Add remaining book workspaces and extraction tools

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

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
+
+---
+
+<!-- PDF page 289 -->
+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
+
+<!-- PDF page 290 -->
+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
+
+<!-- PDF page 291 -->
+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
+
+<!-- PDF page 292 -->
+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
+
+<!-- PDF page 293 -->
+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
+
+<!-- PDF page 294 -->
+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
+
+<!-- PDF page 295 -->
+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
+
+<!-- PDF page 296 -->
+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
+
+<!-- PDF page 297 -->
+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
+
+<!-- PDF page 298 -->
+
+
+<!-- PDF page 299 -->
+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
+
+<!-- PDF page 300 -->
+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
+
+<!-- PDF page 301 -->
+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
+
+<!-- PDF page 302 -->
+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
+
+<!-- PDF page 303 -->
+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
+
+<!-- PDF page 304 -->
+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
+
+<!-- PDF page 305 -->
+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
+
+<!-- PDF page 306 -->
+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
+
+<!-- PDF page 307 -->
+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

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.

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.

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
+
+---
+
+<!-- PDF page 19 -->
+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
+
+<!-- PDF page 20 -->
+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
+
+<!-- PDF page 21 -->
+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
+
+<!-- PDF page 22 -->
+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
+
+<!-- PDF page 23 -->
+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
+
+<!-- PDF page 24 -->
+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
+
+<!-- PDF page 25 -->
+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
+
+<!-- PDF page 26 -->
+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

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**:

library/Fanatical Prospecting/Chapter-02-Seven-Mindsets-of-Fanatical-Prospectors/Chapter-02-memory.md

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+# 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?

library/Fanatical Prospecting/Chapter-02-Seven-Mindsets-of-Fanatical-Prospectors/Chapter-02-source-text.md

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+# Fanatical Prospecting — Chapter-02: Seven Mindsets of Fanatical Prospectors
+- **Source**: /library/Fanatical Prospecting/source-file.pdf
+- **PDF pages**: 27–30
+- **Pages without text**: none
+
+---
+
+<!-- PDF page 27 -->
+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
+
+<!-- PDF page 28 -->
+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
+
+<!-- PDF page 29 -->
+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
+
+<!-- PDF page 30 -->
+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

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
+
+---
+
+<!-- PDF page 31 -->
+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
+
+<!-- PDF page 32 -->
+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
+
+<!-- PDF page 33 -->
+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
+
+<!-- PDF page 34 -->
+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
+
+<!-- PDF page 35 -->
+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
+
+<!-- PDF page 36 -->
+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
+
+<!-- PDF page 37 -->
+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

library/Fanatical Prospecting/Chapter-04-Adopt-a-Balanced-Prospecting-Methodology/Chapter-04-source-text.md

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+# Fanatical Prospecting — Chapter-04: Adopt a Balanced Prospecting Methodology
+- **Source**: /library/Fanatical Prospecting/source-file.pdf
+- **PDF pages**: 38–42
+- **Pages without text**: none
+
+---
+
+<!-- PDF page 38 -->
+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
+
+<!-- PDF page 39 -->
+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
+
+<!-- PDF page 40 -->
+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
+
+<!-- PDF page 41 -->
+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
+
+<!-- PDF page 42 -->
+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

library/Fanatical Prospecting/Chapter-05-The-More-You-Prospect-the-Luckier-You-Get/Chapter-05-source-text.md

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+# 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
+
+---
+
+<!-- PDF page 43 -->
+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
+
+<!-- PDF page 44 -->
+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
+
+<!-- PDF page 45 -->
+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
+
+<!-- PDF page 46 -->
+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
+
+<!-- PDF page 47 -->
+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
+
+<!-- PDF page 48 -->
+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
+
+<!-- PDF page 49 -->
+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
+
+<!-- PDF page 50 -->
+■
+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
+
+<!-- PDF page 51 -->
+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
+
+<!-- PDF page 52 -->
+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
+
+<!-- PDF page 53 -->
+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

library/Fanatical Prospecting/Chapter-06-Know-Your-Numbers-Managing-Your-Ratios/Chapter-06-source-text.md

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+# 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
+
+---
+
+<!-- PDF page 54 -->
+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
+
+<!-- PDF page 55 -->
+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
+
+<!-- PDF page 56 -->
+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
+
+<!-- PDF page 57 -->
+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
+
+<!-- PDF page 58 -->
+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

library/Fanatical Prospecting/Chapter-07-The-Three-Ps-That-Are-Holding-You-Back/Chapter-07-source-text.md

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+# 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
+
+---
+
+<!-- PDF page 59 -->
+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
+
+<!-- PDF page 60 -->
+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
+
+<!-- PDF page 61 -->
+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
+
+<!-- PDF page 62 -->
+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
+
+<!-- PDF page 63 -->
+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
+
+<!-- PDF page 64 -->
+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
+
+<!-- PDF page 65 -->
+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
+
+<!-- PDF page 66 -->
+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

library/Fanatical Prospecting/Chapter-08-Time-The-Great-Equalizer-of-Sales/Chapter-08-source-text.md

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+# 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
+
+---
+
+<!-- PDF page 67 -->
+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
+
+<!-- PDF page 68 -->
+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
+
+<!-- PDF page 69 -->
+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
+
+<!-- PDF page 70 -->
+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
+
+<!-- PDF page 71 -->
+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
+
+<!-- PDF page 72 -->
+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
+
+<!-- PDF page 73 -->
+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
+
+<!-- PDF page 74 -->
+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
+
+<!-- PDF page 75 -->
+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
+
+<!-- PDF page 76 -->
+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
+
+<!-- PDF page 77 -->
+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
+
+<!-- PDF page 78 -->
+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
+
+<!-- PDF page 79 -->
+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
+
+<!-- PDF page 80 -->
+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
+
+<!-- PDF page 81 -->
+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
+
+<!-- PDF page 82 -->
+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
+
+<!-- PDF page 83 -->
+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
+
+<!-- PDF page 84 -->
+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
+
+<!-- PDF page 85 -->
+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
+
+<!-- PDF page 86 -->
+“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
+
+<!-- PDF page 87 -->
+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
+
+<!-- PDF page 88 -->
+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

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
+
+---
+
+<!-- PDF page 89 -->
+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
+
+<!-- PDF page 90 -->
+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
+
+<!-- PDF page 91 -->
+■
+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
+
+<!-- PDF page 92 -->
+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
+
+<!-- PDF page 93 -->
+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
+
+<!-- PDF page 94 -->
+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
+
+<!-- PDF page 95 -->
+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
+
+<!-- PDF page 96 -->
+■
+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
+
+<!-- PDF page 97 -->
+■
+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
+
+<!-- PDF page 98 -->
+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
+
+<!-- PDF page 99 -->
+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
+
+<!-- PDF page 100 -->
+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
+
+<!-- PDF page 101 -->
+■
+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

library/Fanatical Prospecting/Chapter-10-Leveraging-the-Prospecting-Pyramid/Chapter-10-source-text.md

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+# Fanatical Prospecting — Chapter-10: Leveraging the Prospecting Pyramid
+- **Source**: /library/Fanatical Prospecting/source-file.pdf
+- **PDF pages**: 102–109
+- **Pages without text**: none
+
+---
+
+<!-- PDF page 102 -->
+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
+
+<!-- PDF page 103 -->
+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
+
+<!-- PDF page 104 -->
+“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
+
+<!-- PDF page 105 -->
+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
+
+<!-- PDF page 106 -->
+■
+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
+
+<!-- PDF page 107 -->
+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
+
+<!-- PDF page 108 -->
+■
+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
+
+<!-- PDF page 109 -->
+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

library/Fanatical Prospecting/Chapter-11-Own-Your-Database-Why-the-CRM-Is-Your-Most-Important-Sales/Chapter-11-source-text.md

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+# 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
+
+---
+
+<!-- PDF page 110 -->
+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
+
+<!-- PDF page 111 -->
+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
+
+<!-- PDF page 112 -->
+■
+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
+
+<!-- PDF page 113 -->
+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

library/Fanatical Prospecting/Chapter-12-The-Law-of-Familiarity/Chapter-12-source-text.md

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+# Fanatical Prospecting — Chapter-12: The Law of Familiarity
+- **Source**: /library/Fanatical Prospecting/source-file.pdf
+- **PDF pages**: 114–122
+- **Pages without text**: none
+
+---
+
+<!-- PDF page 114 -->
+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
+
+<!-- PDF page 115 -->
+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
+
+<!-- PDF page 116 -->
+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
+
+<!-- PDF page 117 -->
+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
+
+<!-- PDF page 118 -->
+“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
+
+<!-- PDF page 119 -->
+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
+
+<!-- PDF page 120 -->
+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
+
+<!-- PDF page 121 -->
+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
+
+<!-- PDF page 122 -->
+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
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+# Fanatical Prospecting — Chapter-14: Message Matters
+- **Source**: /library/Fanatical Prospecting/source-file.pdf
+- **PDF pages**: 150–171
+- **Pages without text**: none
+
+---
+
+<!-- PDF page 150 -->
+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
+
+<!-- PDF page 151 -->
+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
+
+<!-- PDF page 152 -->
+■
+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
+
+<!-- PDF page 153 -->
+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
+
+<!-- PDF page 154 -->
+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
+
+<!-- PDF page 155 -->
+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
+
+<!-- PDF page 156 -->
+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
+
+<!-- PDF page 157 -->
+“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
+
+<!-- PDF page 158 -->
+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
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+<!-- PDF page 159 -->
+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
+
+<!-- PDF page 160 -->
+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
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+
+<!-- PDF page 161 -->
+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
+
+<!-- PDF page 162 -->
+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
+
+<!-- PDF page 163 -->
+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
+
+<!-- PDF page 164 -->
+■
+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
+
+<!-- PDF page 165 -->
+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
+
+<!-- PDF page 166 -->
+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
+
+<!-- PDF page 167 -->
+“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
+
+<!-- PDF page 168 -->
+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
+
+<!-- PDF page 169 -->
+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
+
+<!-- PDF page 170 -->
+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
+
+<!-- PDF page 171 -->
+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

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
+
+---
+
+<!-- PDF page 172 -->
+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
+
+<!-- PDF page 173 -->
+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
+
+<!-- PDF page 174 -->
+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
+
+<!-- PDF page 175 -->
+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
+
+<!-- PDF page 176 -->
+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
+
+<!-- PDF page 177 -->
+“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
+
+<!-- PDF page 178 -->
+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
+
+<!-- PDF page 179 -->
+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
+
+<!-- PDF page 180 -->
+■
+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
+
+<!-- PDF page 181 -->
+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
+
+<!-- PDF page 182 -->
+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
+
+<!-- PDF page 183 -->
+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
+
+<!-- PDF page 184 -->
+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
+
+<!-- PDF page 185 -->
+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
+
+<!-- PDF page 186 -->
+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
+
+<!-- PDF page 187 -->
+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
+
+<!-- PDF page 188 -->
+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
+
+<!-- PDF page 189 -->
+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
+
+<!-- PDF page 190 -->
+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
+
+<!-- PDF page 191 -->
+■
+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
+
+<!-- PDF page 192 -->
+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
+
+<!-- PDF page 193 -->
+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
+
+<!-- PDF page 194 -->
+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
+
+<!-- PDF page 195 -->
+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

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+# 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
+
+---
+
+<!-- PDF page 196 -->
+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
+
+<!-- PDF page 197 -->
+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
+
+<!-- PDF page 198 -->
+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
+
+<!-- PDF page 199 -->
+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
+
+<!-- PDF page 200 -->
+“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
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+
+<!-- PDF page 201 -->
+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
+
+<!-- PDF page 202 -->
+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
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+
+<!-- PDF page 203 -->
+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
+
+<!-- PDF page 204 -->
+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
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+
+<!-- PDF page 205 -->
+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
+
+<!-- PDF page 206 -->
+“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
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+
+<!-- PDF page 207 -->
+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
+
+<!-- PDF page 208 -->
+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
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+
+<!-- PDF page 209 -->
+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
+
+<!-- PDF page 210 -->
+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

library/Fanatical Prospecting/Chapter-17-The-Secret-Lives-of-Gatekeepers/Chapter-17-source-text.md

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+# Fanatical Prospecting — Chapter-17: The Secret Lives of Gatekeepers
+- **Source**: /library/Fanatical Prospecting/source-file.pdf
+- **PDF pages**: 211–218
+- **Pages without text**: none
+
+---
+
+<!-- PDF page 211 -->
+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
+
+<!-- PDF page 212 -->
+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
+
+<!-- PDF page 213 -->
+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
+
+<!-- PDF page 214 -->
+■
+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
+
+<!-- PDF page 215 -->
+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
+
+<!-- PDF page 216 -->
+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
+
+<!-- PDF page 217 -->
+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
+
+<!-- PDF page 218 -->
+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

library/Fanatical Prospecting/Chapter-18-In-Person-Prospecting/Chapter-18-source-text.md

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+# Fanatical Prospecting — Chapter-18: In-Person Prospecting
+- **Source**: /library/Fanatical Prospecting/source-file.pdf
+- **PDF pages**: 219–231
+- **Pages without text**: none
+
+---
+
+<!-- PDF page 219 -->
+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
+
+<!-- PDF page 220 -->
+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
+
+<!-- PDF page 221 -->
+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
+
+<!-- PDF page 222 -->
+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
+
+<!-- PDF page 223 -->
+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
+
+<!-- PDF page 224 -->
+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
+
+<!-- PDF page 225 -->
+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
+
+<!-- PDF page 226 -->
+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
+
+<!-- PDF page 227 -->
+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
+
+<!-- PDF page 228 -->
+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
+
+<!-- PDF page 229 -->
+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
+
+<!-- PDF page 230 -->
+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
+
+<!-- PDF page 231 -->
+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

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
+
+---
+
+<!-- PDF page 232 -->
+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
+
+<!-- PDF page 233 -->
+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
+
+<!-- PDF page 234 -->
+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
+
+<!-- PDF page 235 -->
+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
+
+<!-- PDF page 236 -->
+■
+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
+
+<!-- PDF page 237 -->
+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
+
+<!-- PDF page 238 -->
+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
+
+<!-- PDF page 239 -->
+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
+
+<!-- PDF page 240 -->
+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
+
+<!-- PDF page 241 -->
+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
+
+<!-- PDF page 242 -->
+■
+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
+
+<!-- PDF page 243 -->
+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
+
+<!-- PDF page 244 -->
+■
+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
+
+<!-- PDF page 245 -->
+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
+
+<!-- PDF page 246 -->
+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
+
+<!-- PDF page 247 -->
+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
+
+<!-- PDF page 248 -->
+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
+
+<!-- PDF page 249 -->
+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
+
+<!-- PDF page 250 -->
+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
+
+<!-- PDF page 251 -->
+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
+
+<!-- PDF page 252 -->
+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

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
+
+---
+
+<!-- PDF page 253 -->
+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
+
+<!-- PDF page 254 -->
+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
+
+<!-- PDF page 255 -->
+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
+
+<!-- PDF page 256 -->
+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
+
+<!-- PDF page 257 -->
+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
+
+<!-- PDF page 258 -->
+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
+
+<!-- PDF page 259 -->
+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
+
+<!-- PDF page 260 -->
+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
+
+<!-- PDF page 261 -->
+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
+
+<!-- PDF page 262 -->
+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
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+# Fanatical Prospecting — Chapter-21: Developing Mental Toughness
+- **Source**: /library/Fanatical Prospecting/source-file.pdf
+- **PDF pages**: 263–281
+- **Pages without text**: none
+
+---
+
+<!-- PDF page 263 -->
+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
+
+<!-- PDF page 264 -->
+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
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+Fanatical Prospecting
+
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+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
+
+<!-- PDF page 266 -->
+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
+
+<!-- PDF page 267 -->
+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
+
+<!-- PDF page 268 -->
+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
+
+<!-- PDF page 269 -->
+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
+
+<!-- PDF page 270 -->
+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
+
+<!-- PDF page 271 -->
+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
+
+<!-- PDF page 272 -->
+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
+
+<!-- PDF page 273 -->
+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
+
+<!-- PDF page 274 -->
+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
+
+<!-- PDF page 275 -->
+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
+
+<!-- PDF page 276 -->
+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
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+<!-- PDF page 277 -->
+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
+
+<!-- PDF page 278 -->
+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
+
+<!-- PDF page 279 -->
+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
+
+<!-- PDF page 280 -->
+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
+
+<!-- PDF page 281 -->
+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

library/Fanatical Prospecting/Chapter-22-Eleven-Words-That-Changed-My-Life/Chapter-22-source-text.md

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+# 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
+
+---
+
+<!-- PDF page 282 -->
+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
+
+<!-- PDF page 283 -->
+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

library/Fanatical Prospecting/Chapter-23-The-Only-Question-That-Really-Matters/Chapter-23-source-text.md

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+# 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
+
+---
+
+<!-- PDF page 284 -->
+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
+
+<!-- PDF page 285 -->
+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
+
+<!-- PDF page 286 -->
+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
+
+<!-- PDF page 287 -->
+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
+
+<!-- PDF page 288 -->
+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

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
+
+---
+
+<!-- PDF page 1 -->
+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
+
+<!-- PDF page 2 -->
+
+
+<!-- PDF page 3 -->
+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
+
+<!-- PDF page 4 -->
+
+
+<!-- PDF page 5 -->
+Fanatical
+Prospecting
+
+<!-- PDF page 6 -->
+Law of the Universe: Nothing happens until something moves.
+Law of Business: Nothing happens until someone sells something.
+—Jeb Blount
+
+<!-- PDF page 7 -->
+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
+
+<!-- PDF page 8 -->
+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
+
+<!-- PDF page 9 -->
+For Bob Blackwell
+
+<!-- PDF page 10 -->
+
+
+<!-- PDF page 11 -->
+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
+
+<!-- PDF page 12 -->
+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
+
+<!-- PDF page 13 -->
+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
+
+<!-- PDF page 14 -->
+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
+
+<!-- PDF page 15 -->
+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
+
+<!-- PDF page 16 -->
+
+
+<!-- PDF page 17 -->
+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
+
+<!-- PDF page 18 -->
+

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.

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.

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.

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.

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.

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.
+
+---
+
+<!-- PDF page 368 -->
+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.
+
+<!-- PDF page 369 -->
+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
+
+<!-- PDF page 370 -->
+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
+
+<!-- PDF page 371 -->
+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
+
+<!-- PDF page 372 -->
+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
+
+<!-- PDF page 373 -->
+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
+
+<!-- PDF page 374 -->
+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
+
+<!-- PDF page 375 -->
+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
+
+<!-- PDF page 376 -->
+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
+
+<!-- PDF page 377 -->
+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
+
+<!-- PDF page 378 -->
+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
+
+<!-- PDF page 379 -->
+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
+
+<!-- PDF page 380 -->
+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
+
+<!-- PDF page 381 -->
+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
+
+<!-- PDF page 382 -->
+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
+
+<!-- PDF page 383 -->
+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
+
+<!-- PDF page 384 -->
+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
+
+<!-- PDF page 385 -->
+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
+
+<!-- PDF page 386 -->
+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.
+
+<!-- PDF page 387 -->
+[OCR from image-only PDF page; verify layout and illustrations in the PDF.]
+
+WELBECK
+PUBLISHINGGROUP
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+Sign-up to our newsletter for exclusive offers,
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+#WeLiveForBooks
+bit.ly/welbeckpublishing
+WFIRFCK
+
+<!-- PDF page 388 -->
+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.

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**:

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.

library/Ogilvy on Advertising/Chapter-01-Overture/Chapter-01-source-text.md

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+# 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.
+
+---
+
+<!-- PDF page 6 -->
+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
+
+<!-- PDF page 7 -->
+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
+
+<!-- PDF page 8 -->
+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.
+
+<!-- PDF page 9 -->
+[OCR from image-only PDF page; verify layout and illustrations in the PDF.]
+
+New tolet bar
+Ccrame yodirkin
+while ype srosh
+
+<!-- PDF page 10 -->
+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’.

library/Ogilvy on Advertising/Chapter-03-Jobs-in-advertising-and-how-to-get-them/Chapter-03-source-text.md

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+# 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
+
+---
+
+<!-- PDF page 49 -->
+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.
+
+<!-- PDF page 50 -->
+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.
+
+<!-- PDF page 51 -->
+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?’
+
+<!-- PDF page 52 -->
+‘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
+
+<!-- PDF page 53 -->
+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:
+
+<!-- PDF page 54 -->
+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
+
+<!-- PDF page 55 -->
+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
+
+<!-- PDF page 56 -->
+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
+
+<!-- PDF page 57 -->
+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
+
+<!-- PDF page 58 -->
+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
+
+<!-- PDF page 59 -->
+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:
+
+<!-- PDF page 60 -->
+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.’
+
+<!-- PDF page 61 -->
+‘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.
+
+<!-- PDF page 62 -->
+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.
+
+<!-- PDF page 63 -->
+In gratitude for my writing this advertisement, Reader’s Digest gave $10,000 to
+
+<!-- PDF page 64 -->
+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.
+
+<!-- PDF page 65 -->
+This is the first advertisement I wrote as the head of own agency – at the age of
+
+<!-- PDF page 66 -->
+39.
+Notes
+* Last year my partner Michael Ball flew 300,000 miles and spent 131 nights in hotels.
+* Harper & Row, New York, 1981.

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.
+
+---
+
+<!-- PDF page 67 -->
+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
+
+<!-- PDF page 68 -->
+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
+
+<!-- PDF page 69 -->
+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
+
+<!-- PDF page 70 -->
+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
+
+<!-- PDF page 71 -->
+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.
+
+<!-- PDF page 72 -->
+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
+
+<!-- PDF page 73 -->
+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
+
+<!-- PDF page 74 -->
+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
+
+<!-- PDF page 75 -->
+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
+
+<!-- PDF page 76 -->
+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.
+
+<!-- PDF page 77 -->
+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
+
+<!-- PDF page 78 -->
+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
+
+<!-- PDF page 79 -->
+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.
+
+<!-- PDF page 80 -->
+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.
+
+<!-- PDF page 81 -->
+[OCR from image-only PDF page; verify layout and illustrations in the PDF.]
+
+ARE
+EACH
+SHALL
+
+<!-- PDF page 82 -->
+[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.
+
+<!-- PDF page 83 -->
+When I advertise for Creative Directors, I make it clear what I want.
+
+<!-- PDF page 84 -->
+[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.]
+
+<!-- PDF page 85 -->
+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.
+
+<!-- PDF page 86 -->
+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.

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.
+
+---
+
+<!-- PDF page 87 -->
+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
+
+<!-- PDF page 88 -->
+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
+
+<!-- PDF page 89 -->
+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.
+
+<!-- PDF page 90 -->
+• • •
+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.
+
+<!-- PDF page 91 -->
+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.
+
+<!-- PDF page 92 -->
+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
+
+<!-- PDF page 93 -->
+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.
+
+<!-- PDF page 94 -->
+A big account walks in. (From White Collar Zoo by Clare Barnes Jr.)
+
+<!-- PDF page 95 -->
+To get clients, do good advertising.
+
+<!-- PDF page 96 -->
+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.
+
+<!-- PDF page 97 -->
+Advertising agencies seldom take their own medicine, but Young & Rubicam
+
+<!-- PDF page 98 -->
+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.
+
+<!-- PDF page 99 -->
+[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
+
+<!-- PDF page 100 -->
+With these house ads, Ogilvy & Mather tell potential clients about the agency’s
+wide-ranging expertise.

library/Ogilvy on Advertising/Chapter-06-Open-letter-to-a-client-in-search-of-an-agency/Chapter-06-source-text.md

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+# 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
+
+---
+
+<!-- PDF page 101 -->
+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.
+
+<!-- PDF page 102 -->
+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
+
+<!-- PDF page 103 -->
+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
+
+<!-- PDF page 104 -->
+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.
+
+<!-- PDF page 105 -->
+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.
+
+<!-- PDF page 106 -->
+On the average, long headlines sell more merchandise than short ones. This
+one-word headline is the exception that proves the rule.

library/Ogilvy on Advertising/Chapter-08-How-to-make-TV-commercials-that-sell/Chapter-08-source-text.md

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+# 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.
+
+---
+
+<!-- PDF page 176 -->
+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.
+
+<!-- PDF page 177 -->
+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.’
+
+<!-- PDF page 178 -->
+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
+
+<!-- PDF page 179 -->
+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
+
+<!-- PDF page 180 -->
+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
+
+<!-- PDF page 181 -->
+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.
+
+<!-- PDF page 182 -->
+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.
+
+<!-- PDF page 183 -->
+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
+
+<!-- PDF page 184 -->
+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.
+
+<!-- PDF page 185 -->
+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.
+
+<!-- PDF page 186 -->
+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?
+
+<!-- PDF page 187 -->
+My favorite from the brilliant series of nostalgic commercials for Hovis bread by
+
+<!-- PDF page 188 -->
+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.
+
+<!-- PDF page 189 -->
+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.
+
+<!-- PDF page 190 -->
+[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.
+
+<!-- PDF page 191 -->
+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.
+
+<!-- PDF page 192 -->
+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.
+
+<!-- PDF page 193 -->
+[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
+
+<!-- PDF page 194 -->
+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.

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.
+
+---
+
+<!-- PDF page 195 -->
+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
+
+<!-- PDF page 196 -->
+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.
+
+<!-- PDF page 197 -->
+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?
+
+<!-- PDF page 198 -->
+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.
+
+<!-- PDF page 199 -->
+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
+
+<!-- PDF page 200 -->
+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.
+
+<!-- PDF page 201 -->
+[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
+
+<!-- PDF page 202 -->
+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.’
+
+<!-- PDF page 203 -->
+[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.
+
+<!-- PDF page 204 -->
+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.
+
+<!-- PDF page 205 -->
+Ads like this helped pass a bill protecting this industry against the dumping of
+foreign steel.
+
+<!-- PDF page 206 -->
+This corporate campaign was created to please the governments of countries in
+which Esso did business.
+
+<!-- PDF page 207 -->
+[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
+
+<!-- PDF page 208 -->
+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.
+
+<!-- PDF page 209 -->
+This may well be the best advertisement about a public issue that has ever
+appeared.
+
+<!-- PDF page 210 -->
+A corporate advertisement in a series by Ogilvy & Mather for General Foods. A
+complicated subject expounded with simplicity.
+
+<!-- PDF page 211 -->
+ARMCO used corporate advertising to tell the people in Houston what they were
+doing about pollution in the ship channel.
+
+<!-- PDF page 212 -->
+[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.
+
+<!-- PDF page 213 -->
+Mobil seeks to influence public opinion in advertisement which are remarkably for
+their no-holds-barred copy. They appeal to the educated minority.
+
+<!-- PDF page 214 -->
+[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
+
+<!-- PDF page 215 -->
+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.

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.
+
+---
+
+<!-- PDF page 216 -->
+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,
+
+<!-- PDF page 217 -->
+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
+
+<!-- PDF page 218 -->
+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.
+
+<!-- PDF page 219 -->
+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.
+
+<!-- PDF page 220 -->
+One of a series for the Peruvian airline, Faucett. They pulled 20,000 requests for
+a brochure offered at the end of the copy.
+
+<!-- PDF page 221 -->
+[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.
+
+<!-- PDF page 222 -->
+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.
+
+<!-- PDF page 223 -->
+[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
+
+<!-- PDF page 224 -->
+When American tourists got worried about high prices in Britain, this newspaper
+ad published some actual prices.
+
+<!-- PDF page 225 -->
+[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
+
+<!-- PDF page 226 -->
+When you advertise a foreign country, illustrate things that are unique to that
+country, this marvelous copy was written by Bob Marshall.
+
+<!-- PDF page 227 -->
+Research revealed that American visitors to Britain wanted to see Westminster
+Abbey and other historical buildings more than anything else. This powerful
+
+<!-- PDF page 228 -->
+advertisement was written by my former partner, Clifford Field.
+
+<!-- PDF page 229 -->
+[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
+
+<!-- PDF page 230 -->
+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.
+
+<!-- PDF page 231 -->
+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.
+
+<!-- PDF page 232 -->
+[OCR from image-only PDF page; verify layout and illustrations in the PDF.]
+
+JAMAICA
+JAMAICI
+
+<!-- PDF page 233 -->
+To attract tourists to Jamaica, Doyle Dane Bernbach created a campaign which is
+a classic of travel advertising.
+
+<!-- PDF page 234 -->
+[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
+
+<!-- PDF page 235 -->
+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.’

library/Ogilvy on Advertising/Chapter-11-The-secrets-of-success-in-business-to-business-advertising/Chapter-11-source-text.md

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+# 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
+
+---
+
+<!-- PDF page 236 -->
+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
+
+<!-- PDF page 237 -->
+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.
+
+<!-- PDF page 238 -->
+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
+
+<!-- PDF page 239 -->
+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
+
+<!-- PDF page 240 -->
+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.
+
+<!-- PDF page 241 -->
+Testimonials work well when they come from recognized experts in well-known
+companies.
+
+<!-- PDF page 242 -->
+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.
+
+<!-- PDF page 243 -->
+It pays to devise a demonstration that your readers can perform for themselves,
+like this one.
+
+<!-- PDF page 244 -->
+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.

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.
+
+---
+
+<!-- PDF page 245 -->
+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.
+
+<!-- PDF page 246 -->
+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.
+
+<!-- PDF page 247 -->
+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
+
+<!-- PDF page 248 -->
+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’
+
+<!-- PDF page 249 -->
+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,
+
+<!-- PDF page 250 -->
+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.
+
+<!-- PDF page 251 -->
+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.
+
+<!-- PDF page 252 -->
+James Webb Young was the creative head of J. Walter Thompson for 40 years. In
+
+<!-- PDF page 253 -->
+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.
+
+<!-- PDF page 254 -->
+[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
+
+<!-- PDF page 255 -->
+This advertisement announces the opening of a Direct Response office. Note the
+long copy, stuffed with specific information.

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.
+
+---
+
+<!-- PDF page 256 -->
+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,
+
+<!-- PDF page 257 -->
+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.)
+
+<!-- PDF page 258 -->
+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.
+
+<!-- PDF page 259 -->
+During a period of five years, Ogilvy & Mather begged $6,500,000 worth of free
+
+<!-- PDF page 260 -->
+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.
+
+<!-- PDF page 261 -->
+[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.
+
+<!-- PDF page 262 -->
+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.
+
+<!-- PDF page 263 -->
+[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.)
+
+<!-- PDF page 264 -->
+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.’
+
+<!-- PDF page 265 -->
+[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:
+
+<!-- PDF page 266 -->
+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.
+
+<!-- PDF page 267 -->
+[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
+
+<!-- PDF page 268 -->
+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.

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
+
+---
+
+<!-- PDF page 269 -->
+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.’
+
+<!-- PDF page 270 -->
+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
+
+<!-- PDF page 271 -->
+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
+
+<!-- PDF page 272 -->
+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?

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.
+
+---
+
+<!-- PDF page 273 -->
+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.)
+
+<!-- PDF page 274 -->
+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.
+
+<!-- PDF page 275 -->
+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.
+
+<!-- PDF page 276 -->
+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.
+
+<!-- PDF page 277 -->
+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
+
+<!-- PDF page 278 -->
+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
+
+<!-- PDF page 279 -->
+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
+
+<!-- PDF page 280 -->
+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
+
+<!-- PDF page 281 -->
+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.
+
+<!-- PDF page 282 -->
+[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
+
+<!-- PDF page 283 -->
+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).
+
+<!-- PDF page 284 -->
+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.

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.
+
+---
+
+<!-- PDF page 285 -->
+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
+
+<!-- PDF page 286 -->
+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.
+
+<!-- PDF page 287 -->
+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
+
+<!-- PDF page 288 -->
+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.’
+
+<!-- PDF page 289 -->
+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.
+
+<!-- PDF page 290 -->
+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
+
+<!-- PDF page 291 -->
+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?
+
+<!-- PDF page 292 -->
+I once heard Marvin Bower define marketing as objectivity. I cannot beat that.
+
+<!-- PDF page 293 -->
+[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
+
+<!-- PDF page 294 -->
+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.

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.
+
+---
+
+<!-- PDF page 295 -->
+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
+
+<!-- PDF page 296 -->
+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
+
+<!-- PDF page 297 -->
+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.
+
+<!-- PDF page 298 -->
+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.
+
+<!-- PDF page 299 -->
+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.
+
+<!-- PDF page 300 -->
+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.
+
+<!-- PDF page 301 -->
+A superb use of emotion (nostalgia) in an English commercial for Hovis.
+
+<!-- PDF page 302 -->
+[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
+
+<!-- PDF page 303 -->
+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.
+
+<!-- PDF page 304 -->
+A beautiful advertisement from the Frankfurt office of TBWA.
+
+<!-- PDF page 305 -->
+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.
+
+<!-- PDF page 306 -->
+An advertisement by the Frankfurt office of Ogilvy & Mather. Simple and
+
+<!-- PDF page 307 -->
+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.
+
+<!-- PDF page 308 -->
+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.’
+
+<!-- PDF page 309 -->
+A straight-from-the-shoulder benefit is promised in this African poster.
+
+<!-- PDF page 310 -->
+[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.
+
+<!-- PDF page 311 -->
+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?’
+
+<!-- PDF page 312 -->
+[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
+
+<!-- PDF page 313 -->
+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.
+
+<!-- PDF page 314 -->
+[OCR from image-only PDF page; verify layout and illustrations in the PDF.]
+
+labulol
+MINDEN
+BORRE
+nchkvaiiosa
+Ixinesketresxes olasx
+franciafilmalkotais
+RendexteFedelicoellini
+FosxefenloMateellRastheianni
+
+<!-- PDF page 315 -->
+Hungary produces the best advertising in the Communist world. There are several
+agencies and they use not only newspapers and magazines, but also television.
+
+<!-- PDF page 316 -->
+[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
+
+<!-- PDF page 317 -->
+Why does the majority of Communist advertising have to be so amateurish?
+A confident re-working of the Johnny Walker theme from Hungary.
+
+<!-- PDF page 318 -->
+In Communist China, advertising has been permitted since 1978.
+
+<!-- PDF page 319 -->
+Young & Rubicam fly their flag on this giant billboard in Shanghai.

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.
+
+---
+
+<!-- PDF page 320 -->
+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.
+
+<!-- PDF page 321 -->
+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
+
+<!-- PDF page 322 -->
+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.
+
+<!-- PDF page 323 -->
+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.
+
+<!-- PDF page 324 -->
+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
+
+<!-- PDF page 325 -->
+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.
+
+<!-- PDF page 326 -->
+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.*
+
+<!-- PDF page 327 -->
+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.’
+
+<!-- PDF page 328 -->
+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
+
+<!-- PDF page 329 -->
+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.
+
+<!-- PDF page 330 -->
+‘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.’
+
+<!-- PDF page 331 -->
+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.”’
+
+<!-- PDF page 332 -->
+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
+
+<!-- PDF page 333 -->
+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.’
+
+<!-- PDF page 334 -->
+‘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.
+
+<!-- PDF page 335 -->
+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.
+
+<!-- PDF page 336 -->
+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.
+
+<!-- PDF page 337 -->
+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.
+
+<!-- PDF page 338 -->
+Stanley Resor, the Brahmin of the advertising business. He and his copywriter
+wife made J. Walter Thompson the biggest agency in the world.
+
+<!-- PDF page 339 -->
+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.
+
+<!-- PDF page 340 -->
+Raymond Rubicam assembled the best team of copywriters and art directors in
+
+<!-- PDF page 341 -->
+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.
+
+<!-- PDF page 342 -->
+[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
+
+<!-- PDF page 343 -->
+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?
+
+<!-- PDF page 344 -->
+Another elegant and effective ad from the winning Rubicam team.
+
+<!-- PDF page 345 -->
+Leo Burnett personified the Chicago school of advertising. ‘Isn’t making ads the
+most fun you ever had in your life?’
+
+<!-- PDF page 346 -->
+[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
+
+<!-- PDF page 347 -->
+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.
+
+<!-- PDF page 348 -->
+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.

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
+
+---
+
+<!-- PDF page 349 -->
+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
+
+<!-- PDF page 350 -->
+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.*
+
+<!-- PDF page 351 -->
+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
+
+<!-- PDF page 352 -->
+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
+
+<!-- PDF page 353 -->
+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.
+
+<!-- PDF page 354 -->
+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
+
+<!-- PDF page 355 -->
+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
+
+<!-- PDF page 356 -->
+– 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
+
+<!-- PDF page 357 -->
+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.
+
+<!-- PDF page 358 -->
+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.
+
+<!-- PDF page 359 -->
+My children were grateful when I wrote this advertisement. It recovered their dog
+Teddy from dognappers.
+
+<!-- PDF page 360 -->
+The Advertising Standards Authority is the watchdog on British advertising.
+
+<!-- PDF page 361 -->
+Governor Dewey, a scientific demagogue.
+
+<!-- PDF page 362 -->
+The bally-hoo of American politics. Should American political advertising have to
+pass the same scrutiny as commercial advertising?
+
+<!-- PDF page 363 -->
+In 1964, Barry Goldwater’s presidential campaign was effectively scuppered by
+unscrupulous commercials put out by his opponent, Lyndon Johnson.
+
+<!-- PDF page 364 -->
+The ‘down-home’ image of Jimmy Carter’s campaign belied the reality – a highly
+professional, and costly, publicity machine.
+
+<!-- PDF page 365 -->
+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.

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
+
+---
+
+<!-- PDF page 366 -->
+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.
+
+<!-- PDF page 367 -->
+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.

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.
+
+---
+
+<!-- PDF page 1 -->
+[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
+
+<!-- PDF page 2 -->
+[OCR from image-only PDF page; verify layout and illustrations in the PDF.]
+
+OGILVY
+NO
+ADVER-
+TISING
+DAVID OGILVY
+WELBECK
+
+<!-- PDF page 3 -->
+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.
+
+<!-- PDF page 4 -->
+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?
+
+<!-- PDF page 5 -->
+20 I predict 13 changes
+Useful reference sources
+Index
+Picture credits

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.

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**:

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.

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.
+
+---
+
+<!-- EPUB item text/part0008.html -->
+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.

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+# 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.
+
+---
+
+<!-- EPUB item text/part0009.html -->
+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.

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+# 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.
+
+---
+
+<!-- EPUB item text/part0010.html -->
+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.

library/Outrageous Advertising That's Outrageously Successful/Chapter-04-Using-The-Most-Powerful-Tool-Direct-Mail/Chapter-04-source-text.md

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+# 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.
+
+---
+
+<!-- EPUB item text/part0011.html -->
+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.

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+# 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.
+
+---
+
+<!-- EPUB item text/part0012.html -->
+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
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+shsolutlyFREEofoororobhpeionGeta
+milyknew what1ws dong knee
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+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
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+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.

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.
+
+---
+
+<!-- EPUB item text/part0013.html -->
+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 <aame>,
+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.

library/Outrageous Advertising That's Outrageously Successful/Chapter-07-Harnessing-The-Power-Of-Testimonials/Chapter-07-source-text.md

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+# 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.
+
+---
+
+<!-- EPUB item text/part0014.html -->
+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
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+Mary Grepery.FabehemTasiumLae
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+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
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+WHY AREWEMARINOTHIS OPYERT
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+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.

library/Outrageous Advertising That's Outrageously Successful/Chapter-08-Using-Premiums-To-Skyrocket-Response/Chapter-08-source-text.md

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+# 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.
+
+---
+
+<!-- EPUB item text/part0015.html -->
+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.

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+# Outrageous Advertising That's Outrageously Successful — Chapter-09: Reminding Sequentially Until They Buy
+- **Source**: /library/Outrageous Advertising That's Outrageously Successful/source-file.epub
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+- **Image note**: Embedded images were extracted to the book's images folder; OCR is included beside image markers when text was recognized.
+
+---
+
+<!-- EPUB item text/part0016.html -->
+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.

library/Outrageous Advertising That's Outrageously Successful/Chapter-10-Swiping-Ideas-And-Deploying-Them-Into-Your-Business/Chapter-10-source-text.md

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+# 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.
+
+---
+
+<!-- EPUB item text/part0017.html -->
+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.

library/Outrageous Advertising That's Outrageously Successful/Chapter-11-Celebrating-Holidays-Special-Occasions/Chapter-11-source-text.md

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+# 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.
+
+---
+
+<!-- EPUB item text/part0018.html -->
+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.

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.
+
+---
+
+<!-- EPUB item text/part0019.html -->
+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.

library/Outrageous Advertising That's Outrageously Successful/Chapter-13-Putting-All-The-Pieces-Together/Chapter-13-source-text.md

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+# 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.
+
+---
+
+<!-- EPUB item text/part0020.html -->
+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.

library/Outrageous Advertising That's Outrageously Successful/Front-Matter/Front-Matter-source-text.md

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+# 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.
+
+---
+
+<!-- EPUB item titlepage.xhtml -->
+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
+
+<!-- EPUB item text/part0000.html -->
+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
+
+<!-- EPUB item text/part0001.html -->
+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
+
+<!-- EPUB item text/part0002.html -->
+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
+
+<!-- EPUB item text/part0003.html -->
+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.
+
+<!-- EPUB item text/part0004.html -->
+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.
+
+<!-- EPUB item text/part0005.html -->
+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.
+
+<!-- EPUB item text/part0006.html -->
+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.
+
+<!-- EPUB item text/part0007.html -->
+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

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.