chapter-58-source-text.md @@ -0,0 +1,160 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-58: Hellfire Harrison Chapter Two +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 218–224 +- **Pages without text**: 221 +- **Note**: Work: *Hellfire Harrison*, section 2 of 8. + +--- + + +Chapter Two +Table of Contents +"I WAS never so pleased," said Lady Alicia, " to see any person in all my life, as +I am this day to see you." +She sat in the pleasant drawing-room at Farnham Court, and Harrison, bright- +eyed and smiling, sat across from her. +"I take that to mean," said he, "that I am better worth seeing —" +"Don't flatter yourself! It is because I have need of you; you come in the very +nick of time. But of that we will speak later. And yes, my friend, I am glad to see +you for your own sake ; to see how fresh and young you look, although you +make me sense my wrinkles and sunken cheeks more keenly. Do not interrupt +me; you know 'tis so. Women grow old faster than men in these times, for we +must sit at home with our sorrows and let them eat out our hearts, while you +forget yours in battle and diplomacy. Well, never mind. I was delighted with +your son, Gerald, when I met him during the one week I spent in London last +winter; a right noble youth." +"As of course he must be, with my example —" +"Chut, chut! If he does well, it is in spite of your example, and not because of it. +And he is a splendid young fellow ; even in these days of loose living, he has no +bad habits." +"One," said Harrison. "He will go to church." +"Why, so I heard," said she, "and I rejoiced that you had not been able to make +him into a case-hardened, sneering cynic, like Wycherly and the rest of you. His +mother must have been a rare woman, Gerald." + + +"She was, Alicia," he answered. The change in his tone was very, very slight, but +she noticed it and understood; and she changed the subject instantly. +"Now, as to the matter I mentioned awhile ago," said she. "Gerald, do you +remember Andrew Hogg? " +"Ay; very well indeed." +"And do you, by any chance, remember his son?" +"A dark-faced little boy, when I left England?" +"Yes! Dark-faced and sullen, like his father, and with a worse temper, even +then." +"I remember; I cuffed him, once, for torturing a helpless kitten. And has he +grown up to fulfill the brilliant promise of his childhood?" +"He is a very devil! Drunken, brutal, licentious, fearing neither God nor man. He +lives at Hackthorn Hall with three ruffians he brought with him from the wars, +who are well dubbed the bloody three; renegade fighting men. He keeps no other +servants than these three; they are all good swordsmen, and more than one life +has been lost hereabout by incurring their ill-will. Andrew is nearing forty now; +and as he grows older he grows worse in every way. The country people call him +'The Black Hogg.' He and his men are often away for long periods; 'tis thought +that they go far from home and play the highwayman. When they are here, they +spend their days in sleeping, and their nights in roistering at the hall, or at the +Blue Goose Inn, in Farnham village. The whole county is afraid of Andrew +Hogg." +"And what, Alicia," said Harrison, as she paused, "have I to do with this merry +gentleman?" +"Do you remember Janet Ainslie? " +"Oh, right well! Gad, but she had spirit! She married Billy Chester, so they wrote +me." +"Sir William Chester; and he died when their child, little Mary, was ten years +old. Then, after three more years, Janet, being homeless and dependent, and very + + +proud, married a squire of this neighborhood, Sladden by name; and shortly +afterward she also died, leaving him to rear the child. Sladden was a somewhat +dull and stubborn man, and he has grown duller and more stubborn with the +passing of the years, but under his care Mary has grown to be the fairest girl in +all England, and 'The Black Hogg' has set his mind on marrying her." +"Well?" +"Well? It is not well. Sladden favors Andrew Hogg with all his stupid strength, +and they have sworn, together, that the marriage shall take place before the end +of June, and 'tis near the middle of May." +"But, Alicia, surely there is little harm in a maid's being married against her +will? Why, she is not supposed to have a will afterward, in any case!" +"Not the least harm in the world," said Lady Alicia, calmly. +"Even if she does not love him," Harrison went on, "she will undoubtedly come +to do so, if he flogs her frequently enough?" +"And he will certainly do that," agreed the lady. +Harrison took snuff, regarding her with his bright eyes, and his most cynical +smile. + + + + + +"Oh, hang it, Alicia," said he, "what do you wish me to do?" +"Why, sir," said she, knowing her man perfectly, "but you are conceited! I have +not asked that you shall do anything. What can you, a single man, do against +Hogg and his bloody three? I have merely given you a bit of neighborhood +gossip, so that you might understand the situation and guard your tongue; for I +am, going to call on Mary this afternoon, and you shall ride along to protect me +on the highway. It was for that I said I needed you. The roads are not safe for a +woman with no protection but a couple of footmen. While you are here, I may +go a-visiting." +"Humph," said Harrison. +So they set forth presently, Harrison riding a horse beside Lady Alicia's sedan- +chair, and they passed the gates of Hackthorn Hall before they came to Sladden's +farm, which was a little further on. When the Virginian was introduced to Mary +Chester he drew one quick breath of astonishment, and owned to himself that +Lady Alicia had told the truth when she called her the fairest girl in all England. +He talked with her for an hour, and found that she had a pleasant wit, and that +she lacked not for a double portion of her mother's spirit. +"I have come to England," he told her as he was leaving, "seeking a wife. Are +you ready to receive proposals?" +"Oh, surely, sir," said she. "What maid is not?" +"I do not seek for myself," he went on, "but for my son ; and I have taken a +mighty fancy that I should like you for a daughter-in-law." +"Thank you, sir! But is your son to have no voice in the matter?" +"He is a very bashful youth. But he is coming down from London in a day or so, +and he shall fall in love with you." +"Ah! And can you make him do that, sir?" +"If he is so stupid as not to do it, I will flog him till he does." + + +"Oh, poor young man! What a dreadful alternative!" +"And if you do not fall in love with him," Harrison went on, "I will pull your +ears." +"My precious ears! I'll not let them come to harm, sir. I think I love your son a +little already. And does he take his bashfulness from his father, sir?" +"I think so." +"I think so too; for if you ever had any, some one has taken it." +So they bade each other a laughing farewell, and Harrison rode away beside the +sedan-chair. Once out on the highway, they saw coming toward them a strange +looking fellow, whose spine seemed afflicted about the hips. He wavered from +side to side as he walked, and flourished his arms as if he found it hard to keep +his balance. Lady Alicia stopped her bearers and Harrison at sight of him. +"See, Gerald," said she, "yonder comes Dicky Dirk. When he was born his +mother was a servant at Hackthorn Hall; it was during the old Hogg's time. +Young Andrew had a petty spite against this woman, and one day he snatched +the babe from her breast and dashed it on the floor. Still he held his grudge +against her, and a few months later, in a drunken rage, he killed her husband, and +she died of a broken heart. The boy grew up to walk as you see him; strangely +crippled about the hips, and yet he is said to be as strong as a very giant in the +arms and shoulders. He carries a great knife, and so got the name of Dick o' the +dirk, now shortened to Dicky Dirk. He lives, the Lord knows how, mostly by +doing odd jobs for the country people, and he rarely speaks, even when spoken +to. Dicky, this is Mr. Harrison, of Virginia." +"Give 'ee good day, zur," said Dicky, wavering past them, and looking neither to +right nor left. +"Good day, Dicky," said Harrison, riding on; and he performed the difficult feat +of taking snuff on horseback, with more than his usual carefulness. Lady Alicia +watched him closely, but in silence. +"Alicia," said he, after a while, "this Hogg of yours seems to be a rare soul." +"Why, so he is; and I have told you only a few of his pleasant eccentricities." + + +"I think I will stay in the neighborhood for a while; I was always fond of +Farnham. And to prevent scandal, I will take quarters at the Blue Goose Inn." +He beamed upon her with his most pleasant smile, but she shuddered and grew +cold, even as she felt that her point was gained, for the thought came to her that +she had caused sentence of death to be passed on Andrew Hogg. Harrison went +on quietly: +"I will write Richard, and have him down to stay with me. Get up a party of +some sort for next week, Alicia, and invite Mary Chester. I will bring the boy, +and we will trust in the Lord, who does all things well — with proper +management on our part." +"Don't scoff," said Lady Alicia, " I will give the party on Wednesday." diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-59-Hellfire-Harrison-Chapter-Three/Chapter-59-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-59-Hellfire-Harrison-Chapter-Three/Chapter-59-source-text.md new file mode 100644 index 0000000..8dd9b70 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-59-Hellfire-Harrison-Chapter-Three/Chapter-59-source-text.md @@ -0,0 +1,112 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-59: Hellfire Harrison Chapter Three +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 225–228 +- **Pages without text**: none +- **Note**: Work: *Hellfire Harrison*, section 3 of 8. + +--- + + +Chapter Three +Table of Contents +SO young Richard Harrison first met Mary Chester at Lady Alicia's party, and, +because their curiosity had been artfully aroused beforehand, the two young +people took a mighty interest in one another. +"I've heard much of you, sir," said she, as they sat together. +"We famous men are always being talked about," said he. "And I have heard +much of you, sweet Mistress Chester." +"We famous ladies are always being talked about," said she. +"Famous indeed," he answered. "Lady Alicia told me that you were the fairest +girl in England; I was a little doubtful at the time, but I will swear now that she +might have included Scotland, Wales and the Continent." +"Why not America also?" she asked. "But no doubt you have left some one there +who is fairer than I." +"In America," he replied, "most of the good looks are given to the men, as you +may have noticed." +"Why, so I had," said she, "and yet the men are not conceited, which is very +strange. But I must believe all you say, for your father told me that you were a +most proper youth." +"I respect my father too highly to question anything he says," said the young +man. +"He told me," she went on, daringly, " that if you did not fall in love with me you +should be flogged." + + +"I never wilfully gave him cause to flog me," said he, "and I shall not do so +now." +"And he said," Mary continued, "that if I did not fall in love with you he would +pull my ears." +"Such beautiful ears shall never be pulled; I shall see to it that you fall in love +with me." +Most of that evening they were together, and in a day or so he called at Sladden's +farm; and from that time on it was evident that they were in truth falling very +deeply into love with each other. Young Richard rode to Sladden's every day, for +he was no slack wooer; and Lady Alicia looked on, trembling for what might +come to pass, but with a thankful heart; Harrison looked on, bright eyed and +smiling, and was always near at hand when the boy passed Hackthorn Hall; +Dicky Dirk, hiding in the bushes or lurching along the road, looked on, +muttering to himself; and Andrew Hogg looked on, cursing. Presently he +summoned Sladden to a conference, and the latter, a square-built, square-jawed, +square-headed man of sixty, took his stepdaughter to task. +"What do you mean, you hussy," he demanded, "by letting this young cockerel +come upon the place? Dost want to see me pitch him out upon the highway?" +Now, though Mistress Mary had received but little kindness from her stepfather, +she had never treated him with disrespect, or disobeyed him until he began +trying to make her accept the love of Andrew Hogg, but upon that issue she was +in open war with him. +Yes, sir," said she with a curtsey. "I think I should much enjoy looking on while +you undertook to pitch Master Harrison into the highway." +"His father's a dirty rebel," said Sladden. +"But for your life, you dare not say so to his face," said she. +"If you were my own daughter," he growled, "full-grown as you are, I would +whip you till you took up with Squire Hogg." +"If I were your daughter," she said with her head held very high, "no doubt but I +would be willing to marry Squire Hogg; but my father was a gentleman." + + +"I shall forbid that whelp to come on the farm," shouted Sladden in a passion. +"And he'll come, none the less," said Mary. +Sladden did not forbid Richard the place, but when, on the next day, Mary told +the young man what had happened, he urged her to marry him at once, and she +refused. +"We have known each other scarcely three weeks," she said, "and if we wed +now, people will say 'twas but the fear of Andrew Hogg drove me to you. Sir, I +wish to be courted with all due pomp and circumstance. I sometimes think I like +you very well, but again I am not sure of it, nor am I certain that you love me. +Make me sure of both, and I will marry you, but I will not be driven to do so by +Sladden and the black Hogg." +"By Heaven, they shall not hurry you!" said Richard, looking very like his father. +"Take your time, sweet mistress, for all of them. But I will not say that I shall not +hurry you myself; for I am asking you to marry me because I love you. I am as +sure of that as if I had known you all my life. And love me you shall, and marry +me you shall, and I am coming to see you every day, Hogg or no Hogg, Sladden +or no Sladden, until you say yes to me." +And so he did, riding into the farmyard every day, tossing his bridle rein and a +coin to the stable boy, and receiving Sladden's sour look with a high head and a +careless smile. But Hell-fire Harrison, having been told all, redoubled his +watchfulness, for he knew that the crisis was at hand. +And it was; for sitting over their liquor at Hackthorn Hall, Hogg and the bloody +three were taking counsel as to the safest way of killing Richard. +"Meet the cub on the road, and run him through," said Trainor, the most reckless +of the four, and the best swordsman. +"Ay; but his father is always with him, or close at hand," said Hogg. "And they +say he is the best swordsman in England. Some of us will lose blood if we try +that, and why run needless risk? Here is a better plan: When the young whelp is +safe at Sladden's to-morrow, Harrison will ride back to the Blue Goose Inn to +wait until nearly sunset; then he will come out to meet the boy and convoy him +home. Now, an hour before sundown, let Trainor go to the Inn and get into +conversation with this rebel. Drink with him, if he will, and fall to arguing if he + + +will not; quarrel, but do not come to blows. Carry it off in such a way that if he +leaves 'twill appear to the bystanders that he is afraid, but do not cross swords, or +he will do for you." Trainor sniffed doubtfully, but Hogg went on, "Keep him +there until after sunset, and then get away; apologize and eat humble pie if you +must; you shall give it back to him later. Meanwhile we three will settle the +young popinjay, and if the old one attacks us here, later, we will meet him at the +door with our pistols, and give him no chance to come to close quarters. Will +that do?" +The others accepted the plan, and so on the following afternoon, as the sun was +getting low, Trainor set off for the Blue Goose Inn, and shortly after, the other +three rode out upon the highway, and took their stand beneath a clump of trees to +wait for Richard. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-60-Hellfire-Harrison-Chapter-Four/Chapter-60-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-60-Hellfire-Harrison-Chapter-Four/Chapter-60-source-text.md new file mode 100644 index 0000000..227dbeb --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-60-Hellfire-Harrison-Chapter-Four/Chapter-60-source-text.md @@ -0,0 +1,154 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-60: Hellfire Harrison Chapter Four +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 229–234 +- **Pages without text**: 231 +- **Note**: Work: *Hellfire Harrison*, section 4 of 8. + +--- + + +Chapter Four +Table of Contents +TRAINOR found the elder Harrison sitting by a table, in the tap-room of the inn, +with a bottle of wine at his elbow. Sitting down, the ruffian pushed the table so +roughly that the bottle was upset. Harrison, who instantly comprehended the +whole plan, rose to his feet and drew his sword. +"Draw!" said he to Trainor. " You seek to provoke a quarrel, but I bandy no +words with a scoundrel of your kidney. Draw, or by Heaven, I will run you +through, where you sit!" +"Would you murder me? "blustered the fellow, as half willing, half afraid, he +slowly rose and drew his weapon. +"No; but I will find out whether you are the swordsman you are said to be. On +guard!" +They crossed blades, and after a few passes had been exchanged, Harrison's +smile grew more contemptuous. +"I see that you cannot fence," said he, "and so we may as well make a finish of +it. Look out, now; I am going to slice your nose across the middle, and cut the +sign of the cross on your left cheek." And, with three lightning strokes of his +razor-edged sword, he carried out his threat. +"You are the devil!" cried the bully, staggering backward as he wiped the blood +from his face. "I will not fight you more!" +"You are easily satisfied, my friend," said Harrison, wiping his sword carefully +and sheathing it, and then he took snuff, smiling, while the innkeeper hurried the +wounded ruffian away to the village leech. + + +So, half an hour later, when Hogg and his two remaining scoundrels saw Richard +coming in the distance, it happened that they also heard the hoofbeats of a horse +coming from the opposite direction, and turning, saw Harrison, who rode past +them with a courteous salute. Joining his son a little way down the road, he +turned about, and the two came on together. Hogg and his friends perceived that +Trainor had failed in his mission, but they did not guess how grievously, and +they were puzzled as to what to do. They discussed the situation hurriedly for a +few minutes, and then Andrew burst out with a great oath, declaring that the +whole matter should be settled then and there. They took their stand in the centre +of the highway, facing the Harrisons, who were coming in a walk, chatting +carelessly together. +Andrew Hogg was a powerful man, more than six feet tall and very muscular; +his swarthy face was bloated and swollen by hard drinking, and he wore his long +hair unpowdered and badly combed, while his dress was slovenly. But he did not +lack for brute courage, nor did either of his two companions, who were like him +in a general way. They were all good swordsmen, and fighters of experience, and +they awaited with confidence the coming of the Virginian and his son, who now +rode up and drew rein, seeing that the way was blocked. +"Good evening, gentlemen," said Harrison. "What would you have of us?" +"A pinch of snuff!" growled Hogg, expecting a refusal. +Harrison drew his handsomely engraved snuff-box from his pocket, and riding +close to Hogg, presented it, open, with a courtly gesture, and the other, who did +not use snuff was so confused and taken aback that he took up a pinch with +clumsy and not overclean fingers. Harrison instantly tossed the box, with its +remaining contents, into the ditch beside the road. + + + + + +"What do you mean by that?" roared Hogg, his dark face turning fiery red. +"I can feed swine," said the American with his most pleasant smile, "but I will +not root in the trough with them." +"By Heaven!" shouted Andrew, "be careful, or you will feel the swine's tusk!" +and he laid his hand on his sword. +"Be careful yourself !" replied Harrison, unmoved. "I am too much of a Jew to +eat pork, but just enough of a Christian to kill hogs, especially those possessed of +devils." +Young Richard burst out laughing, while the three ruffians sat hesitating; the +calm assurance of Harrison, and his evident anxiety for a fight daunted them. He +faced them in silence for several seconds, still sitting within arm's length of +Andrew; and then as they made no move, he spoke again. +"If you dare not fight, draw aside and let us pass," said he; and under the +compelling power of his steady eye, the three involuntarily reined their horses +toward the roadside. The father and son rode on slowly, conversing as if nothing +had happened; and though they knew that their discomfited enemies had pistols +in their holsters, neither of the pair so much as turned his head. +"We have them cowed," said Harrison. "I think we shall hear no more from +them." But in that he was mistaken, good judge of men as he was; he +underestimated Andrew Hogg. +That night Hogg and two of his men rode away toward London, leaving the +wounded rascal, Trainor, alone at Hackthorn Hall, and no one about Farnham +saw either of them for a week. During this time young Richard's wooing +progressed smoothly, and his father relaxed his vigilance a little, for he came to +believe that Hogg, seeing only formidable and dangerous opposition ahead, had +given the whole matter up. At the end of the week came a surprise; for a Captain +Keatley, with an escort of half a dozen troopers, appeared in Farnham village +with a letter from the King, requesting the presence of Gerald Harrison at Saltire +Castle, thirty miles away, where his majesty was making a short visit. +The letter merely set forth that the King, learning that Master Harrison, brother + + +to his well-beloved Lord Wycherly, had but lately come from the United States +of America, requested the presence of Master Harrison, so and so; and as the +audience was set for the day following the one on which Harrison received the +letter, it was imperative that he should set off at once with the escort. The +Virginian was caught napping; he did not think of connecting Andrew Hogg with +the King's invitation, which he supposed to be due to Wycherly's influence; he +knew that his brother and other liberal statesmen were working to eradicate the +ill feeling toward the new republic which existed at court, and he never once +thought of refusing to comply with the request, which was, indeed, tantamount +to a command. Richard was at Sladden's farm when the message came; so, after +hastily writing him a note bidding him exercise all possible care and +watchfulness, Harrison rode over to Farnham Court to bid Lady Alicia farewell +for a day or so. Her suspicions were instantly aroused, and she became very +anxious. +"I do not like this message, coming at this time," said she. "If you go away, I am +afraid for Richard — and for Mary. There is more in this than we see, Gerald. It +is only the fear of you that has held Hogg in check so long, and when he gets +you away he will do some devilish thing. I would you did not have to go, but the +King's commands must be obeyed." +"Tut, tut!" said Harrison. "You are frightened at shadows. I do not think our +Hogg has influence enough at court to have brought all this about; it is not his +doing. He and his crew are away on some cut-purse expedition; we have scared +them out. I have left a word of caution for Richard, and hang it, Alicia, the boy is +no baby; he can take care of himself. If I did not know that, I would stay for all +of fifty kings." Lady Alicia shook her head reprovingly; in those days the +conservatives clung to an exaggerated respect for the pretensions of royalty, for +which the radicals manifested an equally exaggerated contempt. +"Blaspheme not the Lord's anointed!" said the lady. "But there is only one man +in England who is a match for black Hogg and his bloody three, and that is you, +Gerald. Go, since you must, and come back quickly. I shall have no peace until I +see you again." +So, smiling at her fears, he kissed her hand and went. It was well on in the +afternoon when he rode out of Farnham with his escort. They had planned to ride +until after midnight, for the moon was full, and then to lie at Shoresby until +morning, reaching Saltire Castle early in the following day. + + +Now, the King's invitation had been brought about in this way: Hogg, going up +to London to devise some means of getting rid of Harrison, had fallen in with an +American tory named Cunningham, who hated the Virginian and all things +connected with the republic over seas, and who had some influence at court. +This man had impressed Andrew with the danger of meeting Harrison in fight, +because of the latter's almost supernatural skill with the sword; and, by putting +their wits together, the two had formed a cunning plan for getting him out of the +way. Cunningham had procured the invitation to an audience with the King, and +had seen that the letter was intrusted to Captain Keatley, an honest but somewhat +thick-headed soldier, who was violently prejudiced against republican ideas. The +tory had intimated to the Captain that in case Harrison should insult Royalty by +declining the invitation he was to be brought to Saltire Castle by force, and the +soldier, understanding that his mission was to make an arrest under pretence of +an invitation to court, was quite prepared to use strenuous measures. As soon as +the Virginian's back was turned on Farnham, Hogg and his three villains were to +waylay Richard and kill him; and then, when Harrison returned, they were to +take refuge in Hackthorn Hall and stand guard with loaded pistols, trusting to +shoot him down before he could come to close quarters. They had arrived at the +hall during the night previous to the coming of the King's messenger, and they +watched the Virginian from a distance, as he rode away with his escort. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-61-Hellfire-Harrison-Chapter-Five/Chapter-61-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-61-Hellfire-Harrison-Chapter-Five/Chapter-61-source-text.md new file mode 100644 index 0000000..4362148 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-61-Hellfire-Harrison-Chapter-Five/Chapter-61-source-text.md @@ -0,0 +1,110 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-61: Hellfire Harrison Chapter Five +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 235–239 +- **Pages without text**: 237 +- **Note**: Work: *Hellfire Harrison*, section 5 of 8. + +--- + + +Chapter Five +Table of Contents +JUST at sundown on that same evening, Richard left Sladden's house and started +toward Farnham village and the Blue Goose Inn. He was on foot, and he walked +briskly along the highway, whistling a merry tune. He had just passed the gates +of Hackthorn Hall when up from the grass where they had been sitting, rose +Andrew Hogg and the bloody three, and sauntered out in front of him in such a +way as to bar his progress; and they stood looking at him in evil fashion. Young +Richard saw murder in their eyes, and he sent one swift glance up and down the +road, thinking of his father whereat black Andrew laughed aloud. +"Useless to look for father to protect you, little man," he mocked. "He's many a +long mile on his way to Saltire Castle. So you must fight your own battle for +once." +"I have no doubt that he is gone, Hogg," said Richard coolly, "else you four +would not dare show your heads abroad. Say what you want, you cutthroat +scoundrel, or get out of my way." +"Oh!" said Hogg. "Now hear him try to roar, this puppy who is pretending to be +a lion's cub! Why, this is what I want, my dear young friend. I want you to go +back to London, and never come near Farnham, or see Mistress Mary Chester +again." +"And what if I refuse your very reasonable request?" +"We'll run you through the body, and leave you lying here for the carrion crows +to peck at." +"Do you want Mistress Mary yourself, Hogg?» + + +"Ay, and mean to have her." +"If you were not such an infernal coward," said Richard, as if considering, "how +easily you and I might settle this whole matter." +"What do you mean, whelp?" +"Let your three thieves sit down again while you and I fight it out without +interference, and let the best man have her. If you can best me fairly, I will go +back to London as you say." +"Good!" roared Andrew, drawing his sword. "Sit down, men, and watch me clip +this young cock's spurs. On guard, boy, and you shall howl for quarter, or I'll run +you through." The other three sat down upon the grass, and the two men in the +road crossed swords. +We have said that Andrew Hogg was a good swordsman; but he was not long in +learning that young Richard was a better one. The youth had been carefully +trained by his father, and had a fair share of the latter's marvellous skill. It was +but a few moments until Hogg was bleeding from a wound in the shoulder, and +was looking greatly worried and amazed. Richard pressed the fighting, for he +hoped to disable his adversary and take to his heels before the other three could +come upon him., knowing that he had no chance against all of them; but this +opportunity was not to be given him, for Andrew, hard pressed, called for help +and the other three rushed to his assistance. Richard defended himself gallantly, +but without hope. Attacked on all sides, he was soon wounded in the sword arm +and disarmed, and two of his enemies grasped him by the wrists while a third, +kneeling behind him, clasped him about the knees. Andrew stood in front, +furious with his defeat and the pain of his wounded shoulder. +"I'll finish you now!" he shouted, presenting his sword's point for a thrust. Young +Richard saw his deadly purpose in his eye, and his own glance wavered for a +single instant; he was young, and he loved, and it was hard to die. Then his look +grew steady again, and he stood very straight with his eye on Hogg's, and smiled +while the cowardly villain ran him through the body. His knees gave way and he +sank in the dust of the highway, but as he went down he swayed forward and spit +in Andrew's face. + + + + + +"For her!" he whispered, as his eyes closed. Hogg, frothing with fury, raised his +sword for another thrust; but just at that instant there came a strange moaning +howl from a thicket beside the road, and he held his hand and stood glaring into +the shadows, for it was growing dusk. The four drew close together around the +body of their victim, and stood trembling; they were all superstitious, and +moreover, the dread of Hell-fire Harrison was coming heavily upon them. +"Let be!" said Trainor, tremulously, grasping Hogg's arm as he raised it again. +"He's dead enough. Come on," and the four started off toward the Hall. As soon +as they were out of sight, Dicky Dirk came from the thicket, lurching from side +to side in desperate haste. He bent over the prostrate body for a moment, and +then, by exercising all the strength of his powerful arms, hoisted it upon his +shoulders and staggered off toward Farnham Court. +It was quite dark when he kicked open the great door and shambled into the +entrance-hall with his bloody burden. Lady Alicia chanced to be at hand, giving +her servants some directions for the night. When she saw what Dicky carried she +screamed aloud, for Richard's arms hung limp on either side of his bearer's neck, +and his blood was dripping from his own and Dicky's clothing; so she was +justified in thinking him quite dead. She. turned upon one of her two footmen, +like a fury. +"Take the best horse in the stable," said she, "and ride toward Saltire Castle. Kill +your horse, if need be, but overtake Gerald Harrison and tell him Andrew Hogg +has killed his son! "And the man ran out instantly. +They carried Richard into Lady Alicia's own room, and sent the other footman +for a physician; and meanwhile the lady and Dicky Dirk, who had spoken not a +word since coming into the house, worked together to stanch the flow of blood. +Presently the Farnham apothecary came, and relieved them of their task. He was +well-skilled in dealing with wounds, as were most of the surgeons of that day, +and he worked long and patiently before Richard's condition was to his liking. It +was ten o'clock when he turned to Lady Alicia and said: +"No vital part was touched, my Lady; it was almost a miracle. With the best of +nursing, the lad will live." +"Thank God!" the lady gasped, but Dicky, turning in silence, left the house and + + +went swaying off across the fields toward Sladden's farm. Notwithstanding his +disability he got over the ground rapidly, and it was less than an hour later when, +under his hand, the heavy iron knocker woke the sleeping echoes of the +farmhouse. He knocked continuously until he heard footsteps within, and then +stood waiting. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-62-Hellfire-Harrison-Chapter-Six/Chapter-62-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-62-Hellfire-Harrison-Chapter-Six/Chapter-62-source-text.md new file mode 100644 index 0000000..fedd7ec --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-62-Hellfire-Harrison-Chapter-Six/Chapter-62-source-text.md @@ -0,0 +1,152 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-62: Hellfire Harrison Chapter Six +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 240–245 +- **Pages without text**: 245 +- **Note**: Work: *Hellfire Harrison*, section 6 of 8. + +--- + + +Chapter Six +Table of Contents +SJLADDEN himself opened the door a very little; but a heavy fist was dashed +against it, sending it flying wide, and Dicky Dirk came lurching in. The cripple's +hands and face were stained with blood, and his clothing was soaked with it; his +manner showed excitement, and his look was wild and fierce. The farmer, +knowing well the strength of those long and hairy arms, kept out of his way, +staring in blank amazement. +" Where's Mistress Mary?" demanded Dicky. +"What's that to you?" growled Sladden. "Get out, you villain; I want to lock my +door again." +"Will zee Mistress Mary," said Dicky. +"You can't see her, you bloody ruffian! What pot-house brawl have you been +into? Get out. Mistress Mary has been in her bed these two hours." +"Call her." +"Now, curse your impudence! Get out, or I'll call help to throw you out. What do +you want with her?" +"I'll call her zelf," said Dicky, starting toward the stairway. He knew the house +well, having been often employed there. Sladden sprang before him with an +oath, but the crippie put his hand on his knife and came on, and the Squire +stepped aside. Dicky went up the stairs, and knocked at Mary's door, and it was +quickly opened by the girl herself. She had been sitting at the window, looking at +the moon and dreaming of her lover, and was fully dressed. She cried out, when +she saw her bloody visitor. + + +"Dicky," she said sharply, "is it Richard?" +"Ay," said Dicky. "T' hog met un on t' high rowd, an' t' four fought un, an 7 run +swourd through un." She leaned against the wall, with her face as white as snow. +"Is he dead?" she whispered, trembling. +"I carried un on back to Farnham Court," Dicky replied, "an' t' leech says a'll +live, if un has good nursin'." The color came back to her face with a rush. +"Why, that he shall have, Dicky!" said she. "Wait you for me," and she began +throwing some of her apparel into a portmanteau. When it was filled she turned +again to the cripple, who stood waiting at the door. +"Take me to Farnham Court," said she, and they went down the stair together. +Sladden, with two of the farm-hands whom he had called, was waiting in the hall +below. +"What does this mean?" he asked, astonished. "Where are you going?" +"I am going to Richard Harrison," she said, "who was attacked upon the road to- +night by that cowardly murderer Andrew Hogg and his crew, no doubt with your +full knowledge and connivance." +"You shameless hussy! Will you go to him unwed?" Her cheek grew hot, and her +eye flashed hotter still. +"Dicky," said she, "if yonder man lifts hand to stop me, kill him!" +"I wull! "growled Dicky, drawing his great knife and lurching forward; and +Sladden and his bumpkins backed against the wall and let them pass. It was +midnight when they reached Farnham Court, where Lady Alicia greeted Mary +with joyful astonishment, and yet with an anxious face. +"How is Richard?" were the girl's first words. +"He is conscious, Mary; full of hope and courage, but very weak from the great +loss of blood." +"But will he live?" + + +"With proper nursing; so the surgeon says." +"I have come to nurse him." Lady Alicia looked perplexed. +"But Mary —" she said, and hesitated. She was thinking of Andrew Hogg, and +the fear possessed her that when he heard of Mary's presence at Richard's +bedside he would come in a rage to finish his work and carry the girl away. And +Mary, seeing her hesitation and remembering Sladden's insult, misunderstood +her. She raised her head high, and turned instantly to Dicky Dirk. +"Dicky," said she, "will you do me a kindness?" +"Ay," said Dicky, promptly. +"Then go to Farnham parsonage for Vicar Slade, and bring him here; bring him, +Dicky, whether he will or no. Tell him he is to marry me to Richard Harrison, +and then we shall see who will keep a wife from her husband." +Dicky wavered out into the night, and Mary turned again to Lady Alicia, with a +heaving breast and a triumphant look. +"Will any one have a better right than I?" she demanded. +The lady's eyes shone as she clasped the girl in her arms and kissed her. +"It was not of that I was thinking, Mary," said she. "But of — well, never mind; +you have chosen the right way." She turned suddenly to the sleepy footman, who +was sitting in the hall. +"Thomas," she said, "what weapons have we in the house?" +"Only a couple of muskets, my Lady." +"Load them, and bring them here, and keep the front door barred. Let no one +enter until you are certain that he is a friend." +"You fear Hogg?" said Mary. "I had not thought of him." +"God send Gerald Harrison back before Black Andrew hears of this!" said Lady +Alicia. They put their arms around each other, and went up to the door of + + +Richard's room, and the woman who was watching whispering to them that he +had fallen asleep, they sat down outside to wait. After a little time, Dicky Dirk +came, leading the shivering clergyman by the arm. Vicar Slade was a typical +parson of those times; a fox-hunting, gambling, hard-drinking man of the world, +very much more rogue than saint; the type of ecclesiastic who brought religion +into disrepute, and drove men like Gerald Harrison to the profession of open +atheism. In common with all of Farnham, the Vicar was much afraid of Andrew +Hogg, and it was evident that he was badly frightened; his clothing was +disheveled, and Dicky grasped him tightly above the elbow. +"A was feard o' t' hog," said Dicky, "an' wouldn't come; zo I browt un." +"This is a most outrageous proceeding, Lady Alicia," said the clergyman in a +quivering voice. +"It is not Lady Alicia's doing, Mr. Slade," said Mary, gently. "It was I who sent +for you, to exercise your holy office in marrying me to Richard Harrison. Let +him loose, Dicky." +"No," said Dicky, "a'll run off." And he kept his grip upon the parson's arm. +"I know enough of all this," quavered the vicar, "to be aware that I must answer +to Andrew Hogg if I marry you." +"Must answer to me if ee doan't," said Dicky, putting his hand on his knife. +"You are surely between two fires, Mr. Slade," said Lady Alicia, smiling in spite +of herself, at the man's terror, "for without doubt Dicky will do you a mischief if +you refuse to perform this ceremony." +"That I wull!" growled Dicky. +"I call upon you to witness then," said Slade, "that I do it under compulsion, and +in fear for my life. If you have a prayer-book in the house, Lady Alicia, have it +fetched ; and then I am ready, since I must." +They sat waiting until Richard awoke, and then went together into his room, +Dicky keeping near the parson, with a watchful eye upon him. When Mistress +Mary saw the white face upon the pillow she came very near losing the self- +possession she had retained so bravely. She stopped short, and stood for an + + +instant with both her clenched hands pressed against her throat. Then she went +quickly to the bedside, and bent above him, smiling. And seeing who it was, he +looked with wonder for a moment, and then smiled back at her. +"Angel!" he whispered softly. She stooped, and laid her cheek against his. +"Richard, my dear love," said she, "do not try to move or speak. You are sorely +hurt, and I have come to be with you night and day. And I have brought the +parson to marry us, if you will have me, Richard." +"Will I?" he whispered, smiling. "Ay, and be run through fifty times to get the +chance." She put her finger on his lips. +"You are only to say yes and no, sir," said she, "and not to excite yourself at all. +Do you understand?" +"Yes and no, sir," said he. She drew a ring from her finger, and placed it under +the poor nerveless hand, which lay upon the cover. +"It was my mother's wedding ring, and shall be mine," she said. "When the time +comes, I can slip my ringer into it; do not try to raise your hand. Dicky, you have +been our friend this night, and you shall give me away. Go on, Mr. Slade; we are +ready." +So they were married, with Lady Alicia and the serving-woman for witnesses; +and Dicky Dirk gave the bride away. Then Mary put them all out of the room, +and sitting down beside her husband, held his hand and sang to him softly until +he went to sleep again. Day was breaking when all this was over, and Lady +Alicia sat down in the hall, with her one footman and her two loaded muskets, to +watch for Andrew Hogg, while Dicky Dirk hurried off across the fields, weaving +from side to side and clutching at the air in his haste, and reaching the gates of +Hackthorn Hall, sat down to wait for Gerald Harrison. + + + diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-63-Hellfire-Harrison-Chapter-Seven/Chapter-63-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-63-Hellfire-Harrison-Chapter-Seven/Chapter-63-source-text.md new file mode 100644 index 0000000..22982b2 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-63-Hellfire-Harrison-Chapter-Seven/Chapter-63-source-text.md @@ -0,0 +1,139 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-63: Hellfire Harrison Chapter Seven +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 246–249 +- **Pages without text**: none +- **Note**: Work: *Hellfire Harrison*, section 7 of 8. + +--- + + +Chapter 7 +Table of Contents +HARRISON and his escort rode in a leisurely fashion along the road to Saltire +Castle, beguiling the time with pleasant conversation. The night air was cool and +fresh, and the moon was shining brilliantly. The two gentlemen rode abreast in +front, with the troopers following a little way behind. It was past midnight, and +they had come in sight of the lights of Shoresby, where they were to rest until +morning, when they heard a horse galloping hard behind them, and drew rein to +see what the occasion of such haste might be. And the rider proved to be Lady +Alicia's footman, bare-headed and splashed with mud, who rode up and spoke to +Harrison. +"My Lady sent me, sir," said he, "to tell you that Andrew Hogg has killed your +son." And he added: " I saw his body brought in." +Captain Keatley cried out in horrified astonishment, and turned sharply to +Harrison. An instant comprehension of the whole plot came to the Virginian. He +realized that Lady Alicia had been right, and that the King's invitation had been +procured to get him out of the way while his son was murdered. But whatever +passed in his mind, his countenance did not change in the least, and his voice +was calm and natural as he answered: +"Ah ! In that case, much as I regret to lose your pleasant company, Captain, I +suppose I must turn back." He waited an instant for a reply, and then slowly +turned his horse about. +Captain Keatley hesitated in some perplexity. He had been very favorably +impressed by Harrison, and he felt a keen sympathy for the man who met such +dreadful news with so gallant and unwavering a front; and also, there began to +dawn upon his mind a suspicion that he, himself, had been made an instrument +in carrying out some vile plot. On the other hand, he had his instructions from + + +Cunningham, and his almost superstitious reverence for the King's command, +and, for a moment, he could not decide between his sympathy and what he +conceived to be his duty. As the American started his horse on the backward +way, Keatley found voice, and said: +"But, sir, his Majesty ordered me to bring you to him, and if I return without +you, what shall I tell him?" +Harrison slowly turned his horse about again, coming face to face with the +soldier; he rode up until his horse's head overlapped the captain's thigh, and their +faces were scarcely twelve inches apart. The moonlight fell full on the +Virginian's countenance; he was smiling pleasantly, but Keatley's blood ran cold +as he caught his look, for his eyes were like coals of fire, yet when he spoke his +voice was soft and low. +"Tell him," said Harrison," to go to Hell!" Captain Keatley leaned backward as if +he had received a blow, and uttered an exclamation of horror. +"And tell him," the other went on, "that if I had believed you to be a co- +conspirator with Andrew Hogg in this, I would have run my sword through you +the instant I had the news. Good morning, Captain." He wheeled his horse about +for the third time, and rode back past the troopers in a walk, and no one lifted a +hand to hinder him. Captain Keatley rode on to Saltire Castle, and reported +simply that Harrison had turned back on hearing of the death of his son, and that +he had thought it right to let him go. So great was his admiration for the +American's courage that he never mentioned the affront which had been offered +to Royalty. +Once out of earshot of his escort, Harrison gave his horse the spur, leaving Lady +Alicia's man to follow at a slower pace, and rode with all speed toward Farnham. +At the first tavern he secured a fresh mount, leaving his own steed for the +serving-man to bring along. What passed with him during that lonely ride, +whether he laughed or cried or kept his stoical composure through it all, no one +will ever know. He dearly loved his son, and he believed him dead, and his heart +must have burned with a fierce lust for vengeance upon the murderers, but when, +in the early morning, he sprang from his saddle at the Blue Goose Inn, his face +was as serene as ever. He went straight to his apartment, exchanging no word +with any one, and there he removed all traces of his rapid ride by a bath and a +change of garments. The sun was just rising when, immaculately dressed, and + + +with every frill and ruffle in its place, with his hair freshly powdered and his +rosy cheek smooth shaved, he set off afoot and at a careless pace toward +Hackthorn Hall. No one was astir at the inn save the lout of a stable-boy who +had taken his horse. No one yet knew of the happenings overnight, and so he +went on, still believing that his son was dead. As he entered the gate of +Hackthorn Hall, Dicky Dirk rose up beside him. +"Been waitin' for ee," said Dicky. +"How came you so bloody?" asked Harrison. +"Picked up thy boy." +"Hah! Yes. Well, Dicky, what do you want with me?" +"To zee ee kill Hogg." +"No, Dicky," said Harrison, "I will do this work quite alone. I want neither help +nor spectators." He was about to start on, but Dicky stopped him by throwing up +one of his huge hands. +"Look ee!" he said, and his hoarse voice trembled in a sudden outburst of rage, +"Hogg broak ma back; killed ma fayther with swourd, an' broak ma moader's +heart. I've carried dirk for vifteen year to kill un, an' by Goad, I'll zee un die." +Harrison stood quite still for a moment, gazing into cripple's passion-distorted +face. +"Ay, ay?" said he. "Well, Dicky, your claim seems to take precedence over mine; +though I am sorry for it. Come on, then, you shall not only see him die, but you +may finish him yourself." He started on, and Dicky followed at his heels. +They walked slowly up the gravelled drive which led to the house, a strangely +paired couple indeed; the smiling, splendid gentleman, looking about him with +an air of half indifferent interest as he sauntered along, and behind him the +blood-stained cripple, beating the air with his huge hands, and making fearful +grimaces in the sudden giving way to his long hidden hatred of black Andrew +Hogg. +Hogg and his men had held high carnival all night, celebrating the murder of +Richard, and as day was breaking they had decided that Trainor should stand + + +guard in the grounds with his pistol, against the possible coming of Harrison, +while the others went to sleep. They had been in their beds but an hour or so +when the Virginian arrived, and Trainor, sitting at the foot of a great tree beside +the driveway, was drowsing also, with an empty bottle beside him. So Harrison +walked up to him, and stood for a moment looking down at the nodding head +and bandaged face. +"Kick him awake," he said to Dicky, and the cripple brought one of his heavy +hands down on the sleeper's head with a resounding slap. Trainor leaped to his +feet on the instant, and seeing at the first glance who his visitors were, he proved +his readiness by firing his pistol, which had been ready in his hand, point blank +at Harrison. The Virginian sprang aside, and Dicky struck up the fellow's arm, so +the bullet went wide of the mark, and Harrison, whipping out his sword, ran the +man through. He fell upon the driveway, and Dicky, bending over him and +seeing that the sword-thrust had gone rather low, drove his dirk with great +precision through the ruffian's heart. Harrison drew a handkerchief from his +pocket and wiped his sword carefully before sheathing it; and Dicky wiped his +knife upon his bloody sleeve. +"You seem to have a good workman's taste in these matters, Dicky," said the +American as they started on. "You do not like to leave an imperfectly finished +job behind you." +When they came to the front of the house, Harrison paused and inspected the +silent building reflectively; he expected to be fired at from the windows, but +nothing of the kind happened, and there was no sign of life. +"They must be still asleep," he said to Dicky. "I wish we had a way to break +down the door." +"Wait," said the cripple, shambling of! around the house, and presently he came +back carrying a great axe. He went up the steps, and swinging the tool with all +the strength of his powerful arms, began to batter at the lock of the heavy oaken +door. The sound of the crashing blows reverberated through the house like +thunder, and Harrison kept close watch upon the windows, but still he saw no +sign of life. Presently, the thick wood about the lock having been beaten to +fragments, the door swung open, and the Virginian stepped in with Dicky close +behind him. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-64-Hellfire-Harrison-Chapter-Eight/Chapter-64-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-64-Hellfire-Harrison-Chapter-Eight/Chapter-64-source-text.md new file mode 100644 index 0000000..2118de1 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-64-Hellfire-Harrison-Chapter-Eight/Chapter-64-source-text.md @@ -0,0 +1,279 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-64: Hellfire Harrison Chapter Eight +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 250–261 +- **Pages without text**: 252 +- **Note**: Work: *Hellfire Harrison*, section 8 of 8. Includes the publisher's advertisements for other novels (PDF pages 255-261) that close the novel. + +--- + + +Chapter Eight +Table of Contents +FROM across the entrance hall came three pistol shots in quick succession, but +the bullets whistled harmlessly above Harrison's head, for the nerves of Hogg +and his two remaining scoundrels were not in condition for effective target +practice. After carousing until nearly daylight, they had been aroused out of their +first drunken sleep by Dicky's crashing blows upon the door, and tumbling out of +bed half-dressed, as they had retired, they had run down the stairs carrying +swords and pistols. When Harrison stepped inside the door they fired hastily, and +now, their firearms which had been their chief reliance against the terrible +Virginian, being empty and useless they dashed them to the floor and drew their +swords. They were truly a loathsome sight as they stood huddled together by the +farther wall; their uncombed hair hung in tangled masses about their bloated and +desperate faces, and the fear in their burning eyes was like that of rats caught in +a trap. Stepping at once between them and the stairway, Harrison came on, +smiling and calm. At a little distance from them he halted and drew his sword, +and then clapping it under his arm, took a pinch of snuff. Returning the box to +his pocket, and carefully brushing off a speck which had fallen on the front of +his ruffled shirt, he saluted courteously. +"Good morning, gentlemen," said he. "I am sorry to disturb you so early, but my +business is urgent; I have come to rob the hangman of a job." +At that, Andrew Hogg knowing that he must fight for his life as he had never +fought before, burst out in cursing and sprang forward, calling out to his men, +and the three fell upon Harrison. And now Dicky Dirk, looking on, saw such an +exhibition of skill in fence as few have witnessed in this world. Harrison's sword +became a glittering wall of steel; it seemed to encase him from head to foot like +a suit of armor. He did not leap and spring about to dodge their thrusts, but stood +still, beating aside their blades with his own flying weapon. His quickness of eye +and hand, his strength of arm and wrist, were marvellous; it was the skill of a + + +wizard, a prestidigitator, rather than that of a merely expert swordsman. They +could not reach him with their thrusts or blows, they could not even make him +give back an inch, or step aside; and they were compelled to keep in front of him +by Dicky, who, whenever one of them stepped out to take the fencer on the side, +came quickly in behind the fellow and made him jump toward the front again for +fear of getting the huge dirk between his shoulders. And so the fight went on for +several minutes. +Then Harrison laughed out suddenly, a ringing laugh, which echoed through the +house above the sound of clashing steel, and panting breaths, and muttered +curses. +"It is time," he said. " Let us finish." He made a quick forward stroke with his +sword, so deadly swift that the blade sung with a shrill whistling note; and one of +the two henchmen of Andrew Hogg went down with his throat cut, his head +being nearly severed from his body. +"Richard!" said Harrison softly, and though he smiled, his eyes were terrible to +see. Another lightning stroke pierced the other ruffian through the heart, and +Andrew, now mad with fear, faced Harrison alone. The Virginian dropped the +point of his sword and stepped back. +"Hogg," said he, "I came to kill you; but I found Dicky on the same errand, and +his rights to be your executioner seem to precede mine. You made him fatherless +and motherless, and the crawling, staggering thing he is, while you have only +made me childless. Dicky shall kill you, Hogg, but I will put out your eyes first. +On guard!" And they crossed swords again. +It was soon over. Two dextrous strokes of the razor-edged blade, and the point +was slashed through each of Andrew's eyes; he dropped his sword and clapped +his hands to his bloody face, howling with pain and fright; and Dicky, laughing +as fiends may laugh in hell, lurched forward, and driving his great knife through +the black villain's heart, left it sticking there. + + + + + +They left the house without a word, and walked out to the highway. There +Harrison paused, and said quietly: +"Is my son's body at Lady Alicia's, Dicky?" +"A' bain't no boady," said Dicky. "A's livin'." +"What?" cried Harrison sharply, startled for once out of his composure. +"I zaw Hogg run un through, right yonder," said Dicky, "while t'others held un +fast; a' stood straight, an' spit in t' hog's face when swourd went home. I picked +un oop, an' carried un vor dead to Farnham Court; but t' leech says un'll live, if +has good nursin'." +"Now, by all the gods!" cried Harrison. "But this is the greatest news man ever +told to man! Good nursing, sayest thou? Why, that he shall have, Dicky." +"Zo Mistress Mary zaid," said Dicky. +"What?" +"I went to t' farm at midnight," said the cripple, "an' to her bedroom door, an' +told her. ( Why then/ says she, ' good nursin' he shall have/ an' packed her +portmantle. Sladden would stop her, an' says she, c Dicky, kill him.' Zo I pulled +dirk, an' Sladden run." +"Go on, thou bravest-hearted knight that ever stood by lady in distress," said +Harrison. "What happened next?" +"When we coom to t' Court," said Dicky, "t' Lady was for not lettin' maid stay; +an' Mistress Mary zaid to me, ' Dicky, go bring Parson Slade to marry me to +Richard; we'll zee who keeps wife from her husband.' Zo I browt parson, and a' +married un." +"Now, by all the gods!" said Harrison again, but very softly now, and somewhat +as if he choked, "but here's a lady! A right noble lady, on my soul! And what +more, prince of storytellers?" + + +"No more," said Dicky. "I came here to wait for 'ee. An' now t' hog is dead I've +nowt to stay here for; will 'ee tak me to Ferginny?" +"Will I take you? Ay, that I will. Whither I go, thou shalt go, and my people shall +be thy people; unfortunately for the rest of the quotation, I have no God, but if +ever I find one, he shall be thy God also, Dicky." +"Doan't woant no Goad," said Dicky Dirk. +Lady Alicia, still watching with her loaded musket, greeted Harrison with joyful +relief when, serene and smiling, he came a half hour later to Farnham Court. +"All's well," said she, "now that you are here to protect your own. I have been in +dreadful fear lest Hogg should come with his bloody three to finish his work and +carry your daughter away." +"Hogg and his bloody three will trouble no one more, Alicia," said he, "for +Dicky Dirk and I have been to Hackthorn Hall." +She was silent in awe for a moment, well knowing what his words implied. +"What word did you send the King, when you turned back?" she asked. He +laughed at this, truly a woman's question at such a time. +"I sent him word," said he, " that he might go to Hell!" Lady Alicia, trained to +the greatest reverence for Royalty, cried out in horror. +"Do not be alarmed, my dear Alicia," said Harrison, taking snuff. "Now that +things have turned out so much better than I thought, I shall not insist upon his +going; I will write Wycherly this morning to tell him so. And now, how is +Richard?" +"Doing well, and happy in the love of his dear young wife; thank God!" "Why +then," said Hell-fire Harrison, "it will be the first time in forty years, but I think, +Alicia, that I shall have to say Amen!" +The End. + + +Commencement Days +By Virginia Church +Table of Contents +I2mo, cloth decorative, illustrated . . $1.50 +Mrs. Church's new college story is based on the well-known play of the same +name which had such a successful run last season, and it is hard to imagine a +more truthful picture of college life than is here depicted. It all happens at that +most interesting time of the college girl's career, Commencement Season, which +brings with it a round of receptions, parties, coaching expeditions, Junior Proms, +fudge feasts, and the happiest and merriest of times. +There are girls and girls, scores of them, all through the tale, and all interesting +ones, too — there's Kate Wells, the most popular girl of the college, and +Lorraine, her chum, quiet, dignified and sweet, who plays the role of an +indulgent sister. And there's the twins, who really ought not to be twins at all, +their tastes are so unlike, one preferring men, and the other sports; not to +mention the slangy, masculine girl, who goes in for athletics, and the dainty little +college flirt. +Of course there couldn't be any plot if a man were not allowed to enter in, and as +Penny, the roly-poly Freshman, observes — "It's nice to see trousers around +sometimes, anyway" — some mighty nice chaps are allowed to enter on the +scene. Then there are three distinct love affairs in the plot, all in admirable +contrast. +Girls who are in school and college will find in " Commencement Days " types +that they have known among their own classmates, graduates will pick out old +friends, and older women, whose school days are among their sweetest +memories, will find that girl nature is much the same in this day as it was in + + +theirs. + + +The Court of Lucifer +Table of Contents +By Nathan Gallizier, author of "Castel del Monte," "The Sorceress of Rome," +etc. +With four illustrations in full color by the Kinneys . . . . . . . . $1.50 +Mr. Gallizier's new book, completing his Italian trilogy, of which "Castel del +Monte" and "The Sorceress of Rome" have already been published, is a brilliant +historical romance woven around the famous and notorious Borgia family, the +main theme touching upon the perfidy and cunning of Cesare Borgia, that +brilliant and unprincipled son of Pope Alexander VI. +Mr. Gallizier has chosen a most interesting field for his historical romances, and +in his new book he tells with vividness and daring of the glamour and stir of the +old days in Rome, the corruption of church and state, and the subsequent +downfall of " The Imperial City." +Of "Castel del Monte" and "The Sorceress of Rome" the critics have written as +follows : +"The author displays many of the talents that made Scott famous." — The Index. +"There is color, there is sumptuous word-painting in these pages ; the action is +terrific at times ; vividness and life are in every part; and brilliant descriptions +entertain the reader and give a singular fascination to the tale." — Grand Rapids +Herald. + + +Ailmeny of the Orchard +Table of Contents +By L. M. Montgomery, author of the "delightful and irresistible Anne books," +"Anne of Green Gables" and "Anne of Avonlea." +Cloth decorative, with four full-page illustrations in color by George Gibbs . . . . +$1.25 +Miss Montgomery's new book — a charming love story — has again for its +setting the author's favorite Prince Edward Island. Kilmeny Gordon, the heroine, +is certain to prove as dear to the hearts of old and young readers alike as did her +predecessor, Anne Shirley, "the dearest and most moving and delightful child +since the immortal Alice," according to Mark Twain. +The following quotation from one of the early chapters will be sufficient to give +a clue to the story. +"Under the big branching white lilac tree was an old, sagging wooden bench; and +on this bench a girl was sitting playing an old brown violin. Her eyes were on +the faraway horizon and she did not see Eric. For a few moments he stood there +and looked at her. . . . To his latest day Eric Marshall will be able to recall +vividly that scene as he saw it then — the velvet darkness of the spruce woods, +the over-arching sky of soft brilliance, the swaying lilac blossoms — and amid it +all the girl on the old bench with the violin under her chin. . . . Her loveliness +was so perfect that his breath almost went from him in his first delight of it. Her +face was oval, marked in every cameo-like line and feature with that expression +of absolute flawless purity found in the angels and Madonnas of old paintings — +a purity that held in it no faintest stain of earthliness. . . . There was something +very child-like about her and yet at least eighteen sweet years must have gone to +the making of her." + + +A Cavalier of Virginia +Table of Contents +By G. E. Theodore Roberts, author of "Hemming, the Adventurer," "Captain +Love," etc. +I2mo, cloth decorative, illustrated by Louis D. Gowing . . . . . . . $150 +Theodore Roberts is one of the younger writers of to-day whom the critics have +been watching with interest, as he is a born story-teller and the possessor of an +unusually fine literary style. +The scene of his present story is laid in the old chivalric days of colonial +Virginia, although part of the action takes place upon the high seas, and the +scene shifts for a short time to England, Spain and to the unsettled parts of North +America. +The story develops the boy and girl love affair of the Cavalier and a typical +Southern beauty, Isobel Dariza. The characters are admirably drawn and the +reader follows with breathless interest the adventures of Francis Drurie, the +Cavalier, through his stirring adventures on land and sea. +" A Cavalier of Virginia " is easily the finest story Mr. Roberts has yet given the +reading public, and is assured great popular success. +"The narrative is replete, from first to last, with thrilling situations, deadly +dangers encountered and overcome, intrigue, treachery, the sound of battle, the +song of the sea, and then peace and love."— Wilmington Every Evening. +"It is a story of engrossing interest and cleverly told." — San + + +The Lead of honour +By Norval Richardson +Table of Contents +i2mo, cloth decorative, illustrated . . $1.50 +If this book is a criterion of what is to come, Mr. Richardson will take high rank +among American novelists. His writing has a beauty of phrase, a poetry of +expression that is unusual, and joined to this is directness and power. +His plot is well conceived and well executed and his characters are living, +breathing men and women whose fortunes are followed with ever deepening +interest. +The scene of the story is Natchez, Miss., in about 1830, and the central character +is Sargent Everett, a young lawyer, in whom many will recognize a portrait of +the Hon. Sargent Prentiss. Indeed many of the incidents of the story are drawn +from the early life of that prominent statesman and silver-tongued orator. +Young Everett's struggle for recognition, his final success, his brilliant progress +in his profession, are matters of absorbing interest. His love, his hope, his +struggle with self, his temptation, and his renunciation, and always his steadfast +following of the lead of honor, form the theme of this remarkable novel. + + +My heart and Stephanie +Table of Contents +By Reginald Wright Kauffman, author of " Miss Frances Baird, Detective," etc. +Cloth decorative, illustrated with two portraits in color by A. G. Learned . . . . +$1.25 +A goodly tale of love and mystery, with the scenes for the most part laid in New +York and Paris, dealing with the intrigues and causes celebres of the Austrian +Court. The story is woven around the Countess Stephanie, a Polish conspirator, +and continues also the stirring career of the American girl, Frances 'Baird, the +heroine of Mr. Kauffman's detective story of that name. A novel to delight the +heart of every lover of fiction. +"The story goes with a fascinating rush which is most entertaining, and so +thoroughly imbued is the reader with the spirit of the plot that he is almost sorry +to end the mystery with the last chapter, even if the ending is a most happy and +logical one." — Boston Globe. +" Parisian life in Bohemian circles is picturesquely described, and probably there +has never been a better word painting of restaurant gaiety than Mr. Kauffman's +account of the famous ' Abbaye ' with its brilliant gathering." — Philadelphia +Item. +"This story is remarkable for its color and momentum." — Chicago Daily News. +"A lively story, crowded with incident and leaving the reader to a consideration +of various dramatic happenings both in this country and in Europe, is told by Mr. +Kauffman in his story. The tale will hold the attention closely. It is quite the best +thing that Mr. Kauffman has yet done." — Observer, Utica, N. Y. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-65-Jesus-The-Man-and-His-Work/Chapter-65-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-65-Jesus-The-Man-and-His-Work/Chapter-65-source-text.md new file mode 100644 index 0000000..88a8d4d --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-65-Jesus-The-Man-and-His-Work/Chapter-65-source-text.md @@ -0,0 +1,623 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-65: Jesus: The Man and His Work +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 262–278 +- **Pages without text**: none +- **Note**: Work: *Jesus: The Man and His Work*, section 1 of 1. + +--- + + +Jesus: The Man and His Work +Table of Contents +It is doubtful if any man was ever more misunderstood by the people of His own +time than Jesus of Nazareth. Certainly no man was ever more grossly +misrepresented by succeeding generations, and especially by those who +professed to be His friends and followers. +The Christian religion was first recognized by the powers of the state at an era +when the interests of the ruling class demanded the utmost submission and +conformity on the part of the people; and out of the needs of the kingly and +priestly classes for a religious ideal which should induce men to be contented +with slavery, to bow their necks to the yoke of taxation, and to submit to every +form of economic evil without protest, was born the concept of the message, and +of the personal character of Jesus which is accepted as orthodox today. +The picture of the man Jesus which you hold in your minds has been drawn far +more from the poetry of Isaiah, written 700 years before He was born, than from +the four gospels, which purport to be narratives of eye witnesses of His life and +works. Such passages in Isaiah as: "He is despised and rejected of men; a man of +sorrows and acquainted with grief: and we hid as it were our faces from him; he +was oppressed, and he was afflicted and he opened not his mouth; he is brought +as a lamb to the slaughter, and as a sheep before her shearers is dumb, so he +opened not his mouth," have been quoted to show the meekness and the +humility, the submissive spirit with which Christ endured wrong and injustice; +and we have had held up as the saviour of the world a despised, friendless, +poverty-stricken laborer whom the upper classes regarded with scorn because of +his lowly origin and station; who had no friends save fisherman, laborers, +outcasts and sinners; who was often shelterless and hungry, and who bore insults +and persecutions with meek submission and walked about a scornful world with +his hands always uplifted in loving benediction. + + +And this character is held up to us as the Christian ideal. Be meek. Be +submissive. Be lamb-like or sheep-like. Bow your head before the persecutor +and "hump" your back to the shearer. Rejoice that it is given you to be fleeced +for the glory of God. It is a good religion - for the man with the shears.. The +Christ who is held up in the orthodox pulpit is rather a weak character. He is not +the kind of man we would nominate for president. His followers have very little +confidence in him as a practical teacher of business ethics. They have great faith +in him as a revealer of spiritual things, but none at all as an organizer of the +affairs of this world. If it were telegraphed over the country this afternoon that +the president has resigned and that Jesus would take his place tomorrow, 95 +percent of Christian business men would draw their money out of the banks for +fear that Jesus would inaugurate a panic. +Jesus said of Himself, "If I be lifted up I will draw all men unto me." Well, He +has not drawn all men, not even a majority of men, and I am inclined to think +that He has never been lifted up. An unreal, imaginary character is being lifted +up instead, and men are not being drawn by it. +Near a certain Indiana town there is a neighborhood peopled by an Amish sect. +They all wear flat black hats and plain black clothes which they fasten with +hooks and eyes, because buttons are not Christlike; they shave their upper lip, +cut the beard square across the chin, and the hair square also. It is said that when +one of the brethren needs a hair-cut his wife turns a bowl or basin bottom +upward over his head and cuts away all the hair that comes below it. Attired in +this fashion, and in a very strong odor of sanctity, two of these brethren were +walking in the street one day, and were met by an old farmer, a typical Hoosier +character. After looking them over critically, he accosted them thus: "Say, why +don't you fellows get your hair cut an' shave?" "We attire ourselves thus," said +one, "because we want to look like our Savior." "Did the Savior look like you?" +asked the farmer. "We believe he did." "Well," said the old man, positively, +"darned if I blame the Jews for killin' him, then." +The brethren were holding up a false Christ, and so the old man was not +attracted; and I want to prove to you today that the church, everywhere, is +holding up a false Christ; I want to show Him to you as He was and is, the +Supreme Man - the Highest Type, the incarnation and revelation of that One +Great Life which is above all and through all and in us all, lifting us all toward +unity with one another and with Him. + + +It is my task to rescue Christ from Christianity. +In the first place, then, Jesus was not despised because He was a workingman. +Custom required every Jewish Rabbi, or learned man to have a trade. We read in +the Talmud of Rabbi Johanan, the blacksmith, and of Rabbi Isaac, the +shoemaker, learned and highly honored men. Rabbi Jesus, the carpenter would +be spoken of in the same way. St. Paul, a very learned man, was a tent-maker by +trade. Jesus could not, in that time and place have been despised for His station +or His birth. Indeed, He was popularly supposed to be an aristocrat by birth, a +son of the royal house and was frequently saluted as the son of David. +Second. He was not despised for ignorance. He was a very learned man. W +henever He went into a synagogue He was selected to read the law and teach the +congregation, as the one best qualified for that work. Luke says: "There went +fame of him through all the region round about and he taught in their synagogues +being glorified of all." In those times of fierce religious controversy no +unlearned man could have held his own in such a fashion. He was thoroughly +versed in the Jewish law; the way that He silenced his adversaries with apt +quotations shows Him to have been letter-perfect. Even His enemies always +addressed him as M aster or Teacher, acknowledging His profound learning. +Third. He was not despised for His poverty. He had many wealthy and influential +friends. Lazarus and his sisters were people of consequence. Luke says that +Joanna, the wife of Chuza, the king's steward, and other women ministered unto +him of their substance - that is, were supporters of His work. The king's steward +was a high official, and his wife was a prominent lady. Joseph of Arimathea, +who came after His body, was a well-to-do man. So probably, was Nicodemus. +Jesus healed the sick in the families of rulers and of high officials, and they +appear to have responded liberally in supplying His financial needs. True, He +owned no real estate; but He dressed expensively, and never lacked for money. +When He was crucified His clothing was too fine to cut up, and so the soldiers +cast lots for it; on the night of His betrayal, when Judas went out, it was +supposed that he had gone to give something to the poor. It must have been their +custom to give away money. In that country and climate their wants were few +and simple, and were fully supplied. Jesus wore fine clothes and had plenty to +eat and drink and had money to give away. +Read the four gospels, and you can come to no other conclusion. Jesus was not + + +humble, in the accepted sense. He did not go about with downcast look, and a +general attitude of asking permission to stay on earth. He was a man of the most +impressive, commanding and powerful personal appearance. He "spoke as one +having authority" and frequently we are told that great awe and fear came upon +the people at His mighty words and works. In one place they were so frightened +that they besought Him to leave; and John tells how certain officers sent to arrest +Him in the market place lost their nerve in His commanding presence, and went +back saying, "Surely never man spake like this man." +On the night of His arrest a bank of soldiers approached Him in the grove, and +asked for Jesus of Nazareth; and when He answered, "I am he," such was His +majesty and psychic power that they prostrated themselves; "they went +backward" the account says, "and fell to the ground." Does this man I am +describing seem to you like one of our Amish, or even like one of our +Methodists? Yet this is the Christ of the four gospels. I would like to see one of +His present-day followers knock down a platoon of policeman by saying "I am +he." +Now, to be Christ-like in personality a man must be learned, well dressed, well +supplied with money and be of noble and commanding appearance, speaking +with authority, and possessing tremendous magnetic power. +W hat now, of the Christ-like attitude toward the world? One of the very best +ways to understand that is by studying His reasons for taking the title He +assumed - the Son of Man. He rarely spoke of Himself in any other way. This +term, son of man, was common in the Jewish prophecies. It was simply an +emphatic way of saying Man. If you wanted to emphasize your Methodism, you +might say, "I am a son of Wesley," and if you wanted to emphasize your +humanity, as Jesus did, "I am a son of man." +Why did He lay stress upon the fact that He was a man? You will note the +position. The son of Wesley will stand for M ethodism, and the son of Calvin +will stand for Calvinism, but the Son of Man must stand for humanity. +The Roman empire was a great taxing machine. In the conquered provinces, the +people were left, as far as possible, with their own local government and +institutions of justice, the function of the Roman officials being to extort tribute, +or collect taxes. Every form of extortion was practiced by governors, procurators +and tax- collectors upon those who were able to pay. Open robbery, torture, + + +kidnapping, false accusation, outrage of every kind might be practiced upon the +man who had money to tempt the cupidity of the higher powers. And as the +oppressed property holders had no way to meet the extractions of government +but by oppressing the poor, the condition of the masses was pitiful indeed. You +will readily see that the business and property-owning classes had to get the +money to pay their taxes by exploiting the poor in some way. +It is an economic axiom which is indisputable that all taxation of whatever kind, +upon whomsoever levied, is wrung at last from the hard hands of the toiling +poor; that is the reason they are poor. To give you an idea as to how oppressive +this taxation was, we may estimate from certain passages in Josephus that the +private income of Herod the Great was three and one-half millions of dollars a +year. That is not as much, of course, as the income of our president today, but he +has a very much larger country, and more people to tax, and while he is not +allowed to use some of Herod's most effective methods, he has others of his own +which lay the crude ways of the monarchs of antiquity very far in the shade. +The enormous sums which were collected from that little province brought the +unhappy toilers down to the last extremity of destruction; they could go no lower +and live. In Judea, at this time there were several religious sects, which were also +in a way political parties, scheming for place and power, and for influence with +Rome. The Pharisees, Saducees, Essenes, Samaritans, etc., disagreed on various +questions, as the interpretation of prophecy, the existence of angels, the +resurrection of the dead, baptism, and so on. The strife between these parties was +desperately acrimonious and bitter, often to the point of personal violence. Their +arguments frequently ended in riots. You will notice, as you read, that they were +always ready to "take up stones" to end a dispute; often only the commanding +personality of Jesus saved him from being stoned by these religious mobs. These +sects were intensely eager to make converts, or proselytes. Jesus says of them +that they would compass sea and land to add one to their number. +Below all these middle-class disputants were the common people, sunk in the +most abject poverty - taxed, beaten, outraged, robbed, slaughtered, and no voice +lifted anywhere in their behalf. No one, Jew or Gentile, thought of demanding +justice for the mongrel multitude. It is said of Jesus that He had "compassion on +the multitude because they fainted and were amazed, and were like sheep +without a shepherd." They had plenty of shepherds to baptize them, to interpret +prophecy for them, to instruct them in "spiritual" things, and even to shear them; +but none to demand a lightening of their burdens - none to cry out in their behalf + + +for justice. +There are still shepherds who are far more concerned about correctness of +doctrine than about justice. Into this maze of oppression, taxation, murder, +outrage and theological discussion comes the grand figure of the Christ, saying: +"The Spirit of the Lord is upon me, because he has anointed me to preach good +news to the poor. I am no Pharisee; I am no Saducee; I am no Essene or +Samaritan: I am a man! I come, not on behalf of Phariseeism or Samaritanism, +but on behalf of humanity." A new note in religion; a new attitude. No wonder +they were "amazed at his doctrine." No wonder His word was with power. No +wonder they said "he speaketh as one having authority." +In John's gospel, Jesus says of Himself that the Father hath given Him authority +to execute judgement because He is a man. I say that this is the only reason God +ever had for giving authority to any man, and I say that if there is a man +anywhere today upon whom the divine sanction rests it is not because he is a +Pharisee or a Saducee, a Methodist, Presbyterian, Republican or Democrat, but +because he is a man. And I also say that among all those who claim leadership +today, by virtue of divine-annointment, we may apply this test with certainty - +that the man who stands for humanity, first, last and all the time, against all +vested interests, religious and political, is the man who stands with God. He and +he only, is in the true Christian attitude - the attitude that Jesus took. +And because He took this position; because He stood for humanity against the +vested religious interests of His time, He was called an infidel; because He stood +for humanity against the vested economic and political interests of His time He +was called a traitor. Jesus was crucified on the charges of infidelity and treason; +and He was guilty - legally - on both counts. I know no prouder titles, when +justly acquired, than these: Infidel and Traitor! I pray that Great Intelligence, +before whose eye all the affairs of men are spread, to write opposite my name in +the book of His remembrance, Infidel - Traitor: Infidel to every church that +apologizes for economic injustice; Traitor to every government that assists in the +exploitation of the poor. The only sinful infidelity is infidelity to the truth; the +only vile treason is treason to the weak. This was the attitude that Jesus took; He +expressed all this when He assumed the title which made Him the champion of +humanity - when He said, "I am the son of man." And He gave all this full +expression in His teachings. +Let me quote from the sermon on the mount: "Ye have heard that it was said by + + +them of old time, thou shalt not kill; and whosoever shall kill shall be in danger +of the judgement; but I say unto you that whosoever is angry with his brother +shall be in danger of the judgement, and whosoever shall say unto his brother +'Raca,' shall be in danger of the council, but whosoever shall say 'thou fool,' shall +be in danger of hell fire." The expression "thou fool," does not clearly interpret +the original; it would be better rendered by the phrase "you are no good," or "you +are worthless. +Let me illustrate the meaning of this passage to you. I was sitting in a hotel +lobby when the news came in of an Indiana coal mine horror, in which a number +of poor fellows lost their lives. Two well-dressed men were discussing the affair, +and one said: "Oh, well, it's only a couple of Hungarians less! A million more are +ready to step into their shoes tomorrow. The world hasn't lost anything." Jesus +says, whosoever shall speak of a man like that is in danger of hell fire. That is +the exact meaning of this passage. The responsibility of all murder rests on those +who degrade the public estimate of the value of human life. The killing of +Filippinos on behalf of our commercial interests is paving the way for the killing +of Americans in the streets of our own cities, on behalf of those same "interests." +The talk of "inferior races" is but a prelude to the talk of "lower classes." W +hoever talks so is in danger of hell fire. +The doctrine of hell itself, is born of the infamous idea that there are some +classes of men who are specially valuable to God; and those who teach such +blasphemies walk ever on the crumbling verge of that black pit, wherein gleam +the fires of eternal wrath. If anybody goes to hell, it will be those who degrade +humanity. +This is what Jesus said. Now, if you turn to the 12th chapter of Matthew, you +will read that the disciples were crossing the fields on the sabbath day, and that +they plucked the ears of corn and ate as they went. This gave great offense to the +Pharisees. They were not offended because they took the grain, for under law the +right of a hungry man to life transcended the property rights of the owner of the +field; none might say the famished wayfarer nay if he chose to pluck and eat. It +was not, I say, because they ate, that the Pharisees were angry, but because the +thing was done upon the sabbath day. The Pharisees thought that the thing most +valuable to God was their church, with its institutions and observances. They +would not break the sabbath to feed the hungry; they would not break it to heal +the sick. God cared more for the institution than He did for the man. + + +And so they complained to Jesus; and He answered them: "Have ye not heard +what David did when he was hungry, he and they that were with him?" and He +went on to tell them how David and his companions - and David's companions at +that time were a mighty tough gang - went into the temple itself, and took the +shew-bread, which was sacred, and ate it - and God approved. "One standeth +here," said Jesus, "greater than the temple." God cares more for a hungry man +than he does for a holy house. +In Mark 2, where the same story is told, he adds: "The sabbath was made for +man, and not man for the sabbath." Here is defined sharply the issue between +Jesus and His opponents. They were exalting the worship, the temple, the +sabbath, the ceremonial. He exalted the man. And I for one, agree with Jesus. I +feel no reverence for buildings, even though they may be magnificent structures, +where a dim light falls through stained glass windows upon the structured forms +of saints, and where robed priests chant in solemn ceremony; these things move +me not at all. But when I stand in a school room and look into the bright faces of +a hundred boys and girls - when I stand in the crowded market-place or in a +factory, where my brothers and sisters toil to supply the needs of the world, and I +realize that every life before me contains possibilities as boundless as the +universe itself; when I stand in the presence of this toiling, suffering, loving, +seeking, glorious, common humanity, I bare my head and bow in reverence, for +here indeed I am in the very presence of Almighty God. One is here greater than +the temple, greater than the church, greater than the sabbath. +God has a higher call for men than the observation of certain days, or the +keeping of certain places holy. This whole earth is a most holy place because it is +consecrated by the love of God to fulfill His purpose in the high destiny of man. +Is not this the only rational interpretation of these sayings of Christ? Have you +ever heard it so in church? Theirs is a metaphysical Christ, a false Christ. This +Christ I hold up today is the real Saviour. +The trouble with the churches is that they are all too much like one in +Washington. It was a Calvanistic church - a very solemn place. Washington is a +solemn place anyway, for people who believe in hell - they are so near their +finish. A good old Methodist woman strayed into this church one Sunday and sat +down. The preacher was eloquent, and presently the old lady, greatly moved, +shouted heartily, "Amen!" An usher touched her gently on the shoulder and +whispered: "Madam, you will please keep still." She subsided, but under the + + +influence of the eloquent sermon, she lost herself again directly, and shouted: +"Glory to God!". Again came the usher with his whispered reproof. "But sir," she +said, "I've got religion." "Oh, well, madam," he answered, "this is no place to +have religion." You laugh. Perhaps you know of churches where anything is +more welcome than religion. +"And Jesus took a little child, and set him in the midst and said: 'W hosoever +shall humble himself as this little child shall be great in the kingdom of heaven.'" +You have, no doubt, seen a great many pictures of Jesus as he blessed the little +children, and you have always seen Him surrounded by prettily dressed ladies, +who were bringing nice, clean babies - the kind of children it is easy to love; the +kind you cannot help blessing. The gentlemen who draw these pictures cater +more to the artistic sense than to a desire to represent accurately the facts in the +case. +That was undoubtedly a slave child; a child of the abyss; unwashed, uncombed, +covered with vermin; human in His suffering, in His capacity for pain, but with +the better portion of His humanity lying dormant in His soul visible to God but +not to men. And He said, "W hoso receiveth one such little child, receiveth me." +There are a good many children in whom you find it hard to see the Christ, are +there not? Let me do for you, my friends, what Jesus did for His hearers; let me +bring a little child, and set Him here before you. +I went into a tenement building in the city of Chicago, one hot afternoon in the +season when those buildings become great superheated ovens, with a doctor, to +see some children who were sick. In one room we found a little boy - a very little +boy indeed - who was dying with a fever. The room was squalid and intensely +hot; there were three other children, dirty and uncared for. The mother was +giving all her time to her sick baby, wetting his parched and bleeding lips, and +trying by every poor device at her command to lessen his suffering. The doctor +said to me that day: "I can go where grown people are dying, or dead, without +being overmuch moved; I can go where children are dead, and thank God; but +when I go in where these children are sick, and see what they have to bear, and +how they bear it, it breaks me down and unmans me quite. I cannot bear to see +it." +Poor little boy, with his bright eyes and flushed cheeks, he lay quite patiently, +and only the restless movement of the wasted little hands upon the quilt betrayed + + +his suffering. He spoke to his mother: "Mamma," he said, "it is time for papa to +come in." The father was a stationary engineer, who worked near by, and it +seemed that it was his custom to leave his work, now and again to run in and see +his child. "Yes, honey," the mother answered, "papa will be here pretty soon." +"M amma," the child said, "when papa comes he'll say 'how is my little man' and +I'll say 'all right,' so he will be glad. Don't tell him I am dying, but I think I am." +He was thinking, you see, not of himself, even in the hour of his extremity, but +of his father. Well, presently the father came into the room. He was a rough, wild +looking man, with uncombed hair and beard, clad only in a shirt and overalls, his +face and bare arms black with coal. I have no doubt he was an ignorant man, as +books go. I have no doubt he was a bad man from the orthodox and conventional +standpoint; I presume he sometimes swore, and played cards for the beer, and +did other dreadful things. +As he came in, he glanced anxiously at his wife, and then at us, and read the +worst of tidings in our faces. His own face quivered, and his bearded lips twisted +strangely; then, for the child's sake, he forced a cheerful smile and came across +the room toward the bed; and as he came, upon his coal-grimed features shone +with transfiguring light a father-love as holy as the love of God Himself. +The father bent above the cot. "How is my little man?" he asked. And the feeble +voice piped bravely, while the parched lips writhed in a pitiful attempt to smile: +"I'm all right, papa; I'm all right." It broke the man down. He burst out sobbing, +and springing to his feet rushed out upon the landing to struggle for self-control. +The mother, also sobbing bitterly, bent over her child again; and down the poor +child's cheek rolled just one tear - of pity - for his father. That was a "cheap" +child; one of the "lower" classes. Not one of the "fittest" to survive - and so he +died. +Jesus took a little child and set him in the midst of them, and said: "Whosoever +shall offend one of these little ones it is better that a millstone were hanged +around his neck, and he were cast into the sea." Yes, any man, or woman, or +railroad system, or financial system or industrial order that stands between the +child and life, is under the curse of God. I say, with Jesus, that it is more +important that justice be done to one such little child than that all the corn crops +of a thousand years be saved. +"Whoso shall humble himself as this little child, the same shall be great in the + + +kingdom of heaven." How can you humble yourself as such a child? Does it +mean to be childlike in spirit, teachable, credulous? No; there is only one way. +Stand beside that child of the abyss and say, "Before God he is as good as I. He +is entitled to everything I claim for myself and for my children, and I will never +rest until all I claim for myself and mine is assured for him also." Then you will +begin to be great in the Kingdom of God. +How can I love my neighbor as myself? How can I love that child as I do my +own children? +One day Jesus was talking to the folks and He said: "Why are you worried about +things to eat and wear? Seek a just and righteous order of things and you will +have plenty." I am here to testify that Jesus told the truth. This world would +produce food for ten times its population. It would clothe ten times its population +more richly than Solomon was arrayed in all his glory. It would furnish building +material to erect a palace larger than Rockefella mansions for every family that +lives on it. Our Father has provided the raw material for the things essential to +life a thousandfold more than we can use. The race is rich, abundantly rich, as a +whole. The satisfaction of human needs is a problem of machinery and +organization. We have the machinery pretty well perfected. It is now a problem +of organization. +Seek the Father's kingdom, says Jesus, and you solve the bread and butter +problem. W hat is a father's kingdom like? A yonder comrade, let us say, is the +father of a family, and he sees his children gather about a table where he has +provided bountifully for them all, as our Father has for us. Well, the biggest boy +gets to the table first, and he gathers all the good things around his plate, and +gets his arms around them; his little sister reaches for a piece and he slaps her; he +strikes back the outstretched hands of the others and says: "Get away! Our father +put this here and I've got here first and it's mine! Get away," (strike, push, +shove), and looking up to the father he says, "Our father (strike), thy kingdom +come (biff), thy will be done" (bang). W ould not that father say, "My will will +not be done until your brothers and sisters have an equal chance." ? And if the +big boy should say "Well then, father, I will hold it as your trustee, and I will +give the others what they need, if I can spare it." Would not the father say, "My +kingdom does not consist in benevolence or charity, or self-denial, or sacrifice, +or worship, or Sabbath observance, but in justice for all." +Jesus pointed out that the birds are not worried about getting something to eat. + + +They live in the kingdom of God. We live in the kingdom of Caesar. If the time +ever comes when some of the smart birds get a corner on bugs or organize a +worm trust, there will be worry among them also. +Now, so far as nature is concerned there is nothing to prevent me from loving my +neighbor as myself. There is plenty for him and me, too. And just what does it +mean this loving ones neighbor as himself? Suppose my wife and I sat down at +the table and we had nothing to eat but a crust of bread and a piece of pie. And +suppose I reach out and get the pie and say, "M y dear wife, how I love you! I do +wish you had some pie!" and I swallow it and leave her to gnaw the crust. W +hich do I love best, myself or her? If I love her as myself, will I consent to hog +the pie? If I love her as myself what I try to get for myself I will try to get for +her. If I love you as myself, what I try to get for myself I will try to get for you, +and what I try to get for my children, I will try to get for yours and I will no +more rest under an injustice done to your children than if it were done to my +children. +Now can you imagine a state of society in which the good thing I do for myself +shall be done for you also? I spoke one night in Chicago and at the close I got on +a street car and stood beside a girl who had been one of the listeners, and she +spoke to me. "Mister," she said, "I heard your speech and I liked it very much. +I'm only a poor, ignorant girl but I've thought of these things, and the world as it +is reminds me of one of these big jack screws they lift buildings with - you turn a +handle round and round and the center part is lifted up. So, it seems as though +we poor folks are at the handle. We go round forever and never get any higher. +We are always in the same place. We go round to lift somebody else. And I +thought it might be fixed like one of those winding stair-cases so that as we all +went round we all might go up together, and the work we all do would help us +all, and if a few people didn't get quite so high, some day we would all come to +the top together and that would be better for us all." And I thought that if I had +the power I would make all the college professors and preachers and the teachers +go and sit at that poor girl's feet and learn a little political economy. +These things are hidden from the wise and prudent and revealed unto babes. The +pure in heart shall see God. The average man is so wedded to the idea of the +divine origin of the present order that he cannot conceive of the possibility of a +change. He will not investigate, he will not consider; he simply says, "It can't be +done." He is like the old Tennesseean who did not believe in railroads. They +built a railroad through his vicinity and the neighbors got him to go down one + + +day to look at the track. They had laid the track down to the river bank and had +tunneled on the opposite side under a hill, but had not commenced to build the +bridge. The old man took one look - that was enough. He didn't stop to ask +questions. He threw up his hands and said: "Oh, by thunder, you needn't tell me +that you can make an engine that will jump that river and hit that hole in the hill! +It can't be did." +Have you ever thought, oh ye of little faith, that there is a way to bridge this +chasm between individual effort and united effort? Consider for a moment our +public school system. We are educating our children by uniting our effort. We +hold the school property in common. You are a proprietor in the school property +of M arion, Ind. +I am a part owner of the school property in Cincinnati. So far as that work is +concerned we are all one family, are we not? It is our father's kingdom, in part, +established in the midst of Caesar's kingdom, isn't it? +Suppose, in my love for my children, I devise a new text book or a more +convenient desk or a more comfortable seat, anything that makes their work +easier or betters the school service - then I get it adopted, and I have helped my +own children, I have helped your children, I have helped every child from Maine +to California. I have brightened every life and added to the happiness of every +home, I have loved all as well as my own. This is the spiral stair-way plan. I like +it better myself than the jack screw method. +Industry is on the other plan. If I invent a new laborsaving machine, I cause +hundreds of my brothers to lose their chance to make a living, and make the +problem more intense for all. Suppose the factory were like the school, an +institution set apart for the supplying of a common need by united effort, would +it be so? If I could, by some device, lighten my own task I would bring rest to +all, and there, again, I would love my neighbor as myself. +The apostles understood it so. They started out to build a unified and harmonious +world. Read the second and fourth chapters of the Acts of Apostles, and read the +writings of the early Christian fathers, and you will see that the idea of Jesus and +the apostles was not to build an institution for worship in a bad world, but to +build the world itself into a united, harmonious, orderly and scientific society. To +make society a spiral stairway, up which a redeemed humanity should march +together into unity with God. They had all things common. There was no + + +poverty among them that was not shared by all. The early churches were little +commonwealths, and the purpose which they held with intense enthusiasm was +the building of the world into one great commonwealth. +The Apostles were communist organizers. The purpose of Jesus, as understood +by them, was the establishment of a scientific society, which he called by its true +name - the Kingdom of God; a world of unified effort, centering in the +development of the little child. It was this glorious vision which gave virility and +power to the preaching of the early church, and the church of today has no power +because it has no purpose and no hope. +Dr. Quayle, of Indianapolis, has written a little pamphlet in which he argues that +the Apostles were mistaken in their sociology. He holds that they were all right +in their theology - inspired and infallible - but they were poor business men. I +would suppose that the same Holy Spirit who gave them their theology must +have given them their social ideas also. The communistic regime was as much a +part of the life of the church as the Lord's Supper, and was far more clearly +drawn from the teachings of the Master. Dr. Quayle's attitude is equivalent to +saying that the Holy Ghost is an excellent old personage, very correct on +doctrinal matters, but a little off when we come to the practical affairs of life. +That is exactly the attitude of the church today toward Jesus. Every modern +preacher, with fewexceptions, denies his Master whenever he speaks of social +problems. I am not going to rail at the church; but the church charges us with +infidelity, with atheism and immorality, and I am going to reply with a statement +of the case and with a counter charge. +Those of you who have read Elbert Hubbard's article on the cotton mills of South +Carolina, will never forget that realistic description of the awful conditions. How +the thousands of baby slaves are gathered in by fraud, misrepresentation and by +tempting the cupidity of their fathers; how the long hours, the close application, +and the flying lint combine to break down their feeble bodies so certainly and so +speedily that the average life of a child condemned to one of these hells is only +four years. It is organized murder on a wholesale scale; it is cruelty beyond +words; outrage so infinite as to be inexpressible. And near many of these +slaughter- houses you will find a church, built by the child-killing corporation, +and there is a preacher whose salary is paid from the pitiful stipend of the dying +children. In some cases it is even reported that a regular percentage is deducted +from the weekly wages for the support of the gospel of that Christ who said, + + +"Forasmuch as ye have done it unto the least of these, ye have done it unto me." +I suppose we all agree that that church is supported by the organized +exploitation, even unto death, of little children? I suppose that we all agree that a +business which works the lives of little children into dividends is wrong, and that +a church which is supported by the fruits of such a crime is wrong, and that the +spiritual life of any church cannot rise very far above the source from which it +draws its financial nourishment? A church which lives by child murder can not +have much divine power in its ministrations, can it? +W hat is the difference, in principle, between a business in the South which takes +all a child's life in four years, and a business in the North which takes a man's or +woman's life in twenty years? W hat is the difference in principle between the +business of Ohio and that of South Carolina? What is the difference in principle +in competition anywhere? W hat is the difference in principle between the source +of nourishment of the church here and the church there? +Let my brethren of the pulpit charge me with heresy and with infidelity if they +will; I answer with this counter charge: I say that the same power which corrupts +great corporations and bribes lawmakers, which suborns perjury and spots with +foul stains the robe of justice, which plants the land with brothels and saloons, +and makes city government a stench in the nostrils of God, is the power that +feeds the church. Organized business! +And I charge that down the no-thoroughfares of commercialism today, organized +business and the church which bears the name of Jesus Christ, bound together +like the Siamese twins, nourished by the same blood, fed from the same source, +thinking the same thoughts, and loving the same loves, are walking side by side; +and of the exploitation of men and the degradation of women, and the murder of +children, equally guilty before God. +If that be infidelity, let the church make the most of it. If it be false, let the +church disprove it. If it be true, let her cleanse her robes of the innocent blood, +attire herself in sack cloth and with the ashes of repentance on her head, cry for +mercy to Almighty God. +In the time of Jesus they were very prone to compare themselves with one +another, and thank God that they were not like other men. In the 13th chapter of +Luke, you will read how Jesus said to them "Think ye that those on whom the + + +tower fell the other day were sinners above all the other people in Jerusalem, +because such a thing befell them? I tell ye nay, but except ye repent ye shall +likewise perish!" +Do you think, my friends, that in the day when Capitalism stands up for +judgement, and the blood of its slaughtered millions cries to God for justice, it +will avail a man to say, "I was a Methodist: I was sound on justification," "I was +a Baptist, I was put clear under water," "I was a Catholic, I said prayers with +perfect regularity every day." I tell you no but except we repent we shall all +likewise perish. +Ah, how I long to give my brethren of the pulpit this vision of the Christianity of +Jesus and the Apostles; this concept of the real Christ. How I long for adequate +words to convey His call to them and to you! +The call of Christ! W hat is it and where is it? W here do we hear it? Look and +listen at the pageant of your civilization; see the gorgeous shows, the display of +wealth, the wonders of color, the things of art: Hear the mighty uproar of the +great world of commerce, the clamor of the market, the screaming of the +whistles, the ringing of the bells, the puffing of engines, the crash and rattle of +machinery, the clangor of music, the cheering of excited crowds - and now listen +closer, bend down and keep still and through it all you hear another note, a minor +strain growing louder and stronger day by day - the groans of despairing men, +the sobs of outraged women, the feeble cries of dying children. The cry of the +sorrowing for relief, the pleading of the disinherited for justice. +That, oh men and women, is the call of Christ to you. W hat does it mean to a +minister of the gospel in the present day to answer that call? It means to stand, +not for charity, but for justice; not for reform but for revolution. It means to close +the doors of these splendid temples, rather than live another day by taking the +gold of organized oppression. It means to go again upon the highways and the +byways, saying, "The spirit of the Lord is upon us because he hath anointed us to +preach good news to the poor." It means to work, not for institutions of worship, +but for a commonwealth. It means to break at once and forever with the vested +interests of Capitalism: to be infidel to its religion, traitor to its government: to +cry with Isaiah: "Thy princes are rebellious and companions of thieves; every +one loveth gifts and followeth after rewards; they judge not the widow, neither +doth the cause of the fatherless come unto them; the spoil of the poor is in their +houses, their hands are full of blood! Bring no more incense, sing no more + + +songs, pray no more vain prayers; observe no more ceremonies. I will have +justice, before worship, saith the Lord of Hosts!" +Yes, the call of Christ to the minister is to break once and for all and absolutely +with Capitalism. Render unto Caesar the things that are Caesar's and unto God +the things that are God's means that all is God's: in a redeemed world there is no +room for Caesar. And my brother, sister, the call is the same to you. +M atthew tells us that when Jesus hung upon the cross the Pharisees mocked +Him saying, "If thou be the son of God come down from the cross." They +wanted to be led by a Son of God but they wanted to be led in easy ways, to +glory, place and power. They wanted a competitive Christ, who would lead them +to competitive victory. They wanted a kingdom of God, but they wanted it to be +on the general plan of this world's kingdoms. They wanted to give the poor +charity not justice; to give the slave kindness not liberty. They would be good to +the poor but they would not abolish poverty; they wanted to ride easily on the +backs of others, not to bear others as a burden on their own shoulders. "If thou +be the Son of God, come down!" +And current Christianity stands before the cross in the same attitude saying the +same words, "Not that way, Master! Not to be crucified on behalf of humanity! +Lead us the other way! Come down off the cross!" +My friends, the call of Christ is as it was 2000 years ago, and has ever been to +bear the burdens of weak, wronged, outraged, robbed, oppressed and disinherited +humanity. To join your lives to those of the poor. To feel their pains, to share +their sufferings, to live for their deliverance - to bow beneath their sorrows in +dark Gethsemane; to walk, thorn-crowned, with staggering feet up the steep way +to Calvary; sustained because beyond the cross we see the river sepulcher, and +through it shines the glory of a resurrected humanity. Lift up your heads! The +day of your redemption draweth nigh; the kingdom of heaven is at hand. +Compare this call, my friends, with what you hear from the orthodox pulpit, the +appeal to selfishness, the exhortation to save yourself; compare it with the appeal +of orthodox politics to the appetite alone, and see if it does not move you more. +Is not this Christ worthy of your following, this cause entitled to your highest +service? Let us consecrate ourselves to it today. To the service of Christ in +humanity, to the bringing in of the redeemed world, let us in emulation of our +fathers pledge our lives, our fortunes, and our sacred honor. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-66-His-Personality/Chapter-66-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-66-His-Personality/Chapter-66-source-text.md new file mode 100644 index 0000000..ef754ca --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-66-His-Personality/Chapter-66-source-text.md @@ -0,0 +1,132 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-66: His Personality +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 279–283 +- **Pages without text**: none +- **Note**: Work: *A New Christ*, section 1 of 8. Includes the work's title page. + +--- + + +A New Christ +Table of Contents +Chapter 1 - His Personality +Chapter 2 - His Attitude +Chapter 3 - His Teachings About Man +Chapter 4 - His Teachings About Wealth +Chapter 5 - The Apostles and Their Failure +Chapter 6 - The Source of Power +Chapter 7 - Attaining Cosmic Consciousness +Chapter 8 - Demonstration and Attainment + + +Chapter 1 - His Personality +Table of Contents +This series will not be an attempt to prove something about Christ; it will be an +effort to ascertain by scientific study, what He was, how He lived, and what He +taught. Too many people have studied Jesus from the standpoint of some +preconceived notion of Him or His mission, such an attitude always leads to +erroneous conclusions. +The common concept of Christ was given to the church by the priests of the dark +ages, at a time when a religious ideal was wanted which should induce men to be +content with slavery, and to bow their necks to every kind of wrong and +oppression; and this concept was drawn almost wholly from the poetry of Isaiah; +the Christ of the churches is the Christ of Isaiah, and our ideas of Him are not +drawn at all from an impartial study of the history of His life. +Such passages in the prophecies as; "He is despised and rejected of men; a man +of sorrows and acquainted with grief; and we hid, as it were, our faces from him; +he is brought as a lamb to the slaughter, and as a sheep before her shearers is +dumb, so he opened not his mouth," have been quoted to show His character, and +the meekness and humbly submissive spirit with which He endured wrong and +injustice; and we have had held up as the ideal man a despised, friendless, +poverty-stricken laborer whom the upper classes regarded with scorn because of +his lowly origin and station; who had no friends save fishermen, laborers, +outcasts and sinners; who was often shirtless and hungry, and who bore insults +and persecutions with meek submission, and walked about in a scornful world +with his hands always uplifted in loving benediction. +This character has too long been offered as the Christian ideal; Be meek, Be +submissive, Be lamb-like or sheep-like. Bow your head before the persecutor, +and offer your back to the shearer. Rejoice when you are fleeced; it is for the +glory of God. It is a good religion for the man with the shears. + + +The Christ who was held up in the old fashioned orthodox pulpit is a weak +character. He is not the kind of a man we would nominate for president, and his +followers have very little faith in him as an organizer. +No railroad magnate of today would make him foreman of a section; and if it +were broadcast over the country tonight that the president of the United States +had resigned and that Jesus would be inaugurated tomorrow, 95 percent of the +Christians there would draw their money out of the banks for fear Jesus might +start a panic. +What we propose to do now is to ascertain by a study of the four gospels in the +light of history whether this is the real Christ; and if not, to find what the real +Christ was like. +The Real Jesus Christ. In the first place, then, Jesus could not have been +despised because He was a carpenter, or the reputed son of a carpenter. Custom +required every Jewish Rabbi or teacher to have a trade. We read in the Talmud of +Rabbi Johanan, the blacksmith, and of Rabbi Isaac, the shoemaker, learned and +highly honored men. Rabbi Jesus, the carpenter, would be spoken of in the same +way. St. Paul, a very learned man, was a tent-maker by trade. +At that time, and among that people, Jesus could not have been despised for His +birth and station. +And He was popularly supposed to be of royal blood, being saluted as the son of +David; His lineage was well known. The people who cried "Hosannah to the son +of David" knew that He was an aristocrat of the aristocrats; a prince of the royal +house. He was not "lowly" in birth, nor was He supposed to be so. On this point +I refer you to Matthew 9:27; Matthew 15:22; Matthew 20:30; Matthew 21:9; M +ark 10:47. +He Was Educated. Second, He could not have been despised for His ignorance, +for He was a very learned man. Whenever He went into a synagogue He was +selected to read the law and teach the congregation, as the one best qualified for +that work. Luke says; "There went a fame of Him through all the region round +about, and He taught in their synagogues, being glorified of all." In those times +of fierce religious disputation, no unlearned man could have held his own in +such fashion. He must have been letter-perfect in the books of the Jewish law, +for He was always able to rout His adversaries by making apt quotations from + + +their own books. Even His enemies always addressed Him as Master, or Teacher, +acknowledging His profound learning. On this point, read Matthew 13:54; Mark +12:24-34; Luke 4:14-15; John 7:19-23; John 10:34. +Jesus Had Plenty. Third, He was not despised for His poverty, for He had many +wealthy and influential friends, and knew no lack of anything. Lazarus and his +sisters, whose home was always open to Him, were people of consequence; for +we are told that "many of the Jews" came to comfort the sisters when Lazarus +died. +Luke says that Joanna, the wife of Chuza, the king's steward, and other women +"ministered unto him of their substance"; that is, they were supporters of His +work. +The king's steward was a high official, and his wife would be a prominent lady. +Joseph of Arimathea, who came to get the body of Jesus, was a well- to-do man. +So, probably was Nicodemus. +Jesus healed the sick in the families of rulers and high officials, and they appear +to have responded liberally in supplying His financial needs. +True, He held no property and bought no real estate; but He dressed expensively, +lived well and never lacked for money. When He was crucified the soldiers cast +lots for His clothing because it was too fine to cut up, as they would have done +with the garments of an ordinary man; and on the night of His betrayal, when +Judas went out, it was supposed by the others that he had gone to give something +to the poor. It must have been their custom to give away money, or how could +such a supposition have arisen? In that country and climate, the wants of Jesus +and His disciples were few and simple, and they seem to have been fully +supplied. He wore fine clothes, had plenty to eat and drink, and had money to +give away. Read Luke 8:1-3; Luke 5:33; Luke 23:50; John 11:19; John 12:2; +John 19:23. +Jesus Was Not Humble. Fourth, Jesus was not humble, in the commonly +accepted meaning of the word. He was a man of the most impressive, +commanding and powerful personal appearance. He "spoke as one having +authority" and "his word was with power." +Frequently, we are told, great fear and awe fell upon the people at His mighty + + +words and works. In one place they were so frightened that they besought Him +to leave; and John tells how certain officers sent to arrest Him in the market +place lost their nerve in His commanding presence, and went back, saying +"Surely, never man spake like this man." +On the night of His arrest a band of soldiers approached Him in the grove and +asked for Jesus of Nazareth; and when He answered "I am he," such was His +majesty and psychic power that they prostrated themselves; "they went +backward," the account says, "and fell to the ground" (John 18:6). +To be like the Christ of the four Gospels, one must be learned, well dressed, well +supplied with money, and of noble and commanding appearance, speaking with +authority, and having tremendous magnetic power. And now, what was His +attitude toward His fellow men? diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-67-His-Attitude/Chapter-67-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-67-His-Attitude/Chapter-67-source-text.md new file mode 100644 index 0000000..e4a9bc9 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-67-His-Attitude/Chapter-67-source-text.md @@ -0,0 +1,113 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-67: His Attitude +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 284–287 +- **Pages without text**: none +- **Note**: Work: *A New Christ*, section 2 of 8. + +--- + + +Chapter 2 - His Attitude +Table of Contents +One of the very best ways to reach an understanding of Jesus is by studying His +reasons for taking the title He assumed - the Son of Man. He rarely spoke of +Himself in any other way. This term, Son of Man, was common in the Jewish +prophecies, and in the current conversation of the times, and it was simply an +emphatic way of saying "Man." If you wished to emphasize your fealty to +democracy, you might say "I am a son of Thomas Jefferson"; and if you wished +to emphasize your fealty to humanity, you would say as Jesus did. "I am a son of +man." +The World Jesus Lived In. The Roman empire was a great taxing machine. In its +conquered provinces, the people were left, as far as possible, with their own +local government and institutions of justice, the function of the Roman officials +being to extort tribute, or collect taxes. Every form of extortion and oppression +was practiced by the governors, procurators and tax collectors upon those who +had property. Open robbery, torture, kidnapping, false accusation and +imprisonment might be visited upon the man who had money to tempt the +cupidity of the higher powers; and as the oppressed property owners had no way +of meeting the exactions of the government but by exploiting the poor, the +condition of the masses was pitiful indeed. +You will readily see that the business, and property-owning class had to get the +money to pay their taxes by exploiting the multitude in some way. It is an +economic axiom which is indisputable that all taxation of whatever kind, upon +whomsoever levied, must at last be wrung from the hard hands of the producers; +no one, however, seems to comprehend this fact as little as the producers +themselves. They strenuously reject all offers of deliverance, and generally kill +those who try to help them. +Jesus received His only real and permanent following from among the middle + + +class, as we shall see, and was crucified by the workers, whom He was trying to +deliver from oppression. It was no middle class mob which demanded the +liberation of Barabbas and howled for the blood of Christ. +To give you an idea as to how oppressive the Roman taxation was, we may +estimate from certain passages in Josephus that the private income of Herod the +Great was three and one-half millions of dollars a year. That is vastly less, of +course, than the income of our John D. Rockefeller; but our Herods have a much +larger, richer, and more populous country to levy taxes on, and they have +discovered methods of extortion which lay the crude ways of the monarchs of +antiquity very far in the shade. The enormous sums which were collected from +the little province of Galilee brought the unhappy workers down to the last +extremity of destitution; they could go no lower and live. +The Sects of Jesus' Day. In Judea at this time were several religious sects, which +were also, in a way, political parties, scheming for prestige and power, and for +influence with Rome. The Pharisees, Sadducees, Essenes, Samaritans, etc., +disagreed upon various questions, as the existence or non-existence of angels, +the resurrection of the dead, baptism, and so on. The strife between these parties +was desperately acrimonious and bitter, often to the point of open violence. You +will notice as you read that they were always ready to "take up stones" to end a +dispute; riots were of daily occurrence in the streets of Jerusalem, and only the +psychic power and commanding personality of Jesus saved Him from being +stoned by these religious mobs. Read Luke 4:28-30; Luke 20:6; John 8:59. +The leaders of these sects were, of course, of the middle, or property-owning +class; but the rank and file were the common masses, sunk in the most abject +poverty - taxed, beaten, robbed, outraged, slaughtered, with no voice lifted +anywhere in their behalf. No one, Jew or Gentile, thought for a moment of +demanding justice for the mongrel multitude. +It is said of Jesus that He "had compassion on the multitude, because they +fainted, and were amazed, and were like sheep without a shepherd" (Matthew +9:36). They had then, as now, plenty of shepherds to baptize them, to interpret +prophecy for them, to instruct them in "spiritual" things; but none to demand a +lightening of their burdens - none to cry out, in their behalf, for justice. +The principal care of the shepherds was that the flock should be so doctrinally +correct that they would never, never consent to be sheared by the opposing party. + + +The New Thought of Jesus' Time. Into this maze of oppression, taxation, murder, +outrage and theological discussion comes the grand, strong figure of this young +prince and scholar, saying; "The Spirit of the Lord is upon me, for he hath +anointed me to preach good news to the poor. I am no Pharisee; I am no +Sadducee, Essene, or Samaritan; I am a man. I come, not in behalf of Pharisaism +or Samaritanism, but in behalf of humanity." +Here was an altogether different religious attitude; He had no "ism" to build up; +His only creed was justice, His only doctrine the square deal. No wonder they +were "amazed at his doctrine." +No wonder His "word was with power." +No wonder they said, "he speaketh as one having authority." Jesus said of +Himself that the father had given Him authority to execute judgment because He +was man (John 5:27). That is the only reason God could possibly have for giving +authority to any man; if there is a man anywhere today upon whom the divine +sanction rests, it is not because he is a Pharisee, a Methodist, Presbyterian, +Republican or Democrat, but because he is a MAN. +And it is further true that amongst all those who claim leadership by virtue of +divine authority we may apply this test with certainty - that the man who stands +for humanity, first, last and all the time, against all vested interests, religious and +economic, is the man who stands as Jesus stood. +The man who stands for humanity against the vested religious interests of his +time frequently is called an infidel; and the man who stands for the propertyless +against the vested political and economic interests of his time is called a traitor. +Jesus was crucified on the charges of infidelity and treason, and He was guilty +on both counts. +Let no one be too horrified here to proceed further; for there are no prouder titles +when justly held than the terms Infidel and Traitor. It was a grand saying of +Wendell Phillips; "Write upon my grave. Infidel-Traitor; infidel to every church +that compromises with wrong; traitor to every government that oppresses the +poor." +The most sinful infidelity is not being unfaithful to some church, but being +unfaithful to the truth; and the vilest treason is not turning against some +government, but turning against the weak and helpless. This was the attitude + + +which Jesus took; He gave expression to all this when He took the title which +made Him the champion of humanity - when He said, "I am the Son of Man." +We will now take up the consideration of His teachings. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-68-His-Teachings-About-Man/Chapter-68-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-68-His-Teachings-About-Man/Chapter-68-source-text.md new file mode 100644 index 0000000..ec9bf60 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-68-His-Teachings-About-Man/Chapter-68-source-text.md @@ -0,0 +1,124 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-68: His Teachings About Man +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 288–291 +- **Pages without text**: none +- **Note**: Work: *A New Christ*, section 3 of 8. + +--- + + +Chapter 3 - His Teachings About Man +Table of Contents +If Jesus was a Savior, He came to save mankind, collectively and individually, +from sin, from Error; for there is nothing but error to be saved from. That is what +He says of Himself, in John 18:37; "To this end was I born, and for this cause +came I into the world, that I should bear witness to the truth." +A lost world is a world which has lost the truth about life; and a lost man or +woman is simply one who has lost the truth about life; and there is no other way +under heaven to save the lost but by telling them the truth about life. +This simple sentence in which He concisely states His mission lets in a flood of +light upon His theory of life; He came to save from sin, disease and poverty by +telling the truth. Then sin, disease and poverty are untruths; that is, they are +wrong ways of living. We will consider first His broader and more generic +application of truth, and later, His application of it to the individual. +In the sermon on the mount, He says (Matthew 5:21-22); "Ye have heard that it +was said by them of old time, thou shalt not kill; and whosoever shall kill shall +be in danger of the judgment; but I say unto you, that whosoever is angry with +his brother without a cause shall be in danger of the judgment; and whosoever +shall say to his brother Raca, shall be in danger of the council; but whosoever +shall say Thou fool, shall be in danger of hell fire." The phrase, "thou fool," as +we understand it now, does not give the meaning of the original at all; it would +be better rendered by some such phrase as "you are of no value" or "you are +good for nothing." +I can make His meaning clear, I think, by an illustration. I was sitting in a hotel +lobby, once, when the news came of a coalmine horror in which a number of +poor fellows lost their lives. Two well- dressed men near me were discussing the +affair, and one said; "Oh, well, it's only a couple of Huniaks less. A million more + + +are ready to step into their shoes tomorrow; the world hasn't lost anything." +Jesus says whosoever shall speak of a man as that man spoke, is in danger of hell +fire. That man, and those who think and speak as he does, are the real murderers +of all who die in mine and mill and under rolling wheels; they make the +slaughter possible by cheapening the estimate that is put on the value of a human +life. Whosoever talks of "cheap" people, and of "lower" classes, and insists that +some are especially valuable to God, and that others are their "inferiors," will go +to hell, said Jesus; and I think He was right. +A little farther on in His life, we shall see how He proved it, and on what great +natural fact He based His assertion. I have given you the exact meaning of the +quoted passage, and the only meaning which may legitimately be drawn from it. +Turn now to the 12th chapter of Matthew and read the first eight verses. +The Sabbath. There you find that the disciples were crossing the fields on the +Sabbath day, and that they plucked the ears of corn, and ate as they went. This +gave great offense to the Pharisees. They were not offended because they took +the grain, for, under the Jewish law, the right of the hungry wayfarer to life +transcended the property rights of the owner of the field; none might say the +famished man nay, if he chose to pluck and eat. It was not to a theft of grain that +the Pharisees objected, but to the fact that the plucking and eating were done on +the Sabbath day. The Pharisees believed that the one thing most valuable to God +was their church with its institutions and observances. They would not break the +Sabbath to feed a hungry man, or to heal a sick man, because they thought the +Sabbath was more valuable to God than the man. +And so they complained to Jesus, and He answered them, "Have ye not heard +what David did, when he was hungry; he and they that were with him?" and He +went on to tell them from their own scriptures, in which, as I have said, He was +letter-perfect, how David and his followers went into the temple and took the +sacred shew bread and ate it - and God approved. "One standeth here," said +Jesus, "greater than the temple." +"The (son of) man is lord of the Sabbath day." That is, God cares more for a +hungry man than He does for a holy day or house. In the second chapter of +Mark, where the same story is told, He adds, "The Sabbath was made for man, +and not man for the Sabbath." + + +Organizations. Here is brought out and sharply defined the issue between Jesus +and His opponents. They were exalting the temple, the worship, the Sabbath, the +ceremonial; He exalted the man. They declared that God was working through +humanity to build systems and institutions; He declared that God was working +through systems and institutions to build humanity. And I, for one, agree with +Jesus. I feel no reverence for buildings; even though they are magnificent +structures, where the dim light falls through stained glass windows upon the +sculptured forms of saints and angels, where robed priests chant in solemn +cadence; these things move me little. +But when I stand in a schoolroom and look into the bright faces of a hundred, +boys and girls - when I stand in the crowded marketplace, or in a mill or factory +where my brothers and sisters toil to supply the needs of the world, and I +remember that every soul before me contains possibilities as boundless as the +universe itself; when I stand in the presence of this toiling, seeking, loving, +suffering, glorious, common humanity, I bare my head and bow in reverence, for +here, indeed, I am in the presence of Almighty God. One is here greater than the +temple, greater than the Sabbath, greater than the system, greater than the +institution, greater than the Church or State. +God has a higher call for man than the keeping of certain days and places holy. +This whole earth is a holy place, because it is consecrated by the love of God to +fulfill His purpose in unfolding the high destiny of man. +Little Children. In the 18th chapter of Matthew you will read how Jesus took a +little child and set him in the midst, of them, and said; "Whosoever shall humble +himself as this little child, the same shall be greatest in the kingdom of heaven"; +and He went on to assert that whatsoever should offend the child had better be +cast into the sea. +You will get a good idea of the prevailing misconception concerning Jesus and +His times if you study the pictures you commonly see of the scene where He +blessed the little children. He is always shown to us surrounded by prettily +dressed women, who are bringing nice clean babies for Him to love and bless; +and it looks very easy for one to humble himself as one of those. +But turn back to our description of the condition of the masses in His day, and +you will get a different idea. That was a slave child that He set in the midst of +them; unwashed, uncombed, covered with vermin and noisome sores repulsive + + +to every sense; a child of the abyss, in the darkest period of the world's history. +And what could He mean by telling us to humble ourselves as such a child? Is it +that we should be childlike in spirit, teachable, credulous? No; there is only one +way. Stand beside that child of the gutter, and say; "Before God he is as good as +I. He is entitled to everything that I claim for myself and for my children, and I +will not rest until all that I demand for my own is his also." Then you will have +humbled yourself as the little child by acknowledging his equality with you, and +then you will begin to be great in the kingdom of heaven. +"Whosoever shall offend one of these little (slaves?) ones, it is better that a +millstone shall be hanged about his neck, and he were cast into the sea." Yes, any +man, or woman, or railroad system, or financial system, or industrial order or +disorder that stands between the poor man's child and life, is under the curse of +God. It is better that all the corn crops of a thousand years be lost, than that the +least injustice shall be done to one such little child. That is what Jesus taught; +and it is not to be wondered at that He was crucified. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-69-His-Teachings-About-Wealth/Chapter-69-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-69-His-Teachings-About-Wealth/Chapter-69-source-text.md new file mode 100644 index 0000000..1c29560 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-69-His-Teachings-About-Wealth/Chapter-69-source-text.md @@ -0,0 +1,136 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-69: His Teachings About Wealth +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 292–295 +- **Pages without text**: none +- **Note**: Work: *A New Christ*, section 4 of 8. + +--- + + +Chapter 4 - His Teachings About Wealth +Table of Contents +One day Jesus was teaching the people, and He said, in substance; "Why are you +worried about things to eat, and to wear". Look at the birds; they have not a +fraction of your intelligence; they do not know enough to sow, or reap, or gather +provision for the future; and yet they have no famine. You, with your great +intelligence, surely ought to be able to live with more ease and safety than the +lower orders of life; yet the only fear and anxiety are to be found among men. +Seek the kind of kingdom your Father wants; a perfectly righteous order of +things, and you will have plenty of everything." +This is a rather free translation of Matthew 6:25-34, but it is a very accurate +rendering of the meaning of the original; much more accurate than that given by +the King James version. +And I wish here to give you a word of caution. I frequently receive letters from +people who lay great stress on the interpretation of some particular passage from +the New Testament, and even on that of some single word; as if the letter of it +was a perfect and infallible guide. Now, remember that Jesus taught and spoke in +the Aramaic, a dialect which had entirely supplanted the Hebrew among the +Jews of Palestine, and that His sayings, in that language, were held in memory +about seventy years before they appeared in the Greek, written in the +manuscripts of the gospels; and that from the Greek they were translated into the +English of 500 years ago, in our King James version. Five hundred years ago +many words in our language carried meanings which are lost now; and so you +will see how foolish it is to pin so much faith on single detached sayings and +passages, which may not at all convey the meaning He gave to them. We never +can understand him until we study his teachings as a connected whole. +Wealth for All . On the face of things it would look as if He told the truth when +He said that there was no need for worry. There is no lack of the things needed, + + +and where there is no lack there is no necessity for worry. This world would +produce food, under intensive cultivation, for more than ten times its present +population. It would produce the fabrics wherewith to clothe ten times its present +population finer than Solomon was arrayed in all his glory. It would furnish +building material sufficient to erect a palace larger than the Capitol at +Washington for every family now living, and there would be material enough left +over to house another generation. +Our Father has provided the raw material for all the things essential to life, and +He has provided a thousandfold more than we can use. The race, taken as a +whole, is rich; immensely rich; it is only individuals within the race who are +poor. +The satisfaction of human needs is a problem of machinery and organization, +and the machinery is pretty well perfected; it is now, then, a matter of +organization. +Seek the Father's Kingdom, says Jesus, and you solve the bread and butter +problem. Does that sound like a rational interpretation of the passage we are +speaking of? Turn to the 12th chapter of Luke, and read the parallel passage. +The Kingdom of God . Now, what did He mean by the kingdom of God? +Practically all commentators agree, now, that He did not mean a distinct Heaven, +which we cannot enter until we die; and they agree, also that He did not mean a +church like the one we have now. +If you can conceive of the church as expanded until it filled the whole earth; all +the people united in one, and all practicing what the churches preach now, that +would be very like a Kingdom of God as Jesus describes it. +He illustrates it by showing that the birds know no anxiety; they live in the +Father's kingdom. They all, alike, have access to the Supply. There is no bug +trust, and no shrewd bird has, as yet, cornered the worm market. W hen, instead +of going freely to the Great Supply, the birds begin to compete for the limited +portions of it, there will begin to be an anxiety among them. There can be no +Father's kingdom unless all can have equal access to the Great Supply. +Equality and Democracy. You will find this confirmed in the twenty-third +chapter of Matthew, in the first twelve verses. Here He lays the foundation of the +kingdom in the fact of the Fatherhood of God, and I will call the attention of the + + +literalists especially to the fact that the sayings were addressed "to the multitude" +as well as to His disciples. +He assures them all that God is their Father, and that they are brethren; and that +hence, they should not compete for the best place at the feast. If, instead of +struggling with each other, you will go lovingly to the feast together, is there not +enough for all? Let there be no striving for mastery, or power over one another; +just plain equality and democracy, says Jesus, and no one will have to bear a +heavy burden anymore. +Suppose the father of a family should see his children gather around a table, +where he had provided for them as bountifully as our Father has for us; and +suppose that the largest boy should get to the table first and gather all the best +food around his plate. W hen his little sister reaches for a nice piece of cake he +slaps her; he strikes back the out stretched hands of the others, and says: +"Get away! Our father put this here, and I am the first one to get to it; so it is +mine. Get away" (strike, push, shove) and, looking up to his parent, he addresses +him thus: "Our father (biff), thy kingdom come (bang), thy will be done +(whack)." +Would not that father say, "M y will will not be done until you, with your +brothers and sisters, go together to the Supply I have provided." +And if the large boy should say then: "Well, father, I will hold it as your trustee, +giving to the others as I think it best for them, and seeing that all is done +decently and in order," would not the father say, "I do not want benevolence, or +charity, or self-denial, or Sabbath observance, but that each one shall go freed to +the Supply for all that he needs." +The idea of Jesus appears to be that if each one will go freely to the Supply, there +can be no poverty or lack of any kind; and His idea appears to be sound. If the +supply is super-abundant, and all go freely to it, how can anybody have lack? +The trouble is that we have our eyes fixed, not on the Abundance, but on the +Uppermost Place. +It is as if there were a mountain of gold, to which we might go for wealth, but on +our way thither we find a few scattering nuggets which have been washed down +by the rains, and we stop to fight for the possession of these fragments, and so +lose the whole. + + +In this connection, look up the parallel passages in Luke, and note the one in the +twenty-second chapter, where He cautions them against that most insidious of +temptations, the desire to pose as a "benefactor." No benefactors are needed +where all may go to the Supply. You are to serve by inviting men to the feast, not +by handing them a few crumbs from your own plate. It is not possible that there +should be benefactions, benefactors or charity in the kingdom of God; so long as +there is need for these things we are not in His kingdom. +And how can we hope to establish the kingdom by practicing things which do +not belong to it? +"Love Thy Neighbor" +It is in this light that we must consider His command to love one's neighbor as +one's self. W hat does it mean, this loving one's neighbor as himself? Suppose +my wife and I sit down to lunch; and there is nothing on the table but a crust of +bread and a piece of pie. And suppose that I hastily grasp the pie, and say; "My +dear, I certainly love you devotedly; I do wish you had some pie, also," and I +swallow it, and leave her the crust; have I loved her as myself? If I love her as +myself, I will desire pie for her as intensely as for myself, and I will try as hard +to get it for her as for myself. +If I love you as myself, what I try to get for myself I will try to get for you, and +what I try to get for my children I will try to get for your children, and I will no +more rest under an injustice done to you or yours than if it had been done to me +or mine. +And when we all desire for everybody all that we desire for ourselves, what is +there for us to do but to stop competing for a part and turn to the abundance of +the Great W hole, which is the Kingdom of God. +In the next chapter we will consider how the apostles went about solving the +problems of supply, and why they failed. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-70-The-Apostles-and-Their-Failure/Chapter-70-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-70-The-Apostles-and-Their-Failure/Chapter-70-source-text.md new file mode 100644 index 0000000..3c2cfca --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-70-The-Apostles-and-Their-Failure/Chapter-70-source-text.md @@ -0,0 +1,130 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-70: The Apostles and Their Failure +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 296–299 +- **Pages without text**: none +- **Note**: Work: *A New Christ*, section 5 of 8. + +--- + + +Chapter 5 - The Apostles and Their Failure +Table of Contents +No one who studies carefully the teachings of Jesus can doubt that by the +phrases, "Kingdom of Heaven" and "Kingdom of God," He meant such a +righteous adjustment of social relations as would have revolutionized the Society +of His day; or which, if applied in our time, would revolutionize the society of +this day. +You will get this idea pretty clearly if you study His use of the term "this world," +and His comparison of the "world" with the kingdom. When He speaks of the +"world" He never means the earth; He always refers to the existing social and +governmental order; the world of men; organized society. He speaks of this +world as a living, sentient thing; as loving, hating, etc.; and it can hardly be that +He refers to the senseless clods and stones composing the material planet on +which we live. +Thus in John 17:14, He says: "The world hath hated them, because they are not +of the world." +In the same chapter He speaks of His disciples as being in the world, but not of +the world; as being sent into the world; and He prays that the world may believe, +and that the world may know. In the two preceding chapters He speaks of the +world as being overcome. Follow this clue through all His teachings, and you +must conclude that by the "world" He means the existing order of human +relationships. +The World and the Kingdom . Having come to an understanding of this, we can +appreciate the contrast He draws between the world and the Kingdom. His +Kingdom, He says, is "not of this world"; that is, it is not on the same basis as +the world's kingdoms. "If My kingdom were of this world, then would My +servants fight" (John 18:36). + + +In the world's kingdoms they fight; in His Kingdom they co-operate. +In the world's kingdoms they sustain the relationship of master and servant; in +His Kingdom, they are "friends" (John 15:15) (See also M atthew 23:10). +The world's kingdoms are divided against themselves (M atthew 12:25), but in +God's Kingdom they do not try to conquer or master one another. That is the +essential thought of the life of the Kingdom - that there shall be no seeking for +power over other men; over against it He places the essential thought of the +world-life, which is the strife for power, and for the uppermost place. +So, when they sought to make Him king by force (John 6:15), He refused, +because that would have been placing His Kingdom on the world basis of strife +and competition, and a kingdom over which Jesus ruled by force of arms would, +after all, differ from the world kingdoms only in degree, and not in principle. +The only kingdom in the establishment of which He could assist was the Father's +Kingdom; a co-operative commonwealth, in which all should have access on +equal terms to God, and to the Great Supply. +So He sends His followers out, not to fight or conquer, but to go as lambs among +wolves, and by teaching and living to transform the insane and struggling world +into a vast brotherhood. He believed that He had overcome the world by His +demonstration, and that it must soon come to its end. +The End of the World . This brings up another point for our consideration. When +He speaks of the "end of the world" it is apparent that He is not referring to some +tremendous cataclysm which shall destroy the planet, but to a social change; a +world revolution. In the twenty-fourth chapter of Matthew, He does, indeed, give +some symbolical pictures of the darkness of the sun and moon, etc., which He +quotes from the prophecies; but as we shall see in a future chapter, the "coming +of the son of man" meant to Him, not His own personal return to establish a +spiritual force-kingdom, but the awakening of racial M an, and his entrance into +his heritage. W hen M an awakes and enters into his own, the world will be +ended and the Kingdom will begin; that is the Coming of Man, which the +prophets foretold. +That is the way Jesus interpreted them, as you will see if you study Him +carefully and without prejudice. He does not appear to have had any idea that the +planet would "come to an end"; or that He would actually come in personal + + +presence to do what He steadfastly refused to do while here - set up a kingdom +based on force. +The apostles caught this concept of the Kingdom, and they set forth with joyous +confidence to build a united and harmonious world. +Read the second and fourth chapters of the Acts, and read the writings of the +early Christian fathers, and you will see that their idea was not to build an +institution for worship, in a bad world, but to build the world itself into a +righteous, united and orderly society. Property was held in common, and there +was no poverty among them which was not shared by all, and no riches which +were not enjoyed by all. +The early Christian societies were little commonwealths, and the inspiring +purpose to which they held with intense enthusiasm was the building of the +world into one great commonwealth. +The apostles were communist organizers, and the purpose of Jesus as understood +by them was the establishment of a communistic state which should grow up +within the kingdoms of the World, and absorb them all, not by force, but by +conquest of truth; by evangelizing the world, by educating it to the brotherhood +ideals and methods. +Their dream was a world of Man, where the united efforts of all should center in +the development of the little child; it was this glorious vision which gave virility +and power to their preaching, and it was the loss of this vision which cost the +church its spiritual power. The church of today is alive in proportion as it +receives this world-vision; as it sees the kingdom and helps reorganize society. +Why Communism Fails . We may here consider for a moment why the +communistic experiment failed, and we shall find the reason easy to get at. +Communism has always failed, and always will fail, because it interferes with +the Great Purpose, which is the complete development of the individual soul. It +extinguishes the individual in the mass, and takes all initiative from him. +Seeking to prevent him from gaining power over other men, it robs him of power +over himself. It destroys individuality for man can develop only by the free +proprietary use of everything he is individually capable of using. +Capitalism robs the majority of men of the opportunity to make proprietary use +of the things necessary for their individual development; Communism would rob + + +all men of this opportunity. In this, both are the opposites of Christian socialism. +Christian Socialism . Socialism would tremendously extend private property. Its +cardinal doctrine is that the individual should own, absolutely and without +question, everything which they need or can use individually; and that the right +to hold private property should be limited only when we come to those things +which a man cannot operate without exploiting other men. Man, under socialism, +may acquire and hold all that he can use for his own development; but he may +not own that which makes him master of another man. +As we approach socialism, the millions of families who are now propertyless +will acquire and own beautiful homes, with the gardens and the land upon which +to raise their food; they will own horses and carriages, automobiles and pleasure +yachts; their houses will contain libraries, musical instruments, paintings and +statuary, all that a person may need for the soul-growth of themselves and theirs, +they shall own and use as they will. +But highways, railroads, natural resources, and the great machines will be owned +and operated by organized society, so that all who will may purchase the product +upon equal terms. Socialism, when properly understood, offers us the most +complete individualism, while communism would submerge the individual in the +mass. +The apostles failed because communism is a failure in the nature of things, while +the world, at that time, had not evolved far enough to make socialism possible. +They tried to establish for all a life which was only possible to a few. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-71-The-Source-of-Power/Chapter-71-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-71-The-Source-of-Power/Chapter-71-source-text.md new file mode 100644 index 0000000..679c643 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-71-The-Source-of-Power/Chapter-71-source-text.md @@ -0,0 +1,130 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-71: The Source of Power +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 300–303 +- **Pages without text**: none +- **Note**: Work: *A New Christ*, section 6 of 8. + +--- + + +Chapter 6 - The Source of Power +Table of Contents +Jesus ascribed all His marvelous power to the mental relationship which existed +between Himself and the Father. He uses the terms Father and God +interchangeable, and says: "My father, of whom ye say that he is your God" +(John 8:54). +And in His talk with the Samaritan woman, He explains clearly His conception +of God, declaring that "God is Spirit" (Not A Spirit, as the King James version +has it), and that He is not to be worshipped in some particular place like +Jerusalem, or on some specially consecrated mountain, but may be approached, +or worshipped in spirit and in truth, anywhere. +The Father, as described by Jesus, is Universal Spirit, working in all, through all, +and FOR ALL. He describes this spirit as making the sun to shine, and causing +the rain to fall, and so as being the POW ER behind nature; as clothing the lilies +of the field, and causing the hair to grow on man's heads, and so as being the one +and only LIFE; as quickening and leading men to truth and so as being the one +and only INTELLIGENCE. +Every man is a God, according to Jesus, because it is Spirit which lives in man; +He said to them: "Ye are Gods" (John 10:34). Spirit holds the earth in its orbit, +makes the sun rise, sends the rain, and causes the coming of seedtime and +harvest; Spirit lives in the lily and clothes it finer than Solomon was arrayed in +all his glory; Spirit lives in man. +There is only one power, only one life, only one intelligence. +Unity of Man in God . As I have said, Jesus ascribed all His power to His +conscious unity of mind with this One Intelligence. "I and my father are one," +said He. "I do always his will." + + +And He went on to declare that because He always did the will of Spirit, +Universal Spirit worked in and through Him. "I do always those things that +please him," said he (John 8:29). "I come, not to do mine own will, but the will +of him that sent me." "I seek not mine own will, but the will of him" - and so on. +He made it perfectly plain that it was because of this unity of mind with the +Father - which we call cosmic consciousness - that the Father could work +through Him. +Because I will to do his will, said Jesus, my father and I act as one; and so it is +not I that do the works, but the Father that worketh in me. He was consciously +one with the one Spirit, and so all power in heaven and earth was at His service; +He was consciously one with the one Life, and so He could transfigure His body, +and heal others; "there went out from him a virtue (a realization of truth) that +healed them all"; He was consciously one with the one Intelligence, and so all +knowledge and all wisdom were His. +This is a point we must not lose sight of; that all that there is in the life of Jesus +which transcends the ordinary, He positively declares to be due to His cosmic +consciousness; to unity of mind and will with the All-Spirit. +Cosmic Consciousness . I will quote you a few more passages on this point; "He +that sent me is true, whom ye know not; but I know him" (John 7:28-29). "I +know him, and keep his saying" (John 8:55). "The son can do nothing of himself, +but what he seeth the father do" (John 5:19). "As the father knoweth me, even so +know I the father" (John 10:15). To "know" the father can have but one meaning; +and that is to be conscious of Spirit; to have my own consciousness so unified +with the consciousness of Spirit that what Spirit knows I know; what Spirit sees I +see; and what Spirit does, I do. +My father is greater than I; I proceeded forth and came from Him; but if I unite +with Him in consciousness, He is in me and I in Him, and He and I are one. +Jesus declares that this cosmic consciousness is the source of all power; He +demonstrates that it is perfect health, both in His own person, and by healing +others; "and this is life eternal to KNOW thee" (John 17:3). He asserts that it +gives perfect wisdom - "The father loveth the son, and showeth him all things." +"My judgment is true; for I am not alone, but I and the father" (John 8:16). +And He asserts that it is wealth; "All things that the father hath are mine" (John + + +16:15). +Christ's Brothers . He does not trace His power to something peculiar about His +birth, but to His conscious unity with Spirit. +He does not say that God is His father alone, but that He is our father. He says; +"One is your father, and all ye are brethren." +He says in the sermon on the mount; "It is your father who feeds and cares for +you; be his children in mind and will, as you are in fact." +He does not assert that He is a demi-god, and that we are men; but that He is +God, and we may be God, too, if we will; "He that willeth to do the will of God, +shall know"; "shall enter the kingdom," and so on. +"The works that I do, ye shall do also; and greater works than these shall ye do." +The consciousness that He had, He seems to think quite possible for all of us; +"That they may all be one," he prays, in the seventeenth chapter of John, "as +thou, Father, art in me, and I in thee, that they may be one in us." "I in them, and +thou in me, that they may be made perfect in one." What He is, we can any or all +of us become, He says. +Jesus' Relationship to God . It is not within the scope of this little book to study +whether Jesus really was born in a different way from other people; that inquiry +must be reserved for a more pretentious work. But this is quite certain, that He +Himself made no claim to being different from the rest of us, except as to the +extent of His consciousness. +He was conscious of a relationship with Spirit which the world knew nothing +about; this relationship existed for the world as well as for Himself, whenever +the world would recognize it, and enter into it. And for all to enter into this +conscious unity with Spirit would save the world from sin, sickness, ignorance +and poverty; it would establish the Kingdom of God. +He could pray for no greater good than that they might be "one with the Father," +even as He was one with the Father. To be one with the Father is to be one with +Spirit; and to be one with Spirit is to so harmonize with it that thought, life, +power, and wisdom shall come in a continuous inflow from Spirit into our minds +and bodies. + + +Man's Relationship to God . There is, according to Jesus, one Spirit who is all +the power there is, all the life there is, and all the intelligence there is; and this +Spirit has children, who are of the same substances as Himself, and who have +power to think independently, and to separate themselves in consciousness from +Him. +And the power to think independently implies the possibility of thinking +erroneously; if man separates himself in consciousness from God, he is sure to +fall into error, for he can see only an infinitesimal portion of the truth. +Man's life, man's power, and man's wisdom decrease in exact proportion to the +extent of his separation in consciousness from God. +Jesus found a world of men who had lost the consciousness of God, and because +of doing so had become afflicted with the most horrible diseases; had fallen into +the vilest depths of sin and debauchery; had sunk to the lowest levels of poverty +and misery, and were in danger of losing life itself. To this lost and struggling +world, He gave a demonstration of the possibilities of a life of cosmic +consciousness - of conscious unity with Spirit. He demonstrated power over +nature by calming the storm, and precipitating the food elements from the +atmosphere to feed the hungry multitude; He demonstrated the power of Life to +heal the sick; He demonstrated the W isdom which is beyond the limited +consciousness of Man, and He demonstrated wealth; and finally, He +demonstrated power over death. +And He told them how He did what He did, and how any other man might do the +same, and even greater works. +The method of attaining cosmic consciousness we will consider in the next +chapter. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-72-Attaining-Cosmic-Consciousness/Chapter-72-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-72-Attaining-Cosmic-Consciousness/Chapter-72-source-text.md new file mode 100644 index 0000000..b3e99b4 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-72-Attaining-Cosmic-Consciousness/Chapter-72-source-text.md @@ -0,0 +1,119 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-72: Attaining Cosmic Consciousness +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 304–307 +- **Pages without text**: none +- **Note**: Work: *A New Christ*, section 7 of 8. + +--- + + +Chapter 7 - Attaining Cosmic Consciousness +Table of Contents +"And this is Life Eternal: to know God." +Cosmic consciousness or conscious unity with Eternal Spirit can only be attained +by a continuous and sustained effort on the part of man. The extension of +consciousness always requires a mental effort; and this mental effort, when it is a +seeking for unity with Spirit, constitutes prayer. +Prayer is an effort of the human mind to become acquainted with God. It is not +an effort to establish a relationship which does not exist, but to fully comprehend +and recognize a relationship which already exists. Prayer can have but one +object, and that is unity with Spirit; for all other things are included in that. +We do not really seek, through prayer, to get health, peace, power or wealth; we +seek to get unity with God; and when we get unity with God, health, peace, +power and wealth are ours without asking. Study the intercessory prayer, as it is +called, in the seventeenth chapter of John, and you will see that Jesus asks +nothing for men except that they may be one in mind with God. This is the one +thing needful; all other things are contained in it. +Whoever has full spiritual consciousness has health, peace, power and wealth. +Oneness Through Prayer and W ill . Jesus laid great stress on prayer in His +teachings, and demonstrated His reliance upon it in His daily practice. The +gospels abound with references to His praying; to His going apart to pray, +continuing all night in prayer, and so on. +It is evident that His consciousness that He and the Father were one was only +retained by persistently and continuously affirming and reaffirming the fact. This +fact, it must be remembered, is in direct contradiction to our objective + + +consciousness. +We appear to think, live, move and have our being entirely in ourselves and of +ourselves; our physical senses deny the existence of a God. God is not found by +extending the outward or objective consciousness. "God is Spirit," said Jesus, +"and they who approach Him must approach Him through their own spirits." +To attain cosmic consciousness, the effort of prayer must be, first to arouse to +activity the spirit in man and second, to unite that spirit in conscious union with +God. +The spirit of man - the ego - the man himself, is aroused whenever the will acts. +Only the man himself can will; and when he wills it is his whole personality +which comes into action. +We see, then, that Jesus was perfectly scientific in laying down His first +requirement for attaining cosmic consciousness - that one must will to do the +will of God. +He plainly ascribes His own power to His setting His will to do the will of +Cosmic Spirit; and He says; +"He that willeth to do the will of God shall know." +To will to do the will of the Father, to keep His sayings, to do His works; this +was the first step toward unity. And the next was the prayer of faith. +The Prayer of Faith . The prayer of faith is clearly described in Mark 11:23-24. +"W hosoever shall say unto this mountain, Be thou removed, and be thou cast +into the sea; and shall not doubt in his heart, but shall believe that those things +which he saith shall come to pass; he shall have whatsoever he saith. +"Therefore, I say unto you, what things soever ye desire when ye pray, believe +that ye receive them (now), and ye shall have them." +We see, here, that the prayer of faith cannot be offered twice for the same thing. +As soon as you have asked, if you have real faith, your prayer changes to an +affirmation of possession. Having willed to do the will of God, and having asked +God to receive you into Himself, nothing is left you but to declare, "I and my + + +Father are one." +This is the point which has been missed by most commentators - that the prayer +of faith, when uttered, becomes an affirmation of possession. You cannot +continue to pray for a thing when you believe that you receive it; you can only +return thanks and assert that it is yours. +The Process of Receiving . First, will to do the will of God, and then (2) pray +that you may be one with Him; and then (3) affirm, "I and my father are one." +And when you have definitely established in your consciousness the fact of your +unity with Spirit, then draw your deductions of health, peace, power and wealth +from this fact, and affirm them; otherwise you may not demonstrate them, for +while they are all included in the fact of your unity with God, the mere assertion +of that may not bring all the corollaries to your consciousness. +When the disciples came to Jesus asking Him to teach them to pray, He gave +them the Lord's prayer; and it begins; "Thy kingdom come." When one has said +that, he has asked for all there is; in the Kingdom of God no one would be +without daily bread, or suffer evil; but these things are included in the prayer in +order to make the thing prayed for more definite to the understanding. +So, the general affirmation of unity with God is not sufficiently definite to bring +us health, peace, power and wealth; we do not clearly understand that these are +included, and it is better to affirm them. But we must be definite and specific in +our understanding of the fact of our unity with God. +"That Mind which was in Christ Jesus" . "I and my Father are one." That is good, +but it does not convey the idea to the modern mind with sufficient distinctness. +"There is one Intelligence, and I am one with that Intelligence." Better, but +somewhat clumsy. +"There is one MIND, and I am that MIND." That is a most clear-cut and concise +statement of the fact; it would be hard to put it more tersely. +"There is ONE MIND." When you say that, think of the one Intelligence, +permeating all things, vitalizing all things, giving coherence and purpose to all +things. Get your thought fixed on this MIND, so that it seems to you that you can +see and feel it! Then say: "I AM that MIND." + + +It is that MIND which is speaking, when I speak; which is acting when I act. +I-AM-that-MIND. +It takes affirming and reaffirming to get this fact fixed in consciousness, but all +the time you put into the work is most profitably spent. You can well afford to +go, as Jesus did, into the desert to fast and meditate for forty days; you can well +afford to spend whole nights in prayer, if by doing so you can arrive at a full +consciousness of your unity with God. +For then you will have entered the Kingdom. +"There is one MIND, and I am that MIND." Say it continuously, and always +when you say it, try to comprehend all that it means. You; you who speak, are +eternal mind; eternal power; eternal life. +All things are yours, and all things are possible unto you, when once you have +banished the false idea of separateness from your consciousness. +Your word will be with power, and you will speak as one having authority; you +will demonstrate health, power, wealth and wisdom, when the consciousness that +you are the ETERNAL ONE has obtained complete possession of your mind, +objective and subjective. +And you can bring this about; only faith and continuing in affirmation while you +will to do the will of God, are required. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-73-Demonstration-and-Attainment/Chapter-73-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-73-Demonstration-and-Attainment/Chapter-73-source-text.md new file mode 100644 index 0000000..5f1c1db --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-73-Demonstration-and-Attainment/Chapter-73-source-text.md @@ -0,0 +1,136 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-73: Demonstration and Attainment +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 308–312 +- **Pages without text**: none +- **Note**: Work: *A New Christ*, section 8 of 8. + +--- + + +Chapter 8 - Demonstration and Attainment +Table of Contents +After you have affirmed and reaffirmed your unity with the One Mind until that +unity has become a fact present to your consciousness, the next step is to become +Life-conscious. +Understand that the M ind is a living mind; that it is life, itself. If you are Mind, +you are also Life. There is only one Life, which is in all, and through all; and +you are that Life. +So, follow your first affirmation with this; "That MIND is eternal, and it is LIFE; +I am that MIND, and I am ETERNAL LIFE." +Repeat this until you have thoroughly stamped it upon your mentality, both +conscious and subconscious; until you habitually think of yourself as life, and as +eternal life. Now, you habitually think of yourself as a dying being, or as one +moving on toward age and decay; this is an error, born of holding separate +consciousness. M eet every suggestion of age, decay or death with the positive +assertion: "I am ETERNAL LIFE." +Jesus said: "And this is life eternal; to know thee, the LIVING God." To know +God is to be conscious of your unity with Him; howelse can you know him?" +Health Consciousness . After Life-consciousness is attained, the step to Health- +consciousness is easy. The One Mind is the living stuff from which you are +made; and it is Pure Life. Life must be Health; it is inconceivable that an inflow +of pure life should carry with it anything but health. A fountain cannot send forth +sweet and bitter at the same time. A good tree cannot bring forth corrupt fruit. +Light hath no fellowship with darkness. The One Mind cannot know disease; can +have no consciousness of disease. + + +The consciousness of disease is an error, the result of judging by appearances; +and we judge by appearances only so long as we retain the separate +consciousness. One cannot be Life-conscious and conscious of disease at the +same time; when we become fully life- conscious we lose the disease- +consciousness. +So, the next affirmation is; "That Mind knows no disease; I am that Mind and I +am HEALTH." Affirm it with faith; it will cure every sickness, if the affirmation +is made in the consciousness that you and your Father are one. +Power Consciousness . Next comes power-consciousness; and the affirmation for +this is: "That Mind is the source of all POWER, and cannot know doubt nor fear; +I am that Mind, and I am PEACE and POWER." +It needs no argument to show that the source of all power cannot be afraid of +anything; what could there be for it to be afraid of? Nor can the source of all +power have doubts as to its being able to do any conceivable thing, or to cope +with any possible combination of circumstances; what is there that all the power +there is cannot do? +It is only when you conceive of yourself as separate from this power that you +begin to have doubts as to your ability to do things; it is only as you hold this +separate consciousness that you can be afraid. +Jesus never showed any doubt; nor did He ever manifest fear. He knew that no +harm could come to Him, against His will; and none did. He was not crucified +because His enemies gained a victory over Him; He went voluntarily to the +cross, to make a demonstration which should finally show the truth to His +disciples. "No man takes my life," said He, "I lay it down of myself; I have +power to lay it down, and I have power to take it again" (John 10:18). +To have power-consciousness gives poise; poise is the peaceful consciousness of +power and is the result of affirming unity with power until it becomes a present +fact in consciousness. "Peace I leave with you; my peace I give unto you. Let not +your heart be troubled; neither let it be afraid." +You cannot keep your heart from being afraid if you retain consciousness of +yourself as something apart from Power. So, understand and affirm that you are +one with Power. + + +Wisdom Consciousness . Wisdom-consciousness is next. Power without wisdom +may be a dreadful and destructive thing, like the strength of the runaway horse; +and power can be constructive only when wisely applied. So we must affirm the +fact of our wisdom. The One Mind, being the source of all things, must know all +things from the beginning; must know all truth. +The mind which knows all truth cannot be mistaken; mistakes are caused by a +partial knowledge of the truth. Such a mind cannot knowerror. +Knowing ALL truth, it can only act along the lines of perfect truth; it can only +entertain in consciousness the idea of perfect truth. +It cannot know good from evil; it can know only the good. To recognize +anything as evil, a mind must have only a partial knowledge, and a limited +consciousness. W hat seems to be evil is always the result of partial knowledge. +W here knowledge is perfect, there is no evil; and no one can be conscious of +that which does riot exist. +"God is light and in him is no darkness at all." "God is of too pure eyes to behold +evil, and cannot look upon eniquity." +When we become conscious of ALL truth, we lose the consciousness of evil. +With complete consciousness judgment becomes impossible, for there is nothing +to judge. You do not have to exercise judgment when you know the right way; +you do not sit in judgment on others where there is no evil. +So Jesus said; "Ye judge after the flesh; I judge no man." "I am come, not to +judge the world, but to save the world." "The Father judgeth no man." +Where evil and error are non-existent, there can be no judgment. To rise above +the error of belief in evil, use this affirmation; "That Mind knows only TRUTH, +and knows ALL truth; I am that Mind, and I am KNOWLEDGE and WISDOM +." +Wealth Consciousness . Having attained consciousness of eternal life, of health, +power, and wisdom, what else do you need? Wealth-consciousness; the +assurance of affluence and abundance. +The one M ind is the original substance, from which all things proceed forth. + + +There is only one element; all things are formed of one stuff. +Science is now precipitating sugar, coloring matter, and other substances from +the atmosphere; that seems to be akin to what Jesus did when He fed the +multitude, in the so-called miracles of the loaves and fishes. The elements which +compose all visible nature are in the atmosphere, waiting to be organized into +form; and the atmosphere itself is only a condensed and palpable form of the one +original substance - Spirit - God. +All things are made from, and made of, one living intelligent substance; One M +ind, and you are that M ind. Therefore, you are the substance from which all +things are made, and you are also the Power which makes and forms; you are +wealth and abundance, for you are all there is. +So, affirm; "All things, created and uncreated, are in that M ind; I am that M ind, +and I am WEALTH and PLENTY." +I Am the Way, Truth, Life . Lastly, say; "I am the WAY, and the TRUTH, and the +LIFE; the LIGHT in me shines out to bless the world." +This will give you love-consciousness: the will to bless, and the will to love. +Eternal life; health; power and peace; wisdom; wealth; and love; when you are +conscious of all these, you have attained cosmic consciousness; you are in Christ +and Christ is in you. +Statement of Being. +There is one Mind, and I AM that Mind. +That Mind is eternal, and it is Life. +I am that Mind, and I am ETERNAL LIFE. + + +That Mind knows no disease; I am that Mind, and I am HEALTH. +That Mind is the source of all Power, and cannot know doubt nor fear; I am that +Mind, and I am POWER and PEACE. +That Mind knows only Truth and knows ALL truth; I am that Mind, and I am +KNOWLEDGE and WISDOM . +All things created and uncreated, are in that Mind; I am that Mind, and I am +WEALTH and PLENTY. +I am the WAY, and the TRUTH, and the LIFE; the LIGHT in me shines out to +bless the world. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-74-How-to-Get-What-You-Want-Chapter-1/Chapter-74-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-74-How-to-Get-What-You-Want-Chapter-1/Chapter-74-source-text.md new file mode 100644 index 0000000..2103981 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-74-How-to-Get-What-You-Want-Chapter-1/Chapter-74-source-text.md @@ -0,0 +1,87 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-74: How to Get What You Want Chapter 1 +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 313–316 +- **Pages without text**: none +- **Note**: Work: *How to Get What You Want*, section 1 of 5. Includes the work's title page. + +--- + + +How to Get What You Want +Table of Contents +Chapter 1 +Chapter 2 +Chapter 3 +Chapter 4 +Chapter 5 + + +Chapter 1 +Table of Contents +Getting what you want is success; and success is an effect, coming from the +application of a cause. Success is essentially the same in all cases; the difference +is in the things the successful people want, but not in the success. Success is +essentially the same, whether it results in the attainment of health, wealth, +development or position; success is attainment, without regard to the things +attained. And it is a law in nature that like causes always produce like effects; +therefore, since success is the same in all cases, the cause of success must be the +same in all cases. +The cause of success is always in the person who succeeds; you will see that this +must be true, because if the cause of success were in nature, outside the person, +then all persons similarly situated would succeed. The cause of success is not in +the environment of the individual, because if it were, all persons within a given +radius would be successful, and success would be wholly a matter of +neighborhood; and we see that people whose environments are practically the +same, and who live in the same neighborhood show us all degrees of success and +failure; therefore, we know that the cause of success must be in the individual, +and nowhere else. +It is, therefore, mathematically certain that you can succeed if you will find out +the cause of success, and develop it to sufficient strength and apply it properly to +your work; for the application of a sufficient cause can not fail to produce a +given effect. If there is a failure anywhere, of any kind, it is because the cause +was either not sufficient or was not properly applied. The cause of success is +some power within you; you have the power to develop any power to a limitless +extent; for there is no end to mental growth; you can increase the strength of this +power indefinitely, and so you can make it strong enough to do what you want to +do, and to get what you want to get; when it is strong enough you can learn how +to apply it to the work, and therefore, you can certainly succeed. All you have to + + +learn is what is the cause of success, and how it must be applied. +The development of the special faculties to be used in your work is essential. We +do not expect any one to succeed as a musician without developing the musical +faculty; and it would be absurd to expect a machinist to succeed without +developing the mechanical faculty, a clergyman to succeed without developing +spiritual understanding and the use of words, or a banker to succeed without +developing the faculty of finance. And in choosing a business, you should +choose the one which will call for the use of your strongest faculties. If you have +good mechanical ability, and are not spiritually minded and have no command of +language, do not try to preach; and if you have the taste and talent to combine +colors and fabrics into beautiful creation in millinery and dress, do not learn +typewriting or stenography; get into a business which will use your strongest +faculties, and develop these faculties all you can; and even this is not enough to +insure success. +There are people with fine musical talent who fail as musicians; with good +mechanical ability who fail as carpenters, blacksmiths and machinists; with deep +spiritually and fluent use of language who fail as clergymen; with keen and +logical minds who fail as lawyers, and so on; the special faculties used in your +work are the tools you use, but success does not depend alone on having good +tools; it depends more on the power which uses and applies the tools. Be sure +that your tools are the best and kept in the best condition; you can cultivate any +faculty to any desired extent. +The application of the musical faculty causes in music; that of the mechanical +faculty causes success in mechanical pursuits; that of the financial faculty causes +success in banking, and so on; and the something which applies these faculties, +or causes them to be applied is the cause of success. The faculties are tools; the +user of the tools is you, yourself; that in you which can cause you to use the tools +in the right way, at the right time and in the right place is the cause of success. +What is this something in the person which causes him to use his faculties +successfully? +What it is and how to develop it will be fully explained in the next section; but +before taking that up you should read this section over several times, so as to fix +upon your mind the impregnable logic of the statement that you can succeed. +You can; and if you study the foregoing argument well, you will be convinced +that you can; and to become convinced that you can succeed is the first requisite + + +to success. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-75-How-to-Get-What-You-Want-Chapter-2/Chapter-75-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-75-How-to-Get-What-You-Want-Chapter-2/Chapter-75-source-text.md new file mode 100644 index 0000000..40ff16c --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-75-How-to-Get-What-You-Want-Chapter-2/Chapter-75-source-text.md @@ -0,0 +1,81 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-75: How to Get What You Want Chapter 2 +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 317–319 +- **Pages without text**: none +- **Note**: Work: *How to Get What You Want*, section 2 of 5. + +--- + + +Chapter 2 +Table of Contents +The faculties of the human mind are the tools with which success is attained, and +the right application of these tools to your work or business will do it +successfully and get what you want. A few people succeed because they use their +faculties successfully, and the majority, who have equally good faculties, fail +because they use them unsuccessfully. There is something in the man who +succeeds which enables him to use his faculties successfully, and this something +must be cultivated by all who succeed; the question is, What is it? +It is hard to find a word which shall express it, and not be misleading. This +something is Poise; and poise is a condition, and this something is an action as +well as a condition. This Something is Faith; but it is more than faith, as faith is +commonly understood: As commonly understood, faith consists in the action of +believing things which cannot be proved; and the Something which causes +success is more than that. It is Conscious Power in Action. It is ACTIVE +POWER-CONSCIOUSNESS. +Power-Consciousness is what you feel when you know that you can do a thing; +and you know HOW to do the thing. If I can cause you to KNOW that you can +succeed, and to know that you know HOW to succeed, I have placed success +within your grasp; for if you know that you can do a thing and know that you +know how to do it, it is impossible that you should fail to do it, if you really try. +When you are in full Power-Consciousness, you will approach the task in an +absolutely successful frame of mind. Every thought will be a successful thought, +every action a successful action; and if every thought and action is successful, +the sum-total of all your actions cannot be failure. +What I have to do in these lessons, then, is to teach you how to create Power- +Consciousness in yourself, so that you will know that you can do what you want +to do and to teach you how to do what you want to do. Read again the preceding + + +section; it proves by unanswerable logic that you CAN succeed. It shows that all +that is in any mind is in your mind; the difference, if any, being in development. +It is a fact in nature that the undeveloped is always capable of development; we +see then that the cause of success is in you, and is capable of full development. +Having read this you must believe that it is possible for you to succeed; but it is +not enough for you to believe that you can; you must know that you can; and the +sub-conscious mind must know it as well as the objective mind. People have a +way of saying, "he can who thinks he can"; but this is not true. It is not even true +that he can who knows he can, if only the objective mind is spoken of, for the +sub-conscious mind will often completely set aside and overcome what is +positively known by the objective mind. It is a true statement, however, that he +can whose sub-conscious knows that he can; and it is especially true if his +objective mind has been trained to do the work. People fail because they think, +objectively, that they can do things, but do not know, sub-consciously, that they +can do them. It is more than likely that your sub-conscious mind is even now +impressed with doubts of your ability to succeed; and these must be removed, or +it will withhold its power when you need it most. +The sub-conscious mind is the source from which power comes in the action of +any faculty; and a doubt will cause this power to be withheld, and the action will +be weak; therefore, your first step must be to impress your sub-conscious mind +with that fact that you CAN. This must be done by repeated suggestions. +Practice the following mental exercise several times a day, and especially just +before going to sleep; think quietly about the sub-conscious mentality, which +permeates your whole body as water permeates a sponge; as you think of this +mind, try to feel it; you will soon be able to become conscious of it. Hold this +consciousness, and say with deep, earnest feeling: "I CAN succeed! All that is +possible to any one is possible to me. I AM successful. I do succeed, for I am +full of the Power of Success." This is the simple truth. Realize that it is true, and +repeat it over and over until your mentality is saturated through and through with +the knowledge that YOU CAN DO WHAT YOU WANT TO DO. You can; other +people have, and you can do more than any one has ever done, for no one has +ever yet used all the power that is capable of being used. It is within your power +to make a greater success in your business than any one has ever made before +you. +Practice the above autosuggestion for a month with persistence, and you will +begin to KNOW that you have within you that which CAN do what you want to +do; and then you will be ready for the next section which will tell you how to + + +proceed in doing what you want to do. But remember that it is absolutely +essential that you should first impress upon the sub-conscious mind the +knowledge that you CAN. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-76-How-to-Get-What-You-Want-Chapter-3/Chapter-76-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-76-How-to-Get-What-You-Want-Chapter-3/Chapter-76-source-text.md new file mode 100644 index 0000000..96a7b2f --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-76-How-to-Get-What-You-Want-Chapter-3/Chapter-76-source-text.md @@ -0,0 +1,99 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-76: How to Get What You Want Chapter 3 +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 320–322 +- **Pages without text**: none +- **Note**: Work: *How to Get What You Want*, section 3 of 5. + +--- + + +Chapter 3 +Table of Contents +Having filled your mentality, conscious and sub-conscious, with the faith that +you CAN get what you want, the next question is one of the methods. You know +that you can do it if you proceed in the right way; but which is the right way? +This much is certain; to get more, you must make constructive use of what you +have. You cannot use what you have not; therefore, your problem is how to make +the most constructive use of what you already have. Do not waste time +considering how you would use certain things if you had them; consider, simply, +how to use what you have. It is also certain that you will progress more rapidly if +you make the most perfect use of what you have. In fact, the degree of rapidity +with which you attain what you want will depend upon the perfection with +which you use what you have. Many people are at a standstill, or find things +coming their way very slowly because they are making only partial use of +present means, power and opportunities. +You may see this point more plainly by considering an analogy in nature. In the +process of evolution, the squirrels developed their leaping power to its fullest +extent; then a continuous effort to advance brought forth the flying squirrel, +which has a membrane uniting the legs in such a way as to form a parachute and +enable the animal to sail some distance beyond an ordinary leap. A little +extension of the parachute jump to the flying squirrel produced the bat, which is +membranous wings and can fly; and continuous flight produced the bird with +feathered wings. The transition from one place to another was accomplished +simply by perfecting and extending functions. If the squirrels had not kept +leaping further and further, there would have been no flying squirrel, and no +power of flight. Making constructive use of the leaping power produced flight. If +you are only jumping half as far as you can, you will never fly. +In nature, we see that life advances from one plane to another by perfecting + + +function on the lower plane. Whenever an organism contains more life than it +can express by functioning perfectly on its own plane, it begins to perform the +functions of the next higher, or larger plane. The first squirrel which began to +develop the parachute membrane must have been a very perfect leaper. This is +the fundamental principle of evolution, and of all attainment. +In accordance with this principle, then, you can advance only by more than +filling your present place. You must do, perfectly, all that you can do now; and it +is the law that by doing perfectly all that you can do now you will become able +to do later things which you cannot do now. The doing to perfection of one thing +invariably provides us with the equipment for doing the next larger thing, +because it is a principle inherent in nature that life continuously advances. Every +person who does one thing perfect is instantly presented with an opportunity to +begin doing the next larger thing. This is the universal law of all life, and is +unfailing. First, do perfectly all that you can do now; keep on doing it perfectly +until the doing of it becomes so easy that you have surplus power left after doing +it; then by this surplus power you will get a hold on the work of a higher plane, +and begin to extend your correspondence with environment. +Get into a business which will use your strongest faculties, even if you must +commence at the bottom; then develop those faculties to the utmost. Cultivate +power-consciousness, so that you can apply your faculties successfully, and +apply them in doing perfectly everything you can do now, where you are now. +Do not wait for a change of environment; it may never come. Your only way of +reaching a better environment is by making constructive use of your present +environment. Only the most complete use of your present environment will place +you in a more desirable one. +If you wish to extend your present business, remember that you can only do it by +doing in the most perfect manner the business you already have. When you put +life enough into your business to more than fill it, the surplus will get you more +business. Do not reach out after more until you have life to spare after doing +perfectly all that you have to do now. It is of no advantage to have more work or +more business than you have life to do perfectly; if that is the case, increase your +vital power first. And remember, it is the perfection with which you do what you +have to do now that extends your field and brings you in touch with a larger +environment. +Bear in mind that the motive force which gets you what you want is life; and that + + +what you want, in the last analysis, is only an opportunity to live more; and that, +therefore, you can get what you want only through the operation of that universal +law by which all life advances continuously into fuller expression. That law is +that whenever an organism has more life than can find expression by functioning +perfectly on a given plane, its surplus life lifts it to the next higher plane. When +you put enough of yourself into your present work to do it perfectly, your surplus +power will extend your work into a larger field. It is also essential that you +should have in mind what you want, so that your surplus power may be turned in +the right direction. +Form a clear conception of what you seek to accomplish, but do not let what you +seek to accomplish interfere with doing perfectly what you have to do now. Your +concept of what you want is a guide to your energies, and an inspiration to cause +you to apply them to the utmost to your present work. Live for the future now. +Suppose that your desire is to have a department store, and you have only capital +enough to start a peanut stand. Do not try to start a department store today, on a +peanut stand capital; but start the peanut stand in full faith and confidence that +you will be able to develop it into a department store. Look upon the peanut +stand merely as the beginning of the department store, and make it grow; you +can. +Get more business by using constructively the business you have now; get more +friends by using constructively the friends you already have; get a better position +by using constructively the one you now have; get more domestic happiness by +the constructive use of the love that already exists in your home. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-77-How-to-Get-What-You-Want-Chapter-4/Chapter-77-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-77-How-to-Get-What-You-Want-Chapter-4/Chapter-77-source-text.md new file mode 100644 index 0000000..25dc866 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-77-How-to-Get-What-You-Want-Chapter-4/Chapter-77-source-text.md @@ -0,0 +1,98 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-77: How to Get What You Want Chapter 4 +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 323–325 +- **Pages without text**: none +- **Note**: Work: *How to Get What You Want*, section 4 of 5. + +--- + + +Chapter 4 +Table of Contents +You can obtain what you want only by applying your faculties to your work and +your environment; you become able to apply your faculties successfully by +acquiring Power-Consciousness; and you go forward by a concentration on +today's work, and by doing perfectly everything that can be done at the present +time. You can get what you want in the future only by concentrating all your +energies upon the constructive use of whatever you are in relation with today. An +indifferent or half-hearted use of the elements in today's environment will be +fatal to tomorrow's attainment. +Do not desire for today what is beyond your ability to get today; but be sure you +get today the very best that can be had. Never take less than the very best that +can be had at the present time; but do not waste energy by desiring what cannot +be he had at the present time. If you always have the best that can be had, you +will continue to have better and better things, because it is a fundamental +principle in the universe that life shall continually advance into more life, and +into the use of more and better things; this is the principle which causes +evolution. But if you are satisfied with less than the best that can be had, you +will cease to move forward. +Ever transaction and relation of today whether it be business, domestic or social, +must be made a stepping stone to what you want in the future; and to accomplish +this you must put into each more than enough life to fill it. There must be surplus +power in everything you do. It is the surplus power which causes advancement +and gets you what you want; where there is no surplus power there is no +advancement and no attainment. It is the surplus of life above and beyond the +functions of present environment which causes evolution; and evolution is +advancing into more life, or getting what you want. +Suppose, for instance, you are in trade or a profession, and wish to increase your + + +business; it will not do, when you sell goods or service to make the matter a +merely perfunctory transaction, taking the customer's money, giving him good +value, and letting him go away feeling that you had no interest in the matter +beyond giving him a fair deal and profiting thereby. Unless he feels that you +have a personal interest in him and his needs, and that you are honestly desirous +to increase his welfare, you have made a failure and are losing ground. When +you can make every customer feel that you are really trying to advance his +interests as well as your own, your business will grow. It is not necessary to give +premiums, or heavier weights or better values than others give to accomplish +this; it is done by putting life and interest into every transaction, however small. +If you desire to change your avocation, make your present business a stepping- +stone to the one you want. As long as you are in your present business, fill it +with life; the surplus will tend toward what you want. Take a live interest in +every man, woman and child you meet in either a business or social way, and +sincerely desire the best for them; they will soon begin to feel that your +advancement is a matter of interest to them and they will unite their thoughts for +your good. This will form a battery of power in your favor and will open ways of +advancement for you. +If you are an employee and desire promotion, put life into everything you do; put +in more than enough life and interest to fill each piece of work. But do not be +servile; never be a flunkey; and above all things avoid the intellectual +prostitution which is the vice of our times in many trades and most professions. I +mean by this the being a mere hired apologist for and defender of immorality, +graft, dishonesty, or vice in any form. The intellectual prostitute may rise in the +service, but he is a lost soul. Respect yourself; be absolutely just to all; put LIFE +into every act and thought and fix Power-Conscious thought upon the fact that +you are entitled to promotion; it will come as soon as you can more than fill your +present place in every day. If it does not come from you present employer it will +come from another; it is the law that whosoever more than fills his present place +must be advanced. But for this law there could be no evolution, and no progress; +but mark well what follows. +It is not enough that you should merely put surplus life into your business +relations. You will not advance far if you are a good business man or employee, +but a bad husband, an unjust father, or, an untrustworthy friend. Your failure in +these respects will make you incapable of using your success for the +advancement of life, and so you will not come under the operation of the + + +constructive law. Many a man who fulfills the law in business is prevented from +progressing because he is unkind to his wife, or deficient in some other relation +in life. To come under the operation of the evolutionary force you must more +than fill EVERY present relation. A telegraph operator desired to get away from +the key, and get onto a small farm; and he began to move in that direction by +being "good" to his wife. He "courted" her, without an reference to his desire; +and from being half indifferent she became interested and eager to help; soon +they had a little piece of ground in the edge of the town, and she raised poultry +and superintended a garden while he "pounded the key"; now they have a farm +and he has obtained his desire. You can secure the co-opearation, not only of +your wife but of all the people around you by putting life and interest into all +your relations with them. +Put into every relation, business, domestic or social, more than enough life to fill +that relation, have faith, which is Power-Consciousness; know what you want in +the future, but have today the very best that can be obtained today; never be +satisfied at any time with less than the best that can be had at that time, but never +waste energy in desiring what is not to be had now; use all things for the +advancement of life for yourself and for all with whom you are related in any +way. Follow out these principles of action and you cannot fail to get what you +want; for the universe is so constructed that all things must work together for +your good. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-78-How-to-Get-What-You-Want-Chapter-5/Chapter-78-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-78-How-to-Get-What-You-Want-Chapter-5/Chapter-78-source-text.md new file mode 100644 index 0000000..c199a8e --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-78-How-to-Get-What-You-Want-Chapter-5/Chapter-78-source-text.md @@ -0,0 +1,65 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-78: How to Get What You Want Chapter 5 +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 326–327 +- **Pages without text**: none +- **Note**: Work: *How to Get What You Want*, section 5 of 5. + +--- + + +Chapter 5 +Table of Contents +Wealth-culture consists in making constructive use of the people and things in +your environment +First, get a clear mental picture of what you want. If your present business or +profession is not the one most suitable to your talents and tastes, decide upon the +one which is most suitable; and determine to get into that business or profession, +and to achieve the very greatest success in it. Get a clear idea of what you want +to do, and get a mental concept of the utmost success in that business or +profession; and determine that you will attain to that. Give a great deal of time to +forming this concept or mental picture; the more clear and definite it is, the +easier will be your work. The man who is not quite sure what he wants to build +will put up a wobbling and shaky structure. +Know what you want, and keep the picture of it in the background of your mind +night and day; let it be like a picture on the wall of your room, always in your +consciousness, night and day. And then begin to move toward it. Remember that +if you have not the fully developed talent now, you can develop it as you go +along; you can surely do what you want to do. +It is quite likely that at present you cannot do the thing you want to do because +you are not in the right environment, and have not the necessary capital; but this +does not hinder you from the beginning to move toward the right environment, +and from beginning to acquire capital. Remember that you move forward only +by doing what you can in your present environment. Suppose that you have only +capital enough to operate a newsstand, and your great desire is to own a +department store; do not get the idea that there is some magical method by which +you can successfully operate a department store on a newsstand capital. There is, +however, a mental science method by which you can so operate a newsstand as +to certainly cause it to grow into a department store. Consider that your + + +newsstand is one department of the store you are going to have; fix your mind on +the department store, and begin to assimilate the rest of it. You will get it, if you +make every act and thought constructive. +To make every act and thought constructive, every one must convey the idea of +increase. Steadily hold in mind the thought of advancement for yourself; know +that you are advancing toward what you want, and act and speak in this faith. +Then every word and act will convey the idea of advancement and increase to +others, and they will be drawn to you. Always remember that what will all +people are seeking for is increase. +First, study over the facts in regard to the great abundance until you know that +there is wealth for you, and that you do not have to take this wealth from any one +else. Avoid the competitive spirit. You can readily see that if there is limitless +abundance there is enough for you, without robbing any one else. Then, knowing +that it is the purpose of nature that you should have what you want, reflect upon +the fact that you can get it only by acting. Consider that you can act only upon +your present environment; and do not try to act now upon environment, you +must make every act a success in itself; and that in doing this you must hold the +purpose to get what you want. You can hold this purpose only as you get a clear +mental picture of what you want; be sure that you have that. Also, remember that +your actions will not have dynamic moving power unless you have an +unwavering faith that you get what you want. +Form a clear mental picture of what you want; hold the purpose to get it; do +everything perfectly, not in a servile spirit, but because you are a master mind; +keep unwavering faith in your ultimate attainment of your goal, and you cannot +fail to move forward. +-END- diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-79-The-Business-Attitude/Chapter-79-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-79-The-Business-Attitude/Chapter-79-source-text.md new file mode 100644 index 0000000..0f2373e --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-79-The-Business-Attitude/Chapter-79-source-text.md @@ -0,0 +1,71 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-79: The Business Attitude +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 328–330 +- **Pages without text**: none +- **Note**: Work: *Making of the Man Who Can*, section 1 of 9. Includes the work's title page. + +--- + + +Making of the Man Who Can or How to Promote Yourself +Table of Contents +Chapter 1: The Business Attitude +Chapter 2: What You Desire +Chapter 3: Becoming What You Want to Be +Chapter 4: Promoting Yourself +Chapter 5: The Advancing Thought +Chapter 6: The Law of Opulence +Chapter 7: To Transmute Competition +Chapter 8: Man and Money +Chapter 9: Talk That Builds + + +Chapter 1: The Business Attitude +Table of Contents +LIKE CAUSES, UNDER LIKE CONDITIONS, PRODUCE LIKE EFFECTS; +business success is an effect, and cannot be an exception to the law of cause and +effect. +The cause of success is the man who succeeds; something in the man has been +applied to his work, and has produced a certain result. +What is it in the man which produces the result of success? +It is not physical strength, although physical strength may be a great aid; all +strong men do not succeed, however, and those who do have the ability to so +apply their physical strength as to make it assist in producing the result of +success. +It is not intellectual ability, for all intellectually able men do not succeed; those +who do have the power to so direct their intellectual ability as to make it assist in +the achievement of success. +The potency which makes the successful man, therefore, is the power to so apply +physical and mental ability as to produce results. +This power must be an attitude of the man himself. It is not a special gift to a +few, nor is it a rudimentary faculty which each may develop; it is a position to be +assumed. If his abilities and energies are to be directed, it is the man himself who +must direct them; and if he directs them he is the potency which causes success. +Every man has the inherent power to direct his own abilities and energies; and +every man is conscious of having this power. It is because he has it that he is +capable of growth and progress. To make a successful man, it is necessary to + + +make one who knows what things result in success, and who will direct his +energies to do those things; and the first essential to this is that he should assume +the attitude of self-direction. +Every man is either self-directing or directed by the suggestions which come +from his environment. The man who can is always a selfdirecting man; the man +who is directed by suggestion is the man who cannot. +The man who is directed by suggestion has a “horoscope;” his destiny is decided +by heredity and environment; the self-directing man does not allow his thoughts +to be dictated by heredity, environment or the stars; he thinks what he wants to +think, and if his ‘scope does not suit him he makes a better one. +Business success depends upon business policy; business policy can only be +formulated by thought; therefore, whether a man succeeds or fails depends upon +the way he thinks. +The directed man only thinks the thoughts which are suggested by his +environment; and so he can only do what those around him think he can do. +The self-directing man thinks what he wants to think, and can therefore do what +he wants to do. +To become the man who can, the first step is to take the attitude of self-direction. +Receive and consider every suggestion which comes from your environment, but +do not act on the suggestion; act on your own conclusions about the suggestion. +Digest and assimilate suggestions as you digest and assimilate food; make them +a part of your own thought before you use them, and learn to reject any that are +indigestible. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-80-What-You-Desire/Chapter-80-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-80-What-You-Desire/Chapter-80-source-text.md new file mode 100644 index 0000000..6b918e4 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-80-What-You-Desire/Chapter-80-source-text.md @@ -0,0 +1,53 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-80: What You Desire +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 331–332 +- **Pages without text**: none +- **Note**: Work: *Making of the Man Who Can*, section 2 of 9. + +--- + + +Chapter 2: What You Desire +Table of Contents +SUCCESS IS BECOMING WHAT YOU WANT TO BE, and is obtained by +applying your energies to your work; and you will apply your energies in exact +proportion to the intensity of your desire, and to your faith in your ability to +become what you want to be. +The intensity of your desire will depend on the clearness with which you picture +to yourself what you want to be. +Vague and indefinite longings will never call out your best effort. Form a mental +picture of what you want to be, and of all that you want in person, property and +environment; dwell upon it until it is clear and definite to you, and hold it until it +arouses intense desire. +Think about this picture until you are always conscious of it, no matter what you +may be doing, so that it is always in the background of your consciousness. +But even though you have strong desire you will not put forth your best effort +without confidence; you will have to think you can before you can. +And you cannot think you can unless you feel that you can; and so you need to +have demonstrated to you the fact that you cannot feel that you can unless you +have within you the power that can. +In other words, if you strongly desire to do a thing, it is certain proof that you +have the power to do it. +Desire is the result of feeling, and the feeling which results in desire is a faculty +seeking expression. +The desire to sing or play music is the musical faculty seeking expression, and if + + +there were no faculty, or power, there could be no desire. We cannot desire +things which do not harmonize with the forces within, for a thing which does not +harmonize with the forces within is repulsive to us. Things only harmonize with +those of the same essential nature; therefore, if you desire a thing it is because +that thing is essentially and potentially within you. +What is within you essentially must be within you potentially. +When we see a generous and sympathetic man we desire to be like him because +the sight arouses generosity and sympathy within us; and the power to be, +seeking expression, causes the desire to be. +When we hear a great oration or a beautiful song, we desire to execute a similar +performance because the faculties of oratory or music respond to the stimulus +and seek expression. +Desire is a power seeking expression. You cannot desire what is not potentially +within you; and therefore, you can be what you want to be. +The fact that you want to be is proof that you can be. +First, form a clear conception of what you want to be in person, property and +environment; and then understand that in so far as your desires are not contrary +to Eternal Justice it is absolutely certain that you can be what you want to be. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-81-Becoming-What-You-Want-to-Be/Chapter-81-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-81-Becoming-What-You-Want-to-Be/Chapter-81-source-text.md new file mode 100644 index 0000000..6d73f80 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-81-Becoming-What-You-Want-to-Be/Chapter-81-source-text.md @@ -0,0 +1,57 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-81: Becoming What You Want to Be +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 333–334 +- **Pages without text**: none +- **Note**: Work: *Making of the Man Who Can*, section 3 of 9. + +--- + + +Chapter 3: Becoming What You Want to Be +Table of Contents +SUCCESS IS A PROGRESSIVE EVOLUTION of the faculties of the successful +man. To understand this, remember that success is becoming what you want to +be; becoming what you want to be consists in satisfying your desires, and desire +is the effort of a faculty to come into action. +Each gain in money or position that a man may make enables him to bring into +use a new faculty, or to make fuller use of an old one; this satisfies desire, and is +success. +The man who can use the most of his faculties is the man who can; and because +he is the man who can, he is the successful man. +Success, then, being an evolution of the successful man, must follow the +evolutionary principle of action; and the basic fact in evolution is that each lower +plane contains all the potentialities required to perform the functions of the +higher plane. +On ascending to a higher plane, new faculties are brought into use; but we also +see the continued use of the faculties which were active on the lower plane; and +it is the complete development of these faculties, or their fullest possible use +which makes ascension to a higher plane possible. +Evolution never reaches the higher plane from imperfectly developed specimens +on the lower plane, but always from the most perfectly developed. +In other words, it is the evolutionary principle that those organisms which +function most perfectly on the lower plane are nearest to the higher plane; and +the way to approach the higher plane is by perfecting function on the lower +plane. + + +More than this is necessary, however, for if no organism ever did more than to +function perfectly on its own plane there would be no evolution. +Evolution begins when organisms begin to add to the necessary functions the +plane on which they are living; calling into use faculties which can be perfected +only on a higher plane. +Your present work may not be the work you want to do; but unless you can do +your present work perfectly you are not ready for the work you want to do. And +even when you can do your present work perfectly, if that is all that you can do +you are not ready for anything else. +It is only when you can do your present work perfectly, and do some other work +besides, that you are ready to advance. +Evolution is brought about by developing the faculties which are to be used on a +higher plane; and this is done by first doing perfectly the work of the lower plane +and then adding to it, so as to bring other faculties into use, or to so develop +those already in use that they become too large to find expression on the lower +plane. +To rise, you must not only fill your present place, but you must more than fill it: +it is that part of you which projects beyond the boundaries of your present place +which gets hold on the higher place. +The evolutionary principle of success is that you should more than fill your +present place; and you can succeed in no other way. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-82-Promoting-Yourself/Chapter-82-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-82-Promoting-Yourself/Chapter-82-source-text.md new file mode 100644 index 0000000..f944fae --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-82-Promoting-Yourself/Chapter-82-source-text.md @@ -0,0 +1,54 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-82: Promoting Yourself +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 335–336 +- **Pages without text**: none +- **Note**: Work: *Making of the Man Who Can*, section 4 of 9. + +--- + + +Chapter 4: Promoting Yourself +Table of Contents +THE SUCCESSFUL LIFE IS THE ADVANCING LIFE; and the advancing life +is lived by obedience to the evolutionary principle. The evolutionary principle is +that advancement comes by more than filling your present place; and this is true +whether you are an employee or are in business for yourself. +However, a mere purposeless doing of more work than is required will not +advance you; it will probably only tend to keep you where you are. If you are an +employee and have no ambition but to more than fill your present place, it will +be to your employer’s interest to keep you in your present place; and he will +probably do so. You must know what you want to be, and you must more than +fill your present place for the purpose of becoming what you want to be. +Do not do extra work with the idea that by so doing you may curry favor with +your employer; that will put you in a servile attitude, and out of the attitude of +self-direction. +Do not do it in the hope that those above you will see your good service and +promote you; they may find it more profitable to keep you where you are. +Do what you do with the purpose of promoting yourself. You are more than +filling your place in order to develop your faculties for filling a larger place; if +your employer does not offer you one when you are ready for it, offer yourself to +another employer. +There are always places for the Advancing Man. +Keep your mind fixed on what you want to be, and more than fill your present +place; your mental attitude will make you quick to see every opportunity for +bettering your condition, and you will be competent to take advantage of + + +opportunities when they come. +Do not wait for an opportunity to be all that you want to be; be all that you can +today, and when an opportunity to be more is offered to you, take it. +There is no such thing as lack of opportunities for the man who is living the +advancing life, and who has an advancing mind. +Everything that touches your life is an opportunity, if you discover its proper +use. +Every circumstance, every seeming misfortune, every person you meet, every +dog that barks at you, or wags his tail as you pass—all have some element of +usefulness to you if you will find it. Study them all, for they are your +opportunities. Most men fail by waiting for some particular kind of opportunity, +instead of being ready to seize every opportunity. +Steadily hold the picture of all that you want to attain in person, property and +environment; live the advancing life within, by more than filling your present +place; live the accumulative life without, by acquiring everything you meet +which belongs in your picture, and you cannot fail. The stars in their courses will +fight for you; your success will be made by the evolutionary principle, the +creative power of the universe. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-83-The-Advancing-Thought/Chapter-83-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-83-The-Advancing-Thought/Chapter-83-source-text.md new file mode 100644 index 0000000..f566272 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-83-The-Advancing-Thought/Chapter-83-source-text.md @@ -0,0 +1,56 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-83: The Advancing Thought +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 337–338 +- **Pages without text**: none +- **Note**: Work: *Making of the Man Who Can*, section 5 of 9. + +--- + + +Chapter 5: The Advancing Thought +Table of Contents +IF YOU ARE IN BUSINESS FOR YOURSELF, the evolutionary principle of +success is the same as if you were working for another. You must keep in mind +what you want to become, and more than fill your present place each day. +That does not mean that you are to try to do part of tomorrow’s work today. You +have nothing to do with tomorrow’s work, except to be ready for it when it +comes; but you must do all that is necessary for today’s business, and something +for increase. In every transaction you must keep the advancing mind; you must +put the expanding thought into everything you do, and communicate it to every +person with whom you have dealings. +If you sell a pound of sugar, do it with the thought that the purchaser’s trade is +valuable because he will soon be able to buy in barrel lots; if a child buys a +penny’s worth of candy, put into the sale the thought that he will one day buy a +five-pound box; and in each case see that the customer gets the thought. +Put into every sale the thought of advance for the customer as well as for +yourself; soon they will all feel that they are getting bargains in everything. And +they will be right. +If you thus put the advancing thought into every transaction, your customers will +get it in regard to their own affairs; and they will begin to be more successful +and will mentally connect their success with you. +This will strongly attract them to you; the best bargain you can give a man is to +communicate to him the advancing thought in regard to his own affairs. No +“premium” or “rebate” is equal to it. +When you send a man away feeling that he is advancing, and becoming a more + + +valuable customer, you give him the strongest possible inducement to visit you +again. +If you communicate the advancing thought to your customers, they will begin to +make successes because of it; and intuitively connecting their successes with +you, will come to you for more power. You will build them up, and they, in turn, +will build you up. +The man who can give the advancing thought to all who deal with him cannot +fail; he has exactly what they are seeking. +This principle holds good whether you are a merchant, an artist, a professional +man, actor, singer—no matter what. You can more than fill your present place; +so that your customers, patrons or audiences will know that they are getting a +bargain. +It is not the quantity or quality of the goods that makes the bargain; it is the +feeling of advancement, or increase. +The basic element of success in business is, therefore, to hold the thought and +the mental attitude of advancement; and to more than fill your present place. +And you more than fill your place by so doing your work that those who deal +with you are conscious of being advanced by you. +By study and application of the evolutionary principle, success is made a +certainty, and failure rendered impossible. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-84-The-Law-of-Opulence/Chapter-84-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-84-The-Law-of-Opulence/Chapter-84-source-text.md new file mode 100644 index 0000000..f0295fa --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-84-The-Law-of-Opulence/Chapter-84-source-text.md @@ -0,0 +1,124 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-84: The Law of Opulence +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 339–342 +- **Pages without text**: none +- **Note**: Work: *Making of the Man Who Can*, section 6 of 9. + +--- + + +Chapter 6: The Law of Opulence +Table of Contents +“Except a man be born again he cannot see the kingdom of God.” +IN LIVING THE NEW LIFE THE FIRST ESSENTIAL is to abandon the idea +of competition and of a limited supply. Too many people who consider +themselves practitioners of the new thought never entirely succeed in doing this. +Competition in business originates in the idea of a limited supply. It grows out of +the supposition that because there is not enough to go round, men must compete +with each other for what there is. +Many people who have a partial grasp of the new thought still suppose that it is +necessary that some should be poor in order that others may have enough, and +believe that wealth is possible only to those who have superior ability, or the +power to attract to themselves a larger portion from the limited supply. +These people try to apply the new thought principles on the competitive plane, +and they do so with a fair degree of success; they try to develop a superior +attracting power; they inject new motives and new energy into competitive +business methods; they assert, “I am success,” all the while believing that they +can succeed only because ninety-five per cent of all others fail. +The majority of these competitive new thought people do achieve a great +measure of success because their faith gives them just the energy, push and +optimism which are necessary in competitive business. The confidence born of +their belief makes a majority of their actions successful actions; their partial +application of new thought ideas makes them exceptionally able competitors, +and they attribute their success to thought-power and to affirmation when it + + +almost purely competitive. +But this kind of so-called new thought is really only the highest and most fully +perfected form of the old thought. It only sees Caesar’s kingdom after all; it has +no conception of the kingdom of God. +All the final results show that these new thought people are only a part of +Caesar’s kingdom. Their fortunes fluctuate. They meet with losses and their +business suffers from panics. Their prosperity is checkered by periods of +adversity. Their sense of safety is mere self-confidence; deep in the subconscious +they always carry the germ of secret fear. +No one can ever be wholly free from fear who recognizes any limitation in the +supply, for if there is not enough to go round, we know that our turn to go +without may come at any time. +The lapses and failures of new thought people are traceable directly to the idea +of a limited supply; to the idea that success and the attainment of wealth are +possible only to a part of us. +Is there any truth in this idea that competition is necessary? Let us see. +The things that are essential to life and advancement, mental and physical, may +be roughly grouped under five heads, and these are: Food, clothing, shelter, +education and amusement. For three of these—food, clothing and shelter—we +look to the world of nature for supply. These three—with their appurtenances +and extensions in the way of luxuries, decorations, art and beauty—constitute +what we call wealth. +Is there any limitation to the supply of these? +Take into consideration, first, the question of food supply. In this country we +have not yet begun to sound the possibilities of intensive agriculture, making +four blades of grass grow where one grew before. +It is a fact capable of mathematical demonstration that the single state of Texas, +if all its resources were organized for the production of food, would produce +enough to feed the whole present population of the globe, and feed them well. +Our food products range from wheat in the Dakotas to rice in Carolina; from + + +northern fruits in Michigan to oranges in California and Florida. This country +alone, intensely cultivated, would feed the inhabitants of ten worlds like this. +There is no lack in the food supply. +When we pray to our Father, “Give us our daily bread,” we should never forget +to add a thanksgiving that He already answered that prayer when He laid the +foundation of the world. +Remember, too, that the work of men like Burbank has just begun; the food +supply is capable of infinite development. There is, therefore, no need for men to +compete with each other in order to get enough to eat. +As to the second essential, clothing, we find the same to be true. The United +States can produce cotton for the world, but it is not necessary to dress the world +in anything so cheap as cotton fabrics. We have sheep ranges to supply the +woolen goods for all, and fields in which to raise the flax for fine linen; there are +great wastes of land, now barren, where we might grow enough mulberry trees +to feed the silk worms necessary to clothe the world in silks; we even have the +deserts on which to raise ostriches for fine plumage. We have resources +sufficient to clothe every man, woman and child in raiment finer than that of +Solomon in all his glory. And there are undreamed of possibilities in the +despised weeds by the wayside; some Burbank will presently develop them into +the raw material for fabrics more beautiful than the world has ever seen. +The supply of clothing is inexhaustible. No need to compete with another here; +no need for one to go in sackcloth that another may wear purple and fine linen; +there is purple and fine linen for all. +Taking up the question of shelter we find the same conditions prevailing. There +are great banks of clay waiting to be made into bricks and tile; there are vast +ledges of building stone unquarried as yet; we have learned that brick may be +made of sand and lime, and that cement is excellent building material. +It is an indisputable fact that a mansion finer than Vanderbilt’s might be erected +for every family in America, and when all were finished we should hardly have +made a scratch on the surface of our supply of building material. No need for +some to live in hovels in order that others may be delicately housed! +And the supply for interior furnishings—for furniture, carpets, books, musical +instruments, pictures, statuary, everything to delight the eye and mind of man is + + +just as unlimited. +Truly, there is no scarcity of things; nor is there any lack of work that ought to be +done. There is no necessity in nature for competition, either for things or for +jobs. There is enough useful and beautiful work waiting to be done to keep us all +busy all our lives. +And it may be well to point out here that there is no lack in the supply of +finished products because labor is not productive enough to keep pace with the +demand. Modern machinery has solved the problem of production. The +producing power of labor has been multiplied by six hundred in a little more +than a generation. In making nails, for instance, one man does the work which +required a thousand men one hundred years ago; and the same is approximately +true in all lines of industry; and the end of the increase in producing power is not +yet. +There is nothing in which further improvement is not possible. Six hours’ work a +day, by all of us, would produce all that we could use, including every known +luxury. +With such abundance in the whole, we do not need to compete for a part; we do +not need to take thought for tomorrow; we do not need to experience panics or +reverses. +We need only to seek for the kingdom of God, and His righteous relations +toward each other, and all these things shall be added unto us. +And what is the kingdom of God? diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-85-To-Transmute-Competition/Chapter-85-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-85-To-Transmute-Competition/Chapter-85-source-text.md new file mode 100644 index 0000000..b55b909 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-85-To-Transmute-Competition/Chapter-85-source-text.md @@ -0,0 +1,124 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-85: To Transmute Competition +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 343–346 +- **Pages without text**: none +- **Note**: Work: *Making of the Man Who Can*, section 7 of 9. + +--- + + +Chapter 7: To Transmute Competition +Table of Contents +“Whereunto shall I liken the kingdom of God? It is like leaven, which a woman +took and hid in three measures of meal, until the whole was leavened.” +THE KINGDOM OF GOD IS IN NATURE like the leaven in the meal—in all +and through all. It includes all nature, for God is the cause of nature; and when +nature is perfectly natural, there is the kingdom of God in all its fullness. +If God be the Mind of nature, then there can be no more perfect expression of +God than in the naturalness of nature. +The kingdom of God includes all life, for God is the Life itself; and when life is +lived in a perfectly natural way, there is the kingdom of God in all its fullness; +for there can be no more perfect expression of God than the living of life in a +natural way. +And this brings us to the question, how may life be lived in the natural way? +The living of life consists in continually advancing into more life. Drop a seed in +the center of a field; the life in the seed at once becomes active; it ceases to +merely exist, and begins to live. Soon it produces a plant, and a seed head, in +which there are thirty, sixty or a hundred seeds, each containing as much life as +the first seed contained. +These fall into the ground, and in their turn begin to live; and in time there are a +million seeds in the field, each containing as much life as the first seed +contained. +The life of the first seed, by the mere act of living, has increased a million fold. + + +The living of life consists in continuously increasing life; there is no other way +to live. +This necessity of life for increase is the cause of what we know as evolution. +There is no such thing as evolution in the mineral world. Minerals do not +advance or progress. Lead does not evolve into tin, tin into iron, iron into silver, +silver into gold, and so on. +Evolution is found only in the organic forms of life, and is caused by the natural +necessity of life to find fuller and fuller expression. +Life on this earth began no doubt, in a single cell; but a single cell could not give +sufficient expression to life, and so it formed a double celled organism; then +organisms of many cells; then vertebrates; then mammals, and finally, man. +All this because of the inherent necessity of life to advance forever into more +complete expression. +And evolution did not cease with the formation of man; physical evolution +ceased, and mental and spiritual evolution began. +Man, from the beginning, has been developing more ability to live. Each +generation is capable of living more than the preceding generation. The race is +continually advancing into more life, and so we see that the living of life means +to live more. +The action of consciousness continually expands consciousness. +The primal necessity of mind is to know more, and feel more, and enjoy more; +and this necessity of mind is the cause of social evolution, and of all progress. +If we take conscious life—as we must—to be the highest expression of God, or +of the Mind of nature, then the purpose of all things must be to further the +development of conscious life; and if man is the highest form of conscious life— +and he is—then the purpose of all things must be to further the development of +man. +And if the development of man consists in the increase of his capacity for life, +then the purpose of all things in nature must be to further the continuous + + +advancement of man into more and more of life. +Life finds expression by the use of things. +The measure of a man’s life is not the things he possesses, but the number of +things he is able to use rightly; and to have fullness of life is to have all the +things we are capable of using rightly. The purpose of the Mind of nature being +the continuous advancement of man into more life, it must also be the intention +of that Mind that every man shall have the unrestricted use of all the things that +he is capable of using and enjoying rightly; or that “his own shall come to him.” +The purpose of God is that all should have life, and have it more abundantly. +God is the Mind of nature, and God is in all, and through all; therefore, the mind, +or intelligence of God is in all and through all, like the leaven in the meal. +The desire for advancement is a fundamental fact in the action of mind; +therefore, the desire for advancement is in all, and through all. +All things desire the advancement of every man. +If a man desires any good thing in order to live his life more fully, that thing +desires him also. +The mind of things responds to the mind of man, when man desires +advancement. All things work together for good to those who desire only +advancement. +The greatest of all facts to us is the fact that there is a Mind in nature which +desires us to have all the things we are capable of using, and willing to use, in +the direction of fuller life, and that this Mind is in the things themselves, tending +to bring them toward us; and that if we take the right course, recognizing this +Mind and working with it, all things must come to us. +But this Mind is the Mind of the Whole, not of a part; and if we lose sight of the +Whole and enter into competition with our fellows for a part we lose all. +For competition of a part is virtually a denial and rejection of the Whole. He who +recognizes and accepts the whole cannot compete for a part. It is the idea of +competition for a limited supply which prevents us from seeing and accepting + + +the Abundance which is ours. We still keep up the foolish struggle of Caesar’s +kingdom, because we cannot see the kingdom of God, which is all around us and +within us. +“If my kingdom were of this world, then would my servants fight,” said Jesus. +We do not get fully out of the ideas of the kingdoms of this world; we still do +more or less fighting. +But how are we to avoid competition, when the whole business world is +proceeding on the method of competing for a limited supply? How can we get +work without competing for jobs? Can we succeed in a competitive world +without competing? Shall we withdraw from the world, and form communistic +societies? +Certainly not. To try that is to fail. A communistic society is a body of people +who do not compete with each other, but who do compete with everybody else. +No community can be complete unto itself without greatly limiting its members +in the means of life; and to do this is to defeat the end aimed at. +And if it is not complete in itself, satisfying all its wants, it must compete with +the outside world for what is lacking, and this is what we seek to avoid. +No separation of a part from the Whole in any way, will solve the problem. The +community scheme is inconvenient, unnatural and impracticable. +Shall we establish socialism and the cooperative commonwealth? We cannot do +it, because socialism and the co-operative commonwealth can never be +established; it must establish itself, and it may take it a long time yet to do so. +We cannot do away with competition by legislative enactment of any kind so +long as the majority of men believe in the limited supply; so we must keep right +on in business under the present system, and yet cease to compete. +Can we do it? +Yes. +But how? diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-86-Man-and-Money/Chapter-86-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-86-Man-and-Money/Chapter-86-source-text.md new file mode 100644 index 0000000..92e2059 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-86-Man-and-Money/Chapter-86-source-text.md @@ -0,0 +1,149 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-86: Man and Money +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 347–351 +- **Pages without text**: none +- **Note**: Work: *Making of the Man Who Can*, section 8 of 9. + +--- + + +Chapter 8: Man and Money +Table of Contents +“I am come that they might have life; and that they might have it more +abundantly.” +GOD, THE MIND OF NATURE, produces the Abundance of nature with the +purpose of providing for the development of man; not of some men, but of man. +The purpose of nature is the continuous advancement of life; and as man is the +embodiment of God and the highest form of life, the purpose of nature must be +the continuous advancement of every man into more abundant life. +That which seeks the advancement of every man cannot take anything from any +man; therefore to be one with the Mind of nature is to seek the advancement of +all at the expense of none; to seek to get for all what one desires to get for +oneself. +This must lift one entirely out of the competitive thought. “What I want for +myself, I want for all;” that is the declaration of independence aimed at the +competitive system. +“Our” Father, give “us,” that is the prayer of the advancing life. +This declaration and prayer are in unison with the Mind of nature; the man who +so declares and so prays is mentally one with all that lives, God, nature and man; +and this is the at-one-ment. +To be mentally one with the Mind of things makes you able to register your +thoughts on that mind, and your desires as well. +When you desire a thing, and your mind and the Mind of things are one, that + + +thing will desire you, and will move toward you. If you desire dollars, and your +mind is one with the Mind that pervades dollars and all things else, dollars will +be permeated with the desire to come to you, and they will move toward you, +impelled by the Eternal Power which makes for more abundant life. +To obtain what you want, you only need to establish your own atone- ment with +the Mind of things, and they will be drawn toward you. +But the primal purpose of the Mind of things is the continuous advancement of +ALL into more abundant life; therefore, nothing will be taken away from any +man or woman and given to you unless you give to that person more in the way +of life than you take away. +It will be plainly seen that the Divine Mind cannot be brought into action in the +field of purely competitive business. God cannot be divided against Himself. He +cannot be made to take from one and give to another. He will not decrease one +man’s opportunity to advance in life in order to increase another man’s +opportunity to advance in life. He is no respecter of persons, and has no +favorites. He is equally in all, equally for all, and at the service of all alike. +To make the at-one-ment, you must see that your business gives to all who deal +with you a full equivalent in life for the money value of what you take from +them. +I say in life; that does not necessarily mean in money value. Here is what many +critics of the profit system fail to understand: that a thing of small value to one +man may be of inestimable value to another who can use it for the advancement +of life. A box of matches would be worth more to an Esquimaux than Millet’s +“Man with the hoe.” +The value of a thing to a man is determined by the plane of life on which he +stands: what is of no value on one plane, or in one stage of his development, is +indispensable on another plane, or in another stage. The life-giving power of any +article may be out of all proportion to its monetary value. This book is not worth +a dollar in so far as the cash value of the paper and ink are concerned, but one +sentence in it may be worth thousands of dollars to any reader. You may sell an +article for more than it cost you, making a profit; but the purchaser may put it to +such use that it will be worth hundreds of times its cost to him, and in that case +profit is no robbery. See that your business meets this fundamental requirement; + + +that is the first step. +When you have done this you are one with that Intelligence in nature which is +working for more life for all; you are “working together with Him,” as St. Paul +says; you and your Father are one. The aim of your work is that all may have +life, and have it more abundantly. +What you seek for yourself you are seeking for all, and the mental principle in +everything that you need begins to gravitate toward you. If you need dollars, the +Mind of things IN the dollars is conscious of the need; and you can affirm with +truth “Dollars want me.” Dollars will begin to move toward you, and they will +come, invariably, from those who need what you can give in exchange. The +Divine Mind will attend to the transference of that which is needed for the +advancement of life to the place where need exists. +This will apply not only to all that you need to keep your business going, but to +all that you are capable of using to enter into fuller life yourself. +No good thing will be withheld from you. +Your unity with the Evolutionary Power, with the Purpose of nature, will be such +that you will receive all that nature has to give. Because you will do always the +will of God, all things are yours, and you need to compete with no one. +But you must bear in mind that your wants are impressed on the Divine Mind +only by your faith. A doubt cuts the connection. Anxiety and fear cut the +connection. +Exactly as you are in the matter of impressing your own subconscious mind, so +you are in the matter of impressing the Mind of things. +Your affirmations fall flat unless they are made with the dynamic power of +absolute faith. +The Mind of things will not act positively for doubt and hesitancy. “Whatsoever +things ye desire when ye pray, believe that ye receive them and ye shall have +them.” +We cannot walk and work with God and distrust Him at the same time. If you +feel distrust, you impress the Mind of things with distrust of you, and things will + + +move away from you rather than toward you. +The requirements for non-competitive success are very simple: +First, desire for everybody what you desire for yourself, and be sure to take +nothing from anybody without giving a full equivalent in life; and the more you +give the better for you. +Then move out in the absolute faith that all you need for the fullest life you are +capable of living will come to you. +Pray with unfaltering faith to the Father that it shall come to you, and thank Him +in every prayer, from a heart full of gratitude that it DOES come to you. +Everything that comes to you then will mean more life to someone else. +Each gain you make will add to the wealth of someone else. +What you get for yourself—life—you get for all. +Your success adds to the life, health, wealth and happiness of all. But someone +says: Wherein does this differ from competition, after all? Are you not still +competing with those in the same line of business? No! What you gain will not +come from the limited supply for which others are struggling, but from the +Whole. +Let me illustrate: It may be said that there is only a limited supply of money in +the country; not enough to supply the needs of all. Suppose a large number of +people enter this Way of Life, and dollars begin to move toward them all, there +will not be enough to go around. That is true, but the thought of need impressed +upon the mind of things would react upon the minds of men; new currency laws +would be passed; the bullion would begin to move toward the mints; and the +printing presses to turn out bank notes if they were necessary to the advancement +of life. +The Mind of things reaches beyond the coined cash, into the gold and silver +lying in the hearts of the hills; and it will all begin to move forward when it is +called for by the prayer of faith. +And the same is true of everything else. Not only the mints, but the mills will + + +start whenever a sufficient number of people have entered the way of the +Advancing life. +If it be urged that the wage system prevents the workers from living full lives, +the answer is that whenever the workers begin to live full lives, if the wage +system stands in the way of their advancement it will be changed. Their demand +for more life will be all that is required to change it. +Life cannot be advanced by changing systems, but systems may be changed by +the advance of life. +There is plenty of work to be done in the erection of useful and beautiful things; +all that is needed is a demand for those things by those whose sole purpose is to +use them to give more life to all. +As the number of such people increases, the prosperity of all will increase, and a +constantly increasing proportion of all classes will come into the Truth, +abandoning competition and the way of the limited supply, until the kingdom +will be established on earth as it is in Heaven. +“And God shall wipe away all tears from their eyes; and there shall be no more +crying, neither shall there be any more pain, and there shall be no night there.” diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-87-Talk-That-Builds/Chapter-87-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-87-Talk-That-Builds/Chapter-87-source-text.md new file mode 100644 index 0000000..503b66a --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-87-Talk-That-Builds/Chapter-87-source-text.md @@ -0,0 +1,88 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-87: Talk That Builds +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 352–354 +- **Pages without text**: none +- **Note**: Work: *Making of the Man Who Can*, section 9 of 9. + +--- + + +Chapter 9: Talk That Builds +Table of Contents +DO NOT TALK ABOUT POVERTY. It adds nothing to the wealth and +happiness of the world to disseminate the information that you have always been +poor, and have had a mighty hard struggle to get along. Poverty is no more a +thing to boast of than ignorance is a thing to boast of. The old saying that it is no +disgrace to be poor is only a half truth; in the true sense it is really a disgrace to +be poor. +Nobody is poor, or having a hard struggle but (a) the ignorant, (b) the lazy, and +(c) the incompetent. +This sounds harsh, and you are ready to go “up in the air” about it; you want to +tell me that the tenement dwellers and wage-slaves have no chance, and so on. +But wait a little. The wage slaves really own the world; they have created it all, +and they could take possession of it tomorrow if they would. They can begin, at +any time, to use the factories to make things for themselves, instead of turning +wealth out for their masters. +But they do not do it because they are (a) too ignorant to know that this is their +world; (b) too intellectually lazy to THINK, and so discover that this is their +world; and (c) incompetent, because they do not THINK. +Intellectual laziness is what keeps the masses down; those who work hard and +willingly in other ways shrink from the effort of sustained and consecutive +thinking; and because they let other people do their thinking for them, they are +slaves. +The masses will be wage-slaves as long as the five-cent theaters are crowded and +the public libraries deserted. + + +I tell you this because I want to make plain to you the futility of talking about +poverty. Talking about poverty and adverse conditions will only lead people to +run to the cheap shows, and to try in other ways to drown their miseries in +temporary pleasures. +The more you talk, and think about your hard times, the more you will be +inclined to seek some mental narcotic to dull the keen edge of your suffering; +and the longer you will suffer. +No surer way to keep the masses poor can be devised than to continually write +and talk about their poverty. +Talk about the good time coming. +The good time IS coming, and the rapidity of its coming is in exact proportion of +the number of people who think about it and talk about it. +Instead of going about showing horrible pictures of the condition of those who +live in the tenements, go about showing beautiful pictures of the conditions of +those who will live in the coming city. +If you can inspire one person to go to work for the coming city, you have done +more good than you can be sending ten people out with slaves and plasterers to +relieve existing distress. +Instead of crusading against child labor and bad factory conditions, tell the +working people what splendid conditions they will have when they wake up and +begin to operate the industries for themselves. +The masses are not in bondage to anything but ignorance and intellectual +laziness; they can have what they will if they will begin to THINK. +And the way to make them think is to talk WEALTH. +That is the philosophy for the mass. +And the same applies to you as an individual. +If the mass is not ready or willing to rise, you do not have to stay down with it; +you can rise above it. + + +But you can never rise above it if you keep talking about yourself as being down +with it. +If you keep talking of yourself as one of those who have hard times in getting +along, you will continue to be one of those who have hard times in getting along. +Do not tell how poor your parents were, and what terrible times you had when +you were a child. To talk of those things is to go back into those conditions, +mentally; and to go back into those conditions mentally is to invite them +physically. +Talk about the happy times you had in your youth, and forget all the unhappy +times. +Do not tell how hard you used to work, and how little you got for it. If you +worked hard for nothing, you were a chump; and you should not advertise +yourself as a chump. +Tell of the good work you have done, and of the good wages you got for it; then +you are advertising yourself as a competent person, who can earn good wages. +Do not, like Uriah Heep, tell how ‘umble you are, and boast of living in a ‘umble +abode, declare yourself to be as good as the best, and describe the elegant home +you are in the process of getting and furnishing. Don’t apologize for your +clothes, tell how few you have, or say you “have nothing fit to wear;” think of +the fine clothes you are making arrangements to get. +Don’t talk poverty in any way; don’t refer to it as existing. +TALK WEALTH. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-88-The-Source-of-Work-Power/Chapter-88-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-88-The-Source-of-Work-Power/Chapter-88-source-text.md new file mode 100644 index 0000000..3348de2 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-88-The-Source-of-Work-Power/Chapter-88-source-text.md @@ -0,0 +1,274 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-88: The Source of Work-Power +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 355–364 +- **Pages without text**: none +- **Note**: Work: *New Science of Living and Healing*, section 1 of 9. Includes the work's title page. + +--- + + +New Science of Living and Healing or Health Through New Thought and +Fasting +Table of Contents +1. THE SOURCE OF WORK-POWER. +2. SLEEP. +3. TO USE SLEEP. +4. SCIENTIFIC LIVING AND HEALING. +5. MIND CURES. +6. NATURE AND DEVELOPMENT OF WILL POWER. +7. THE LIVING ONE. +8. NEW LIGHT ON IMMORTALITY. +9. SUFFERING IN SICKNESS. + + +Life passes through us, we do not possess it. +—AMIEL + + +1. +THE SOURCE OF WORK-POWER. +Table of Contents +IT IS PROBABLE that the late Edward Hooker Dewey, M. D., of Meadville, +Pa., widely known as "the no-breakfast doctor," influenced more people in the +direction of the simplification of life than any other writer, living or dead. His +books, "The New Science of Health," and "The No-Breakfast Plan," have been +read by many thousands of people and have indirectly influenced many +thousands more; his theories are working a revolution, and yet scarcely one in +ten of his followers comprehends the really revolutionary character of his +thought, or the tremendous importance of his great physiological discovery. +In brief, as set forth in his last book, that discovery is this: That the strength—the +work-power—of the human organism is not drawn from the food consumed, but +is renewed in sleep. The storage battery of muscle energy and thought energy is +not charged and recharged at the dining table, but in the bedroom. Food is to the +human body what the soil is to a plant—merely raw material; tissue elements, to +be built into the organism, but not in any sense a source of life. +The interesting points about this theory are: +First, that it is capable of mathematical demonstration, and is therefore true +beyond controversy; +Second, that it absolutely overthrows current theories of the source of life and +strength, driving the materialistic physiologist from the field by proving that life +energy is not the product of functional action, and that most muscle workers +would be healthier, stronger and longer lived on one-half, and most brain +workers on one-tenth of the quantity of food they now consume. It gives good +ground also for the argument that mind is not produced by the body, but that + + +mind produces the body; that the brain does not produce thought, but that +thought produces the brain; that there is no chemistry by which a piece of bread +can become mind or thought; +Third, it proves that most of the conclusions of the pseudo-science of medicine +have been based on false premises, and are erroneous; and that most of the tick +are greatly hindered in recovery by feeding, dosing and other interference. +It gives us, also, a solid foundation upon which we may base a really scientific +investigation of the problems of the origin of life, and of the immortality of the +soul; but that is beyond the scope of this article. +Let us now "make good" on our first proposition: That we do not get our strength +from food. The brain is a storage battery of vital energy, which is charged in +some unknown manner, and from some unknown source, during sleep. The +stomach is a machine which is run by brain power, and the digestion of food is a +tax on strength, and not a source of strength. +Now, as to the mathematics. A laborer will consume a beefsteak and a couple of +potatoes, and will shovel twenty tons of earth to a height of five feet; was there +sufficient potential energy in the food to perform the work? A Japanese soldier, +carrying a heavy load, can march and fight all day and only consume a handful +of rice; and he can do this for an indefinite period without loss of weight or +strength. Can any one seriously claim that the enormous amount of energy he +displays was potentially in the few ounces of rice consumed per diem? No +machine which science has been able to devise can extract one five-hundredth +part as much energy from a pound of beef as the human body must draw from it +if the old physiology is true; but it is not true. It is mathematically impossible. A +man will eat a few slices of pork, and will "run down," catch and overpower two +or three full-grown hogs, by the sheer excess of his physical power over theirs. Is +the potential energy of a pound of dead pork greater than the kinetic energy of +three live three hundred pound hogs? +Consider, next, the numerous cases of protracted fasts which have been recorded +since Dr. Dewey's books were published. Leonard Thress, of Philadelphia, fifty- +six days, and Miss Estella Kuenzel, forty-two days, with a steady gain in +strength from the first day, are among the cases recorded by the doctor himself; +and some hundreds of others, perfectly authenticated, prove that a person can go +from twenty to sixty days without food and can often do so without appreciable + + +loss of strength. I believe it is the accepted dictum of the old physiology that a +man will starve to death in ten days. This has been proved to be a mistake, and it +is evident that most of the people who have perished of hunger in that limited +time died because they thought they had to, and that, properly educated, they +might have lived from twenty to sixty days longer. In death by starvation the +brain and nervous system, which are the power plant, lose no weight; the other +tissues disappear until the skeleton condition is reached, and death comes +because the brain can get no more raw material with which to repair the heart, +lungs, stomach, liver, etc. The organism grows weak and perishes from lack of +raw material to replace the daily waste of its vital parts; it dies when the viscera +are so attenuated as to be unable to perform their functions, but it dies not for +lack of vital energy, but because the vital energy has no material to use in +keeping up the organism. Set a plant in gravel, and it will die—not for lack of +energy, but for lack of material. +Consider for a moment this claim that the body works with energy generated by +its own digestive system. The digestion of food is certainly work, and it certainly +takes power; those who remember the feeling of lethargy after a too hearty meal +will not be disposed to deny that a very considerable amount of energy is +required to operate the stomach. The old physiology claims that the heart, brain, +liver, kidneys, etc, are machines which are operated by power which is +ultimately traced to the action of the stomach; and that the stomach, in turn, is +operated by power which is generated by the action of the heart, brain, liver, +kidneys, etc. Here is a mechanical impossibility—the stomach generating power +to operate the other machines and being in turn operated by power supplied by +the other machines. That the body should perform its great amount of external +work by means of energy generated by its own internal work is impossible; the +claim that it does so is an absurdity. The functional actions of the viscera do not +generate energy; they absorb energy. It uses up power to spade up the earth in the +garden; and the heart and stomach cannot generate power to operate themselves, +with a sufficient surplus to spade up the garden also. It is, I repeat, an absurd +denial of all known chemical and mechanical principles to assert that the body +works by means of energy generated by its own functional action. As well claim +that a man can lift himself by his boot straps. +Power is stored in the brain during sleep, and is probably transmitted to the +muscles and organs over the nerves in a manner similar to the transmission of +electrical energy over a trolley wire; and there is no evidence that this power +comes from our food at all. Food does not "strengthen" us; there is no such thing + + +as a "strengthening" food. We need food to furnish the tissue elements, not to +supply power; and every mouthful we eat in excess of the actual need weakens +us and tends to shorten our lives. Most people expend more than half of their +total life-force in the disposition of unnecessary food; if we only ate from one- +tenth to one-half of what we now consume most of us would die of old age, and +the average of life in the next generation would probably be beyond the century +mark. This shocks you, doesn't it? Well, it is hard, scientific fact; I am just trying +to write it in plain, common sense words. +But, you say, do not we feel more strength after eating? +Yea, but not after digesting our food. If strength comes from the assimilation of +food it can only be after the food is completely digested; a partially digested +mass in the stomach certainly cannot yield any workpower. Now it takes some +hours, at least, to complete the process of assimilation; but the accession of +strength is always felt immediately after swallowing the food. You are tired and +weak; you swallow a cup of coffee and a piece of toast, and you rise and go to +work refreshed; it has "strengthened '' you, you say. But it has not; if you will +pause to think you will see that your fresh strength cannot have come from the +food, which has not had time to be changed at all; it is coffee and toast in your +stomach, and will be, for some time; how can it strengthen you before it is +digested? And three or four hours hence, when it is digested, you will be as weak +as ever. If we get our energy from food, is it before or after we digest it? +You are stronger right after your noon-day meal, but at five p. m., when the food +is digested, you are all tired out; and with all your eating you suffer a steady +decline in power from the time you emerge from unconsciousness in the +morning until you return to it at night. The accession of strength you felt after +taking the coffee and toast did not come from the food; it was from the rally +nature made, summoning her power to the task of disposing of the food. She +drew on the brain for an extra supply of its stored-up energy to perform the work +of digestion, and as this power was turned on you felt it throughout the body; but +the power came from the brain, and not from the stomach. +We do not live by bread alone; we do not really live by bread at all. Beefsteak +and potatoes are not the raw materials from which life and mind are made. The +old physiology is controverted by the law of the +conservation of energy. + + +So much for our first proposition; now for the second: +Most muscle workers would be stronger, healthier and longer lived on one-half, +and most brain workers on one-tenth of the food they now consume. +Since Dr. Dewey's books were published some hundreds of thousands of people +have adopted the nobreakfast plan, going entirely without food until noon; and +nearly all of them have found, to their +astonishment, that they were stronger, brighter, and had more work-power +without the breakfast than with it. And the exceptions are nearly always those +who cannot grasp the idea that the possession of strength does not depend on +keeping the stomach full. This is the philosophy of the no-breakfasi plan: You +awake with the brain fully charged with work-power, and your blood contains +the tissue elements of the previous days' food; you are, therefore, in the best +possible condition for work. Why should yon eat? It takes power to run the +stomach; why not save the power for your other work? You are not realty +hungry; there is no such thing as a normal hunger on arising in the morning, in a +person who has been sufficiently fed on the previous day. Your morning appetite +is a matter of habit; of mental attitude. You eat because you are afraid you will +get faint later in the day; or you tickle your palate with sweet foods until you +arouse a taste for more; but you never eat breakfast because you are genuinely +hungry. +If you do not believe all this, put it to the best possible test; try it on yourself. +Get up and go to work without eating; and if you are in anything approaching a +normal condition you will find that you are in better condition for mental or +physical labor with an empty stomach than with a full one. Mind, though, much +depends upon your mental attitude; remember that many people who believe in +the old physiology have starved to death in ten days, while others, better taught, +have fasted forty days without much discomfort. If you expect that because your +stomach is empty you will have a fainting fit about ten o'clock, the fainting fit +will probably come; you will get just about what you look for. On the other +hand, if you put the thought of food resolutely aside, and go to your work +without fear of any disagreeable consequences yon will have a forenoon of such +mental cheer, and of such physical vigor as you have seldom experienced; but +you will not feel so well after your noon meal. +Why? Because you will overeat; you will mistakenly suppose that because you + + +have done without breakfast you must eat enough, and more than enough at noon +to make up the deficiency; and during the afternoon so much of your brain's +energy will be required at the stomach that you will have very little left for +mental or physical work. This ought to convince you that your stomach is a +machine which absorbs energy, instead of being a generator for producing it. The +object in dispensing with the breakfast is not to increase the quantity consumed +at noon but to prevent the waste of energy in the disposition of unnecessary food. +If you want to be strong, and full of snap and vigor, drop your breakfast entirely, +leave off half your noon meal and two-thirds of your evening one. Eat just +enough to maintain your weight; not a mouthful more. If you can hold your +weight on one cracker a day, and you eat two crackers, the disposal of the +superfluous one will be a waste of your life force; it will weaken you by just the +amount of power required to dispose of it, and if you overeat as a matter of habit +the surplus will be a source of danger, disease and premature death. +You don't believe it, do you? Well, it won't cost you a cent to prove it +If you want to have strength for your work, whether mental or physical, get eight +hours of sleep every night in a well-ventilated room; eat plain, hearty food, and +the smallest quantity which will maintain your weight. If it takes power to run +the stomach it is foolish to keep it in operation more than is actually necessary. +"For this cause many are weak and sickly among you, and many sleep." said St. +Paul, writing to the Corinthians about overeating at the Lord's supper. Wise St. +Paul! +Most of the dietary conclusions of the pseudoscience of medicine are based on +false premises, and are therefore erroneous; and the recovery of most of the sick +is greatly hindered by feeding, dosing, and other interference. +Most physicians accept the theory that we can add to the strength of a sick man +by inducing him to swallow food; when the fact is that every mouthful is a tax +on his strength, and decreases his power of resistance. It takes power to run the +stomach. In every case of severe sickness Nature takes away the appetite, +because there is no power to spare for the digestive process; she wishes to +conserve her energy for combat with the disease. In severe sickness Nature's way +is to suspend digestion and let the brain live on the tissues of the body, which +can be spared. That is why a sick man loses in weight. If you feed him, and he +still loses, it is proof positive that the food is not assimilated; if it were +assimilated there could be no loss in weight. And if you continue to feed under + + +such conditions you may be absolutely certain that you are loading up his system +with waste matter which must be eliminated at a fearful cost in vital power. You +may lay it down as a general law which is amply proven in practice, that in the +absence of appetite the patient who is fed will lose weight and strength more +rapidly than the one who is not fed. When the desire for food is absent, and the +tongue is heavily coated, it should be interpreted to mean: "Busy; nothing +wanted within." It is homicidal folly to feed under such conditions; the food +decays in the alimentary canal, and generates poisons which are dangerous to +life. No matter what the books say, it is foolish to feed the sick man whose +breath tells in unmistakable language that his digestive tract is already filled with +rotting filth. The sick horse will not eat; and it is to be hoped that sick men, +women and children will some day be allowed by their physicians and friends to +exercise horse sense. Nature would have the severely sick man sleep much, and +not eat at all; we try to induce him to eat all he can, and we wake him every few +minutes to force into his protesting stomach some nauseous or poisonous +compound of drugs. Nine-tenths of our interference with the sick has no +scientific justification, and is injurious to them. Put the sick man into a well- +ventilated room; make him as comfortable as possible; shut out the neighbors, +the family, the preacher— everybody but the nurse, and possibly the doctor; in +most cases leave the doctor out, too. It would be a great deal better if two-thirds +of the doctors had to resort to some other means of making a living; the other +third could easily take care of all the cases where they are really needed. Give +nature a chance with your sick one; and if he dies you may at least feel sure that +you did not help to kill him. +The stomach is a machine which uses up power, and it is operated by power +supplied from the brain, which is charged during sleep. Remember this +physiological fact, and regulate your life accordingly; get sleep enough, and get +it under favorable conditions, and eat less. + + +Sleep, that knits up the ravelled sleeve of care, +The death of each day's life; +Balm of hurt minds, great nature's second course, +Chief nourisher in life's feast. +—SHAKESPEARE, "Macbeth" diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-89-Sleep/Chapter-89-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-89-Sleep/Chapter-89-source-text.md new file mode 100644 index 0000000..425cf88 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-89-Sleep/Chapter-89-source-text.md @@ -0,0 +1,189 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-89: Sleep +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 365–370 +- **Pages without text**: none +- **Note**: Work: *New Science of Living and Healing*, section 2 of 9. + +--- + + +2. +SLEEP. +Table of Contents +He giveth His beloved sleep.—Ps. 127:2. +IN THE PRECEDING CHAPTER we considered some of the arguments for the +new physiology, which holds that vital energy is renewed in sleep, and is not +generated by the digestion of food. Man is not, as we have been taught to +suppose, an engine whose power comes from the combustion of fuel, or food. If +he were, he would never need rest or sleep; supplied with food he could keep on +eating and working indefinitely, as an engine can work indefinitely if it is +supplied with coal; whereas no matter how much or how often he eats, we know +that he must have frequent lapses into the silence and unconsciousness of sleep +in order to recharge his brain with that mysterious energy by which he lives and +works. +We find by observation that the fact that vital power is received in sleep is +universal with all forms of life. Men, animals, reptiles, fish and insects sleep; +and plants sleep also. You will notice that I speak of vital power as being +received, not generated; if the law of the conservation of energy holds good as +applied to the energy displayed by the human body,then the energy of man is +received from some source outside himself; for it is a mechanical impossibility +for the organism to generate within itself the power to maintain itself, renew +itself, and perform external work also. The human body cannot be regarded as +being anything but a machine; and since it is found to be impossible for a +machine to operate itself, and to do additional work with power generated by its +own operation, 1 am compelled to accept the hypothesis that there is an inflow +of life, which is received by all living organisms during sleep. Let me write this + + +again, and call your attention to it for it is the greatest and most important +scientific fact that has been given to the world in a century. +There is an inflow of vital power, which is received by all living organisms +during sleep. +I do not know where this inflow of life comes from; I do not know whether it +results from some combination of other forces or is a force which is eternally +selfexistent I am simply stating the facts as I observe them, and giving the +inevitable deductions from them; if the facts disprove the theories you have been +holding, you will have to readjust your theories to fit the facts. It is a fact that the +human body cannot possibly manufacture its own vital power and at the same +time be manufactured by its own vital power; and it is a fact that it receives its +vital power in sleep; and necessarily, from some source outside itself. Life comes +to us from somewhere; we do not make it; we receive it. I do not say that it is +received only in sleep; I do not know but that there are conditions under which +we may receive it when awake. Neither do I say that we always receive it +directly from the unknown source; there may be individuals who can become so +charged with it as to be able to communicate it to others; I do say, however, that +no individual has power to create it in himself; he can only give what he has +received, so that ultimately we all receive from the unknown source. +Now, as to the importance of all this. Hold up your finger, and examine it +carefully. What made it? It is made of different chemical elements taken from the +food you have eaten; but what combined those elements and built them into a +finger? Life! You slept, and your brain was charged with power; that power was +applied to the stomach and bowels and digested your food; it took the separate +elements and emptied them into the blood; your heart, which beats by brain +power, forced them along through the arteries until they came to the finger; and +vital energy from the brain built them into bone, muscle, nerve and connective +tissue. Life built the finger; and nothing but life can make another like it. All the +science in the world cannot duplicate it; we may make something which looks +very much the same, but it will not be like your finger at all. Be careful, +therefore, about the gentleman who tells you that he has a "remedy" which will +renew your finger or fix it up all right if there is anything the matter with it. +Nothing can repair or renew the finger but the force which created it—vital +power. Nothing can make a finger, nothing can mend a broken or injured finger, +and nothing can cure a sick finger but life. There is no remedy, and no known +force that can unite a broken bone save life only; and there is no remedy and no + + +force that can make a heart beat save life only. Nothing ever made a heart beat +but life; all the other powers in the world cannot send a single pulse-throb +through the arteries of a dead body. No medicine ever made your heart beat, and +none ever will; nothing ever made a heart beat but vital power. The force which +operates your heart is stored in your brain during sleep. The only manner in +which a medicine could make your heart beat would be by causing the vital +power to flow from your brain to your heart. I do not say that medicine can or +cannot do this; I will touch upon this point again. +What is true of the heart is necessarily true of every other organ of the body; +they are all operated by brainpower, and cannot be operated by any other power. +We hear certain medicines spoken of as having power to move the bowels; but a +little study must convince us that the only power on earth which can move the +bowels is that which is stored in the brain. If a medicine causes the bowels to +move it must do so by causing the brain to move them; you understand that I do +not say that it is impossible for medicine to do this; I simply say that it is +impossible that it should be done in any other way. The vital power which is +stored in the brain during sleep is the only power capable of producing +functional action in any part of the body. Your heart, stomach, liver, kidneys and +bowels are not separate and independent machines, operated by different and +extraneous powers; they are all parts of one machine, which is run by brain- +power; and the brain is charged in sleep. +Now, if there is defective action, or congestion, or inflammation, or pain in any +part of the body, the only possible way to effect a cure is by directing the brain- +power to the affected part. If a medicine can do this it is of value, provided its +benefit be not neutralized by reactionary or other effects. Local applications +produce their curative effect in this manner; a mustard plaster cannot increase +functional action in the organs over which it is applied, but it is possible that by +it a chemical effect upon the tissues may cause the brain to turn its power in that +direction, and so increase functional action. This is the only theory of medical +action which is in accord with the facts; and we must apply it also in explaining +the effects of exercise and massage. Neither exercise nor massage can build up a +weak part; but either may cause the brain to build it up, by directing its power to +it. Mental healing is accomplished in exactly the same way; it is done by +consciously and intelligently directing the brain-power by concentration of +mind; and it is by far the most scientific and effective method of healing, when +not complicated by speculative absurdities which befuddle the mind and prevent +direct and positive action. + + +Now, again, perhaps you do not see the importance of all this. Go back over this +chapter, and the preceding one; examine the facts and study the logic of the +deductions. You will hardly fail to become convinced that your body is a +machine which is operated by power which is stored in your brain during sleep; +and that no other agency can heal it, build it up, or keep it well but this brain- +power. If you are sick or weak you know now where your cure is to be found; +and you are ready to begin to act intelligently. +First, if the power which is to heal you is to be stored in your brain during sleep, +you had better study sleep, and learn how to surround yourself with favorable +conditions for the charging of your storage battery with power; sleep +intelligently, and with a purpose, so as to get the best results. There are laws +which govern the process of charging the brain with vital force; some of them +are known; enough to enable you to set to work with ft reasonable certainty of +getting good results. +Second, having learned how to charge your brain with vital power you must +learn how to conserve the power; how to keep yourself from throwing it away, +and expending it uselessly; and this is more important, perhaps, than you +imagine. Most people waste at least half their vital power. +Third, you will need to learn how to turn this force to the part where it is most +needed; and this involves the consideration of all medicines, treatments, +exercises, and mental processes. +What we need above all else is to be scientific in our methods of arriving at +conclusions. We must avoid speculation, and fanciful theories based on the +supposed need for retaining old medical or religious dogmas, and stick to the +facts and to the deductions which are the inevitable corollary of the facts. If the +facts do not accord with the teaching of the doctor and the physiological +authorities, we will have to disbelieve the doctor and the authorities, and accept +the facts; and if the facts disagree with the dogmas of the preacher we will have +to ask the preacher to revise his dogmas; we must keep to the facts. And here, +again, are some of the facts, and some of the things which the facts prove: +In death by starvation the brain loses no weight, but is nourished at the expense +of the other tissues of the body. Death does not come so long as there are other +tissues available for the brain to feed upon. This proves that the brain, not the +stomach is the alpha—the center of vital power. + + +The structure of the body goes to prove that the brain is the power-plant; the +afferent nerves carrying sensation in, and the efferent ones carrying power out. It +is an absurdity to suppose that muscular power is generated by the muscles +themselves; it is far more reasonable to assume that power is transmitted to them +over the nerves in a manner similar to the transmission of power over an electric +wire. +The strength of the body is not drawn from food; because +(a) It would be impossible to extract the amount of energy displayed by the body +from the quantity of food consumed; +(b) Work-power does not increase in proportion to the quantity of food digested; +(c) If work-power came from food we would not be obliged to sleep for the +purpose of renewing our strength; and +(d) The digestion of food is work in itself, and requires the expenditure of +power; it cannot, therefore, be done with power drawn in the ultimate from its +own processes. Work cannot do itself with power furnished by itself. It is a +manifest impossibility that the body should work with energy manufactured by +its own internal processes, which are themselves a part of its work, and consume +its power. +Lastly, we see that every living thing goes regularly to sleep, and wakes with +renewed energy. +From all this we deduce: +That the external work of the human organism is done, and its internal processes +carried on by means of a vital energy which is accumulated in the brain during +sleep. +That this vital energy is the only power by which the body may be healed, +repaired, renewed or maintained. + + +Were I to adopt a pet idea as so many people do, and fondle it in my embraces to +the exclusion of all others, it would be, that the great want which mankind labors +under at this present period is sleep. The world should recline its vast head on +the first convenient pillow and take an age-long nap. It has gone distracted +through a morbid activity, and while preternaturally wide awake, is nevertheless +tormented by visions that seem real to it now, but would assume their true aspect +and character were all things once set right by an interval of soul repose. +— HAWTHORNE, "Mosses from an Old Manse" +The mind grows wiser by watching, but her sister, the body, of coarser materials, +needs the support of repose. +— SCOTT, "Talisman" diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-90-To-Use-Sleep/Chapter-90-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-90-To-Use-Sleep/Chapter-90-source-text.md new file mode 100644 index 0000000..9a1ab82 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-90-To-Use-Sleep/Chapter-90-source-text.md @@ -0,0 +1,142 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-90: To Use Sleep +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 371–375 +- **Pages without text**: none +- **Note**: Work: *New Science of Living and Healing*, section 3 of 9. + +--- + + +3. +TO USE SLEEP. +Table of Contents +HAVING SETTLED that the brain is charged with vital power during sleep, the +next important thing is to study the process, and see if we may arrive at any +conclusion as to the laws which govern it. In observing the phenomena of sleep, +the most noticeable thing is the change in the manner of breathing. The sleeping +person breathes deeply, strongly and with a more rhythmic movement than the +waking one; a much larger quantity of air is taken into the system in a given time +during sleep than when awake. Very few persons breathe audibly when awake, +while frequently the deep, strong breath-ing of a sleeping person can be heard +throughout a house of ordinary size. Since deep and rhythmic breathing is +universal during sleep, I conclude that it is an essential part of the process of +charging the brain with vital power, and that a large quantity of air is necessary +to the operation. I notice an apparent connection between air and vital power, as +shown by other phenomena. When I am about to undertake a heavy lift, or to +perform some feat of strength, I instinctively fill my lungs with air, as if by so +doing I could add to my muscular power; and if I exercise violently nature +compels me to breathe with great force and rapidity, evidently needing an +increased quantity of air because of the strenuous exertion. There appears, I say, +to be a direct connection between air and energy. But I find that deep breathing +is not all; I cannot renew the energy of the brain by deep breathing without sleep; +I must go into the silence and become unconscious. And I do not know what it is +in the air that is essential to life. It is not oxygen alone, for if you put me in an +atmosphere of undiluted oxygen I will die. I must have air. +It is essential, too, that the air be pure. When I sleep in a room with no +ventilation I rise in the morning unrefreshed; the battery has been very +imperfectly charged. It is therefore necessary to have air which is in motion; + + +since motion is essential to the purity of air. It will not answer the purpose to set +a spool of thread under the window and put the bed's head back in the corner, out +of the "draft." The draft is just what I want to get into. The object of ventilation +is to produce motion in the air, so that we can breathe air which moves. It is not +enough to raise the sash well up, if that is the only opening, for the air in the +center of the room, or in the corner where the bed's head stands may be +absolutely motionless and stagnant and remain so throughout the night. +There is not the slightest reason for the universal fear of drafts; a draft is air in +motion, and motion does not impart any evil quality to air; on the contrary, +moving air is far more likely to be pure than that which is stagnant The chemical +processes by which air purifies itself depends on motion. There is no reason to +suppose that cold air is dangerous; that is, if it is not so cold as to actually freeze +one. The night air is not less salubrious than day air. Night air is air with the light +out of it, and taking the light out of air does not make it noxious. There is no +evidence to support the idea that damp air is harmful ; damp air is air with a little +water in it, and water is not a poison. +If you lack vitality of power and wish to proceed scientifically in charging your +brain with it, you must first disabuse your mind of the notion that pure air, in any +place or under any condition or in any quantity is harmful; and you must come to +understand the fact that the first great necessity of life is a plentiful supply of +absolutely pure air during sleep. +So, attend first to the ventilation of your sleeping room. If there is only one room +in the house that can be ventilated sleep in that room no matter how +inconvenient it may be otherwise. Begin by providing for a current of air across +the room. Open a door or window on each side; wide open. Do not be afraid of +burglars; better be carried off by a burglar than by the undertaker. When you +have arranged for a current of air through the room, pull your bed out so that +your head will be right in the middle of the stream. If you are not quite free from +the old fear of moving air, you had better do this gradually, bringing the bed out +a foot or two at a time; otherwise you may scare yourself to death with your +fears of the dreadful "draft!" +Now understand that no matter what your disease may be, there is only one +power which can cure you. You may have consumption, typhoid fever, +appendicitis, cancer, liver complaint, a broken leg or a sore toe; but the only + + +power which can make you whole is your own vital energy. The life that is in +you is all the life there is; and you must accumulate enough of it to overcome the +diseased or morbid condition. And you get it in sleep, and fresh, pure, moving +air is absolutely necessary to the process. Do not close the window because it is +damp; breathe the pure air, water and all. Do not close the window because it is +cold; pile on bed clothes or make a fire. Do not "air" your bedroom during the +day and close it at night; better reverse the process. Sleep the year round with +your head in a running stream of pure air, fresh from out-of-doors. +There are certain other things which are pretty well established. In a vast +majority of cases eight hours is about the right length of time to pass in sleep +every day. More than eight hours is too much It is generally better to sleep six +hours than ten. Don't ask me why, because I do not know. +And a condition of absolute physical and mental relaxation and passivity is +demanded for the best results. It is a mistake to eat before going to bed. The +digestion of food is work, and if you wish to gain strength you should not work +while you are sleeping. I know, if you are mentally excited or disturbed you can +often become unconscious more speedily after eating; that is because the +stomach is robbing the brain of power, but unconsciousness while the brain +works is not genuine sleep, and the charging process is very imperfect under +such conditions; and you will lack power the next day. And you cannot make up +the loss by eating more; the more you eat the weaker you will be. What you lose +in sleep cannot be recovered at the table. There are better ways of curing +insomnia than by overworking the stomach. Never mind what anybody tells you +about the necessity for stuffing; go to bed with your stomach empty. The +digestion of food is work, and you cannot have a natural, effective sleep while +you are at work. +So far, you will please notice, I have written on physical energy or work power; +not of will power. Will power, or spiritual control is also acquired in the silence, +but with this difference—we do not become unconscious. We will talk about that +in a subsequent chapter, but I want to call attention here to the fact that certain +thought conditions are essential to perfect sleep. A brain whose power is being +drawn upon for thought cannot sleep. You cannot sleep and dream at the same +time; the more you dream the less perfect is the renewal of your vital power. I do +not wish you "pleasant dreams" or any other kind; I hope you may sleep. +Absolute quietude of mind; the cessation of all physical and mental activity, the + + +relaxation which comes only with perfect trust in God, is a necessary condition +for "restful" sleep; but while this is true, there is an element of positive thought +which may enter in, possibly with advantage. It is a demonstrable fact, as I will +show you later, that the brain power may be directed to or withheld from any +part of the body by thought; and there is pretty good evidence that the character +of the last thought on going to sleep may influence the course of the brain +current during the night. Those who indulge in lascivious waking dreams are apt +to have lascivious sleeping dreams; and to become unduly stimulated in the +sexual system by an abnormal turning of power in that direction. I am quite sure +that it is possible to turn the vital energy toward any weak or defective organ, on +going to sleep; but I am not so confident as to the wisdom of this, for it seems to +me that sleep is for the gathering of force, and not for its expenditure in healing, +or any other activities. I would be careful about setting the mind at work to heal +myself or others during sleep; the best time to think your healing thoughts is +when you are awake. Suppose, when you lie down tonight you try a formula like +the following: +"I have opened my windows, and the pure air, filled with vital power, comes +streaming in; the One Great Life is seeking to find me, and to fill me with Itself. +I relax, and open my soul as I have opened my windows; I shall be filled with +Life while I sleep; and it will give me power to overcome every ill, and all +weakness. Flow in, oh, Life, and give me strength; and I will use it, by the +guidance of Thy love, to do Thy will. Amen." + + +The first wealth is health. +—EMERSON +Oh, thou that pinest in the imprisonment of the Actual, and criest bitterly to the +God* for a kingdom wherein to rule and create, know this of a truth, the thing +thou seekest is already with thee, here or nowhere, couldst thou only see! +—THOMAS CARLYLE diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-91-Scientific-Living-and-Healing/Chapter-91-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-91-Scientific-Living-and-Healing/Chapter-91-source-text.md new file mode 100644 index 0000000..e2e563a --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-91-Scientific-Living-and-Healing/Chapter-91-source-text.md @@ -0,0 +1,194 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-91: Scientific Living and Healing +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 376–381 +- **Pages without text**: none +- **Note**: Work: *New Science of Living and Healing*, section 4 of 9. + +--- + + +4. +SCIENTIFIC LIVING AND HEALING. +Table of Contents +NOT MANY THINGS are harder to over come than the persistent auto- +suggestion that life is of material origin, and that vital power comes from food. It +takes a great deal of argument to make the average man (especially if he is a +woman) understand that his strength is renewed in sleep, and that he grows +weaker, not stronger by eating. Possibly not many of our readers are firmly +grounded in this faith as yet; I shall have to argue it a little further for you, even +at the risk of repeating myself. +Let me call your attention, first, to the fact that loss of appetite nearly always +accompanies severe sickness. Now, if strength comes from food, why does +nature "go back on us" just when we need strength most? Why does she not +make the sick man ravenous with hunger, as she does the woodchopper? The +latter needs food in large quantities to replace the tissues destroyed by his +strenuous toil; he has digestive power, and hunger is given to him. Why should +not hunger be given to the sick man, so that he can generate vital power from the +food, build up his strength and get well? +The appetite is taken away in severe sickness because nature needs all her power +for the work of restoring normal conditions, and there is none to spare for the +labor of digestion. The digestion of food is work, and hard work; the sick man's +brain has not the power for it. So nature says, "Keep out; we are busy inside; +when we are ready for food we will let you know." Sick horses never eat; but +sick people-—or at least their friends and physicians— seldom have horse sense. +When the appetite is taken away it is considered a sign that nature requires +"light" foods; or that the earth should be ransacked for tempting dainties to +create an appetite; whereas, nature simply wants to be let alone. Food given +when the tongue is coated and the appetite gone is seldom digested; it + + +decomposes, and the condition within the stomach of the unfortunate one +becomes something horrible to think about; a putrid, poisonous mass, the +dreadful odor of which can often be distinguished throughout a large apartment +The person who fasts loses weight, but the loss all falls upon those tissues which +can best be spared; and even in death by starvation, the brain and nervous system +lose no weight at all. That is, the brain eats up the other tissues; and death does +not come until the skeleton condition is reached, and there is nothing more for +the brain to absorb. The brain must be sustained; when there is no other food it +draws its nourishment from the body itself. The sick man loses in weight by just +this process; and it is the intention of nature that he should do so. I am not +speaking of the sick man who has hunger, you understand, but of the severely +sick one who has none. Nature desires his brain to live on its stored-up resources +for a few days; she wants to economize power. And if you feed him he generally +keeps right on losing weight; and the more you feed the faster he loses which is +proof positive that he does not assimilate food. If he did, how could he lose +weight? He lies still, and is not destroying any tissue; if he assimilated food he +could not fail to gain in weight. And, I repeat, the patient who is fed generally +loses weight and strength faster than the one who eats nothing at all; proving that +the disposition of the food is a tax on his energy. It would be as logical, and as +scientific, to set the sick man chopping wood as to feed him; working his +stomach is as bad for him as working his arms would be. +Even when the sickness is chronic, and there if some appetite, the greatest care +should be used not to overeat. Where little or no exercise is taken, the amount of +food required is very small indeed, and there is nothing to gain and everything to +lose by eating more than is readily assimilated. Very, very many invalids are kept +weak and low because their brain power is wasted by overeating; sick or well, if +you are eating more than is required to maintain your body you are robbing +yourself of vital power, and charging your system with deadly poison besides. +In case of severe sickness, do not offer the patient food nor mention it in his +presence; put him in a cool, airy room and make him as comfortable as possible; +give him a chance to sleep; do not let him be talked to, or fussed over; keep out +the neighbors, the doctor and the preacher; and if the disease is curable, he will +get well. The scientific use (or non-use, as the case may be) of air, water, food, +exercise, sleep and thought will cure any disease that is curable at all. +Be sure you do not mention food until the sick one asks for it with well- + + +developed hunger. Do not fear that he will suddenly starve to death, and drop off +all in a minute when your back is turned. He will starve faster if you feed him +than if you do not. Trust nature; when she is ready for food she will let you +know. +If the sickness is not severe, and there is little appetite, bear in mind that the way +to conserve brain power is to eat no more than is actually demanded, and that a +sick person, who exercises little needs very little indeed. One egg makes a pretty +fair day's ration for the average sick person—even for one who is "up and +around"; and if most of the sick who art trying to eat all they can, and racking +their brains and those of their friends to think of "something they can eat," would +cut their day's food down to one egg, or its equivalent in weight and value, they +would surprise themselves and their doctors by an immediate gain in weight and +strength. Save your brain power, and get strong and well. +Let us now give a little thought to the phenomena we see in the class of diseases +called catarrhal—coughs, colds, hayfevers, etc. In many cases an enormous +quantity of matter is expectorated or discharged; and the question I wish to press +upon you is, Where does it all come from? Clearly, nothing can come out of the +body through the mouth, which has not been put into it -, and as things are +generally put into the body through the mouth, is it not apparent that what is +blown out of the head must have gotten into the body by way of the stomach? Is +it not an unavoidable conclusion that catarrhal discharges are taken from the +food consumed; that they are simply food matter gone wrong? If there is a +discharge from the body we know that one of two things must be true; either the +tissues are breaking up and coming away, or the discharge comes from the +dining tables. +This is the process of "taking cold." A pound of food is needed in the system, +and we eat, say, two pounds. Digestion being good, the whole quantity is taken +into the blood. Nature has use for only one pound, and she uses that, repairing +bone, muscle and nerve. The other pound she has no use for, but it has been +forced upon her, and she must dispose of it. She may deposit a little of it on the +body in the form of fat, and eliminate more through the kidneys, lungs and skin; +but there will still be some ounces left to decay in the blood—for food matter +will decay in the blood. So there is a little rotten matter—sewage— left in the +blood as the result of that meal. At the next meal the process is repeated; and at +the next, and the next The quantity of decaying waste in the blood gets greater, +until at last the arterial flow is like a stream into which the sewage of a city is + + +emptied, foul and thick with decaying refuse, which all comes from the dining +table. +At last the stream gets so thick that nature must call a halt; she cannot carry on +the processes of bodily renewal with that foul blood; it must be purified. So there +is a chill; a congestion in some part of the mucous membrane, and the impurities +begin to be strained off. When you take cold you cough up and blow out the +surplus food you have been eating; it would kill you if you did not get rid of it. +The cold is an effort of nature to save your body from dissolution. It is not +caused by drafts or exposure; it is caused by overeating. If you do not overeat +you may sit in drafts, or sleep in them, or expose yourself as you please, and you +will not take cold. You "catch" cold at the table; you cannot get one anywhere +else. That is where we get catarrh, which is a chronic cold. A year of scientific +living will cure the worst case of catarrh that ever happened, climate or no +climate. And this is the way the new physiology accounts for catarrh, and +catarrhal diseases. You may easily avoid these ills if you only realize that you do +not have to stuff yourself with large quantities of food in order to generate vital +power. Your life is more than meat. It is not drawn from material things, and +food does not contribute to life or strength in any way. You need food only to +supply the spirit with material from which to construct a body, and the quantity +required is very, very much less than most of you have believed. +Let us talk a little now about "germ" diseases. The people of the city of Chicago +have dug great tunnels out under the lake a mile or so, to get pure water. They +want to get far away from the water of the river, which is thick with rotting +sewage, like the blood of a glutton. There are plenty of disease germs in the +river, but none out in the lake; disease germs cannot live and propagate in water +which does not contain sewage; and it is also a fact that they cannot propagate in +blood which does not contain sewage. If your blood is like the pure water of +Lake Michigan no disease germ can live in it; but if it is like the Chicago river it +will be a breeding ground for any organism that may be introduced into it This is +bedrock, scientific fact. If your blood is pure yon are immune to germ diseases; +you cannot have typhoid, la grippe, smallpox or diptheria, nor can you catch +cold. Disease germs can only propagate in impure blood, and blood is made +impure by overeating, and by not breathing enough. +How much more sensible and scientific to purify the stream than to try to +neutralize the germs by loathsome counter-poisons! + + +Let me close this chapter outlining a sane regime of living. We do not need food +on arising in the morning. We have slept, and the brain is fully charged with +power; there is no demand for food, for there has been no destruction of tissues. +No one is really hungry in the morning; the appetite for breakfast is a forced and +unnatural one. Most people do not eat breakfast because they are hungry, but for +fear of collapse later in the day; they think to store up energy in the stomach +against a future need. Drop off the breakfast altogether, and as soon as you get +your mind adjusted to the plan you will find that no matter whether your work is +mental or physical you can do more of it "on an empty stomach" and do it better. +At noon, eat a moderate meal of any plain hearty food that your taste may call +for; and eat a very light supper between six and seven o'clock. If you are a brain +worker, make your dinner very light also; by "light" I mean small in quantity, not +of chaffy materials. Bo not bother your head about carbohydrates and nitrogens; +eat what you like best. The invalid and the brain worker need exactly the same +foods that the woodchopper needs, but not nearly so much. Tour taste is the +safest guide as to what you shall eat; let it be beans, potatoes, sauerkraut, hog +and hominy—anything that will stay on a Christian stomach, if you desire it, but +not too much! And above all things, never eat when you are not hungry. +Life is an energy which is stored in the brain during sleep. If we understand that +material food plays no part in the generation of this energy, and govern our +appetites accordingly, we shall have perfect health. If we live according to the +simple law of life no material thing can harm us. We are spiritual beings; we get +our life in the Great Silence, out of which we came. We shall live after we cease +to eat, for we do not live by eating now; our physical bodies are kept up by a +mysterious power which comes to us while we are unconscious. God is Spirit; +and He giveth life to all. + + +It is notorious that a single successful effort of moral volition, such at saying +"No" to some habitual temptation, or performing some courageous act, will +launch a man on a higher level of energy for days and weeks, will give him a +new range of power. The emotions and excitements due to usual situations are +the usual inciters of the will. But these act discontinuously; and in the intervals +the shallower levels of life tend to close in and shut us off. Accordingly the best +knowers of (he human soul have invented the thing known as methodical, ascetic +discipline to keep the deeper levels constantly in reach. Beginning with easy +tasks, passing to harder ones, and exercising day by day, it is, I believe, admitted +that disciples of asceticism can reach very high levels of freedom and power of +will. Ignatius Loyola's spiritual exercises must have produced this result in +innumerable devotees. But the most venerable ascetic system, and the one whose +results have the most voluminous, experimental corroboration is undoubtedly the +Yoga system in Hindustan. +—WILLIAM JAMES, "Energies of Men" diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-92-Mind-Cures/Chapter-92-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-92-Mind-Cures/Chapter-92-source-text.md new file mode 100644 index 0000000..ae87127 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-92-Mind-Cures/Chapter-92-source-text.md @@ -0,0 +1,168 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-92: Mind Cures +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 382–387 +- **Pages without text**: none +- **Note**: Work: *New Science of Living and Healing*, section 5 of 9. + +--- + + +5. +MIND CURES. +Table of Contents +IN THE SECOND CHAPTER I asserted that nothing can repair, restore, heal or +renew the body or any part of it but vital powers—the energy which is stored in +the brain during sleep. Nothing but brain power, conducted to it over the "motor" +nerves, can make a heart beat; and nothing but brain power can "strengthen" a +weak heart. Nothing but brain power can cause a liver to secrete bile; and a +"torpid" liver is one to which the brain power is imperfectly conducted or +applied. Nothing but brain power can cause a movement of the bowels; the only +power which can cure constipation is that which is stored in the brain during +sleep. This is pretty hard for you to believe, if you have been taking medicines to +"strengthen" your heart, "act" on your liver, and "move" your bowels; but it is a +demonstrable scientific fact nevertheless. How much medicine will it take to +make a dead man's heart beat, his liver act or his bowels move? Can medicine +move heart, liver or bowels when the brain is not charged with life? The most +that can be said of medicine it that it (or the belief in it,) causes the brain power +to be applied to certain parts of organs. You must understand that your liver like +every other organ of your body is built and planned to be operated by brain +power; it cannot be operated by medicine, or by anything else, any more than an +electric motor can be made to run by turning a steam jet against it. The electric +motor is only built to be run by one kind of power; and the same is true of the +liver. There is not the slightest evidence that there is any "remedy" which can +"act" on the liver, or cause the liver to act; and this is true of all the viscera. +How, then, do we get effects from medicine? Let me show you. Suppose I begin +to write here a detailed description of things good to eat—fried chicken, lemon +pie, strawberries and cream—yum, yum! You read a little way, and you notice an +increased flow of saliva into your mouth; it "makes your mouth water." How can + + +the thought of strawberries and cream cause the saliva to flow? Only by causing +the brain power to be turned on; nothing but brain power can cause the salivary +glands to act. Tickle the inside of the mouth with a straw and the saliva will +flow; why? Because the afferent nerves carry the irritation to the brain and cause +the power to be turned on. The power is turned on to the whole digestive system +by the thought of eating; and it is withheld by anxiety, or the fear of indigestion; +but that is another story, which I will tell you a little farther on. +Suppose, instead of strawberries and cream, I tell you of something horrible and +disgusting,—say a dead cat. Pretty soon you begin to be nauseated; and you may +even vomit How can the thought of a dead cat cause vomiting? Only by causing +the brain power to be turned on to the stomach with that intention; and that is the +only way an emetic can produce its effect Nothing but the brain can cause +vomiting; an emetic introduced into a dead man's stomach lies inert and +powerless. Some emetics act through belief only; others, perhaps, irritate the +sensory nerves of the stomach in such a way as to cause the power to be turned +on; but it is always the brain which really empties the stomach. +Of course there are medicines which act directly on the parts with which they +come in contact—corrosive chemicals which affect the lining membranes of the +alimentary canal. These ought never to be taken, and the ignorance which +prescribes them is homicidal. Irritation of the sensory nerves, in any part of the +body, causes the power to be turned on in that direction. That, as I have +mentioned in a previous chapter, explains the action of all "strengthening," +"soothing," "healing" and other applications. A mustard plaster has no power to +increase action in the parts beneath it; but its irritation causes the brain to act. +Liniments, etc., cannot overcome morbid conditions; but by reflex action or by +the patient's faith, they may cause the direction of an increased amount of brain +power to the affected part And there is not the slightest evidence that medicines +do or can "act" except as described above. +What I say of medicine applies also to massage and exercise. Massage may +shake and work loose the obstructions to the circulation in a congested tissue; +and it may cause the brain power to be turned on. It cannot increase "local +action" because, strictly speaking, there is no local action; all action is from the +brain. Shaking and pounding a torpid liver, loosens the morbid matter in the +ducts and channels and draws power from the brain to move the matter on; but it +does not cause the liver to act, for the liver never acts; the brain acts through it. +This ought to be understood in applying massage: That there are two things to + + +accomplish, the thorough loosening of the tissues and opening of the channels, +and the turning on of power of the brain. Massage cannot "build up" a weak or +defective part; only brain power can do that. +This is also true of exercise. Exercise does not strengthen weak parts; the brain +does that Exercise does not make big muscles; the brain does that also! Don't fly +off the handle, you physical culture enthusiast; let me explain. How do you build +up a weak part by exercise? Flex and relax the biceps muscles vigorously for a +few moments; the quantity of blood flowing to it is greatly increased, and the +blood carries the food; the muscle is fed more just in proportion as it is used +more, and it grows larger and thicker. The benefit of exercise is that it turns the +brain power to the part you wish to build up; and with brain power goes an +increased blood supply, which carries the nourishment. So it is the brain which +makes the big muscles, you see. Exercise really tears a part down, and the brain +restores it. And let me give you a gentle hint right here. If the above is true— +and it surely is—all exercise is not beneficial to a sick man, but only those +movements which direct the power to the afflicted part. If your back is weak and +you take arm and leg exercises, you are drawing power away from the part you +wish to help; that is the reason why "physical culture courses" under the +guidance of pugilists and ex-champion wrestlers are as apt to do the sick harm as +to do them good. For a weak back, take ten minutes night and morning of +exercise which uses the muscles in the weak place; and do not neutralize the +effect by going through other movements which draw the power to other parts of +the body. Remember that ten minutes twice a day is worth more than two hours +at irregular intervals; what you want to do is to regularly, systematically and +continuously demand of the brain that a little more power and nourishment be +sent to the weak part. That is the way to exercise scientifically for curative +effect. Ask, and keep on asking, and ye shall receive. +That is you will receive if you put your mind into the demand. And now we are at +the crux of this whole healing business. Neither medicine, massage nor exercise +can produce effect if opposed by the mind of the patient. I hope you will read and +consider carefully what follows. It is the most important of all, so far. +Let a person be laid on his back on a bed, accurately balanced so that the head +and foot may swing up and down; now let him be asked to perform severe +mental labor, and the bed's head will tip down, because of an increased flow of +blood to his head. Let him go through a series of leg exercises and the foot of the +bed will tip down, because of the increased flow of blood to the legs, and mark! + + +Let him think out the leg exercises, without moving a muscle, and the foot will +go down, showing that it is the intention to move which sends the blood to the +legs; and if the intention is formed in the mind, the power goes whether the +movement is really executed or not. It is the thought of exercise, and not really +the exercise which sends the blood to the muscle; and if the thought be withheld +the exercise accomplishes next to nothing as a building process. That is why +exercise which is taken under compulsion, which is a drag and a task, does no +good. That is why mere muscular toil and drudgery rarely make strong men and +women, but generally make weaker ones. Work or exercise to be beneficial must +be done freely, joyously and confidently; if it be mechanical and automatic it is +useless expenditure of power, and tears down instead of building up. +And if the positive thought of action can send power and nourishment to the +muscles of the legs, it necessarily follows that the same must be true of all parts +and organs of the body. The firm, steady concentration of thought upon the +"torpid" liver with the positive will and purpose to make it "go" will certainly +cause action where action is possible at all. This is true of all cases of arrested +action, unless there is some mechanical obstruction which requires massage, +manipulation or surgery. If there is a part of the machine which isn't working, +turn on the power by steady, concentrated, purposeful thought; understand that +you possess at all times the power to control and direct your own vital power. +And if there is a thought that turns on the power, so there must be thoughts that +shut it off; and this we find by experiment to be true also. Fear or anxiety +instantly arrests action. If you think of your liver with fear you shut off the +power from it; if you think of your stomach with anxiety you deprive it of +energy; if you think with fear or anxiety of the bowels yon paralyze them. In +most cases of constipation the cause is entirely in a habit of mind or thought +which withholds power from the bowels. All cases of indigestion are greatly +aggravated by anxious thought about the digestibility of foods. When you begin +to worry about what you shall eat you begin to have dyspepsia. Don't think about +the values of digestibility of different foods; eat what tastes good to you, but +only eat from one-fifth to one-sixteenth of what your friends would like to have +you eat. That is all that is necessary to cure stomach trouble. We hear it said of +melancholy people that they have the blues because their livers are bad; that is +generally the reverse of the truth; their livers are bad because they have the +blues. +Remember that the calm, confident, purposeful thought of faith sends the life +power flowing out; and the fear thought locks it in. And can we cultivate power + + +to think the thoughts of faith and cheer, and avoid those of anxiety, fear and +discouragement? Yes, and that will be the subject for a subsequent chapter of this +series. + + +Every man has experienced how feelings which end in themselves and do not +express themselves in action, leave the heart debilitated. We get feeble and sickly +in character when we feel keenly, and cannot do the thing we feel. +—ROBERTSON +The flighty purpose never is o'ertook, Unless the deed go with it; from this +moment The very firstlings of my heart shall be The firstlings of my hands. +No boasting like a fool; +This deed I'll do before the purpose cool. +—SHAKESPEARE, "Macbeth" diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-93-Nature-and-Development-of-Will-Power/Chapter-93-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-93-Nature-and-Development-of-Will-Power/Chapter-93-source-text.md new file mode 100644 index 0000000..4303e07 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-93-Nature-and-Development-of-Will-Power/Chapter-93-source-text.md @@ -0,0 +1,155 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-93: Nature and Development of Will Power +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 388–392 +- **Pages without text**: none +- **Note**: Work: *New Science of Living and Healing*, section 6 of 9. + +--- + + +6. +NATURE AND DEVELOPMENT OF WILL POWER. +Table of Contents +"Burnt offerings for sin thou wouldst not. +• • • Lo, I come to do thy will, Oh, God!" +—Heb. x: 8-9. +IN HUMAN LIFE I seem to see three different forms of manifestations of +energy, which for convenience's sake I am going in this article to call physical, +mental, and spiritual. Physical energy is what we have been treating of in this +series of articles; proving that it is not drawn from food, but is received in sleep. +It is the life force of the organism, the work power of the body. Mental energy is +thought power. I do not know what the difference between physical work power +and thought power may be; I do not know whether there is a difference or not; +but I know that there are individuals who have a great deal of physical power +and apparently very little thought power; and there are others who have a great +deal of thought power and very little vital energy; and so I will consider them as +separate forms of force. We will, therefore, adopt this hypothesis; that you +display three forms of energy; first, the physical power, which carries on the +work of the material body, and second, the power which runs your think- +machine. I do not know what your think-machine is, or where it is; I do not +know whether you think with your brain or not; I am inclined to think that you +do not; but anyway, I know that you have a thinker, because you think; and I +know that it takes power to operate your thinker, because thought is a force +itself, and cannot be produced without the expenditure of force. So I know that +you have a thinker and that it takes power to run it; and I am assuming that this + + +power is different from physical energy, although I do not know that it is; but it +makes my point a little clearer to speak of physical energy and thought power as +if they were different things. +Now, this thinker of yours is absolutely indifferent to moral considerations. It +knows nothing, and cares nothing about good and evil. There is no connection +between thought power and goodness. Bad people often have much thought +power, and many excellent souls have very little. A devil may be a very keen and +acute thinker, and a saint may be almost destitute of reasoning power. Your +thinking machine works in the direction in which you set it running. If you start +it planning to execute a noble deed of charity, it will go on and arrange all the +details, and if you put it at work on a plan to rob a bank, it will work on the +details of that plan just as readily. I think you will agree with me, however, that +you have, at least in a rudimentary way, the power to control and direct your +think-machine. You tell it to think about this, and it does; or to cease thinking +about this, and to consider that, and it obeys you. So you see here are the three +forms of power I have mentioned—first, physical power; second, thought power, +and third, the power to control and direct the thought +Now, it is this power to control and direct the think-machine that we wish to +develop. The trouble is that there are too many other forces operating it Some +one, or some thing, starts it running on the fear thought or the thought of +despondency and discouragement, and it runs away from us; we want to master +it completely, so that it will only work on the thoughts of hope and faith and love +and health; how to do it is the question; how to develop this power of control. +For it is not a thing to be acquired, but one to be developed; we have it within. +Did your thinking-machine ever run away with you along the line of self pity? +First, it says, you are not appreciated; you are not understood; those around you +do not realize how fine your nature is, and how delicate your sensibilities are! +They are all blind, callous, selfish; they do not love you as they ought, they do +not see, or seem to care how they make you suffer! Ah well, they will be sorry, +when it is too late! And then your imagination runs on and you see yourself sick, +dying, dead—and your weeping friends stricken with awful remorse, standing +around your coffin and wishing they had treated you better—did your thinker +ever get started on that line? And when it reached a certain point did not +something else seem to rise up within you and say: "Nonsense! You know better +than all this! Stop it, and think sense!" It was as if the engine ran away while the +engineer slept, and he suddenly awakened and assumed control. This engineer is + + +always within you. You have always faith and hope and love at the center of +your being. You do not have to acquire them from without, but to arouse them +within. The engineer is there, but he is like one in a tomb, asleep; he must hear +the voice and come forth. That is salvation. "You who were dead in trespasses +and sins hath he quickened," said St. Paul, who was very scientific. To be dead +in trespasses and sins is simply to have lost control of your thinker. The engineer +is in a dead sleep, and the sin thought and the fear thought and the disease +thought are running the engine. The force works undirected. How shall we +waken the engineer, and get him "quickened" so he will stay awake? How shall +we vitalize this third principle, and get the power of control over our own +internal forces? This is the supreme question. We know how to charge the +battery of vital power in sleep; how shall we energize the soul? +Let me point you to the connection between silence and physical power. When +you want vital energy you have to quit reaching, snatching, and grabbing for it, +and just lie and shut your eyes and let it come. To charge the brain with power +you must get still; stop the busy hand, close the eye, suspend the action of the +senses; and life comes in. Cease all activities, and couple on to the one Eternal +Life as to a dynamo, and get charged. That is the process. Why not try it in +charging the will? Suspend all other work and make connection with the Eternal +Will, and receive spiritual power as we receive physical energy; why not? +I wonder if any of our readers were ever in an oldfashioned Quaker meeting, +where the congregation sat in silence for an hour? If you were, you know +something of how it feels to be in an atmosphere surcharged with spiritual +power. For a hundred devout men and women to sit together in perfect silence +for an hour, with their thoughts withdrawn from earthly things and their souls +open toward God—it is no wonder that the early Quakers were spiritual giants +and giantesses. It is a great pity that the friends of the present day have fallen in +line with the practices of their competitors and fill every moment of their +meetings with gibble, gabble, gobble,—words, words, words! The marked +spiritual power which once distinguished the Quakers came to them in their +silent meetings, and they have lost it with the discontinuance of the practice. The +silent meeting was scientific; it was in line with the law of transmission of life, +and to that law you must individually conform if you are to have energy of soul. +So, this is the method. Go into your closet and shut the door. Get by yourself in +the quietest place you can find, and where you may be free from interruption for +a little while. And sit down; relax the body; rest. And now, stop thinking. You + + +have not gone apart to meditate, or to think about God, or about anything else. +Stop thinking; silence; be still. And when you are still begin to pray. Now this is +a wordless prayer, and a prayer without thought. You are not to pray with the +thinking-machine but with the will. You are not to think thoughts and tell them +to God; nor are you to ask Him to think thoughts and tell them to you. You are +not seeking God's thoughts but His energy. You do not wish to hitch your thinker +to His thinker, but to unite your will to His will. You will readily see that if there +is a purpose in the universe, there must also be a will behind the purpose, and +this will must be the source of all will power. Get rid of the notion that there is +any connection or similarity between stubbornness and will power. Will power is +power to control and direct your own thought. It is spiritual energy and comes by +connection with the universal will, in like manner as physical energy comes by +connection with One Life. +What manner of prayer, then, will connect your will with the will of God? Only +this, and no other: +"I will do Thy will., Oh, God!" +That is all the prayer you need. "Not every man that sayeth onto me Lord, Lord, +but he that willeth to do the will of my Father shall enter the Kingdom." To will +to do the will of God is the sum of all religion. It is the highest possible assertion +of self-hood. It comprehends all possible good effort, and shuts off all evil. It +suspends all activity but God's and holds the soul in silence before Him. It is the +greatest assertion of will power of which man is capable. Angels can do no +more. And that within you which wills to do the will of God is the power which +can direct and control your thought Exercise it; call it into activity. Sit in the +silence and hold your soul on the will to do the will of God. When you cannot or +do not wish to concentrate longer, arise and go out Do this every day or twice a +day; and whenever your thinker gets beyond your control for an instant, will to +do the will of God. You will find yourself in the way of power and life; you will +draw spiritual power from God in the silence by day as you draw vital energy +from Him in the silence of night. +"For I do not my own will, but the will of Him that sent me." +"Not my will, but thine." +"I do always His will." + + +That, beloved, is the way to get will power; and will power is the spiritual ability +to control and direct yourself in thought and deed, internal and external. +And now, here are the conclusions: Never eat unless you are hungry. If you are a +hard worker or a young person, eat two moderate meals a day. If a brain worker, +an invalid or an old person, eat only one meal and not much at that. +Sleep in pure air. +Think good thoughts. +And acquire power to do all these things by willing to do the will of God. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-94-The-Living-One/Chapter-94-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-94-The-Living-One/Chapter-94-source-text.md new file mode 100644 index 0000000..e2e74c7 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-94-The-Living-One/Chapter-94-source-text.md @@ -0,0 +1,146 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-94: The Living One +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 393–397 +- **Pages without text**: none +- **Note**: Work: *New Science of Living and Healing*, section 7 of 9. + +--- + + +7. +THE LIVING ONE. +Table of Contents +AT THE RISK of being guilty of wearisome repetition, I must here re-state some +of the things which have gone before. I want you to have them fresh in your +mind, so that you will fully grasp the arguments which follow, for the point is +one which is rather difficult to state. Life is a force, a form of energy, as truly as +heat and electricity are forms of energy. That which performs work is force, or +energy. There is no distinction to be made between the life of the body and its +work-power. Life is work-power. The work-power of the body is not drawn from +the food consumed; this we have proved by the following facts: +1. The anatomical structure of the body, which proves that the brain, not the +stomach, is the power-plant of the organism. +2. The phenomena of sleep prove that the brain is charged with work-power +during the period of sleep. +3. It is a mechanical impossibility that the enormous amount of work-power +displayed by the body should be in the food consumed. A handful of rice cannot +possibly furnish power to carry two hundred pounds over twenty miles of rocky +ground. +4. People can fast, if properly instructed, from twenty to sixty days without +material loss of strength. This would be impossible if the work-power were +drawn from the daily food. +5. In death by starvation the brain loses no weight. Nature preserves the power- +plant intact until the last. + + +6. The accession of strength felt after eating must come from the brain. It cannot +come from the food, which is still an undigested mass in the stomach. +7. In severe sickness Nature always takes away the appetite; proving that the +digestion of food is work; a tax on strength, and not a source of strength. +8. All the other phenomena of life point us irresistibly to the conclusion that food +is merely raw material, to be used in building up the body; and that it is used by +an energy which is stored up in the brain during sleep. +Now, as a form of energy, life presents one peculiar characteristic; it seems to be +an exception to the law of the correlation of forces. Heat, light, and electricity +are convertible, each into the others; but none of them, so far as we know, is +convertible into life. Every living thing came from a germ, which contained part +of a preceding life, and contained it as life, and not as something else to be +converted into life. Life only comes from life; we cannot originate, generate or +create it as we do electricity, by changing or combining other forces. It does not +appear, so far as our observation goes, that there was ever any new life, or that +life has ever come into existence where there was none before. We, with all our +wisdom, skill and science, can only watch life reproduce itself; we cannot +originate it. +It is the work-power of the life in the seed germ which produces the organism. It +is the function of life to produce organisms. The life in the seed produces the +plant; the plant does not produce the life. Life is not a result of organization, but +is the cause of it. Living organisms are not machines which generate life; they +are machines which are built and operated by life. Life is not the result of +functional action, because it is the cause of functional action; it cannot be at once +the effect and the cause. The external work of the body, as I have shown in a +preceding chapter, cannot possibly be performed by power which is generated by +its internal work; for the power which does both the internal and the external +work is one and the same. There is no difference between the power which does +muscular work and that which operates the heart, liver and stomach. It is all one, +and comes from one source. It is, therefore, an absurdity to say that the work- +power of the body is the result of the performance of its internal digestive or +other functions. +Life is the cause of all function, including the digestion of food, and cannot be +the result of that which it causes. We are therefore driven to the conclusion that + + +the body receives its power from some external source. It certainly expends +energy, we have seen that it does not and cannot generate this energy; it must, +occasionally, be charged anew. And when we witness the phenomena of sleep we +conclude that we are witnessing the vitalizing process; the sleeping organism is +being charged with power. +But where does the power come from? Oxygen, as we have seen, is necessary to +the charging process, but oxygen is not life. It is a chemical element +indispensable to functional action, and to the operations of vital power, but it is +not life. Nor does it appear that there is any possible combination or +recombination of the elements of the atmosphere with those of the body which +can produce life. For if life be drawn by chemical processes from atmospheric +air, it can only be done by internal functional processes, and we have seen that it +is a mechanical impossibility that life should be the result of functional action. It +is as impossible that the body should manufacture life out of air as that it should +manufacture it out of food. All the arguments which I have used in the one case +will apply in the other. If vital power cannot be received by the body in the form +of potential energy in food, and converted into life by functional action, then it +cannot be received in the form of electrical or other energy from the atmosphere, +and converted into work-power by functional action. It must, therefore, be +received directly as vital power, for the body is not a generator or transformer of +energy. When the body receives life it must receive life; it cannot receive +something else which is to be converted into life, for this would make life to be +its own creator, the effect becoming its own cause. +Therefore, life is not drawn from the atmosphere, for the atmosphere is a +compound of dead gases. It is not drawn from the earth, for the earth is dead +mineral, vegetable and animal matter. There are forms of potential and kinetic +energy in both earth and air-heat and electricity, for instance—but as I have +shown you, these are not life, and it is not mechanically possible for the body to +convert them into life. If there is life in the air it must be there as life, and not as +something else; and it must be in the air, not of the air. If there is vital power in +the earth, it must be there as life, and not as some other form of force; it must be +a force; separate and distinct from all other forces, and not an inherent property +of matter. For, if life were inherent in all matter, death and disintegration would +be impossible. The body without the spirit would not be dead, but just as much +alive as ever. We cannot escape the conclusion that vital power, or life, is seen by +us only in the bodies of living organisms; whatever forces we see in dead matter +are not alive, nor capable of being alive; for we receive life, not something else. + + +If vital power is present in our material environment it is there as a living force +—a living presence, a life,— not as a dead material force, which we must +convert into life in order to live. +There is one other supposition which we must consider briefly here, which is +that life comes from the sun. This idea probably originated from observing the +phenomena of the seasons; the forthputting of life in the spring, when the sun's +rays penetrate air and soil, creating the right chemical conditions for the building +of organisms by life. There is no evidence, however, that the life of the +springtime comes from the sun. A certain amount of heat is necessary to the +constructive processes of vital power, but heat in excess is destructive to all the +work of life. Life does not come from fire, or work in fire, or with fire; and the +sun, so far as we know, is pure fire. It is unthinkable that there should be life on, +or in the sun. And, so far as the facts go, life only comes from life. If there are no +germs of life in the son, then reasoning from the facts of life as I see them, I +cannot accept the theory that life comes from a body where there is no life. +Whence, then, does life come? I do not know. I can only say with Swedenborg +that there appears to be an inflow of life into the world, which is received by all +living things according to their forms; or I can say with St. Paul that there is a +Living One, in whom we live and move, and whose offspring we are. But this I +know by all the laws of force, that we must get our life from a living force which +surrounds us. There is no escaping this conclusion. It is mechanically impossible +that we should generate life, or that we should convert some other force into it; +we receive it as life, and we receive it from life. + + +Do you remember what happens on the window pane on a cold morning when a +fire is kindled? The pane acts as a condenser, changing the form of the moisture +in the air; it becomes tangible. Wherever heat and cold, positive and negative, +come into contact there is a precipitation. +The surface of the brain is this point of contact between positive and negative, +Uncreate and Create, Spirit and Matter. +The positive ever acts upon the negative; the higher and finer forces upon the +lower or coarser. +The natural attitude of man is one of aspiration toward the Uncreate and +command toward the Create; negative to the Highest, positive to all beneath. +ELIZABETH TOWNE, in "Constitution of Man" (1896) diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-95-New-Light-on-Immortality/Chapter-95-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-95-New-Light-on-Immortality/Chapter-95-source-text.md new file mode 100644 index 0000000..83eae80 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-95-New-Light-on-Immortality/Chapter-95-source-text.md @@ -0,0 +1,108 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-95: New Light on Immortality +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 398–401 +- **Pages without text**: none +- **Note**: Work: *New Science of Living and Healing*, section 8 of 9. + +--- + + +8. +NEW LIGHT ON IMMORTALITY. +Table of Contents +FINALLY, in the light of all the foregoing, what about the immortality of the +individual? Well, the new physiology gives us, for the first time, a really +scientific basis for the hope of a continued existence. You must remember that if +the old physiology is true, immortality is simply impossible. If you get your vital +power from food, then your soul comes from the beef trust; and when you cease +to eat, that will be the end of you for time and eternity. The theory that the soul +draws its vital power from God, while the body gets energy from corned beef +and cabbage, is improvable; all the evidence goes to show that there are not two +kinds of life, one of the body and one of the soul, but that there is only one life. +The life of the soul and the life of the body are one, and come from the same +source; therefore, if the old physiology is true, the death of the body is the end of +all. +To prove individual immortality we must demonstrate two things to be true: +First, that there is a spiritual organism which the ego, or individual intelligence +can inhabit after the dissolution of the physical body; and +Second, that the ego can and will keep the spiritual organism so in harmony with +the constructive principle of nature that it, in turn, shall not be dissolved. +It is unthinkable that life should continue individualized without an organism. +There must be a separate organism for every individual life; and when the life +can no longer preserve its organism against the attacks of nature's destructive +principle, then it must cease to be an individual life, and be merged into that +Universal from whence it came. What evidence have we that there are spiritual +bodies? + + +1. We have the testimony of clairvoyants and other psychics who claim to see +them. Take this evidence for what it is worth to you. Personally, I believe some +of it. +2. We are able to demonstrate mathematically that personality is not the result of +functioning of the physical body. Mind is not produced by the physical body, for +mind controls the physical body. Mind is not the result of functional action, for +mind can and does control functional action. There is no organ of the body +whose action is not controllable by mind, properly applied. To have mind control +the machinery which produces it would be to make the effect become its own +cause. If mind were the result of functional action, it could not cause or control +functional action. There is no more evidence that the brain thinks than there is +that the heart thinks, or that the liver thinks; the most we can say is that the brain +appears to be the organ through which the ego applies thought to the physical +body. It does not appear to be at all impossible that there is a spiritual organism, +formed of finer material, in and through the physical body, permeating it as ether +permeates the atmospheric air; and that this spiritual body may continue to exist +after the dissolution of the physical body. +But its continued existence must depend upon its power and willingness to co- +operate with the constructive principle in nature. Look where we will, we see +two principles in operation; all about us are the phenomena of construction and +destruction, integration and disintegration, combination and dissolution, growth +and decay, life and death. In our own bodies construction and destruction are +continuous; and the length of physical life depends upon our living, so that the +process of construction shall equal or exceed that of destruction. In the very +nature of things, it is not possible that there should be any such thing as +essential, inherent and intrinsic immortality for any living organism. Every +living thing, whether spiritual or physical, must be subject to the same +fundamental laws; and each must receive its vital energy from the same source. +You know that you are not necessarily and inherently immortal, in so far as your +physical body is concerned. You may have a long and merry life, or a short and +miserable one, just as you choose. If you eat and drink and sleep and think in a +constructive way, you will live a good while—I cannot undertake to say how +long. You may achieve physical immortality, for all I can prove to the contrary, +although I do not believe you can; and I do not know why you should want to +unless you are afraid to pass out, and try the other plane. On the other hand, if +you eat and drink so as to turn your constructive force into the destructive +channel; if you do not give the constructive principle an opportunity by sleeping + + +under proper conditions, or if you think destructively, you can commit physical +suicide in a very little while, or you can prolong the process over a number of +years, but it will be suicide all the same. +Permit me now to point out that the same must be true of your spiritual body. I +believe that you have a spiritual body, for the reasons given above, and because I +see phenomena in your life which I cannot possibly account for on any other +hypothesis than that there is a personality which uses your brain but which is not +produced by your brain. All that, however, is another story, and I shall not go +into it now. But you will note now that it can be no more a necessity that your +spiritual body shall live forever than it is that your physical body shall live +forever. You are endowed with the power to commit physical suicide, and it +necessarily follows that you must also have the power to commit spiritual +suicide. The spiritual bodies of those who persist in thinking the destructive +thought and living in the destructive way must eventually be dissolved into their +original elements, and the life principle be merged into that Universal life from +whence it came. They who persist in violation of the law must eventually vanish +from the universe; the "soul that sinneth, it shall die." +Immortality is a privilege, but not a necessity. Conscious individual existence on +either the physical 01 spiritual planes can be long continued only by working in +harmony with the constructive principle; by intelligent and continuous co- +operation with God. And this is the great, stern fact that underlies the New +Physiology: That the individual cannot create or renew his own life, or vital +power of soul or body; he must, therefore, so harmonize himself with the source +of life as to receive from it, or he will inevitably perish. + + +How wonderful is Death! +Death and his brother, Sleep. +— PERCY BYSSHE SHELLEY +Everything in nature contains all the powers of nature. Everything is made of +one hidden stuff. +— EMERSON diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-96-Suffering-in-Sickness/Chapter-96-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-96-Suffering-in-Sickness/Chapter-96-source-text.md new file mode 100644 index 0000000..1797bc1 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-96-Suffering-in-Sickness/Chapter-96-source-text.md @@ -0,0 +1,112 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-96: Suffering in Sickness +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 402–406 +- **Pages without text**: 405, 406 +- **Note**: Work: *New Science of Living and Healing*, section 9 of 9. + +--- + + +9. +SUFFERING IN SICKNESS. +Table of Contents +MY ATTENTION has lately been called to the case of an old lady—seventy-six +years old— who is suffering from a severe attack of asthma, complicated with la +grippe. Her sufferings are distressing to witness. She coughs almost +continuously, especially during the night, and expectorates vast quantities of +mucous; there is much retching and straining in the desperate efforts nature is +making to eliminate this filth from the overburdened system. +Now this old lady belongs to that vast army of excellent women whose greatest +pleasure is to feed their families, their visitors and themselves. It is not an +exaggeration to say that most of her life has been spent in cooking, in eating and +in thinking of eating, and in planning and preparing for meals. When she was +younger, an active and hard working housewife, she ate heartily, and with some +reason, because of her physical activities; but for some years now she has done +very little work, and she has gone on eating, just the same. I do not know that +she has eaten leas than during her years of active life. She thinks and talks +continuously of eating, and of things good to eat; she frequently munches apples, +etc., between meals; she "lunches" at all hours, and often at bed time. And for +some years she has suffered intensely with rheumatism, asthma, and frequently +recurring attacks of the grippe. +It is impossible to make her believe that all her sufferings are caused by the +terrible struggle her physical organism is compelled to make to rid itself of the +filth with which she is continually gorging it; but such is actually the case. And +the same is true of nearly all old people who suffer from the so-called infirmities +of age. It has been said that when a man "retires" nature usually retires him +permanently in a very short time; but the fact is that he usually destroys himself +by continuing to eat as if he were still at work. Professor Metchnikoff discovered + + +that old age is caused by a germ which originates in putrefying matter in the +intestinal tract; and he hit on the marvelously scientific scheme of drinking sour +milk to kill the bad germs, as the sour milk germ is an enemy to the old-age +germ. And by the way, what has become of the professor's great "discovery" that +drinking plenty of sour milk would make us all immortal in body? Like most of +the medical discoveries it seems to have fallen flat. It is about time for some +other great "scientist" to come out with an elixir of life. Instead of trying to find +a counter-poison for the old age bug why did not Metchnikoff simply advise +people to eat less, so as to have no putrefying filth in the intestines? This was the +plan followed by Lewis Cornaro, the feeble Italian, who lived to pass the century +mark, often subsisting a whole day on half an egg, or a single bunch of grapes. +And Cornaro, a broken down wreck in middle life, recovered his health and +lived and died without suffering. There is no reason in nature why there should +be aches and pains and physical miseries attendant upon old age -, it ought to be +a period of physical rest and wholesomeness, and mental cheer and joy; and the +reason why it is not is generally to be told in one word—overeating! The old +lady mentioned above is very cross and crabbed; hating everybody, and disliked +by most of those around her, she leads a loveless and wretched life; her vital +power is so fully expended in eliminating the filth she continually shovels into +her stomach that she has no strength to expend in loving people. And even in her +misery, her whole thought is of something to eat It is the first thing on +awakening in the morning, and it is referred to hourly during the day. "Isn't there +something I can eat? Get me a Little of this, or that" and so on. The poor thing +eats enough to supply the needs of a hardworking man, and lingers on in +excruciating torments while her enfeebled system tries to rid itself of the +poisonous accumulating filth. +Another neighbor of mine, also an aged woman, passed out the other day. This +was a similar case. She, also, was "a great sufferer." For weeks before she died +her continuous groans and screams were heard by the neighbors; she ate three or +four meals during the day, and was also fed at four o'clock in the morning. She +was a heavy woman; she could have lived through the entire period of her +sickness without food and had she done so she would have lost less in weight, +for her system would have been spared the dreadful labor of eliminating unused +food; and not only would she have lost less flesh but she would have had a +painless illness, and an easy death. Most of the agonies of all kinds of sickness +are due to feeding. +Five years ago I was asked to advise a young man who was in the last stage of + + +tuberculosis, with the end very near at hand. Surrounded by loving friends, who, +unable to think of any other way to show their sympathy, were continually +forcing food upon him, he was coughing his life away, and suffering severely in +the struggle of his feeble body to eliminate the filth. I said to him: "My boy, if +you want to spend your remaining days in peace and comfort, do not eat except +when you are decidedly and unmistakably hungry," and I gave his family a +lecture on the difference between selfish and unselfish love. That young man +never ate another mouthful of food. In a few days his coughing and +expectorating ceased; he slept well, and was free from pain; he became bright +and cheerful, and four weeks later, he fell asleep, like a little child. In my last +illness, may I be delivered from the love that feeds! +And that is about all, dearly beloved. Most of the suffering in sickness is caused +by feeding the sick. Oh, I know! You don't believe any such stuff! But you try it, +and see. When you are sick, stop eating. Do not think about eating; do not talk +about eating; ask your friends to kindly refrain from talking about eating; and +wait until you are sure you are hungry; and then wait a few hours to make sure +you are sure; and then eat enough to satisfy your hunger, and then wait again. +And if you are getting along in years, and especially if you have quit work, +remember that it takes only a very little raw material to maintain the body of an +old person who does not work. Find out the least quantity of food upon which +you can live and keep up your weight, and live on that. If you can live on one +bunch of grapes, or half an egg a day, and be well and free from aches and pains, +and also be bright and happy, is not that better than to eat forty bunches of grapes +or a couple of dozen eggs, and be a wretched, suffering invalid, a burden to +yourself and a trial to your friends? +And, by the way, this applies as well to you who are not growing old; find out +the smallest quantity of food upon which you can live and work without losing +weight; and live on it! + + + + + + diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-97-Lesson-1-Fundamentals/Chapter-97-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-97-Lesson-1-Fundamentals/Chapter-97-source-text.md new file mode 100644 index 0000000..33b3518 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-97-Lesson-1-Fundamentals/Chapter-97-source-text.md @@ -0,0 +1,191 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-97: Lesson 1 Fundamentals +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 407–412 +- **Pages without text**: none +- **Note**: Work: *The Personal Power Course*, section 1 of 10. Includes the work's title page. + +--- + + +The Personal Power Course: Ten Lessons in +Constructive Science +Table of Contents +Lesson 1 Fundamentals +Lesson 2 The Physical Side of Health-Culture +Lesson 3 The Mental Side of Health-Culture +Lesson 4 The Physical Side of Wealth-Culture +Lesson 5 The Mental Side of Wealth-Culture +Lesson 6 The Development of Talent +Lesson 7 The Retention of Youth +Lesson 8 Marital Happiness +Lesson 9 Special Application +Lesson 10 Opportunity + + +Lesson 1 +Fundamentals +Table of Contents +In order to get what you want, you must act; and in order to act, you must apply +force. And it is self-evident proposition that the force to be applied is one within +yourself. If you are to use external forces, they can only be made to act by +compelling them to obey you; and to compel them to obey you, you must use +your internal force. So, whether you seek health, wealth, development, position +or happiness, you must expect to get it by applying your own inward force, and +you cannot get it any other way. +Is the force within you sufficient for the task? Yes; the force within you is all the +force there is, and contains the potentialities of all life. All life is the same, and +contains the same essentials, powers, and possibilities. Nobody ever had a talent +which you have not, either as a developed or an undeveloped faculty. Nobody +ever did a thing which you cannot do by developing the faculty or talent +required; and since perfection has not been reached in anything, nobody ever did +anything so well but that you can do it better. It is possible for you to become a +better soldier than Napoleon, a better lawyer than Daniel Webster, a greater +orator than Ingersoll, or a greater inventive genius than Edison; the power is +within you, and it is only a matter of development. And if you can eat even a +very little food and assimilate it, having it built into new cells, you can have +health. The force which can build a few new cells can build you a new body, if it +is continuously directed in the right way. +Given, the fact that you have the force, it all becomes a matter of directing that +force. The force being sufficient for the work, the sole question is whether you +can learn to use it constructively; for we must bear in mind that every act of +force is either constructive or destructive in its tendency. Nature is always + + +working along two general lines; integrating atoms, drawing them together into +forms, and scattering and dispersing the same atoms; dissolving the forms. The +same agencies are employed in construction and destruction; there is no duality, +and we do not find two sets of forces at work. Nature, working with the +chemistry of life, with oxygen and the food particles of matter, builds a great oak +tree; but when it is finished it is already dead at the heart, and Nature goes on +with the same agencies - oxygen and the chemical processes - to building our +living bodies, is the chief agency in disintegrating them when dead. It is a matter +of constructive or of destructive use of the same things whether we have health +or sickness, success or failure. +In our bodies, the process of cell construction and of cell destruction are going +on continuously; and whenever cell destruction in any part is in excess of cell +construction, we are dying in that part. Nothing can save us then but a reversal of +the process; we must make constructive action equal to, or greater than +destructive action. If constructive action equals destructive, we shall hold our +own and continue to live; if constructive action exceeds destructive action by +even a very little, we shall grow stronger, and the tissues of our bodies will grow +finer in texture, more flexible and beautiful, and more youthful in appearance; all +these truths are self-evident. What we want, therefore, is to make constructive +action slightly exceed destructive action in every part, so that a continual +refining process may go on in our physical bodies. This we can do. In the matter +of business success, we find the same basic principle obtaining. Business success +is a matter of using certain mental and physical materials so as to combine them +into a certain relationship. To succeed in business, we must take certain people +and certain things, and combine them together in a certain way; and when we +have done this, we have succeeded. Just as, in building a house, the mason takes +bricks and mortar and combines them into a structure, so in business we seek to +take people, goods, money, and bring them into such relations to each other as to +form a certain structure. You are trying to build a structure, and your materials +are people, goods, and money. +The certainty and rapidity of the process will depend upon how great a +proportion of your actions are constructive. A good bricklayer may waste a great +deal of time by doing many things which are not essential to his work at all; he +can kill time in lighting his pipe, and in various other ways. And a poor +bricklayer may lose by imperfect construction; part of his work may fall down, +or he may have to tear it down, changing activity from the constructive line to +the destructive one. The best bricklayer is he who wastes no time in irrelevant + + +and negative actions, and who loses none by destructive action; making every +act distinctly rightly constructive. That is what you must learn to do in business; +make constructive use of every person and thing. +In order to do this in his work, the bricklayer must have a pretty clear idea of +what he wants to build; he must know whether he is working on a square house, +or a circular chimney. And in order to build your business structure, you must +know what you want. Actions which would be constructive upon a building of +one type would be destructive upon a building of another type. If you are going +to build a brick house, you will not buy lumber for a frame house; you will buy +brick. And the more clearly you have in mind the house you wish to build even +to its least important details, the more completely you can provide the necessary +materials, and the more definite and constructive you can make every action. +I cannot lay too much stress on the necessity of wanting to do something, and of +knowing what you want to do and what you want to be. You might as well put to +sea without knowing which port you wish to make as to start in life without a +definite purpose. You cannot work constructively unless you have in mind to +construct something; and you must have in mind a picture of that which you +wish to construct. Aim high; but know what you are aiming at; do not fire into +the air. Hitch your wagon to a star, but know what star it is, and know why you +hitch to it. What kind of structure would a bricklayer build who was not sure +whether he was working on a circular chimney or a square cottage? We have +now called your attention to two fundamental facts: first, that you have within +you the power to get what you want; and second, that in order to use this power +constructively, you must KNOW what you want. We now proceed to the third +fact, which is that before you can act constructively, you must attain to a certain +STATE OF MIND. +We will assume that there are two general states of mind, which we will call the +ELECTRICAL and the MAGNETIC. In the electrical state of mind, your +personality resembles a highly charged electrical conductor. There is a constant +giving off of energy on all sides, most of which escapes, performing no work. +Objects brought near are first violently attracted, and then as violently repelled. +Action is sudden, powerful, and inconstant; therefore, often ineffectual. The +expenditure of force may be in any direction; there is no continuity of purpose. +In the magnetic state, there is always an attraction of certain things, and always a +repulsion of others. The action is fixed, certain, and always in the same + + +direction. There is no leakage, or waste of force. A magnet is a center toward +which certain things are irresistibly impelled to move, and from which certain +things are as irresistibly driven. So among men, the electrical person sometimes +attracts and as often repels those whose friendship he seeks, but the magnetic +person always attracts those whom he seeks to attract. The actions of the +electrical personality are often destructive and disintegrating; but every act of the +magnetic person is a constructive act. So we must learn to avoid the electrical +mental state, and cultivate the magnetic state. +As physical friction generates electricity, so mental friction causes the electrical +state of mind. Worry is mental friction, and the one and only cause of worry is +fear. Where fear is present, worry is also present. It is all very well to talk of the +uselessness of worry, the folly of it, and so on; and it is all very well to tell you +not to worry, but you cannot help worrying, so long as you have any fear as to +the future. You can only eliminate worry by eliminating fear. You cannot get rid +of worry by telling yourself that it is useless, foolish and harmful; so long as you +have fear, you will worry just the same. +And you will have fear just as long as you have doubt or uncertainty. So long as +you have doubt or uncertainty as to whether you will get well, you will worry +about your health; so long as you have doubt or uncertainty as to whether you +will succeed in business, you will worry about failure; and so on. Where there is +no doubt or uncertainty as to future health or success there can be no fear, and +where there is no fear, there can be no worry, or mental friction. So long as there +is doubt or uncertainty there must be fear; and as long as there is fear, there will +be worry, mental friction, and the electrical state of mind, resulting in destructive +action. So you must eliminate from your thoughts all doubt and uncertainty that +you will get well; that you will succeed; that you will gain your point and get +what you want. You may have some uncertainty as to methods, but you must +have none as to ultimate results. You may not feel certain that you will succeed +today, or next week, but you must feel certain that you will succeed sometime. +Now, nothing can eliminate doubt but faith; and only certainty can remove +uncertainty. How can you make yourself CERTAIN that you will get well, and +that you will succeed? You can only do it by BELIEVING something; by getting +down to some basic FACT, the knowledge of which will give you certainty. And +here is the basic fact, stated in several ways: You have within you the power +which can give you perfect health; if constructively used, it WILL give you +perfect health, and you can certainly learn to use it correctly. So there is no + + +uncertainty as to health. You have within you the power which can bring you to +abundance; if constructively used it WILL bring you to abundance, and you can +certainly learn to use it constructively. So there is no uncertainty about wealth. +You have within you the power which can develop any or all of your talents; if +constructively used it WILL develop them, and you can certainly learn to use it +constructively. So there is no doubt about development. +Now, you have the bad habit of thinking of these things as matters of +uncertainty; and you must get rid of this habit, and form the one of thinking of +them as matters of certainty. This you can do by making the power within you +the subject of constant meditation; by thinking it all the time. As an abstract +proposition, you know that you can get what you want; keep thinking about this +as a fact until you HABITUALLY think that you can get what you want; and +then keep on meditating and considering until you continually FEEL that you +can get what you want. Continuous meditation upon the fact that you CAN get +what you want will in a very short time establish feeling that you CERTAINLY +WILL get what you want; and when that feeling is established, you will enter the +poised, or magnetic state of mind. It is not enough to merely give your +intellectual assent to the proposition that you have within you the power which +can; you must FEEL that you have this power; and the feeling is only established +by continuously meditating upon the FACT. For a month, then spend all the time +you possibly can in pondering upon the fact that you have within you the power +which CAN accomplish what you want. It is not a theory or a supposition, but a +fact; think of it as a fact until you feel that it IS a fact, and then you will have +taken that first great forward step in constructive thought and action. diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-98-Lesson-2-The-Physical-Side-of-Health-Culture/Chapter-98-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-98-Lesson-2-The-Physical-Side-of-Health-Culture/Chapter-98-source-text.md new file mode 100644 index 0000000..ff5d61f --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-98-Lesson-2-The-Physical-Side-of-Health-Culture/Chapter-98-source-text.md @@ -0,0 +1,171 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-98: Lesson 2 The Physical Side of Health-Culture +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 413–417 +- **Pages without text**: none +- **Note**: Work: *The Personal Power Course*, section 2 of 10. + +--- + + +Lesson 2 +The Physical Side of Health-Culture +Table of Contents +All building and re-building of the body must commence with the digestive +process. It is through the digestive system that the materials for new cells are +supplied and prepared for use; so the first step toward health and a perfect body +must be to see that the digestive and assimilative processes are properly carried +on; that the right materials are supplied and that they are properly prepared for +the constructive work. Just as you would commence to build a house by laying a +foundation, so you must commence to build a healthy body by establishing a +good digestion; the digestive process is the foundation of all constructive work. +No matter what your symptoms are; no matter what your disease, or where it is +located, you must begin your cure by establishing perfect digestion and +assimilation. The first step in construction is to supply the builder with the right +materials, properly prepared. +What are the right materials? You know that there is a vast amount of discussion +and disagreement as to WHAT we should eat, and perhaps you are confused and +at sea between meat-eaters and vegetarians, raw foodists and cooked foodists, +and so on; you do not know what to eat, and are almost afraid to eat at all for +fear you will get the wrong thing. Let me lay down a proposition which will help +you. Any of the plain solid foods which are in common use will be sufficient for +you, if you have good digestion. If your digestion is good, and you have pure air +to breathe, you can live and build a perfect body on whole wheat bread alone; on +rice alone; on beans alone; on oats alone; on cornbread alone; on any one of a +dozen other things. And on a combination of these ordinary foods, such as you +may find on any working-man's table, you can live to perfection, having every +element that nature uses in building the human body. Let me tell you in the +beginning, what to do about all this discussion concerning calories, proteins, + + +carbohydrates, raw foods, nuts, fruits, meats, and so on; FORGET IT. Do not +read any more of it, or listen to any more of it; drop the whole business. What +you want is to get so that you will not have to carry a package of especially +prepared foods about with you, but may go where you like, and sit down to any +table, eat what is set before you, and get good results. This you can do, if you go +about it in the right way. Your grandfather, who chopped wood or ploughed, or +wielded a shovel for his living, did not think about food science; and the less you +think about it the better for you. All such thought is fear thought. +First, regulate your breakfast, a very light breakfast is better to work on. True, +your grandfather always ate three heavy meals a day; and it is also true that he +probably did three times as much muscle work as you are doing; and +furthermore, it is true that he would have been far better on the light-breakfast or +no-breakfast plan. At noon eat those things which are the staple foods of man, +the world around; the things which the masses of people eat, everywhere. When +the time comes for the usual evening meal, eat the same foods, in the same way, +if you are hungry; and be sure that you do not eat unless you are hungry. Eugene +Christian's "Corrective Eating" lessons (price $1.98, address New York City) are +a liberal education on food combinations and diet. +So much for the time to eat, and the kind of food to eat; now as to the manner of +eating. If you do not wish to overeat, and if you wish to thoroughly digest and +assimilate your food, you MUST fletcherize. True, your grandfather did not +practice fletcherism; but it is also true that your grandfather lived under +physiological, psychological, social, industrial, and sanitary conditions which +were vastly different from those under which you are living. There are no +exceptions to this rule, either; if you want perfect results, or even very good +results from you eating, you must fletcherize. Fletcherizing consists in +TASTING and CHEWING every mouthful of food until it is reduced to a liquid, +so that it gets away from you by involuntary swallowing; and in holding a +certain MENTAL ATTITUDE while you are doing so. Begin your meal with the +food you are most inclined to eat, no matter what it may be; take a moderate +mouthful, and taste and chew until it disappears. When you feel that you have +eaten enough, stop; do not eat another mouthful, no matter who urges you, or +how tasty and inviting the food. +The mental attitude is simply one of cheerful confidence that the food so eaten +will be perfectly digested and assimilated. This mental attitude is not based on +theory, but on physiological truth. If you do not eat until you are really hungry, + + +and then if you eat plain food which you like, and fletcherize it, it cannot help +being digested and assimilated. Hunger is a certain indication of digestive +power; and where there is digestive power, food which has been chewed to a +liquid will certainly be digested if you do not interfere with the process by fear- +thought. Fear thought is fatal to good digestion; you cannot digest food well +while you are thinking anxiously about the process of digestion. You MUST eat +your food with cheerful confidence. +To practice fletcherism, and to attain this cheerful confidence, some will power +and perseverance are required. You will frequently catch yourself dropping back +in into the old habits of bolting your food, and of wondering whether it is going +to "hurt you." Whenever you do this you must call a halt, and start again. When, +by years of practice, you have formed a habit of doing a thing in a certain way, it +is not easy to form a habit of doing it in the opposite way; but it can be done; and +there is only one way to do it. That way is persistently, repeatedly and +continuously doing it in the way you WANT to do it, instead of in the way you +have habitually done it. Suppose a man has the habit of wearing his hat a little on +one side and he determines to form the habit of putting it on straight. Twice in +succession he takes thought, and puts it on straight as he goes out; the third time +he finds, on getting into the street that he has it on one side; and he instantly +takes it off and puts it on as he wants to wear it. So, day after day, he makes a +point of instantly straightening the hat whenever he finds that it is on one side; +and by and by he has by this continuous auto -suggestion formed the habit of +THINKING of himself with the hat on straight; and he will never put it on the +side again. Take notice that your success or failure in all things is at stake in this +one matter. You are taking this course of lessons because you wish to become +selfcontrolling; you wish to become master of your own destiny, and to rule over +your environment, instead of being ruled by it. How can you expect to control +your environment unless you can rule yourself in the manner and method of +eating? Right here, on the adoption of the no-breakfast plan and fletcherism, you +win or lose the whole battle. If you do without your breakfast a few mornings, +and then begin to nibble a cracker, or take a bite of toast; or if you practice +fletcherism for a week and then begin to grab and gobble in the bad old way, I +honestly advise you to go not further with these lessons. Do not try to make any +demonstrations in mental science until you can control yourself in these simple +matters. +The amount of discomfort you experience in taking up the no-breakfast plan will +depend on your mental attitude. Until quite recently physiologists taught that a + + +man could not live longer than ten days without food; and in consequence, +hundreds of people who were deprived of food starved to death in from six to ten +days. Within the past decade, however, it has been demonstrated repeatedly that +a person whose mind is properly trained can fast for thirty or forty days with +little loss in weight, and often with no apparent diminution in strength. This +proves that the people who have starved to death in ten days or less have died +because they had been trained to believe that they MUST perish if they went +beyond that limited period without food. If you believe that way, you can +experience all the distressing feelings of incipient starvation in going without +your breakfast; or by confidently expecting the opposite, you can do the hardest +work in the forenoon, "on an empty stomach" without the least discomfort, but +with an actual gain in power over the breakfast eater. This you can prove to be +true by giving it a thorough trial continuing long enough to get mentally adjusted +to the plan. +Aside from the above, the physical requirements for good health may be +summed up in a paragraph. Breathe pure air, especially when you sleep. Open +your windows WIDE both in summer and in winter; pile on the bed clothes if +you need them, or sleep in warm clothing, but have PURE AIR. Bathe as often +as necessary for perfect cleanliness; do not take cold baths unless you enjoy +them. Get a little all-round exercise of some sort every day. And that is all. You +do not need to work hard, or do strange or unnatural things in order to be well. +You do not have to swallow drugs, or live on outlandish and freakish bills of +fare. You do not have to "assist nature" or interfere with nature, or to do yourself +violence in any way, externally or internally. Good health is a perfectly natural +thing, and no unnatural practices are necessary in order to get it and keep it. The +cure of disease is a work of nature, and not a work of art. Breathe pure air, keep +clean, and get enough outdoor exercise every day; if you desire to correct and +develop bodily beauty, as you should, use Walter Camp's "Daily Dozen," +phonograph records to be had at any store. +For the coming month, then, concentrate on these practices; remembering what +you learned in the first lesson - that you CAN do what is required of you, and +that if you DO what is required of you, you will certainly get what you want. +These laws have worked perfectly for thousands of others, and they will +certainly do so for you. Do not allow yourself to doubt, worry, or get into the +electrical state of mind; but maintain an attitude of calm confidence which leads +into the magnetic state. Do not be discouraged because you find yourself +frequently slipping back into the old practices; each time you do so, take a new + + +grasp upon yourself, and keep right on; and by the time you practice the next +lesson, which will deal with the mental side of health culture, you will have +made great progress, and will be ready for another advance. +Special Postscript +Mr. Towne and I lived according to the no- breakfast plan for over twelve years. +We gave it up some two years ago in favor of a very light breakfast - a cup of +coffee, one or two whole wheat germs and an orange or stewed fruit. We find +that a very light breakfast enables us to command our mental energies promptly +every morning, whereas with no breakfast we were sometimes slow getting +started. We have come to the conclusion that it is better to eat less and eat it +three times a day. Of course where one has some digestive trouble the +nobreakfast plan will often prove a great help. But for the ordinary individual +who is fairly active we believe in the morning - "sparker" - and-two- additional- +meals a day and advise you to take Mr. Wattle's advice, on this one point, with a +grain of salt! +ELIZABETH TOWNE diff --git a/library/Wallace D. Wattles Ultimate Collection/Chapter-99-Lesson-3-The-Mental-Side-of-Health-Culture/Chapter-99-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Chapter-99-Lesson-3-The-Mental-Side-of-Health-Culture/Chapter-99-source-text.md new file mode 100644 index 0000000..e7f02b8 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Chapter-99-Lesson-3-The-Mental-Side-of-Health-Culture/Chapter-99-source-text.md @@ -0,0 +1,192 @@ +# Wallace D. Wattles Ultimate Collection — Chapter-99: Lesson 3 The Mental Side of Health-Culture +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 418–423 +- **Pages without text**: none +- **Note**: Work: *The Personal Power Course*, section 3 of 10. + +--- + + +Lesson 3 +The Mental Side of Health-Culture +Table of Contents +The processes of construction and destruction are continuously going on within +your body; if the destructive process exceeds that of construction in any part or +organ, that part or organ will soon disintegrate and die. The constructive power +is the subconscious mind; when this mind flags or relaxes in its constructive +attitude, sickness and low states of health result. Sickness and low states of +health can only be cured by arousing the subconscious mind to constructive +activity. When a man is sick, in pain and a physician is called to give him a dose +of medicine, the effect is often instantaneous, coming before the remedy has had +time to be assimilated by the system; this shows that the effect is produced by +arousing the subconscious mind of the patient to activity. All medicine cures are +really mind-cures; the cure is wrought by the patient's own constructive force. +The constructive force is aroused to action by one or another of the many forms +of suggestion, intentional and unintentional, which are employed in the practice +of medicine. +The student must thoroughly understand this point. A neighbor of mine was in a +decline; weak, run down, hardly able to walk, and going down hill all the time. +He became possessed of the idea that a dinner of fried chicken and cabbage +would help him, and his mother prepared it for him. He ate a hearty meal, and +immediately felt better, within an hour he went out into the yard and began +working, doing things which would have seemed like impossible feats of +strength on the previous day. The cabbage and fried chicken had "strengthened" +him! And yet it was merely an undigested mass in his stomach from which he +could not possibly derive any nourishment for several hours to come; probably +not before the next day. But from the hour of the meal his progress toward +complete recovery was continuous. Is it not plain that it was not the chicken and + + +cabbage, but the subconscious mind which wrought the cure? Fat pork and +mince pie, or quinine, or calomel, taken with the same faith and feeling, would +have produced the same result. It was the faith and feeling with which the meal +was eaten which aroused the subconscious mind into activity. Memorize this as +the great central fact taught in this lesson: GOOD HEALTH MUST BE +ATTAINED AND RETAINED BY KEEPING THE SUBCONSCIOUS MIND +IN CONSTRUCTIVE ACTIVITY. +The preceding lesson taught you how to supply the subconscious mind with the +right elements for body-building; you have now to learn how to cause the +subconscious mind to make constructive use of those elements. First, you must +know that the subconscious mind certainly HAS the power to build you into +perfect health, and to keep you in perfect health. It is the very power of God, the +vital energy of the universe; it is sufficient for all your needs. It positively CAN +cure you and keep you cured, and it certainly WILL cure you and keep you +cured, if it is directed into constructive channels. There is positively no doubt or +uncertainty about this matter; IF YOUR SUBCONSIOUS MIND IS AROUSED +INTO CONSTRUCTIVE ACTIVITY, IT WILL CURE YOU, AND KEEP YOU +CURED. The whole matter, then, turns on the question whether you can arouse +the mind into constructive activity; and this you can certainly do. +For all practical purposes, it does not matter what the subconscious mind is; it +does not matter whether it is an inward extension of the objective, or conscious +mind, or whether the objective is an outward projection of the subconscious +mind. It is enough for us to know that it can be reached through the outer or +conscious mind; and we do know this to be a certainty. +IF THE INNER MIND IS TO BE AROUSED INTO CONSTRUCTIVE +ACTIVITY, THE ACTIVITIES OF THE OUTER MIND MUST BECOME +CONSTRUCTIVE. That is all there is to it; it is the whole secret. A certain +attitude of the conscious mind, persistently held until it produces FAITH, +CONVICTION, FEELING, will cause the same attitude to be assumed by the +subconscious mind. Objective states and attitudes, under favorable conditions, +induce corresponding states and attitudes in the subconscious. The constructive +attitude, persistently held in the objective, will induce the constructive attitude in +the subconscious. The states and attitudes of the objective are determined by the +thoughts you think; therefore, you must begin to think constructive thoughts. +But it is not, primarily, the thoughts you think which affect the subconscious; it + + +is the mental state and attitude resulting from your thoughts. In other words, the +subconscious is not impressed by thought, but by FAITH and FEELING. It is of +no use for you to think superficially that you are well, or to affirm orally that you +are well, if you believe that you are sick, and feel that you are sick. You will not +be well if you think you are well; but you will be well if you FEEL that you are +well. It is a great point gained in the study of mental science when we +understand that only those thoughts count which are accompanied by feeling. +You may superficially THINK that you are well, and SAY that you are well, +without making any change in the attitude of the subconscious; but if you +objectively FEEL that you are well, and if your actions are dictated by FAITH +that you are well, the subconscious must respond immediately with constructive +action. +How, then, can you gain the objective faith and feeling that you are well? +FEELING is the result of thought; as you persistently think about anything, so +you inevitably come to feel about it. FAITH is the result of thought; as you +habitually think about anything, so is your faith concerning it. Feeling and faith +can be produced or changed by thought. If you can think, you can in time come +to feel as you want to feel, and to believe what you want to believe. Can you +think what you want to think? You can, within certain limits. It is not my +purpose to define these limits in this lesson, but it is certain that you can think +about disease as you choose. If you have a fixed habit of thinking about disease, +it may be a little difficult for you to break that habit, but it is certain that you can +do it; thousands of others have done it, and so can you. So I repeat that you can +think about health if you want to think about +health; and you MUST think about health, and cease entirely from thinking +about disease, if you are to arouse the subconscious mind into constructive +activity. If you steadily think about health, you will certainly come, in due time, +to FEEL that you have health, and to have FAITH that health is yours; and +whatever you think with faith and feeling, the subconscious mind proceeds at +once to externalize. +This is wherein Christian Science is scientific. Its converts are required to claim +health by faith. They begin at the outset to claim health, and reject every thought +of disease. They do not argue, read conflicting literature, or listen to the +criticisms of their faith. They think health all the time; they do not allow +themselves to think disease any of the time. As a result from this continuous +health-thought, they soon develop the FAITH that they are well, and constructive + + +activity of the subconscious follows. Then, if they continue in the faith and +feeling, they gradually rebuild diseased organs by the natural process of cell- +construction. That is the way, and the only way, to get well. +If you eat your food in the manner directed in the preceding lesson, you may be +absolutely certain that you are furnishing the subconscious with perfect materials +for cell building, perfectly prepared; and you may also be absolutely certain that +the subconscious is able to do the work perfectly, if it is aroused into +constructive activity. So, you have a solid basis for your thought, and for your +faith; and you can begin to claim health by faith. Understand, you are not +required to deny disease but to ignore disease. You are not to recognize disease +in any way, or to think about it at all; you are to think about health. +There is health within you; you may be sure of that, for if there was NO health in +you at all, you would be quite dead and putrefied. Yes, there is HEALTH within +you, and when you mentally look into your interior, you are to LOOK AT +HEALTH, and ignore everything else; you are not to think that there is anything +else there. Look at the health within you, and watch it grow; it will certainly +grow if you recognize it and give it your attention. Keep your eye single on +health; if your eye is single your whole body will soon be full of light, but if +your eye be closed by doubt, fear, or anxiety, the light within you will turn to +darkness. Never allow yourself to speculate, mentally, as to what is the condition +in your kidneys, liver, stomach, or bowels; as to how far disease has progressed, +and so on; it does not make the least difference. Think of the HEALTHFORCE +that is steadily building new cells in the affected organs, out of the perfect food +materials you are furnishing it, and rejoice in the process of construction. Think +CONSTRUCTION; talk CONSTRUCTION; believe in CONSTRUCTION; +FEEL construction. Do not argue about it; do not discuss theories as to HOW +and WHY you are getting well, for that will most likely involve you in +controversy; just say that you ARE getting well. Do not listen to people who talk +disease, weakness, or death. +This is where you may meet a point of difficulty. When you find yourself in a +company where the conversation runs along destructive lines, try to swing into +constructive channels if you can; and if you cannot, better take your hat and go +home. If you MUST stay, shut your ears to what is said (it might be well to carry +a little cotton in your pocket for each ear, like George Eliot's painter) and fix +your mind on health. By a little practice you will find that you can acquire the +ability to think what you please, while those around you are talking what THEY + + +please. THINK HEALTH, ANYWHERE, EVERYWHERE AND AT ALL +TIMES; IGNORE DISEASE. +Never permit yourself to complain, or speak of yourself as being sick. When you +mention your condition at all, let it be to speak of yourself as growing better. +Talk, and think, construction. You will find this like fletcherizing, a habit that +will require some perseverance in acquiring; but it can be acquired. WHEN +YOU HAVE ACQUIRED THE HABIT OF THINKING AND SPEAKING +CONSTRUCTION, AND NOTHING BUT CONSTRUCTION, YOU HAVE +MASTERED MENTAL SCIENCE, IN SO FAR AS HEALTH IS +CONCERNED. Remember, however, that it is not mere superficial thought and +speech, but FEELING and FAITH that count. When you make affirmations of +truth, proceed in a manner something like this: Say that it is bedtime, and you +are composing yourself to sleep; lie quietly in a relaxed and comfortable +position, and fix your mind on the subconscious mind, which permeates your +entire body as water permeates a sponge. Fix your attention on this mental or +spiritual body as if it were a person, and think about it until you seem to feel it. +Then address it after this wise, being careful to FEEL deeply what you say: "I +will eat my food perfectly tomorrow, and it will be perfectly digested and +assimilated; it will be used to build me a new and perfect body." Hold for a +moment as clear a mental picture of this body as you can, (be careful to keep in +the state of deep feeling) and think that it is YOUR body. With a little practice, +you will find that you are becoming able to impress the subconscious most +powerfully, and you will see the results the following day. Just before going to +sleep is the best time to impress the subconscious, for it digests and assimilates +during sleep the impressions it has during the day. And after you have so +impressed it, be sure that on the following day whenever you think of your +physical self you think of the IDEAL BODY WHICH YOU ARE BUILDING, +and not of the body which now is. To put constructive thought in a nutshell, it +consists in always thinking of the perfect thing you are building, and not of the +imperfect and unfinished thing as it is at present. +Adopt the light breakfast or no- breakfast plan; fletcherize; and by steady and +persistent effort; form the habit of constructive thought. Whenever you find +yourself slipping back into old habits of thinking, call a halt instantly, and turn +your attention to the building process which is going on within, and think of the +perfect temple which is sure to be the result. Recognize the building process, +think and meditate upon the building process, talk about the building process, +have faith in the building process, and you will soon be delighted to FEEL and + + +SEE the building process. diff --git a/library/Wallace D. Wattles Ultimate Collection/Front-Matter/Front-Matter-source-text.md b/library/Wallace D. Wattles Ultimate Collection/Front-Matter/Front-Matter-source-text.md new file mode 100644 index 0000000..d05b718 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/Front-Matter/Front-Matter-source-text.md @@ -0,0 +1,41 @@ +# Wallace D. Wattles Ultimate Collection — Front-Matter: Cover, title page, and collection contents +- **Source**: /library/Wallace D. Wattles Ultimate Collection/source-file.pdf +- **PDF pages**: 1–4 +- **Pages without text**: 1, 2 + +--- + + + + + + + + +Wallace D. Wattles +Wallace D. Wattles Ultimate Collection – 10 Books in One Volume: The +Science of Getting Rich, The Science of Being Well, The Science of Being +Great, The Personal Power Course, A New Christ and more +How to Get What You Want, Making of the Man Who Can or How to +Promote Yourself, New Science of Living and Healing or Health Through +New Thought and Fasting, Jesus: The Man and His Work +Illustrator: Frank T. Merrill +e-artnow, 2015 +Contact: info@e-artnow.org +ISBN 978-80-268-4322-1 + + +Table of Contents +“The Science of” Trilogy: +The Science of Getting Rich +The Science of Being Well +The Science of Being Great +Other Works: +Hellfire Harrison +Jesus: The Man and His Work +A New Christ +How to Get What You Want +Making of the Man Who Can or How to Promote Yourself +New Science of Living and Healing or Health Through New Thought and +Fasting +The Personal Power Course: Ten Lessons in Constructive Science diff --git a/library/Wallace D. Wattles Ultimate Collection/book-structure.md b/library/Wallace D. Wattles Ultimate Collection/book-structure.md new file mode 100644 index 0000000..fc6c0d9 --- /dev/null +++ b/library/Wallace D. Wattles Ultimate Collection/book-structure.md @@ -0,0 +1,136 @@ +# Wallace D. Wattles Ultimate Collection — Book Structure + +- **Title**: *Wallace D. Wattles Ultimate Collection – 10 Books in One Volume* (Musaicum Books, ISBN 978-80-268-4322-1) +- **Author**: Wallace D. Wattles +- **Source**: `/library/Wallace D. Wattles Ultimate Collection/source-file.pdf` +- **PDF length**: 460 pages (calibre conversion; reliable bookmarks) +- **Structure**: One reading log for the whole collection. Chapters are numbered continuously across the works: 106 sections in 10 works (the cover calls it 10 books; *Hellfire Harrison* is a novel). Each work's title page, and its Preface where it has one, is folded into its first chapter. The publisher's ads for other novels after *Hellfire Harrison* (pp. 255–261) are folded into its last chapter. +- **Extraction**: Native text, clean. Text is exported once into the source-text files below, with PDF page markers. +- **Pages without text**: 1–2 (cover images), 221, 231, 237, 245, 252 (scanned *Hellfire Harrison* illustrations stamped "Digitized by Internet Archive"), 405 (blank), 406 ("The Tree of Toxemia" diagram, labels only). + +## Works +| Work | Chapters | PDF pages | +| --- | --- | ---: | +| *The Science of Getting Rich* | 01–17 | 5–76 | +| *The Science of Being Well* | 18–34 | 77–144 | +| *The Science of Being Great* | 35–56 | 145–212 | +| *Hellfire Harrison* | 57–64 | 213–261 | +| *Jesus: The Man and His Work* | 65 | 262–278 | +| *A New Christ* | 66–73 | 279–312 | +| *How to Get What You Want* | 74–78 | 313–327 | +| *Making of the Man Who Can* | 79–87 | 328–354 | +| *New Science of Living and Healing* | 88–96 | 355–406 | +| *The Personal Power Course* | 97–106 | 407–460 | + +## Sections +| Section | PDF pages | Title | Source text | +| --- | ---: | --- | --- | +| Front Matter | 1–4 | Cover, title page, and collection contents | `/library/Wallace D. Wattles Ultimate Collection/Front-Matter/Front-Matter-source-text.md` | +| Chapter 01 | 5–11 | The Right To Be Rich | `/library/Wallace D. Wattles Ultimate Collection/Chapter-01-The-Right-To-Be-Rich/Chapter-01-source-text.md` | +| Chapter 02 | 12–14 | There is A Science of Getting Rich | `/library/Wallace D. Wattles Ultimate Collection/Chapter-02-There-is-A-Science-of-Getting-Rich/Chapter-02-source-text.md` | +| Chapter 03 | 15–18 | Is Opportunity Monopolized? | `/library/Wallace D. Wattles Ultimate Collection/Chapter-03-Is-Opportunity-Monopolized/Chapter-03-source-text.md` | +| Chapter 04 | 19–23 | The First Principle in The Science of Getting Rich | `/library/Wallace D. Wattles Ultimate Collection/Chapter-04-The-First-Principle-in-The-Science-of-Getting-Rich/Chapter-04-source-text.md` | +| Chapter 05 | 24–28 | Increasing Life | `/library/Wallace D. Wattles Ultimate Collection/Chapter-05-Increasing-Life/Chapter-05-source-text.md` | +| Chapter 06 | 29–32 | How Riches Come to You | `/library/Wallace D. Wattles Ultimate Collection/Chapter-06-How-Riches-Come-to-You/Chapter-06-source-text.md` | +| Chapter 07 | 33–36 | Gratitude | `/library/Wallace D. Wattles Ultimate Collection/Chapter-07-Gratitude/Chapter-07-source-text.md` | +| Chapter 08 | 37–40 | Thinking in the Certain Way | `/library/Wallace D. Wattles Ultimate Collection/Chapter-08-Thinking-in-the-Certain-Way/Chapter-08-source-text.md` | +| Chapter 09 | 41–44 | How to Use the Will | `/library/Wallace D. Wattles Ultimate Collection/Chapter-09-How-to-Use-the-Will/Chapter-09-source-text.md` | +| Chapter 10 | 45–49 | Further Use of the Will | `/library/Wallace D. Wattles Ultimate Collection/Chapter-10-Further-Use-of-the-Will/Chapter-10-source-text.md` | +| Chapter 11 | 50–54 | Acting in the Certain Way | `/library/Wallace D. Wattles Ultimate Collection/Chapter-11-Acting-in-the-Certain-Way/Chapter-11-source-text.md` | +| Chapter 12 | 55–58 | Efficient Action | `/library/Wallace D. Wattles Ultimate Collection/Chapter-12-Efficient-Action/Chapter-12-source-text.md` | +| Chapter 13 | 59–62 | Getting into the Right Business | `/library/Wallace D. Wattles Ultimate Collection/Chapter-13-Getting-into-the-Right-Business/Chapter-13-source-text.md` | +| Chapter 14 | 63–66 | The Impression of Increase | `/library/Wallace D. Wattles Ultimate Collection/Chapter-14-The-Impression-of-Increase/Chapter-14-source-text.md` | +| Chapter 15 | 67–70 | The Advancing Man | `/library/Wallace D. Wattles Ultimate Collection/Chapter-15-The-Advancing-Man/Chapter-15-source-text.md` | +| Chapter 16 | 71–74 | Some Cautions, and Concluding Observations | `/library/Wallace D. Wattles Ultimate Collection/Chapter-16-Some-Cautions-and-Concluding-Observations/Chapter-16-source-text.md` | +| Chapter 17 | 75–76 | Summary of the Science of Getting Rich | `/library/Wallace D. Wattles Ultimate Collection/Chapter-17-Summary-of-the-Science-of-Getting-Rich/Chapter-17-source-text.md` | +| Chapter 18 | 77–83 | The Principle of Health | `/library/Wallace D. Wattles Ultimate Collection/Chapter-18-The-Principle-of-Health/Chapter-18-source-text.md` | +| Chapter 19 | 84–87 | The Foundation of Faith | `/library/Wallace D. Wattles Ultimate Collection/Chapter-19-The-Foundation-of-Faith/Chapter-19-source-text.md` | +| Chapter 20 | 88–91 | Life and Its Organisms | `/library/Wallace D. Wattles Ultimate Collection/Chapter-20-Life-and-Its-Organisms/Chapter-20-source-text.md` | +| Chapter 21 | 92–96 | What to Think | `/library/Wallace D. Wattles Ultimate Collection/Chapter-21-What-to-Think/Chapter-21-source-text.md` | +| Chapter 22 | 97–101 | Faith | `/library/Wallace D. Wattles Ultimate Collection/Chapter-22-Faith/Chapter-22-source-text.md` | +| Chapter 23 | 102–105 | Use of the Will | `/library/Wallace D. Wattles Ultimate Collection/Chapter-23-Use-of-the-Will/Chapter-23-source-text.md` | +| Chapter 24 | 106–109 | Health from God | `/library/Wallace D. Wattles Ultimate Collection/Chapter-24-Health-from-God/Chapter-24-source-text.md` | +| Chapter 25 | 110–112 | Summary of the Mental Actions | `/library/Wallace D. Wattles Ultimate Collection/Chapter-25-Summary-of-the-Mental-Actions/Chapter-25-source-text.md` | +| Chapter 26 | 113–116 | When to Eat | `/library/Wallace D. Wattles Ultimate Collection/Chapter-26-When-to-Eat/Chapter-26-source-text.md` | +| Chapter 27 | 117–120 | What to Eat | `/library/Wallace D. Wattles Ultimate Collection/Chapter-27-What-to-Eat/Chapter-27-source-text.md` | +| Chapter 28 | 121–124 | How to Eat | `/library/Wallace D. Wattles Ultimate Collection/Chapter-28-How-to-Eat/Chapter-28-source-text.md` | +| Chapter 29 | 125–127 | Hunger and Appetites | `/library/Wallace D. Wattles Ultimate Collection/Chapter-29-Hunger-and-Appetites/Chapter-29-source-text.md` | +| Chapter 30 | 128–131 | In a Nutshell | `/library/Wallace D. Wattles Ultimate Collection/Chapter-30-In-a-Nutshell/Chapter-30-source-text.md` | +| Chapter 31 | 132–134 | Breathing | `/library/Wallace D. Wattles Ultimate Collection/Chapter-31-Breathing/Chapter-31-source-text.md` | +| Chapter 32 | 135–137 | Sleep | `/library/Wallace D. Wattles Ultimate Collection/Chapter-32-Sleep/Chapter-32-source-text.md` | +| Chapter 33 | 138–142 | Supplementary Instructions | `/library/Wallace D. Wattles Ultimate Collection/Chapter-33-Supplementary-Instructions/Chapter-33-source-text.md` | +| Chapter 34 | 143–144 | A Summary of the Science of Being Well | `/library/Wallace D. Wattles Ultimate Collection/Chapter-34-A-Summary-of-the-Science-of-Being-Well/Chapter-34-source-text.md` | +| Chapter 35 | 145–149 | Any Person May Become Great | `/library/Wallace D. Wattles Ultimate Collection/Chapter-35-Any-Person-May-Become-Great/Chapter-35-source-text.md` | +| Chapter 36 | 150–152 | Heredity And Opportunity | `/library/Wallace D. Wattles Ultimate Collection/Chapter-36-Heredity-And-Opportunity/Chapter-36-source-text.md` | +| Chapter 37 | 153–155 | The Source Of Power | `/library/Wallace D. Wattles Ultimate Collection/Chapter-37-The-Source-Of-Power/Chapter-37-source-text.md` | +| Chapter 38 | 156–158 | The Mind Of God | `/library/Wallace D. Wattles Ultimate Collection/Chapter-38-The-Mind-Of-God/Chapter-38-source-text.md` | +| Chapter 39 | 159–160 | Preparation | `/library/Wallace D. Wattles Ultimate Collection/Chapter-39-Preparation/Chapter-39-source-text.md` | +| Chapter 40 | 161–164 | The Social Point Of View | `/library/Wallace D. Wattles Ultimate Collection/Chapter-40-The-Social-Point-Of-View/Chapter-40-source-text.md` | +| Chapter 41 | 165–166 | The Individual Point Of View | `/library/Wallace D. Wattles Ultimate Collection/Chapter-41-The-Individual-Point-Of-View/Chapter-41-source-text.md` | +| Chapter 42 | 167–169 | Consecration | `/library/Wallace D. Wattles Ultimate Collection/Chapter-42-Consecration/Chapter-42-source-text.md` | +| Chapter 43 | 170–171 | Identification | `/library/Wallace D. Wattles Ultimate Collection/Chapter-43-Identification/Chapter-43-source-text.md` | +| Chapter 44 | 172–174 | Idealization | `/library/Wallace D. Wattles Ultimate Collection/Chapter-44-Idealization/Chapter-44-source-text.md` | +| Chapter 45 | 175–177 | Realization | `/library/Wallace D. Wattles Ultimate Collection/Chapter-45-Realization/Chapter-45-source-text.md` | +| Chapter 46 | 178–180 | Hurry And Habit | `/library/Wallace D. Wattles Ultimate Collection/Chapter-46-Hurry-And-Habit/Chapter-46-source-text.md` | +| Chapter 47 | 181–183 | Thought | `/library/Wallace D. Wattles Ultimate Collection/Chapter-47-Thought/Chapter-47-source-text.md` | +| Chapter 48 | 184–186 | Action At Home | `/library/Wallace D. Wattles Ultimate Collection/Chapter-48-Action-At-Home/Chapter-48-source-text.md` | +| Chapter 49 | 187–189 | Action Abroad | `/library/Wallace D. Wattles Ultimate Collection/Chapter-49-Action-Abroad/Chapter-49-source-text.md` | +| Chapter 50 | 190–191 | Some Further Explanations | `/library/Wallace D. Wattles Ultimate Collection/Chapter-50-Some-Further-Explanations/Chapter-50-source-text.md` | +| Chapter 51 | 192–194 | More About Thought | `/library/Wallace D. Wattles Ultimate Collection/Chapter-51-More-About-Thought/Chapter-51-source-text.md` | +| Chapter 52 | 195–197 | Jesus’ Idea Of Greatness | `/library/Wallace D. Wattles Ultimate Collection/Chapter-52-Jesus-Idea-Of-Greatness/Chapter-52-source-text.md` | +| Chapter 53 | 198–200 | A View Of Evolution | `/library/Wallace D. Wattles Ultimate Collection/Chapter-53-A-View-Of-Evolution/Chapter-53-source-text.md` | +| Chapter 54 | 201–203 | Serving God | `/library/Wallace D. Wattles Ultimate Collection/Chapter-54-Serving-God/Chapter-54-source-text.md` | +| Chapter 55 | 204–207 | A Mental Exercise | `/library/Wallace D. Wattles Ultimate Collection/Chapter-55-A-Mental-Exercise/Chapter-55-source-text.md` | +| Chapter 56 | 208–212 | A Summary Of The Science Of Being Great | `/library/Wallace D. Wattles Ultimate Collection/Chapter-56-A-Summary-Of-The-Science-Of-Being-Great/Chapter-56-source-text.md` | +| Chapter 57 | 213–217 | Hellfire Harrison Chapter One | `/library/Wallace D. Wattles Ultimate Collection/Chapter-57-Hellfire-Harrison-Chapter-One/Chapter-57-source-text.md` | +| Chapter 58 | 218–224 | Hellfire Harrison Chapter Two | `/library/Wallace D. Wattles Ultimate Collection/Chapter-58-Hellfire-Harrison-Chapter-Two/Chapter-58-source-text.md` | +| Chapter 59 | 225–228 | Hellfire Harrison Chapter Three | `/library/Wallace D. Wattles Ultimate Collection/Chapter-59-Hellfire-Harrison-Chapter-Three/Chapter-59-source-text.md` | +| Chapter 60 | 229–234 | Hellfire Harrison Chapter Four | `/library/Wallace D. Wattles Ultimate Collection/Chapter-60-Hellfire-Harrison-Chapter-Four/Chapter-60-source-text.md` | +| Chapter 61 | 235–239 | Hellfire Harrison Chapter Five | `/library/Wallace D. Wattles Ultimate Collection/Chapter-61-Hellfire-Harrison-Chapter-Five/Chapter-61-source-text.md` | +| Chapter 62 | 240–245 | Hellfire Harrison Chapter Six | `/library/Wallace D. Wattles Ultimate Collection/Chapter-62-Hellfire-Harrison-Chapter-Six/Chapter-62-source-text.md` | +| Chapter 63 | 246–249 | Hellfire Harrison Chapter Seven | `/library/Wallace D. Wattles Ultimate Collection/Chapter-63-Hellfire-Harrison-Chapter-Seven/Chapter-63-source-text.md` | +| Chapter 64 | 250–261 | Hellfire Harrison Chapter Eight | `/library/Wallace D. Wattles Ultimate Collection/Chapter-64-Hellfire-Harrison-Chapter-Eight/Chapter-64-source-text.md` | +| Chapter 65 | 262–278 | Jesus: The Man and His Work | `/library/Wallace D. Wattles Ultimate Collection/Chapter-65-Jesus-The-Man-and-His-Work/Chapter-65-source-text.md` | +| Chapter 66 | 279–283 | His Personality | `/library/Wallace D. Wattles Ultimate Collection/Chapter-66-His-Personality/Chapter-66-source-text.md` | +| Chapter 67 | 284–287 | His Attitude | `/library/Wallace D. Wattles Ultimate Collection/Chapter-67-His-Attitude/Chapter-67-source-text.md` | +| Chapter 68 | 288–291 | His Teachings About Man | `/library/Wallace D. Wattles Ultimate Collection/Chapter-68-His-Teachings-About-Man/Chapter-68-source-text.md` | +| Chapter 69 | 292–295 | His Teachings About Wealth | `/library/Wallace D. Wattles Ultimate Collection/Chapter-69-His-Teachings-About-Wealth/Chapter-69-source-text.md` | +| Chapter 70 | 296–299 | The Apostles and Their Failure | `/library/Wallace D. Wattles Ultimate Collection/Chapter-70-The-Apostles-and-Their-Failure/Chapter-70-source-text.md` | +| Chapter 71 | 300–303 | The Source of Power | `/library/Wallace D. Wattles Ultimate Collection/Chapter-71-The-Source-of-Power/Chapter-71-source-text.md` | +| Chapter 72 | 304–307 | Attaining Cosmic Consciousness | `/library/Wallace D. Wattles Ultimate Collection/Chapter-72-Attaining-Cosmic-Consciousness/Chapter-72-source-text.md` | +| Chapter 73 | 308–312 | Demonstration and Attainment | `/library/Wallace D. Wattles Ultimate Collection/Chapter-73-Demonstration-and-Attainment/Chapter-73-source-text.md` | +| Chapter 74 | 313–316 | How to Get What You Want Chapter 1 | `/library/Wallace D. Wattles Ultimate Collection/Chapter-74-How-to-Get-What-You-Want-Chapter-1/Chapter-74-source-text.md` | +| Chapter 75 | 317–319 | How to Get What You Want Chapter 2 | `/library/Wallace D. Wattles Ultimate Collection/Chapter-75-How-to-Get-What-You-Want-Chapter-2/Chapter-75-source-text.md` | +| Chapter 76 | 320–322 | How to Get What You Want Chapter 3 | `/library/Wallace D. Wattles Ultimate Collection/Chapter-76-How-to-Get-What-You-Want-Chapter-3/Chapter-76-source-text.md` | +| Chapter 77 | 323–325 | How to Get What You Want Chapter 4 | `/library/Wallace D. Wattles Ultimate Collection/Chapter-77-How-to-Get-What-You-Want-Chapter-4/Chapter-77-source-text.md` | +| Chapter 78 | 326–327 | How to Get What You Want Chapter 5 | `/library/Wallace D. Wattles Ultimate Collection/Chapter-78-How-to-Get-What-You-Want-Chapter-5/Chapter-78-source-text.md` | +| Chapter 79 | 328–330 | The Business Attitude | `/library/Wallace D. Wattles Ultimate Collection/Chapter-79-The-Business-Attitude/Chapter-79-source-text.md` | +| Chapter 80 | 331–332 | What You Desire | `/library/Wallace D. Wattles Ultimate Collection/Chapter-80-What-You-Desire/Chapter-80-source-text.md` | +| Chapter 81 | 333–334 | Becoming What You Want to Be | `/library/Wallace D. Wattles Ultimate Collection/Chapter-81-Becoming-What-You-Want-to-Be/Chapter-81-source-text.md` | +| Chapter 82 | 335–336 | Promoting Yourself | `/library/Wallace D. Wattles Ultimate Collection/Chapter-82-Promoting-Yourself/Chapter-82-source-text.md` | +| Chapter 83 | 337–338 | The Advancing Thought | `/library/Wallace D. Wattles Ultimate Collection/Chapter-83-The-Advancing-Thought/Chapter-83-source-text.md` | +| Chapter 84 | 339–342 | The Law of Opulence | `/library/Wallace D. Wattles Ultimate Collection/Chapter-84-The-Law-of-Opulence/Chapter-84-source-text.md` | +| Chapter 85 | 343–346 | To Transmute Competition | `/library/Wallace D. Wattles Ultimate Collection/Chapter-85-To-Transmute-Competition/Chapter-85-source-text.md` | +| Chapter 86 | 347–351 | Man and Money | `/library/Wallace D. Wattles Ultimate Collection/Chapter-86-Man-and-Money/Chapter-86-source-text.md` | +| Chapter 87 | 352–354 | Talk That Builds | `/library/Wallace D. Wattles Ultimate Collection/Chapter-87-Talk-That-Builds/Chapter-87-source-text.md` | +| Chapter 88 | 355–364 | The Source of Work-Power | `/library/Wallace D. Wattles Ultimate Collection/Chapter-88-The-Source-of-Work-Power/Chapter-88-source-text.md` | +| Chapter 89 | 365–370 | Sleep | `/library/Wallace D. Wattles Ultimate Collection/Chapter-89-Sleep/Chapter-89-source-text.md` | +| Chapter 90 | 371–375 | To Use Sleep | `/library/Wallace D. Wattles Ultimate Collection/Chapter-90-To-Use-Sleep/Chapter-90-source-text.md` | +| Chapter 91 | 376–381 | Scientific Living and Healing | `/library/Wallace D. Wattles Ultimate Collection/Chapter-91-Scientific-Living-and-Healing/Chapter-91-source-text.md` | +| Chapter 92 | 382–387 | Mind Cures | `/library/Wallace D. Wattles Ultimate Collection/Chapter-92-Mind-Cures/Chapter-92-source-text.md` | +| Chapter 93 | 388–392 | Nature and Development of Will Power | `/library/Wallace D. Wattles Ultimate Collection/Chapter-93-Nature-and-Development-of-Will-Power/Chapter-93-source-text.md` | +| Chapter 94 | 393–397 | The Living One | `/library/Wallace D. Wattles Ultimate Collection/Chapter-94-The-Living-One/Chapter-94-source-text.md` | +| Chapter 95 | 398–401 | New Light on Immortality | `/library/Wallace D. Wattles Ultimate Collection/Chapter-95-New-Light-on-Immortality/Chapter-95-source-text.md` | +| Chapter 96 | 402–406 | Suffering in Sickness | `/library/Wallace D. Wattles Ultimate Collection/Chapter-96-Suffering-in-Sickness/Chapter-96-source-text.md` | +| Chapter 97 | 407–412 | Lesson 1 Fundamentals | `/library/Wallace D. Wattles Ultimate Collection/Chapter-97-Lesson-1-Fundamentals/Chapter-97-source-text.md` | +| Chapter 98 | 413–417 | Lesson 2 The Physical Side of Health-Culture | `/library/Wallace D. Wattles Ultimate Collection/Chapter-98-Lesson-2-The-Physical-Side-of-Health-Culture/Chapter-98-source-text.md` | +| Chapter 99 | 418–423 | Lesson 3 The Mental Side of Health-Culture | `/library/Wallace D. Wattles Ultimate Collection/Chapter-99-Lesson-3-The-Mental-Side-of-Health-Culture/Chapter-99-source-text.md` | +| Chapter 100 | 424–428 | Lesson 4 The Physical Side of Wealth-Culture | `/library/Wallace D. Wattles Ultimate Collection/Chapter-100-Lesson-4-The-Physical-Side-of-Wealth-Culture/Chapter-100-source-text.md` | +| Chapter 101 | 429–433 | Lesson 5 The Mental Side of Wealth-Culture | `/library/Wallace D. Wattles Ultimate Collection/Chapter-101-Lesson-5-The-Mental-Side-of-Wealth-Culture/Chapter-101-source-text.md` | +| Chapter 102 | 434–438 | Lesson 6 The Development of Talent | `/library/Wallace D. Wattles Ultimate Collection/Chapter-102-Lesson-6-The-Development-of-Talent/Chapter-102-source-text.md` | +| Chapter 103 | 439–443 | Lesson 7 The Retention of Youth | `/library/Wallace D. Wattles Ultimate Collection/Chapter-103-Lesson-7-The-Retention-of-Youth/Chapter-103-source-text.md` | +| Chapter 104 | 444–449 | Lesson 8 Marital Happiness | `/library/Wallace D. Wattles Ultimate Collection/Chapter-104-Lesson-8-Marital-Happiness/Chapter-104-source-text.md` | +| Chapter 105 | 450–455 | Lesson 9 Special Application | `/library/Wallace D. Wattles Ultimate Collection/Chapter-105-Lesson-9-Special-Application/Chapter-105-source-text.md` | +| Chapter 106 | 456–460 | Lesson 10 Opportunity | `/library/Wallace D. Wattles Ultimate Collection/Chapter-106-Lesson-10-Opportunity/Chapter-106-source-text.md` | + +All 460 PDF pages are covered exactly once. diff --git a/library/Wallace D. Wattles Ultimate Collection/source-file.pdf b/library/Wallace D. Wattles Ultimate Collection/source-file.pdf new file mode 100644 index 0000000..ae322ac Binary files /dev/null and b/library/Wallace D. Wattles Ultimate Collection/source-file.pdf differ diff --git a/library/Your Best Year Ever/Chapter-03-You-Can-Upgrade-Your-Beliefs/Chapter-03-chapter-notes.md b/library/Your Best Year Ever/Chapter-03-You-Can-Upgrade-Your-Beliefs/Chapter-03-chapter-notes.md new file mode 100644 index 0000000..d021d69 --- /dev/null +++ b/library/Your Best Year Ever/Chapter-03-You-Can-Upgrade-Your-Beliefs/Chapter-03-chapter-notes.md @@ -0,0 +1,32 @@ +# Your Best Year Ever — Chapter 03: You Can Upgrade Your Beliefs +- **Date Created**: 2026-10-09 +- **Status**: In Progress +- **Reading Span**: PDF pages 39–53 + +--- + +## 1. Pre-Reading Briefing +- **Core Question**: Once you recognize a limiting belief, how can you replace it with a more useful belief without confusing wishful thinking for truth? +- **Key Points to Watch For**: + - What separates a credible “liberating truth” from a feel-good affirmation? + - How the author defines personal agency when circumstances remain partly outside your control. + - Why limited resources may sometimes produce resourcefulness—and where that argument might go too far. + - The sequence the author gives for recognizing, examining, reframing, and acting on a belief. + - What evidence should support a revised belief before you begin living from it? +- **Context & Thread from Prior Chapters**: The earlier chapters argued that beliefs shape perception and behavior, then supplied warning signs and sources of limiting beliefs. This chapter should supply the missing conversion mechanism: how to move from diagnosis to a more useful working belief. Keep the watercolor question in view. “I lack natural talent, so painting is not worth doing” may need reframing, while “I enjoy imagining painting more than actually painting” may be a valid preference. The difference should be discovered through experience, not assumed. + +--- + +## 2. Reading Review & Reflections +- **Prompt Questions**: Pending until reading is complete. +- **User Key Takeaways**: Pending. +- **Scaffolding & Feedback**: Pending. + +--- + +## 3. Chapter Synthesis +- **Core Thesis**: Pending. +- **Key Concepts / Mental Models**: Pending. +- **Notable Arguments & Evidence**: Pending. +- **Updates to Prior Understanding**: Pending. +- **Weekly Action Item**: Pending. diff --git a/library/Your Best Year Ever/Chapter-03-You-Can-Upgrade-Your-Beliefs/Chapter-03-memory.md b/library/Your Best Year Ever/Chapter-03-You-Can-Upgrade-Your-Beliefs/Chapter-03-memory.md new file mode 100644 index 0000000..cbdd42e --- /dev/null +++ b/library/Your Best Year Ever/Chapter-03-You-Can-Upgrade-Your-Beliefs/Chapter-03-memory.md @@ -0,0 +1,35 @@ +# Your Best Year Ever — Chapter 03 Memory: You Can Upgrade Your Beliefs +- **Stage**: Previewed — awaiting reading +- **Next Step**: Wait for the reader to finish Chapter 3, then ask 2–3 open-ended review questions. +- **Reading Span**: PDF pages 39–53 +- **Source Text**: /library/Your Best Year Ever/Chapter-03-You-Can-Upgrade-Your-Beliefs/Chapter-03-source-text.md (the chapter's own words; read instead of the PDF) +- **Full Record**: /library/Your Best Year Ever/Chapter-03-You-Can-Upgrade-Your-Beliefs/Chapter-03-chapter-notes.md (read only if needed) +- **Last Updated**: 2026-10-09 + +## Carried-in Context (from earlier chapters) +- Ch0: Progress begins with assessing the present; the five steps are believe, complete the past, design the future, find your why, and make it happen. +- Reader's LifeScore suggested body and money were lower than expected; causes remain unconfirmed. +- Ch1: Beliefs filter perception and influence strategy, effort, and persistence; illustrative success stories do not prove belief alone guarantees outcomes. +- Ch2: Limiting beliefs can concern the world, others, or oneself and often show up as black-and-white thinking, personalizing, catastrophizing, or universalizing. +- Ch2 distinguished scarcity from abundance and fixed/entity assumptions from incremental/growth assumptions. +- Reader's live example: “not worth doing without early natural talent,” tested through watercolor. +- Reader now suspects they may like the idea of painting more than painting itself; this remains a preference-vs-belief question to test, not a failure. + +## This Chapter +- **Core Question**: Once you recognize a limiting belief, how can you replace it with a more useful belief without confusing wishful thinking for truth? +- **Watch-For Themes**: Liberating truths vs positive slogans; agency without total control; constraints and resourcefulness; evidence-based reframing; the chapter's six-step belief-upgrade process. +- **Core Thesis**: Pending +- **Key Concepts**: Pending +- **Notable Arguments / Evidence Limits**: Watch how examples support the method and whether claims about power, resources, and abundance outrun the evidence. +- **Action Item**: Pending + +## Reader State +- **Pending Questions**: None — awaiting reading. +- **Reader's Answers (paraphrase)**: None yet. +- **Misconceptions / Feedback Given**: None yet. +- **Personal Threads**: Use the watercolor question as a possible test case; revisit body and money only when the reader has identified a specific belief rather than assuming one. + +## Open Threads +- How can a liberating truth be both motivating and credible? +- Watercolor: limiting belief, insufficient experience, or genuine preference? +- Where does useful agency end and denial of real constraints begin? diff --git a/tools/ocr_epub_images.py b/tools/ocr_epub_images.py new file mode 100644 index 0000000..01ce104 --- /dev/null +++ b/tools/ocr_epub_images.py @@ -0,0 +1,102 @@ +"""Extract and OCR every image referenced by an EPUB's reading spine. + +Usage: python tools/ocr_epub_images.py "" + +Writes extracted images to library//images/ and OCR results to +library//ocr-embedded-images.json. +""" +import json +import posixpath +import sys +import zipfile +from collections import Counter +from pathlib import Path +from xml.etree import ElementTree as ET + +import cv2 +import numpy as np +from lxml import html +from rapidocr_onnxruntime import RapidOCR + + +ROOT = Path(__file__).resolve().parent.parent / "library" +XLINK = "{http://www.w3.org/1999/xlink}href" + + +def epub_spine(epub): + container = ET.fromstring(epub.read("META-INF/container.xml")) + opf_path = container.find(".//{*}rootfile").attrib["full-path"] + opf = ET.fromstring(epub.read(opf_path)) + base = posixpath.dirname(opf_path) + manifest = { + item.attrib["id"]: item.attrib + for item in opf.findall(".//{*}manifest/{*}item") + } + return [ + posixpath.normpath(posixpath.join(base, manifest[item.attrib["idref"]]["href"])) + for item in opf.findall(".//{*}spine/{*}itemref") + ] + + +def image_refs(epub, documents): + refs = [] + for document in documents: + root = html.fromstring(epub.read(document)) + for element in root.xpath("//*[local-name()='img' or local-name()='image']"): + href = element.get("src") or element.get(XLINK) or element.get("xlink:href") or element.get("href") + if href: + refs.append(posixpath.normpath(posixpath.join(posixpath.dirname(document), href))) + return refs + + +def main(book): + book_root = ROOT / book + epub_path = book_root / "source-file.epub" + output_path = book_root / "ocr-embedded-images.json" + images_root = book_root / "images" + images_root.mkdir(exist_ok=True) + engine = RapidOCR() + + with zipfile.ZipFile(epub_path) as epub: + documents = epub_spine(epub) + refs = image_refs(epub, documents) + counts = Counter(refs) + unique_refs = list(dict.fromkeys(refs)) + recovered = ( + json.loads(output_path.read_text(encoding="utf-8")) + if output_path.exists() + else {} + ) + print(f"EPUB images for {book}: {len(unique_refs)} unique, {len(refs)} references", flush=True) + + for index, ref in enumerate(unique_refs, start=1): + cached = recovered.get(ref) + if cached and (images_root / Path(cached["asset"]).name).exists(): + print(f"{index}/{len(unique_refs)} {ref}: cached", flush=True) + continue + data = epub.read(ref) + asset_name = Path(ref).name + (images_root / asset_name).write_bytes(data) + image = cv2.imdecode(np.frombuffer(data, dtype=np.uint8), cv2.IMREAD_COLOR) + if image is None: + lines = [] + else: + result, _ = engine(image) + lines = [item[1].strip() for item in (result or []) if item[1].strip()] + recovered[ref] = { + "asset": f"/library/{book}/images/{asset_name}", + "references": counts[ref], + "text": "\n".join(lines), + } + print(f"{index}/{len(unique_refs)} {ref}: {len(lines)} OCR lines", flush=True) + + output_path.write_text( + json.dumps(recovered, ensure_ascii=False, indent=2) + "\n", + encoding="utf-8", + newline="\n", + ) + print(f"Wrote {output_path} and {images_root}", flush=True) + + +if __name__ == "__main__": + main(sys.argv[1]) diff --git a/tools/ocr_image_pages.py b/tools/ocr_image_pages.py new file mode 100644 index 0000000..bc85b44 --- /dev/null +++ b/tools/ocr_image_pages.py @@ -0,0 +1,57 @@ +"""OCR PDF pages that have no native extractable text. + +Usage: python tools/ocr_image_pages.py "" + +Writes library//ocr-image-pages.json. The split_book.py exporter +automatically inserts this OCR beneath the matching PDF page markers. +""" +import json +import sys +from pathlib import Path + +import numpy as np +import pymupdf +from rapidocr_onnxruntime import RapidOCR + + +ROOT = Path(__file__).resolve().parent.parent / "library" + + +def main(book): + pdf_path = ROOT / book / "source-file.pdf" + output_path = ROOT / book / "ocr-image-pages.json" + document = pymupdf.open(pdf_path) + pages = [number + 1 for number, page in enumerate(document) if not page.get_text().strip()] + engine = RapidOCR() + recovered = {} + + print(f"OCR pages for {book}: {pages}", flush=True) + for index, page_number in enumerate(pages, start=1): + page = document[page_number - 1] + pixmap = page.get_pixmap( + matrix=pymupdf.Matrix(2, 2), + colorspace=pymupdf.csRGB, + alpha=False, + ) + image = np.frombuffer(pixmap.samples, dtype=np.uint8).reshape( + pixmap.height, pixmap.width, pixmap.n + ) + result, _ = engine(image) + lines = [item[1].strip() for item in (result or []) if item[1].strip()] + recovered[str(page_number)] = ( + "\n".join(lines) + if lines + else "[Image-only page; OCR found no readable text. Consult the PDF for visual content.]" + ) + print(f"{index}/{len(pages)} PDF page {page_number}: {len(lines)} OCR lines", flush=True) + + output_path.write_text( + json.dumps(recovered, ensure_ascii=False, indent=2) + "\n", + encoding="utf-8", + newline="\n", + ) + print(f"Wrote {output_path}", flush=True) + + +if __name__ == "__main__": + main(sys.argv[1]) diff --git a/tools/split_book.py b/tools/split_book.py index e7ab3d3..bf72a0f 100644 --- a/tools/split_book.py +++ b/tools/split_book.py @@ -7,6 +7,7 @@ library///-source-text.md for eac below (add an entry for a new book). Sections are (folder, title, first_page, last_page, note) with 1-based PDF pages. Pages not covered by any section are reported. """ +import json import re import sys from pathlib import Path @@ -186,6 +187,294 @@ def build_os32(): return secs +def build_three_laws(): + # The PDF has a reliable bookmark outline. Part divider pages are folded into + # the chapter that follows them so every page belongs to exactly one section. + d = fitz.open(ROOT / "The Three Laws of Performance" / "source-file.pdf") + chapters = [ # (number, title, first PDF page) + (1, "Transforming an Impossible Situation", 40), + (2, "Where Is the Key to Performance?", 70), + (3, "Rewriting a Future That's Already Written", 104), + (4, "With So Many Books on Leadership, Why Are There So Few Leaders?", 130), + (5, "The Self-Led Organization", 156), + (6, "Who or What Is Leading Your Life?", 180), + (7, "The Path to Mastery", 208), + (8, "Breaking the Performance Barrier", 238), + ] + secs = [( + "Front-Matter", + "Front matter (cover, title, contents, notes, foreword, and introduction)", + 1, + chapters[0][2] - 1, + "", + )] + for i, (n, title, start) in enumerate(chapters): + end = chapters[i + 1][2] - 1 if i + 1 < len(chapters) else 245 + part = {1: "I", 4: "II", 6: "III"}.get(n) + note = f"Includes the Part {part} divider immediately before the chapter." if part else "" + secs.append((ch(n), title, start, end, note)) + secs.append(( + "Back-Matter", + "Appendix, notes, acknowledgments, author biographies, and index", + 246, + len(d), + "", + )) + return secs + + +def build_smart_calling(): + # Section divider pages are folded into the chapter that follows them. + d = fitz.open(ROOT / "Smart Calling" / "source-file.pdf") + chapters = [] + for level, title, page in d.get_toc(): + if level == 3 and title.startswith("Chapter "): + match = re.match(r"Chapter (\d+):\s*(.*)", title) + if match: + chapters.append((int(match.group(1)), match.group(2).strip(), page)) + + section_dividers = {2: 29, 7: 93, 17: 207} + starts = [ + (number, title, section_dividers.get(number, page)) + for number, title, page in chapters + ] + secs = [( + "Front-Matter", + "Front matter and introduction", + 1, + starts[0][2] - 1, + "", + )] + for i, (number, title, start) in enumerate(starts): + end = starts[i + 1][2] - 1 if i + 1 < len(starts) else 240 + section = {2: "Two", 7: "Three", 17: "Four"}.get(number) + note = f"Includes the Section {section} divider immediately before the chapter." if section else "" + secs.append((ch(number), title, start, end, note)) + secs.append(("Back-Matter", "Index and About Art Sobczak", 241, len(d), "")) + return secs + + +def build_fanatical_prospecting(): + d = fitz.open(ROOT / "Fanatical Prospecting" / "source-file.pdf") + chapters = [] + for level, title, page in d.get_toc(): + if level == 1 and title.startswith("Chapter "): + match = re.match(r"Chapter (\d+)\s+(.*)", title) + if match: + chapters.append((int(match.group(1)), match.group(2).strip(), page)) + + secs = [( + "Front-Matter", + "Front matter, foreword, and free prospecting resources note", + 1, + chapters[0][2] - 1, + "", + )] + for i, (number, title, start) in enumerate(chapters): + end = chapters[i + 1][2] - 1 if i + 1 < len(chapters) else 288 + secs.append((ch(number), title, start, end, "")) + secs.append(( + "Back-Matter", + "Notes, acknowledgments, about the author, index, and back cover", + 289, + len(d), + "", + )) + return secs + + +def build_ogilvy_on_advertising(): + d = fitz.open(ROOT / "Ogilvy on Advertising" / "source-file.pdf") + chapters = [] + back_start = None + for level, title, page in d.get_toc(): + match = re.match(r"(\d+)\.\s+(.*)", title) + if level == 1 and match: + chapters.append((int(match.group(1)), match.group(2).strip(), page)) + elif level == 1 and title == "Useful reference sources": + back_start = page + + if not chapters or back_start is None: + raise SystemExit("Could not locate the Ogilvy chapter or back-matter bookmarks") + + secs = [( + "Front-Matter", + "Front matter, publisher's note, and contents", + 1, + chapters[0][2] - 1, + "", + )] + for i, (number, title, start) in enumerate(chapters): + end = chapters[i + 1][2] - 1 if i + 1 < len(chapters) else back_start - 1 + secs.append((ch(number), title, start, end, "")) + secs.append(( + "Back-Matter", + "Useful reference sources, index, picture credits, and copyright", + back_start, + len(d), + "", + )) + return secs + + +def build_direct_mail_solution(): + d = fitz.open(ROOT / "The Direct Mail Solution" / "source-file.pdf") + chapters = [] + back_start = None + for level, title, page in d.get_toc(): + match = re.match(r"Chapter (\d+):\s*(.*)", title) + if level == 1 and match: + chapters.append((int(match.group(1)), match.group(2).strip(), page)) + elif level == 1 and title == "About the Authors": + back_start = page + + if not chapters or back_start is None: + raise SystemExit("Could not locate The Direct Mail Solution chapter or back-matter bookmarks") + + secs = [( + "Front-Matter", + "Front matter, acknowledgements, and preface", + 1, + chapters[0][2] - 1, + "", + )] + for i, (number, title, start) in enumerate(chapters): + end = chapters[i + 1][2] - 1 if i + 1 < len(chapters) else back_start - 1 + secs.append((ch(number), title, start, end, "")) + secs.append(( + "Back-Matter", + "About the authors, index, and book excerpt", + back_start, + len(d), + "", + )) + return secs + + +def build_hype_handbook(): + d = fitz.open(ROOT / "The Hype Handbook" / "source-file.pdf") + chapters = [] + back_start = None + for level, title, page in d.get_toc(): + match = re.match(r"Hype Strategy #(\d+)\s+(.*)", title) + if level == 1 and match: + chapters.append((int(match.group(1)), match.group(2).strip(), page)) + elif level == 1 and title == "Epilogue": + back_start = page + + if not chapters or back_start is None: + raise SystemExit("Could not locate The Hype Handbook strategy or back-matter bookmarks") + + secs = [( + "Front-Matter", + "Front matter, acknowledgments, and introduction", + 1, + chapters[0][2] - 1, + "", + )] + for i, (number, title, start) in enumerate(chapters): + end = chapters[i + 1][2] - 1 if i + 1 < len(chapters) else back_start - 1 + secs.append((ch(number), title, start, end, "")) + secs.append(( + "Back-Matter", + "Epilogue, bibliography, and index", + back_start, + len(d), + "", + )) + return secs + + +def build_code_of_discipline(): + # Photocopied scan (no bookmarks); the scanner's OCR text layer is used as is. Part divider + # pages are folded into the chapter that follows them. The book-level Introduction is + # Chapter 00 and the book-level Conclusion is Chapter 10. + chapters = [ # (n, title, first PDF page, part that opens here) + (0, "Introduction: The Discipline Crisis", 5, ""), + (1, "The War Against Comfort", 16, "1"), + (2, "Grit Over Feelings", 32, ""), + (3, "The Focus Formula", 46, ""), + (4, "The Mental Resistance Trap", 59, "2"), + (5, "The Science of Self-Discipline", 73, ""), + (6, "Mastering the Morning Battlefield", 86, ""), + (7, "The Discipline Code Framework", 99, "3"), + (8, "The 90-Day Mental Toughness Protocol", 115, ""), + (9, "The Discipline Code in Work, Fitness, and Life", 128, ""), + (10, "Conclusion: Becoming a Person of Unbreakable Will", 141, ""), + ] + secs = [("Front-Matter", "Front matter (cover, inside cover, contents)", 1, 4, "")] + for i, (n, title, start, part) in enumerate(chapters): + end = chapters[i + 1][2] - 1 if i + 1 < len(chapters) else 153 + note = "Text is the scanner's OCR layer; expect character errors (e.g. 'Thaining', 'joumey'), dropped drop-cap letters, and OCR-mangled headings." + if part: + note += f" Includes the Part {part} divider immediately before the chapter." + secs.append((ch(n), title, start, end, note)) + secs.append(("Back-Matter", "Blank pages (About the Author page not scanned) and back cover", 154, 156, "")) + return secs + + +WATTLES_WORKS = [ # (title bookmark, short name) + ("The Science of Getting Rich", "The Science of Getting Rich"), + ("The Science of Being Well", "The Science of Being Well"), + ("The Science of Being Great", "The Science of Being Great"), + ("Hellfire Harrison (A Novel)", "Hellfire Harrison"), + ("Jesus: The Man and His Work", "Jesus: The Man and His Work"), + ("A New Christ", "A New Christ"), + ("How to Get What You Want", "How to Get What You Want"), + ("Making of the Man Who Can", "Making of the Man Who Can"), + ("New Science of Living and Healing", "New Science of Living and Healing"), + ("The Personal Power Course", "The Personal Power Course"), +] +WATTLES_NOVEL_ADS = ["Commencement Days", "The Court of Lucifer", "Ailmeny of the Orchard", + "A Cavalier of Virginia", "The Lead of honour", "My heart and Stephanie"] + + +def wattles_title(work, t): + """Bookmark title -> chapter title; generic 'Chapter One' titles get the work's name.""" + t = re.sub(r"^Chapter [IVXL]+\.\s*", "", t) # Science of Being Well + t = re.sub(r"^Chapter \d+\s*[:-]\s*", "", t) # Getting Rich, A New Christ, Man Who Can + t = re.sub(r"^Lesson (\d+)\s+", r"Lesson \1 ", t) # Personal Power Course + m = re.match(r"^\d+\.\s*(.*?)\.?$", t) # New Science of Living: '1. THE SOURCE OF WORK-POWER.' + if m: + t = re.sub(r"(?<=\s)(Of|And|In|On|To)\b", lambda w: w.group(1).lower(), m.group(1).title()) + if re.fullmatch(r"Chapter (\w+)", t): + t = f"{work} {t}" + return t.replace("Jesus�", "Jesus'") + + +def build_wattles(): + # One book folder for the whole collection, chapters numbered continuously across the ten + # works. Each work's title page (and preface, where present) is folded into its first chapter. + d = fitz.open(ROOT / "Wallace D. Wattles Ultimate Collection" / "source-file.pdf") + toc = [(t, p) for lvl, t, p in d.get_toc() if lvl == 1 and p >= 5] + chapters, work, pending_start = [], None, None + for t, p in toc: + new_work = next((s for b, s in WATTLES_WORKS if t.startswith(b)), None) + if new_work: + work, pending_start = new_work, p + if work == "Jesus: The Man and His Work": # a single-section work + chapters.append((work, work, p)) + pending_start = None + continue + if t == "Preface" or t in WATTLES_NOVEL_ADS: + continue + chapters.append((work, wattles_title(work, t), pending_start or p)) + pending_start = None + counts = {w: sum(1 for c in chapters if c[0] == w) for _, w in WATTLES_WORKS} + secs = [("Front-Matter", "Cover, title page, and collection contents", 1, 4, "")] + seen = {} + for i, (w, title, start) in enumerate(chapters): + end = chapters[i + 1][2] - 1 if i + 1 < len(chapters) else len(d) + seen[w] = seen.get(w, 0) + 1 + note = f"Work: *{w}*, section {seen[w]} of {counts[w]}." + if seen[w] == 1 and counts[w] > 1: + note += " Includes the work's title page" + (" and Preface" if w in ("The Science of Getting Rich", "The Science of Being Well") else "") + "." + if w == "Hellfire Harrison" and seen[w] == counts[w]: + note += " Includes the publisher's advertisements for other novels (PDF pages 255-261) that close the novel." + secs.append((ch(i + 1), title, start, end, note)) + return secs + + BUILDERS = { "Developing Your Own 32-Bit Operating System": build_os32, "Context Engineering": build_cetx, @@ -194,6 +483,14 @@ BUILDERS = { "Spec Driven Development": build_sdd, "FOCUS Architecture": build_focus, "Inference Engineering": build_inference, + "The Three Laws of Performance": build_three_laws, + "Smart Calling": build_smart_calling, + "Fanatical Prospecting": build_fanatical_prospecting, + "Ogilvy on Advertising": build_ogilvy_on_advertising, + "The Direct Mail Solution": build_direct_mail_solution, + "The Hype Handbook": build_hype_handbook, + "The Code of Discipline": build_code_of_discipline, + "Wallace D. Wattles Ultimate Collection": build_wattles, } @@ -201,6 +498,8 @@ def main(book): pdf = ROOT / book / "source-file.pdf" doc = fitz.open(pdf) secs = BUILDERS[book]() + ocr_path = ROOT / book / "ocr-image-pages.json" + ocr_pages = json.loads(ocr_path.read_text(encoding="utf-8")) if ocr_path.exists() else {} covered = {} for folder, title, a, b, note in secs: pages, blank = [], [] @@ -209,8 +508,10 @@ def main(book): raise SystemExit(f"page {p} in both {covered[p]} and {folder}") covered[p] = folder text = doc[p - 1].get_text().strip() - if len(text) < 30: + if not text: blank.append(p) + if str(p) in ocr_pages: + text = "[OCR from image-only PDF page; verify layout and illustrations in the PDF.]\n\n" + ocr_pages[str(p)] pages.append(f"\n{text}\n") header = [ f"# {book} — {folder}: {title}", @@ -218,6 +519,8 @@ def main(book): f"- **PDF pages**: {a}–{b}", f"- **Pages without text**: {', '.join(map(str, blank)) if blank else 'none'}", ] + if blank and ocr_pages: + header.append("- **OCR note**: OCR is supplied below for image-only pages; multi-column reading order may be imperfect, so consult the PDF for layout and visuals.") if note: header.append(f"- **Note**: {note}") out = ROOT / book / folder_name(folder, title) diff --git a/tools/split_epub_book.py b/tools/split_epub_book.py new file mode 100644 index 0000000..6e4967d --- /dev/null +++ b/tools/split_epub_book.py @@ -0,0 +1,175 @@ +"""Export configured EPUB books into chapter-scoped source-text Markdown.""" +import json +import posixpath +import re +import sys +import zipfile +from pathlib import Path +from xml.etree import ElementTree as ET + +from lxml import html + + +ROOT = Path(__file__).resolve().parent.parent / "library" +XLINK = "{http://www.w3.org/1999/xlink}href" +BLOCK_TAGS = { + "address", "article", "aside", "blockquote", "br", "caption", "div", + "figcaption", "figure", "footer", "h1", "h2", "h3", "h4", "h5", "h6", + "header", "hr", "li", "main", "nav", "ol", "p", "section", "table", + "tbody", "td", "tfoot", "th", "thead", "tr", "ul", +} + + +def ch(number): + return f"Chapter-{number:02d}" + + +def slug(title, limit=60): + text = re.sub(r"^\d+(\.\d+)?[a-z]?\s*[-)]\s*", "", title.strip()) + text = re.sub(r"[:,.'\"‘’“”?/\\()]", "", text) + text = re.sub(r"[^\w\s-]", "", text) + words, output = text.split(), "" + for word in words: + candidate = f"{output}-{word}" if output else word + if len(candidate) > limit: + break + output = candidate + return re.sub(r"-+", "-", output) or "Untitled" + + +def folder_name(key, title): + return key if key in ("Front-Matter", "Back-Matter") else f"{key}-{slug(title)}" + + +def outrageous_sections(): + front = ["titlepage.xhtml", "text/part0000.html", "text/part0001.html"] + front += [f"text/part{number:04d}.html" for number in range(2, 8)] + titles = [ + "Take The OUTRAGEOUS Path To OUTRAGEOUS Success", + "Defining Advertising And The Three Possible Responses", + "Applying OUTRAGEOUS Advertising", + "Using The Most Powerful Tool - Direct Mail", + "Presenting Critical Components", + "Going The Extra Mile For Extra Money", + "Harnessing The Power Of Testimonials", + "Using Premiums To Skyrocket Response", + "Reminding Sequentially Until They Buy", + "Swiping Ideas And Deploying Them Into Your Business", + "Celebrating Holidays & Special Occasions", + "Sampling Some Really Outrageous Ideas", + "Putting All The Pieces Together", + ] + sections = [("Front-Matter", "Front matter, endorsements, foreword, preface, and contents", front)] + for number, title in enumerate(titles, start=1): + sections.append((ch(number), title, [f"text/part{number + 7:04d}.html"])) + sections.append(( + "Back-Matter", + "Appendices A-C and bonus material", + [f"text/part{number:04d}.html" for number in range(21, 25)], + )) + return sections + + +BOOKS = { + "Outrageous Advertising That's Outrageously Successful": outrageous_sections, +} + + +def epub_spine(epub): + container = ET.fromstring(epub.read("META-INF/container.xml")) + opf_path = container.find(".//{*}rootfile").attrib["full-path"] + opf = ET.fromstring(epub.read(opf_path)) + base = posixpath.dirname(opf_path) + manifest = { + item.attrib["id"]: item.attrib + for item in opf.findall(".//{*}manifest/{*}item") + } + return [ + posixpath.normpath(posixpath.join(base, manifest[item.attrib["idref"]]["href"])) + for item in opf.findall(".//{*}spine/{*}itemref") + ] + + +def normalize_text(parts): + text = "".join(parts).replace("\u00a0", " ") + text = re.sub(r"[ \t]+", " ", text) + text = re.sub(r" *\n *", "\n", text) + text = re.sub(r"\n{3,}", "\n\n", text) + return text.strip() + + +def document_text(epub, document, image_ocr): + root = html.fromstring(epub.read(document)) + for unwanted in root.xpath("//*[local-name()='style' or local-name()='script']"): + unwanted.drop_tree() + parts = [] + + def walk(element): + tag = element.tag.split("}")[-1].lower() if isinstance(element.tag, str) else "" + if tag in ("img", "image"): + href = element.get("src") or element.get(XLINK) or element.get("xlink:href") or element.get("href") + if href: + ref = posixpath.normpath(posixpath.join(posixpath.dirname(document), href)) + record = image_ocr.get(ref, {}) + asset = record.get("asset", ref) + parts.append(f"\n\n[Embedded image: {asset}]\n") + ocr_text = record.get("text", "").strip() + if ocr_text: + parts.append("[OCR from embedded image; verify layout in the extracted image asset.]\n") + parts.append(ocr_text + "\n") + else: + parts.append("[No readable text recognized; consult the extracted image asset.]\n") + return + + if element.text: + parts.append(element.text) + for child in element: + walk(child) + if child.tail: + parts.append(child.tail) + if tag in BLOCK_TAGS: + parts.append("\n") + + walk(root) + return normalize_text(parts) + + +def main(book): + book_root = ROOT / book + epub_path = book_root / "source-file.epub" + ocr_path = book_root / "ocr-embedded-images.json" + image_ocr = json.loads(ocr_path.read_text(encoding="utf-8")) if ocr_path.exists() else {} + sections = BOOKS[book]() + + with zipfile.ZipFile(epub_path) as epub: + spine = epub_spine(epub) + covered = [item for _, _, items in sections for item in items] + missing = [item for item in spine if item not in covered] + extras = [item for item in covered if item not in spine] + duplicates = sorted({item for item in covered if covered.count(item) > 1}) + if missing or extras or duplicates: + raise SystemExit(f"spine mismatch missing={missing} extras={extras} duplicates={duplicates}") + + for key, title, documents in sections: + body = [] + for document in documents: + body.append(f"\n{document_text(epub, document, image_ocr)}\n") + out = book_root / folder_name(key, title) + out.mkdir(exist_ok=True) + header = [ + f"# {book} — {key}: {title}", + f"- **Source**: /library/{book}/source-file.epub", + f"- **EPUB items**: {', '.join(documents)}", + "- **Image note**: Embedded images were extracted to the book's images folder; OCR is included beside image markers when text was recognized.", + ] + (out / f"{key}-source-text.md").write_text( + "\n".join(header) + "\n\n---\n\n" + "\n".join(body), + encoding="utf-8", + newline="\n", + ) + print(f"{key:14} items={documents} {title[:55]}") + print(f"spine items covered exactly once: {len(spine)}") + + +if __name__ == "__main__": + main(sys.argv[1])