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.The marketerTHE) MILLIONAIRE) FASTLANE:) Crack) the) Code) To) Wealth) and) Live) Rich) for) a) Lifetime.)Copyright) 2011:) Unlawful) distribution) or) reproduction) is) strictly) prohibited.)anticipated your familiarity with convention (ugh, another boring commercial) and shocked theaudience by interrupting that boredom with a pink rabbit.AdAge.com recognized thesecommercials as one of the top 100 campaigns of all time.Another mocker of convention is the Geico Insurance Company, which took typical situationsand interjected the scenes with a surprise punch line:  I ve got great news! I just saved a bunchof money on my car insurance. Conventional scenarios were shattered with the narrative,  I vegot great news, which created unconvention.Another Geico spot mocked convention when itappeared you were watching a promo for a new reality TV series called  Tiny House. Thepromo featured a newlywed couple who supposedly move into a midget-sized apartment forone full year and endure cramped quarters and rising marital tensions.You see the couplehitting their heads on low ceilings and struggling for a good night s sleep in a tiny bed.But waita second, this expected convention of reality is nothing but a ruse that will shatter intounconvention when an announcer voices:  The drama will be real, but it won t save you anymoney on car insurance.If you get someone s attention, half the battle is won.The other half is letting selfishness takeover your audience and tailor your messages to self-interest.In other words, the good old What s in it for me? How about saving 15% or more on your car insurance?WHAT S IN IT FOR ME?It s ironic: To succeed a Fastlane we must forsake selfishness yet satisfy the selfishness ofothers.Did I say this would be a nice cozy stroll down the beach?The first human behavior you can count on is selfishness.People want what they want.Peopledon t care about you, your business, your product or your dreams; they want to help themselvesand their family.It s human nature.Therefore, our marketing messages must focus on benefits,not features.People need to be told exactly what s in it for them.How will your product orservice help them? What s the benefit? In marketing speak, it s called the  What s In It ForMe? (WIIFM) principle.My customers were small-business owners and yet I served millions of consumers, too.Thisintermediary relationship allowed me to study the behavior of both consumers and producersin a powerful, accelerated fashion.I learned things in weeks that would take educators monthsto ascertain.I noticed that mall-business owners fall into their own selfish trap and lovesinging the praises of their company.They sell features, not realizing that people rentconvenience and events, not limousines.As consumers, we buy things to solve needs.We engage in transactions to fill voids.You don tbuy a drill; you buy a hole.You don t buy a dress; you buy an image.You don t buy a Toyota; youbuy reliability.You don t buy a vacation; you buy an experience.We must become problemsolvers, and to identify our business as a savior to someone, we must translate features intoTHE) MILLIONAIRE) FASTLANE:) Crack) the) Code) To) Wealth) and) Live) Rich) for) a) Lifetime.)Copyright) 2011:) Unlawful) distribution) or) reproduction) is) strictly) prohibited.)benefits.Does the fact you are the largest limousine company in Colorado solve my problem? Itdoesn t until you translate that feature into a benefit.TRANSLATING FEATURES INTO BENEFITSIf you want to sell anything, translate features to benefits.A four-step process accomplishesthis.1.Switch places.2.Identify features.3.Identify advantages.4.Translate advantages into benefits.First, trade places with your typical buyer.Be them.Who are they? What is their modusoperandi? Are they affluent CEO types? Or price-sensitive Wal-Mart shoppers? Cash-strappedstudents? Or single moms? If you can t identify your typical buyer, your results will be flawedand your benefit will be no benefit.Once you identify your buyer, ask: What do they want?What do they fear? What problem do they need solved? Or do they just want to  feelsomething?For example, two brands of the same product could have two different buyers.A person whobuys a Corvette is going to have different psychological motives than someone who buys aVolvo.Both are cars, yet the sports car buyer isn t buying basic transportation.The Corvettebuyer is most likely a risk-taker, self-employed, independent, outspoken, and assertive.TheVolvo buyer is probably more concerned with family and safety.He or she is probablyconservative, analytical, and family-oriented.Two totally different buyer profiles means eachmarketing effort must be specifically targeted to the desires of each group.After you switch places with your customer and grasp what they want, your next step is toisolate the features of your product.For my Web service, here are just a few features I had: 1)Upload pictures 2) Target leads by vehicle, date, and service and 3) Schedule vehicles.Whilethese features were great, it was my responsibility to translate them to benefits.What makesthem so great? What advantages do they offer my client?After you isolate the features, translate those features into benefits, or a specific result.Extrapolate forward the benefit of that certain feature.This is where you drive home whysomeone should buy from you, versus the other guy.For my Web service, the feature of  upload pictures translated to:  Quit wasting time withclient meetings at garages.Upload photos of your fleet and show your clients your product!The target leads feature translated to:  Target the clients you want right down to the day,THE) MILLIONAIRE) FASTLANE:) Crack) the) Code) To) Wealth) and) Live) Rich) for) a) Lifetime.)Copyright) 2011:) Unlawful) distribution) or) reproduction) is) strictly) prohibited.)service, and vehicle type. Schedule vehicles translated to:  Maximize your fleet s road time andreceive leads based on your vehicle availability! Each feature transcribed to a specific benefitthat would compel my buyer to join.I didn t let them fill in the blanks; I filled in the blanks forthem.USING PRICE AS A BRANDING WEAPONPrice is like a paint job for your product or service.My first taste of  paint and its implications came young.I wasn t much older than six or seven.Mom staged a two-day garage sale, and she permitted me to sell some toys and keep the money.One item I offered for sale was a  football clock, a time keeping monstrosity.I vividlyremember its sale price $2.55.A steal, I reasoned.On the first day of the sale, my football clock gathered many looks, but no sale.My young mindplotted.How can I get $2.55 for my clock? I didn t want to budge on my price, surely because$2.55 was the cost of some gadget I wanted to buy at the corner store.Then I had an idea.I grabbed the masking tape Mom used for labeling prices.I tore four small pieces of tape andstuck them above the current price.Then on the first piece of tape, I boldly wrote $5.55 andcrossed it out.The next piece of tape I wrote $4.50 and crossed it out [ Pobierz całość w formacie PDF ]