Categories
Copywriting

Can Your Prospects Take An Oath?

Preamble: I wrote this article back in 2003 and I rewrote it in early 2005. Back then, it was meant primarily for a copywriting audience. Now that I specialize in SEO, and seeing how the concept of “funnels” is gaining popularity, I took the liberty to slightly update it.

One problem in SEO, copywriting, content, or any kind of communications, is that the audience is not targeted for the message or the message doesn't march the intended audience.

When it comes to SEO, if the content doesn't match the search intent and fails to align with what the user's searching for, the user will bounce back and search engines will conclude that your website doesn't meet the user's needs, which will impact and lower your rankings.

When it comes to copywriting, an untargeted, unqualified prospect won't buy, no matter how good the copy is. If the content is targeted, it can still miss the mark because it doesn't speak to the customer at the stage of awareness at which they happen to be.

It is absolutely essential to ensure that the your content or marketing message appeals to, qualifies, educates, and converts the user. It's about connecting with them at their level of awareness.

What are these “stages of awareness?”

There are four.

I've used these before I ever learned about their existence. Mostly unconsciously through researching a target market. For example, Eugene Schwartz talks about this and at great length in his book, “Breakthrough Advertising.”

Schwartz discusses the various stages of market sophistication, but I prefer to use an acronym so it is easier to remember and follow.

I call it “OATH.” As in, “Is your prospect ready and willing to take an oath?” It's a cool mnemonic to help you remember how aware is your market about the problem, their need for a solution, and of course, your solution specifically.

Here's what I mean.

Depending on what stage of awareness your reader is at (determined by their knowledge of the problem, the solution, and their desire to solve it), the amount of education, credentialization, and persuasion you need to provide will vary.

Maybe they're hurting right now and need a solution fast. Or maybe they're not there yet, which means they may not be aware they have a problem in the first place. Maybe they are aware, but they don't appreciate how big the problem is or might become, and the reasons why they should solve it.

With SEO, this is answered to some degree by the search intent. The way they search Google will say a lot about their awareness level. Your content or sales message should flow from, and follow with, that stage of awareness in order to bring them to the next stage.

I like to look at it this way: how prepared they are to take an OATH? Meaning how confident, ready, willing, and able they are to buy?

The answer is based on any one of those four stages.

“O” is for Oblivious.

At this stage, they're unaware of the problem let alone a need for a solution. They don't know. Or they don't know that they don't know. In the world of marketing funnels, this is often referred to as problem-unaware.

So in this case, your content needs to educate them about the problem. It's to bring it to the top of their minds. If you hit them too early with your solution, without being aware of the problem in the first place, you're only going to confuse them, push them away, or create unwanted hostility toward you.

Often, this is what happens when your copy is too short or presumptive. Or when your content discusses your solution as if they're already fully aware of it. If they simply have an unmet desire, an unmet desire is also a problem to be solved. But they're still unaware of it.

“A” is for Apathetic.

They know they have a problem but they're indifferent. They don't care, don't care enough, or aren't aware of how important it is (or that it can be solved). In marketing funnels, this is often referred to as problem-aware.

So your content needs to make the problem more real and concrete. Your content must educate them on the seriousness of the problem. It could be about the risks or drawbacks of not solving the problem, since inaction is a potential problem, too.

When you understand and cater to your user's stage of awareness, copywriting won't seem pushy but merely an attempt at preventing procrastination. The more aware they are, the more their inaction is about the need for reassurance than it is about the lack of desire.

“T” is for Thinking.

They know they have a problem and they're thinking about solving it. They're shopping around, considering solutions, and investigating options. In marketing funnels, this is often referred to as solution-aware.

So at this stage, when it comes to SEO, your content should take them from thinking about the problem to wanting to solve it. With copywriting, they're considering solutions, so you need to sell them on your solution and why it's better than others.

This is where you have to build value and differentiate yourself. Why is your solution the best solution? What makes it so unique, different, or valuable? What makes it better than all other alternatives? An alternative may also be a totally different solution that soothes the same pain.

“H” is for Hurting.

At this stage, they want to solve it. They're convinced they must fix the problem. They're acquainted with all possible solutions and considering your solution specifically. In marketing funnels, this is often referred to as product-aware.

So your job is to convince them, reassure them, and provide information that they can use to make a decision and take action. Perhaps it's understanding the risks and guarantees; your expertise and credentials as a medical professional; or social proof with before-and-after case studies.

Perhaps they don't know how or what payment options you offer. Perhaps they have fears you need to assuage first. Maybe they're overwhelmed, skeptical, or suspicious, or they've used other solutions unsuccessfully and are afraid.

At this stage, procrastination is the culprit.

If they're hurting, what do they need to get over the remaining hurdle? What objections or unanswered questions do they have? Your content may need to increase proof, reduce risk, and remove fear.

Often, it's based on the fear of making a bad decision. Your content or copy needs to allay that fear. To do so, you need to truly understand your patient at a deeper, more intimate level. You need to learn what information they need to go ahead, and then you need to give it to them.

In SEO, their search intent is often dictated by their level of awareness. Here are some searches as an example:

  • Oblivious: “hairloss” or “what causes stretch marks”
  • Apathetic: “how to stop hairloss” or “how to get rid of stretch marks”
  • Thinking: “micrograft before and after” or “tummy tucks Chicago”
  • Hurting: “hair transplant pricing” or “book consultation Dr. Smith”

That's the OATH formula in a nutshell.

Bottom line, your audience may be oblivious, apathetic, thinking, or hurting. In other words, they're unaware of the problem, aware but don't care, aware of the various solutions, and finally aware of your solution and ready to solve it.

Knowing this will tell you a lot about not only how much information you need to give your reader, but what kind of information and what kind of offer that will transition them into buying your solution.

It's not about serving content that meets their awareness level. If that was the cause, your patients would only need Wikipedia. It's about meeting them at their stage of awareness and taking them to the next.

Categories
SEO

Dealing With Negative Reviews: SEO Tips and Action Steps

Reputation management is becoming such an important service that many digital marketers and agencies are offering this singular service. For example, there's Reputation.ca, a Canadian digital marketing agency that specializes in reputation management and SEO services based on it.

They offer negative content suppression services, review management, corporate communications, and internal reputation management (such as managing employee reviews). They even offer services related Wikipedia profiles, libel issues, and crisis management.

But of all the reputation management steps you can take, responding to reviews is the most important. Both good and bad ones.

Negative reviews can influence your customers' decisions and hurt your business. Like it or not, ignoring reviews is the worse thing you can do.

Studies show that customers often view companies more favorably when they respond to reviews. Your responses can even become more influential and impactful than the reviews themselves.

Sadly, however, it's often an ignored or missed opportunity.

Imagine being on page two or three in Google results. As the joke goes, “Google's second page is the best place to hide a dead body.” But imagine being on page one for no reason other than the preponderance of negative reviews. This can be worse.

I've heard one professional say, “Talk good about me or talk bad, but either way, talk about me.” Or, “Love me or hate me, there's no money in the middle.”

That's all well and good, and the purpose of that quote is to understand that you can't please everyone. It's important to stand for something than trying to be milquetoast by trying to appeal to everyone. And you shouldn't.

But the issue is that negative reviews show up as a score (such as a star rating). When your two or three-star review shows up on the first page of Google alongside competitors with four or more star reviews, you are not only losing traction but you're also helping your competitors through the power of contrast.

So the goal is to respond to reviews, and there a few steps you can take to optimize the process.

1. It's all about customer service.

Reviews are often an indication of customer service and support. If your reviews are predominantly bad, you have a support issue. Granted, you need to be offering quality products and services above all. Bad reviews are great feedback and can often tell you what needs fixing.

But how you engage with your clients online says just as much about you and your services than they do about what you offer.

2. Setup Google alerts and other “listening” tools.

Claim your listing on review sites and business directories. This way, you will be notified of any reviews that come in. But reviews can also appear on other, less well-known sites, private blogs, or socia media.

So set up alerts to be notified each and every time someone talks about you. You can get notified when any keyword you specify shows up — including names (yours, your brand, your business, a product or service, staff names etc), your address, your suppliers, and even your competitors.

3. Take note of what clients are saying and want.

Clients are giving you precious feedback. Responding to their reviews is important, but noting what they're saying, educating them if they missed anything (by being genuinely helpful and not snarky, sarcastic, or passive-aggressive), or letting them know how you will act on their feedback.

4. Respond to reviews. All of them.

Thank the reviewer for their review. Even the good ones. Your responsiveness is what makes you look good, and not just what kind of response you give. But with the bad reviews, unless they are defamatory or fake (and even then), be sure to keep a polite and professional stance.

5. Apologize sincerely and sympathize.

Negative reviews will happen from time to time. Because, as I said earlier, you can't please everyone. But be professional, courteous, and helpful in your response. Acknowledge their issue/pain, and let them know you are listening and how you will make it right.

6. Move the conversation offline.

Offer your contact information and the name of the person they can speak with directly (you or a member of your team, preferably someone in management) so they can vent in person, discuss their problem in depth, and refrain from adding more hostility to their already negative review.

7. Keep it short, sweet, and simple.

Don't go into detail and drag the conversation further. If you post too much, your reply will be a) overlooked because it's too wordy, b) seen as defensive (or desperate), and c) give the negative reviewer more ammunition they can use against you. Just stick with one short paragraph, no more than five sentences.

8. Use your name in responses to positive reviews.

Using the business name, product name, or service name will give your response to a positive review an extra SEO boost, which will hopefully bring positive reviews up to the top.

For example, you can say, “Thank you for reviewing [business name]. The team here is thrilled to read your feedback, and we're proud to be one of the most helpful [business category] in [city].”

But with negative ones, refrain from using names or keywords. You want to avoid giving the negative review any kind of SEO juice.

9. Add some marketing and ask for action.

You can thank them for their review and offer them a gift for their feedback, such as a free newsletter or a free report. And suggest the next step, such as call, fill out a form, subscribe to a newsletter, or refer friends to your business.

10. Ask for a retraction or update.

If the complaint has been dealt with, and your response was appreciated and positively received, have the reviewer remove, or better yet, revise their reviews. This is not only a desirable outcome, but the response to a negative situation can actually make you look better than a positive review will.

Some final thoughts.

These steps all assume that the reviewer had a legitimate gripe, and their review was not fraudulent, fake, or malicious in any way. Malicious reviews need to be dealt with differently, and each platform has a proper procedure for dealing with these situations.

At the bottom of this article, you can find a step-by-step process and template in dealing with and removing misleading reviews on Yelp, Google, and Facebook — the three biggest review sites.

In the end, remember that reviews are increasingly being used as decision-making tools when clients and customers are choosing your services.

Taking the time to focus on how you appear, what others say, and how you respond will always work in your favour — or at the very least, it will make you look responsive and much better than if you were to ignore them.

Categories
SEO

6 Quick Ways to Spy On Your SEO Competition

I promised to talk about how to conduct a competitive analysis, so here’s a quick snapshot.

You first need to know your competitors.

You might have an idea, but you have to do a bit of digging first.

Some SEO competition s may not truly compete with you on the search engines. But they probably do better than you in other ways. Other competitors are siphoning traffic away from you, and they may not offer the same thing at all.

So the goal is to identify your direct competitors, which are the ones that offer the same thing you do or are probably located in the same geographical area, and target the exact same audience or solve the same problems you do.

Also, know your indirect competitors. They're competing with you only to the degree that they may “steal” traffic, leads, or clients away from you but without competing with you in a direct or purposeful sense. For example:

  • Indirect competitors may offer similar but different services than you.
  • They may solve the same problems you do but in a different way.
  • They may target the same audience based on the same topics or serve the same search intent.
  • Or they may offer the same or similar services but target a different audience altogether.

Identifying these competitors is important. There are a few ways to do this. But let me share with you my favourite go-to method.

1. Google Autocomplete and Suggestions

Google is often the easiest and most effective source to determine who your competitors are. After all, Google is telling you right there in the SERPs (or search engine results pages) other websites that are vying for the same eyeballs.

Once you’ve identified the key topics that people in your market are interested in (including the search intent you want to match content with, and the kinds of questions they ask that you can answer), search them on Google.

Look at the first page: what are the results and what are they telling you?

Other results are either direct or indirect competitors. Direct competitors are siphoning clients away from you, while indirect ones are stealing traffic.

Remember, there are five areas that can provide some great insights:

  1. The search results themselves.
  2. Autocomplete suggestions in the search bar.
  3. “People also search for” section further down.
  4. Related searches at the bottom of the page.
  5. Local pack suggestions (i.e., map and business listings).
  6. Search ads (paid ads) appearing at the top of SERPs.

Here's a quick video I recorded to give you an idea.

Make a note of these results.

Of course, there are other tools out there that can provide information about your competitors. I use tools like SEMRush, Moz, Ahrefs, Buzzsumo, SpyFu, and others. But after Google, SEMRush is my second favourite tool.

Also, don’t forget other, more traditional ways of discovering your competitors, such as industry newsletters, trade journals, associations, social media profiles, discussion forums, and your own prospects and clients.

2. Analyze Traffic and Clout

Next, you want to determine how well they’re doing. By punching in your competitors’ websites in a tool like SEMRush, you can get a quick, at-a-glance look at their traffic history, their top keywords, and their search activity.

SEMRush has a section called “competitive research.” In it, you will get an idea of their rankings, their domain score, their traffic (and traffic trend, which might indicate spikes or pivots that can give you some extra insights), and more.

But you don't need to signup for premium tools if you prefer not to. The goal is to get an idea of their traffic and clout so you can try to reverse engineer them.

There are plenty of free tools that can give you a lot of the most important data. For example, do they have a lot of backlinks? Is their domain authority higher than yours? Are they vying for the same keywords?

I also use a tool like ScreamingFrog to determine their number of pages and website structure. For example, they may have 200 articles while you only have 10. They may have a better content architecture or a more optimized site than yours (e.g., meta-tags, headers, text-to-html ratio, etc).

3. Branded vs. Non-Branded Traffic

You might be getting a lot of traffic from searches that include names, such as your name, or the name of your business, product, service, productized service (like a course), or process you’ve pioneered or trademarked, etc.

Competitors may compete with you on non-branded terms, but they might have branded traffic, too. Other than stealing your branded traffic (which is something to look out for), their own branded traffic comes from somewhere.

Branded traffic only comes from people who have heard about your business other than the search engine. So Google is a “second exposure,” if you will. The key is to identify the first exposure. Where did people hear about you first?

Do the same from a competitive analysis standpoint. Discovering where people heard about your competitors is a great indicator of how they drive their branded traffic, and how you can replicate their efforts or discover any gaps.

  • Perhaps it’s from a review site or a blog that talked about them.
  • Perhaps it’s from a discussion forum or an active social media presence.
  • Perhaps it’s from Google knowledge graphs or featured snippets.
  • Or perhaps it’s from Google My Business or other business listings.

These give clues as to where your competitors are gaining clout.

4. Google Alerts and Google Trends

Then, I recommend setting up Google Alerts. You want to be notified every time someone online mentions you. But you also want to do the same for your competitors. This offers a glimpse into those primary sources of exposure.

Google Trends shows the popularity and volatility of a topic, search term, and related topics and terms. It can be helpful for keyword research, but it can also provide you with insights into your competitor's audience.

Using the keywords your competitors are ranking well for, you can learn about their searchers' demographics and even psychographics. In other words, you can see traffic trends, where traffic is located, what type of traffic it is, and what are they interested in.

It can also be a useful tool to show you where traffic is heading, too.

Other than Google Alerts, you might want to set up other “listening” tools (such as for social mentions, keyword rankings, competitor position tracking, backlinks, etc), to get an idea of not only where people are talking about you or your competitors, but how they do so

5. Experience Indicators and Insights

If your competitors have less content than you, maybe even fewer backlinks than you, but they are getting more traffic, it might be a UX issue. If their website has a better user experience than yours, you will want to fix that.

Simply go to Google's Web.dev to analyze your site. Do the same with your competitors’ URLs to see how well they are doing, and then compare. Are their websites loading faster than yours? Are they easier to navigate? Are their pages more easily discoverable?

Then take a look at their messaging and copy. Is it clearer, stronger, more compelling, and easier to read? What about their design, layout, and supporting visuals? Do they offer a newsletter or any free resources such as tools, white papers, and downloads?

Remember, SEO relies on two things: the quality of your content and the quality of the user's experience. So when conducting your competitive analysis, you need to look at both of these areas and compare them with yours.

6. Content and Experience Gap Analyses

Speaking of these two things (i.e., content and user experience), the next step is at the heart of all good competitive analyses. What a gap analysis means is, you want to discover any gaps between your competitors and your website that you can take advantage of.

All the above are good indicators of what your competitors are doing that you are not, and what you need to improve. But there might be plenty of missed opportunities you can exploit to get a leg up on your competition.

Some of the tools I mentioned earlier provide some of this functionality with advanced insights. However, you can do a simple gap analysis, too.

The goal is to look at the content your audience is looking for that neither you nor your competitors are offering, or that either one of you is offering but doing a poor job at (e.g., outdated or hard-to-understand content).

After you’ve identified your topics and your users' search intent, you want to see where your competitors are failing to properly answer them.

  • Sometimes, it can be a lack of content on their end.
  • Sometimes, it can be poor content, which you can offer better.
  • And sometimes, it can be good content but your competitors are failing to help them further, whether it's the lack of a good UX, a lead capturing mechanism, or simply a chance to read further on the topic.

If you have content already, a gap might indicate the need to refresh your content to fill in gaps or outclass existing content from your competitors.

Finally, keep in mind that competitive analyses provide clues and ideas on how to dominate your space in more ways than one. While most of these tips above provide digital insights, the information can also be helpful for external marketing activities, too.

They can show you what your competitors are up to, what they see as important, how active they are outside of their operations, any strategic alliances, their pricing, their business philosophy, interviews they’re giving, etc.

Remember, the greatest killer of business is not competition.

It’s complacency.

Categories
Interviews

How to Secretly Dominate Your Market

Ed Rush's EdTalks 83

On September 10, 2020, I appeared as a guest on Ed Rush's EdTalks Live Videocast. Ed Rush is a consulting client, a good friend, and a former F-18 top gun fighter pilot and business advisor.

EdTalks Live! is a live, interactive, dialogue-style show. We talked about marketing, copywriting, selling, psychology, business, SEO, and more. It was only an hour but we had a live Q&A before the end.

Categories
SEO

Digital Marketing Specialist: Communicate Authority by Association

In a previous article, I wrote about five different ways to build perceived value as a professional. I call them the “5 Cs.” Quickly, they are: content, credentials, case studies, community, and care.

“Community” is where you create a rassemblement of clients and peers who can share success stories and best practices, and support each other.

One subscriber asked, “How can a lawyer create a community of clients without breaking privilege?”

Having a community of existing clients in certain professions, such as lawyers and doctors, is obviously challenging if not prohibitive. But one way is to create a public community where people can follow you.

For example, create a page on social media that people can like, follow, comment on, engage with, and interact with you and your content. This gives your audience a place for knowledge and information exchange.

Social media offers the ability for people to follow you and share of their own volition. I've also seen professionals do this with private Facebook groups, Slack channels, discussion forums, blogs with comment sections, etc.

One professional (a computer engineer) has a voluntary Slack channel for clients to join, but has moderators, a set of rules to follow, and openly warns his members to refrain from posting any sensitive information.

There's also another extremely powerful way.

Over the course of my career, I've advised many professionals to start their own associations — and several have.

Sure, most professionals have memberships in associations that certify, license, set codes of conduct, and oversee their profession. But I'm referring to business associations or industry associations that can meet an unfilled need in your community.

One client of mine, a cosmetic surgeon, created his own association for the advancement of specific surgical procedures in his field. At last count, his association has 1,000 members throughout 70 countries.

He offered professional development opportunities, invited the sharing and collaboration of ideas and new techniques, gave out awards at conferences and events, and more.

But the best part is, his bio included that he was the founder and past president of the association, which he proudly displayed alongside his credentials, on his website, in his marketing materials, and in his byline when publishing articles.

Creating an association also uses the other “Cs” I mentioned earlier: not only does it create a community, showcase your content, and add to your credentials, but it also allows you to build case studies and shows you care about your industry, your profession, and your clients.

Launching your own association has three major benefits:

1. Being the leader in the first year, you have more leverage.

Leaders (i.e., director, president, chair, etc) are typically elected in subsequent years. But being the leader at the beginning, it gives you more leverage over the structure of the association and, above all, its marketing, too.

2. Being the founder will provide a great deal of implied authority.

No matter who gets into the leadership position later on (however, the chances are you will be nominated in the first few years, anyway), being the founder adds to your reputation and will stick with you pretty much for the rest of your career.

This is, by far, the greatest reason why a professional would start an association.

3. It gives you access to networking and research opportunities.

You can network with likeminded people, including competitors. The hidden benefit is that it gives you a leg up on what the industry is up to, what are your members' interests and concerns are, and if there are any unmet gaps that exist.

There are many other reasons for associations. But there are three common types I've found:

  1. Educational associations provide members with advanced training, specialized information on their industry, access to literature and special conferences, and more.
  2. Collaborative associations share news, recommendations, best practices, and a wealth of other knowledge and opportunities such as group purchasing.
  3. Advocational associations create lobbying opportunities, address issues, take a stand on law and policy that might impact their members' profession or their clients, etc.

Bottom line, being the founder of an association not only creates a community but is also one of the most powerful ways to communicate implied value, authority, and superiority. Without having to outright claim it.

Categories
Copywriting

5 Ways To Make Your Claim More Believable

Blowing your own horn can seem like a productive marketing effort, and it may seem to communicate self-confidence. But it's often done wrong, which makes it ineffective and counterproductive, and can even backfire.

Saying you're the best in your field, your claim is suspect and dismissible at best, and arrogant and disdainful at worst. Either way, you run the risk of appearing as if you're trying to make up for the lack of credibility.

The bolder the claim, the greater the risk.

However, if you communicate something where the claim is implied, it is far more believable, credible, memorable, and impactful because it feels as if it's not coming from you. After all, other people came to that conclusion on their own. They own it.

If you sell widgets and you state that your widgets are of the highest quality, that might be true. But as the saying goes, if you have to say it, it's probably not.

But if you describe the characteristics of the widget wherein the quality is implied, such as a story behind the meticulous process of choosing the finest ingredients, or the clinical results that show how the components went through and passed strict testing, then people will assume it is of high quality.

There's no need to state it.

It's the same with services. You can say that you offer a service of high value. But that will be questionable. It's better to imply it, to let others (other people or other things) do the talking for you.

Specially, you can demonstrate it through the “5 Cs:”

  1. Your content. Provide valuable content that showcases your knowledge and expertise — from blog articles and podcasts to published works such as books and online classes.
  2. Your credentials. Highlight your educational background, certifications, accreditations, memberships in associations, years of experience, licenses, number of clients, etc.
  3. Your case studies. Case studies and success stories give dimension and depth to standard testimonials; they provide comparativeness, context, and contrast, and they make them more relatable, too.
  4. Your community. Have a community where clients, peers, fans, and followers can connect with each other, and can showcase their successes, experiences, and best practices.
  5. Your care. Show that you care about, understand, and sympathize with your client's specific situation, needs, challenges, and goals. From asking questions to soliciting feedback.

In the end, it's not about making a claim but making a believable claim. If you must say it, make sure to always back it up. But an even better way is to let your five Cs do the talking for you.

Categories
Books

The 10 Commandments of Power Positioning

I wrote this booklet back in 1992. It was a way to promote myself in my early career as a marketing consultant but without having to “sell” or cold call anyone — two things I absolutely despised and still do.

Since my clients, mostly doctors and other professionals, are limited in how they can market themselves, I realized that this book was also an effective way to educate them on how they can use the same tactics, too.

Long story short, this book launched a very successful marketing career.

Power Positioning is a concept that brings together the art of positioning with the science of direct response. Since putting it on my first website back in 1995, it has been downloaded, distributed, reprinted, and passed around well over a half-million times. (I stopped counting after 300,000.)

This version may have been updated since its first edition, but that was before I launched my first website. So there's a few outdated examples and ideas. But the strategies and principles are timeless, many of which I still use today.

Enjoy the book. And if you like what you read and want more, subscribe to my free daily email newsletter where I send more articles, tips, ideas, news, and examples of marketing in action. Thank you.


Introduction

“Don't duplicate. Differentiate! Being the best in your field is not about being the best. It's about being different. Be unique, and you'll be perceived as the best as a byproduct.”

— Michel Fortin

“Success in marketing is simple … Find the right message, use the right media, and deliver it to the right market.” — Creator of “Magnetic Marketing,” Dan Kennedy, who's my mentor and the inspiration behind this book.

Welcome to “The 10 Commandments of Power Positioning.” The following booklet is packed full of powerful marketing secrets that will help you and your business enhance its image and increase its business almost effortlessly. I invite you to come in and enjoy the many strategies it contains.

While this booklet is copyrighted, I give you permission to reprint these pages for your own reading convenience as well as use it as a lead generating tool in your business or website — as long as the book is not modified, refers to me as the author, and includes a link to this website.

I'm absolutely positive that these techniques will profoundly impact your results. After years of experience in marketing where most of my career has been dedicated exclusively to the professional services industry, these techniques were enormously beneficial to professionals of all types, including consultants, specialists, and even skilled workers and independent contractors.

Enjoy and thank you. Any suggestions or comments, especially those I can use in future works? Let me know!

Good luck and best wishes!

Yours sincerely,
Michel Fortin

Michel Fortin

P.S.: This book contains many examples to illustrate how the ten commandments of “Power Positioning” can be applied in various situations. Many names have been changed in order to protect the innocent (perhaps innocently successful, that is), and others are purely fictional. Similarities in any way were neither implied nor intended. If there are any, it's coincidental.

Also, as in all cases, individual results may vary from those depicted. Too many factors come into play. In addition, wherever the neuter is not used in this book, the male gender was used for simplicity's sake.

P.P.S.: Oh, and one final note. I am a business person just like you and not a lawyer by any means. Therefore, the advice contained in this manual is strictly for educational purposes. It should not be considered legal advice. If you wish to apply ideas contained in this manual, you are taking full responsibility for your actions. I strongly encourage you to first check with the appropriate professional or authoritative body if applicable.

Now, read on.

Warning!

This small booklet contains ten core principles based on my “Power Positioning” concept — a set of powerfully effective strategies that have made tons of profitable business for many entrepreneurs and professionals like you.

These ideas are distilled from my intensive training seminars that have cost some people up to $2,495 to learn. They are offered to you here for a much more moderate investment that, if applied properly, will surely return your investment many times over.

You may have purchased this book in order to find enough business or work until you've reached a comfortable plateau, or you may be like the many people who want clients to come crashing down their doors.

But whether you want a little more business or a lot more, these techniques are so simple that they can be easily applied by both types of entrepreneurs. Bottom line, these techniques work — and work exceptionally well!

You're reading from someone who's learned the hard way. I am continually on the frontlines, day after day, doing what most of you are trying to do — and that's getting more business. I preach what I practice, in other words.

I have oftentimes failed miserably, but I have also reached many phenomenal successes. These strategies are but the result of years of wisdom-building, hard-knocking, trial-and-error, fall-flat-on-your-face-and-dust-yourself-off experience — believe me, they are far from being mere puffery.

While these techniques are tried and proven, they do however require some work on your part. In other words, many of these systems are generic in nature and will require some creative effort for their specific application (of course, you could hire experts like me to do the work for you).

But it is not so much that these strategies are too vague, that they are too difficult to use or that they require a great deal of investment. They simply are guides to help you build your own unique style and, as a result, open the door to endless streams of new, repeat, and referral business. And they do so because they all come back to basic, fundamental marketing principles.

Long gone are the days of knocking on — and sometimes down — doors to get business, let alone just to get people's attention. Long gone are the days of using the phone to such an extent that your ear starts to shape itself into a phone's headset. And long gone are the days of bruised knees that came as a result of constantly begging your customers to give you mere table scraps of their business. In short, prospecting is out. Positioning is in.

So let's start and get right down to the nitty-gritty.

Before we begin, I must warn you: It's been my experience to know that some of you reading this book wish to project a certain image about yourselves into the marketplace. More concerned with looking good than making money, your ego may often end up in the way of following these practical steps. Consequently, making the money you deserve. As a mentor used to say to me, “Do you want to be right or do you want to be rich?”

Also, you are probably used to traditional, MBA-style, statistical-analytical types of knock-until-you-drop marketing approaches. For you, my street-smart “guerilla marketing” techniques may outright rub you the wrong way.

I am not implying that they are illegal, aggressive, or denigrating. Far from it. They are practical and terribly effective techniques that are essential to not only survive but also thrive in today's increasingly competitive marketplace.

If you want more business, then read on! These techniques will certainly help you do just that — and do so in a powerful and positive way. Follow these 10 commandments if you will. If not, violate them at your own risk! It's your call.

Top-of-Mind Awareness

Before we begin, you must understand the concept that underlies this book. In today's society, I believe we have experienced two major shifts that have almost completely revolutionized the entire business landscape.

The first and most important one is competition.

The mere fact that business is becoming increasingly hypercompetitive is an understatement. Businesses, particularly home-based businesses and self-employed professionals, are growing at an explosive rate.

This is not a mere trend, since it was the way things used to be up until the 20th century. Whether you were a farmer, a blacksmith, or a storekeeper, everybody was an entrepreneur in those days. There were no “jobs.”

But when the industrial age took over the agrarian age, more and more people started to rely on full-time, permanent, secure, pension-oriented careers. Today, “permanent” jobs are slowly becoming mere antiques! For instance, in the 40's people held on average two jobs during their entire lifetimes. But today, studies shows that the number has risen to 14 and still growing.

The entrepreneurial boom is far from being just a boom. And the reason for this stems from the second shift that has taken place, which is information.

Along with the eruption in digital technology, multi-channel broadcasting, and cellular telecommunications, the Internet is skyrocketing in population. The ability to retrieve information in nanosecond speed has caused entire layers of middle managers from huge corporations to fall the way of the dinosaurs.

The information age notwithstanding, with more and more employers facing disgruntled employees in today's highly litigious atmosphere, it is safe to conclude that the “job” is soon becoming a thing of the past.

So, what does all this mean? It means that, for a person or business to be able to be — and especially remain — in business, marketing strategies must be such that it places them at the top of prospects' minds at all times. It is not so much to look for more business but to be the business of choice.

For every business or type of product that exists out there, there are thousands of competitors fighting for the same market. Since the information revolution in our knowledge-based economy (including the Internet) has helped to educate people on what's available, there's really no longer a need to prospect for and persuade people in order to have them “buy into” an idea.

The goal, nowadays, is to be the one from whom they choose to buy or with whom they choose to do business — among all other possibilities. Marketing must therefore be such that, if and when a prospect needs a particular product, one's firm comes to their minds in an instant.

Stated differently, positioning is not to compete but to differentiate, to be unique. By doing so, this process helps to provide sort of psychological “anchor” to be placed into the minds of prospects so that they come to choose one business or product above all other choices.

“Top-of-mind awareness” is a term originally coined by Ellis Verdi, the once president of the National Retail Advertisers Council, and the owner of an advertising agency in New York. He said that what most people wrongfully seek to accomplish in their promotional efforts is to obtain short-term cashflow and not long-term results. And they usually accomplish this by offering sales, promotions, discounts and price reductions.

As he said at a recent conference, “Discounting is really like a drug. It brings in some business, and for some it may even bring in a lot of business. But the effect usually wears off and the company will soon find itself with the need to discount further in order to create more business let alone to stay in it.”

Top-of-mind awareness, however, is such that with it there is no need to use price-based promotional methods. What it does is two, important things: It psychologically impacts people so that the mere mention and knowledge of one's company, product, or service inherently creates a need for them; and it places one at the top of a specific market's consciousness so that one is instantly chosen when people want what that person or firm has to offer.

“Power Positioning” is a term I've coined, which is the result of creating top-of-mind awareness from a blend of the art of positioning and the science of direct response so that you, your business, or your products become powerful magnets that attract a greater response from better leads.

The following commandments all reflect this powerful concept — and it's one so simple and yet remarkably more effective, more affordable, and of course more effortless than any other marketing strategy. Are you ready?

Thou Shall Not Copy

If there's one problem in all advertising and marketing, it is the sheer fact that there is too much competition out there. Everything just seems to look like everything else. If one copies another company let alone another company's promotion, it only serves as a reminder of one's competition!

You don't want to remind your prospects about your competition, do you?

So, don't copy them — or as Earl Nightingale once said, “Don't copy, create!” Be unique. Be original. Be special. Be different. In fact, be so different that, if possible (and it is), your name or the name of your firm as well as the services you deliver become generic in the minds of prospects.

Have you ever heard a doctor say: “Take two acetylsalicylic acid tablets and call me in the morning”? What about facial tissue, cotton swab or adhesive bandage? Of course not. It's Aspirin, Kleenex, Q-Tip and Band-Aid.

And that's not all. Xerox, FedEx, Velcro, Kwik Kopy and Quick Lube also stick like glue in the mind. How is this possible? While there are many reasons for this, the first one is the fact that many of these firms created not only a new product but also a whole new category to place them in.

I'll talk about “categories” in the next commandment. For now, let's stick to the idea of “uniqueness.” This concept might seem a little far-fetched for the type of product you offer, but in reality it really isn't.

As expressed earlier as well as stringently taught in my consulting practice, top-of-mind awareness is the greatest key to marketing success in all types of business. Top-of-mind awareness is a process by which an “anchor” in the subconscious of prospects has been created and through which you position your firm or product above all other choices in the mind.

For instance, when deciding to find out about the type of product or service you provide let alone when deciding to buy what you offer, your name, the name of your firm, and/or the name of your product must come to your prospects' minds instantaneously. How is this done? Well, there are several ways to accomplish this, but let me share at least two of them with you.

The first and most important is names. Does your company or service name intrinsically reflect the type of service you offer and does so instantaneously? If not, you might want to reconsider renaming your company or service.

For example, if I told you “Kwik Kopy,” you will automatically think of a company offering quick copies! You might say, “Yeah, but that's only for big chains with big budgets!” People have told me this many times over. My answer is, “But how do you think they became large chains anyway?”

Today, it astounds me to see companies with names that mean absolutely nothing, such as acronyms (like “DFG Enterprises”) or names that do not reflect the competitive advantage if not at least the nature of the business.

If you are a computer network consultant, are you “Mike Fortin Consulting” or “Practical Technologies”? What's better: “John's Drycleaners” or “Spotless Cleaners”? The name of your firm should suggest what you do, what you offer and how you are different from the competition in just a few words.

This generally requires a great deal of creative effort. In my consulting work when I am refining a firm's corporate identity, some names will pop instantly into my mind while others take more time and effort.

So, here's a helpful hint. Try writing down as many names as possible — at least 20 — and pass it around among friends, family, and acquaintances. Ask them what pulls them the most. Look for the “Aha's!” or the “Wow's!” These are the ones you want.

If not, either you will have one that sticks out, or words from a combination of a few of your names that can be used wonderfully together. Listen to what your peanut gallery has to say, but also read between the lines.

In other words, many will tell you what they think looks best, but remember that your goal is not to look better but to get busier. So clue in on their facial expressions when they read your names. Ask them a few hours later what stuck in their minds and not just the ones they liked best.

However, I must point out that there are exceptions to this rule. For example, you are probably self-employed or home-based, and do not use a fictitious name. You may also be limited financially, since repositioning a firm with a new name is sometimes expensive — particularly if you're already established in the marketplace. In these cases, a second technique can help.

It is to add a tagline to your name. A tagline is a small sentence, preferably five words or less, that complements your name and says it all in one single swoop. I'm sure you've heard of “Enjoy the Ride (Nissan),” “Fights Cavities (Crest),” “Kills Bugs Dead (Raid),” or “The Midas Touch (Midas).”

You can do this with almost any name. For instance, a self-employed computer technician added some flair to his name by using a tagline in all his marketing pieces and correspondence, which read: “John Smith, Solutions Made Simple.” An interior designer, Gloria Tessman, now markets herself as “Gloria Tessman's Glorious Interiors.” A business etiquette consultant calls himself “Brian Whelan, Where Protocol Meets Profits.”

In either case, whether you have a unique name or not, try to add a tagline to your name, and choose one that truly communicates all that you are.

Make sure to use your tagline in all your communications, promotions and stationery. Additionally, every single nook-and-cranny of your operations — even breathing! — should become some kind of marketing process in itself.

Remember to look at every aspect of your business, whether it's answering your phone, writing your invoices, mailing your brochures, even handing out your business cards. Every business activity should emphasize in some way your uniqueness through your special name or tagline. Use them!

For example, do you have an answering machine message that says: “Sorry, but I'm not here to take your call right now”? Ugh! Don't do that. Make your machine work for you. Change it to something like…

“You've reached Terry Crawford, the ‘Teacher's Teacher.' I am out of the office right now currently teaching another successful ‘How to Make Mega-Profits Teaching Corporations Part-Time,' designed for college teachers. If you wish to leave a message or would like to receive my free report, ‘Eight Ways to Make Classes Cook for Cash,' give me your name, address and telephone number after the tone in case I need to confirm your address. Thank you for calling the ‘Teacher's Teacher!' (Beep)”

In the above example, several other commandments are followed. We will deal with these aspects in greater detail further in the book, but for now just realize that everything you do must become a part of creating top-of-mind awareness.

You don't need a huge budget to make this work. Once you've got this down, use it in all your communications. You have to live, sleep, eat, and breathe your new name and tagline — especially with your “Elevator Pitch,” which I will discuss later on. For now, don't copy. Make yourself unique!

Thou Shall Appoint Thyself

A recently understood segment of marketing is the immense power behind the product category. Often, many businesses build their entire marketing strategy around a particular brand and its better qualities within a currently known product category, only to have it all go down the drain in the end.

Remember the “New Coke”? In the 80's, Pepsi conducted taste tests called “The Pepsi Challenge.” Coke, on the sidelines, also heard from their own research that a newer, better tasting brand would beat Pepsi.

Only 77 days later, according to Coke's former marketing vice-president Sergio Zyman in his book “The End of Marketing As We Know It,” not only were they forced to reintroduce the older version as “Classic Coke” but they also had to eventually wipe the New Coke out. Better is not always better.

Jack Trout and Al Ries, the fathers of positioning and my greatest marketing mentors, have literally developed the product category concept into a science. In their provocative book “Positioning: The Battle For Your Mind,” they made what I believe to be the most powerful notion ever conceived: “Marketing is not a battle of products but a battle of perceptions.” My business mentor used to also tell me: “Perceived truth is more powerful than truth itself.”

Both are remarkably true. For instance, a survey was once conducted among the passengers of an airline company. And to the question, “If your food trays were dirty, would you assume that the airline also does poor maintenance on its engines,” the answer was, as illogical as it sounds, “yes” for an overwhelming majority! Thus, marketing is truly all about perception.

The greater portion of my early consulting career was focused on doctors, cosmetic surgeons, and medical practices. I often asked doctors this question: “Look at the leaders in your specific field — are they famous because they're busy, or are they busy because they're famous?”

For example, a particular hair transplant doctor is one of the first surgeons in Canada to perform hair transplant surgery and was instrumental in its initial popularization. In addition to the fact that he maintains a portfolio of celebrity patients, this doctor is still widely recognized among the public to be the best surgeon — and that, whether he is indeed the best or not. He even uses outdated techniques in a field that has progressed considerably!

However, superiority in cosmetic surgery is a matter of artistic ability and not of seniority let alone fame. But you see, when people perceive that you are the best, the leader in your particular category or industry, it is much more powerful than actually being the best in the first place. In other words, perceived truth is definitely far more powerful than truth itself.

If you have a product that you perceive as being the best, it may not be a shared perception among your target market. However, whether your product is better than your competition or not, if it's the leader in its field or category, people will automatically assume that it's the best. It's human nature.

For example, people will often say: “They must be the best, because they're the leaders!” People have the natural tendency to gravitate towards the leader of a given category and automatically conclude that the leader is indeed the best — even if that may not be true. For example, Coke outsells Pepsi, even though in taste tests Pepsi seems to be the better tasting brand.

Now, all of this is fine and dandy but you're probably wondering at this point how you can accomplish this. Before I show you how to do that, let me give you an example from Ries and Trout, from their book “The 22 Immutable Laws of Marketing.” (It's a book that I highly, highly recommend.)

If I asked you who was the third person to fly over the Atlantic in a solo flight, and if you're not a history buff, more than likely you will be stumped. Of course, most people know that Lindbergh was the first person to fly over the Atlantic. Being the first, he comes to mind immediately.

Rather than ask you who was the third person to fly over the Atlantic, if I repositioned that same person — that is, if I asked you the same question but rephrased in another way — by asking you, “Who was the first woman to fly over the Atlantic in a solo flight?” of course, it's Amelia Earhart.

This is the power of self-appointment.

One of my favorite marketing gurus is Dan Kennedy, author of the best-sellers “No B.S. Business Success” and “No B.S. Sales Success.” He stresses that “You don't need someone else's permission to become successful.”

When it comes to marketing, he is absolutely right. Many people try to compete and may even get the first commandment down pat, but where they often fail is in creating top-of-mind awareness by drowning their image in a currently known category. They try to be better than everyone.

Everybody knows who is the first in some category or another, but rarely do people remember who's second or third. And one of the biggest errors most businesspeople commit is in attempting to market themselves as a better firm, with a better product or service, at better rates.

Let me share with you a secret that might shock you — if I haven't done it already: Nobody cares. Nobody cares if you're the best. Nobody! Even when people say they have chosen a firm over another because they have a better product, they only think they did and were initially attracted to that particular company for other reasons — probably at a subconscious level.

Look at it this way: if they do in fact make a choice based on a firm's superior qualities, they will not stay with that firm for long, for they will quickly jump at the next “best” thing that comes along. Again, human nature dictates.

People want the newest, the latest, the fastest, the freshest, the brightest, etc. They want the leading product or service in any given field. They want the best! And when I say that they want the best, I don't necessarily mean the “best” but what people perceive as being the “best.”

So, what do you do in order to produce this effect? If there's no category you can be first in, create one! As Dan Kennedy said, you don't need other people's permission to do that. Creating your own category is powerful since it is impossible for others to copy you. In other words, don't compare. Create!

Be the first to cater to a specific market, the first to offer an alternative to an existing product or service, or the first to cater to a market in a unique way — such as by offering an ordinary product but with a unique twist. You can also customize a general product or service for a specific market. Look at your background, your business model, or your clients, and ask yourself:

  • Is there a common thread or something that stands out?
  • Is there something that's really different than anyone else?
  • Can I reposition myself to look unique, original, or different?
  • If not, are there any special awards I or my products have won?
  • Are there any unique references or endorsements I can obtain from celebrities, particularly endorsements my competitors can't have?
  • Do I or my company possess any unique accreditation, certifications, or memberships in specific groups that no one else has?
  • If so, then why, as specifically as possible, did I (or can I) get them?

You might be a travel consultant selling business trips exclusively to financial institutions and brokers — your biggest clientele. Market yourself as “the first to serve the financially inclined,” “the leader in business trips for bankers,” “we take the risk out of traveling for those who deal with it every day,” “the financier's travel agent,” or “the first traveling agent for the smart investor.”

Don't be the best in some category. Be the first in one!

Before we go to the next commandment, I must share with you a small tip that is relevant to the two first commandments. Do you an elevator pitch or speech? And if so, does it create instant, top-of-mind awareness?

An elevator speech is what you say when you introduce yourself, and it usually includes a sentence or two, no more than 30 words, that states clearly and concisely who you are and what you do. But refrain from bland, hackneyed introductions. Be different with your elevator speech as well.

How do you do that? Think benefits. What makes you different? Why should your clients hire you? Why should they buy from you? Why should they listen to you? And better still, why should they remember you at all?

When you introduce yourself to people, do give your name and tell people what you do? If you do, please take this advice: You must stop it right now! I know, I know. You're probably thinking, “What? He wants me to stop telling people what I do? But how will they know who I am let alone remember me?”

Before we go further, let me explain what I mean.

In my seminars, I teach something I call the “Ketchup Principle.” Let's say you've just met a salesperson. He gives you a stellar sales presentation. He is dressed absolutely impeccably. His spiel was stunning. He conducted a first-class meeting with you. In short, everything was perfect.

But all throughout the encounter, you couldn't stop but notice that he had a little spot on his tie — a little ketchup stain, if you will. Two weeks later, if I were to ask you: “What do you remember most about your meeting with this sales professional?” More than likely, the first thing that would pop into your mind is, you guessed it, the ketchup stain!

As the old saying goes, “You never get a second chance to make a first impression!” That statement is not only true but it also applies even to the simplest of things, such as names, taglines, and introductions. How often have you met people only to forget their names only moments later?

So, the bottom-line is to stick in the minds of the people you've just met. Again, your introduction is not meant to persuade this potential client right on the spot to do business with you (or refer others to do business with you). The trick is to have you in your prospects' consciousness at all times.

Therefore, when you introduce yourself to others, use your unique name, your tagline, your unique category, and the benefits your provide — and not just your name and what you do. For instance, don't say: “Hello, my name is Mike Fortin and I do consulting work” or “I am a marketing consultant.” Rather, say: “My name is Mike Fortin, The Success Doctor — I help turn businesses into powerful magnets.” (By the way, that's my elevator speech!)

Not only will it arouse interest but it will also make your name stick in their minds, which is what you really want. That person will either remember you when needing what you have to offer, refer you to others when the opportunity presents itself, or talk about you openly especially when others bring up the subject. That's the power of turning words into “mind glue.”

Here are other examples. If you're a computer consultant specializing in network solutions, don't say, “I'm Elaine Wilson, I'm a computer consultant” or “I specialize in local area networks.” Instead, say, “My name is Elaine Wilson of Network Magic, I help relieve computer network headaches.”

Don't say, “Hello, my name is Jack Vidoli; I'm a management consultant specializing in accounting.” Rather, say, “My name is Jack Vidoli of A Knack with Knumbers, I help cut a firm's expenses of time, effort, and money in half by simplifying their accounting systems.” See the difference?

Don't forget to put yourself in a whole different category. It's important to not only being the leader in a category but being the leader in the mind. So use it in all your communications, especially when giving your elevator speech. If you're not the first in some category, be the first in one you've created.

Thou Shall Make The Ordinary Extraordinary

So, if you're following the commandments, you should now have a unique name, possibly a tagline, and established yourself as the first or leader in your unique category. What about the service or product you offer? Do you offer an extraordinary product or service, or do you offer an ordinary one?

Even if the service you provide is customary, traditional, and probably offered by your competition, you should make it appear unique just as well.

Remember that perception is more powerful than truth. You don't need to emphasize that your product or service is unique, better than the competition, or even the best for that matter. Doing so by declaring that it is can sometimes be worse than not saying anything at all, and the reason for that is that it makes your self-serving claim appear suspect, boastful, or exaggerated.

For instance, if you told people that your product or service is number one in the marketplace, your clients will probably either laugh at you or in the very least question your statement. But if you put a name on your product or service (and trademark it if possible), you will indirectly cast an aura of exclusivity and superiority, and do so without utterly flaunting it.

By the way, please note that unique trademarks don't need to be registered, unless you are looking for financial compensation if someone ever copies you. In that case, you must go through a trademark process to register your name. I am not a lawyer and please do not consider this as legal advice. I strongly recommend that you see a trademark or corporate lawyer for assistance in this area, especially if you're seeking to prevent any form of piracy.

However, once you've conducted a thorough search and as a result found that your trademark is indeed original, after formally registering your trademark you will be able to use the “(R)” (or registered trademark symbol) rather than the “TM” in all your communications — and deter copycats or even sue them should they ever use your names or taglines.

Nevertheless, keep in mind that perception is powerful. When it comes to the perception of a product or service, it will generally fall into either one of three categories. (This is especially true with services since they are intangible.) The first one is the “customary,” the second is the “assumed,” and the third is the “unique.” Let's take a look at each element in more detail.

The Customary

You might be a bookkeeper offering an income tax service as part of your portfolio — one that is widely offered by most bookkeepers these days. But don't just leave it like that. Say, “Ask us about our special ‘Total Tax Tranquility' service.” If you're a dry cleaner offering a tie cleaning service (as most dry cleaners do), don't just call it a “tie cleaning service,” call it, “Bring your ties out of retirement with our ‘Re-TIE-rement Reversal'.”

Before we go any further, you're probably thinking that you're a professional businessperson representing a high-class, high-quality product or service, and that this type of strategy is too “hokey” or that it doesn't apply to you.

When I started out in business, I was a marketing consultant specializing in medical practices. Dealing with a professional clientele, I heard this type of objection all the time. However, I still say that it is possible for you to use this technique, even in these circumstances — and probably more so since doctors and professionals are prohibited from claiming superiority.

For instance, I often search the local yellow pages, in the doctor and dentist sections, to find potential clients. One day, I was immediately struck by an ad from a particular dentist who specializes in pain and anxiety management. He has an anesthetist on staff, and uses intravenous and general sedation for his patients in order to make dental work a more comfortable experience. Most dentists offer this “ordinary” service. But what did his ad say?

The headline was made up of two simple words: “Dream Dentistry.”

Even if your service is customary or similar to that of your competitor's, by putting a name on an often nameless product you cast an aura of uniqueness and superiority — without having to state it outright. As one of my mentors used to say, “Implication is more powerful than specification!”

The resulting effect is that not only will the name keep you in the back of your prospects' minds but it will also create curiosity, arouse interest, and enhance desire. By and large, if people had to choose between a general product and one that implies a better or more unique kind of product (with some kind of added value), more than likely they will go for the second option.

For instance, if you owned an imported car that needed a brake job, whom would you choose: A general mechanic? Or one who specializes in imported cars by marketing itself with: “Are your brakes screaming in a different language? See us for your Quicker-than-Customs foreign car brake inspection”?

You get the picture. (Whoops! I'm getting ahead of myself again, since this example also reflects Commandment #4, which is the power of specialization. But I guess you're getting used to me by now, right?)

The Assumed

Speaking of mechanics, are you a mechanic and, as normal practice, offer free estimates? If you are a mechanic, you most likely do. Suffice it to say, pretty much everybody expects free estimates from mechanics or garages these days. However, as simple as it may sound, if you specify that which is usually taken for granted, you help to make your name stick in the mind!

For example, you might call your free estimate, “The Hassle-Free Fee Finder” or the “No Greater than Guesstimate Estimate.” Or your tagline could even be something like, “Where Smiles and Estimates are Free!”

It might sound silly but this process is so simple… And it works. People may or may not know that garages offer free estimates and, more often than not, they only assume that they do. But with a name in which people are indirectly told that estimates are free, people are now assured that they provide them.

In other words, you're turning an assumed product or service into an assured one in the minds of people. And in this day and age where people no longer have time to search for specific information, when they'll need a free estimate your name will pop into their minds instantaneously.

This simple technique is indeed remarkably effective.

As shown in the previous example, making the ordinary extraordinary is like turning the assumed into the assured. Assurance is a great marketing strategy. In fact, there is an immense power behind guarantees, and I love marketing on this remarkable concept. Some people think that guarantees are outdated, overused, and ineffective. Others think that they are not necessary or will increase returns. I know for a fact that that's not true.

People not only love guarantees, but as I said earlier, in today's competitive marketplace you need to stand out like a sore thumb. And a good way to do this is by offering a guarantee in one form or another so that, when placed side-by-side with a competitor, you will be the one who's chosen.

Guarantees sometimes frighten people because it involves taking a great risk on the part of the entrepreneur. The possible loss of revenue is a frightening idea for many people. But if you have a good product, have had good experience with it, and believe in it wholeheartedly, guarantees can become powerful weapons in building sales. They communicate instant credibility.

As a matter of fact, guarantees also help to reduce returns. Why? They are often perceived as an expression of confidence in the product or service. With scams, schemes, and snake oils rampant, people have a tendency to forgive far more easily businesses that are credible, have greater customer service, and have shown, through guarantees, to believe in their products.

Guarantees not only increase sales but also communicate confidence, trust, and superiority — including the perception of superior customer service.

Nevertheless, if you still wish to avoid guarantees or if your type of work stops you from doing so (as in the case of doctors who are legally prohibited from doing so), there are three key areas you may want to consider.

First, does your product or service provide a result that is quantifiable and measurable? Second, can your product or service be easily replaced or exchanged? And third, do you offer additional products or services outside your core portfolio that you can provide in order to satisfy your client?

If you're not prepared to give a full money-back guarantee, you might want to consider an indirect guarantee — such as by adding or subtracting something instead, something different that appeals to your clients.

Here's an example. You're a sales training consultant offering seminars on sales productivity. You might want to offer a guarantee that promises an increase in your client's sales results by, say, 25% following your seminar. If your client's salesforce doesn't meet this goal within a specific period of time, you could offer an additional seminar (or one-on-one, phone consulting) free of charge.

You may be a marketing consultant compensated on a percentage of the client's sales (also called “contingency consulting”). It's really a guarantee in itself. But as a name for your guarantee, you may want to call it the “Make-Money-Or-I-Don't Guarantee.” You might give a bonus product or service free of charge as a way to thank your client for their business. In this case, don't just offer it as a standard part of your package. Market it in the form of a guarantee, too.

For instance, if you are a project management consultant in the computer field, you could add a bonus-training seminar to be conducted after your consulting contract is completed in order to guarantee that people maintain your work effectively after you're gone. As a result, you can call it the “After-Project Assurance Plan” or the “Perfect Project Preservation Pledge.”

In essence, the idea is to guarantee that which is a generally assumed part of your business. If the prospect perceives that doing business with you has some added value, even if that which you offer is identical to your competition or included in a total package, you will be able to destroy your competition!

Often, the problem not only lies with what prospects perceive but also with what business owners perceive. They too wrongfully assume that parts of their products or services are not important, that marketing them is unnecessary, or as one doctor-client of mine once said, that “it all comes with the territory.” I'm sure you've heard the joke about what happens when you ass-u-me, right?

You get the picture.

By the way, that client of mine removes stitches from and follows up with his patients after surgery, and doesn't bill them for these seemingly ordinary services. In fact, they are common practice among cosmetic surgeons. I asked him to put a name on it. He now calls it his “Postop Progress Program.” Remember, if you turn the ordinary into the extraordinary, you will turn ordinary marketing into extraordinary results.

The Unique

Above all, you may still be offering some very special or unique product or service that your competition doesn't offer at all. If so, that's great! However, the same rule applies. Don't just leave it to a vague title or description, since it will still be perceived as similar at first glance or without knowing about it.

Put a name on it, even if it's not entirely new. If you're a management consultant offering seminars on how to get the most out of a particular software you've customized, call it the “Software-Savvy-is-a-Cinch Seminar.”

In fact, while having a unique product or service beats the previous two categories in creating top-of-mind awareness, it doesn't have to be entirely new. It can be copied and customized in such a way that it appears unique or new. According to Brian Tracy in his program “The Psychology of Selling,” many people have made fortunes by simply improving a current product by merely 10% yet packaged it in a different way. Remember the “pet rock”?

This goes back to the issue of perception. I once watched an Oprah Winfrey Show in which Oprah did an interesting piece on marketing. She conducted an apple juice taste test in malls across the United States.

While the program was focusing particularly on how companies can easily use false or misleading advertising, the results of the test revealed some interesting facts nonetheless about the way the mind works.

She had two bottles of apple juice. One was a plain, white plastic container with a label donning a picture of an apple. Very plain. Nothing fancy. The second bottle, however, was an intricately shaped glass bottle carrying a red label with the picture of a woman preparing apple juice in her kitchen.

When people were asked which apple juice tasted better, the majority said that the juice from the glass bottle tasted better. The surprise came when she announced to her audience that the juices from both bottles were exactly the same! (She actually showed footage of her staff filling the bottles from behind the counter.)

Not bad, isn't it? But it didn't stop there. When she asked her participants why they chose the juice from the red labeled bottle, their answers were astonishing. They said, “It tastes really good,” “it's much better than the other one,” “it's sweeter tasting,” or “it has more flavor.” When asked why, one said: “The picture of the lady preparing the juice in her kitchen indicates to me that more care and attention was given into making it, so it has to be better.”

It all boils down to the fact that perceived truth is indeed more powerful than truth itself. When it comes to your unique product or service, pay close attention to how you package it — the name and description you put on it.

This is how brand names have become generic in the minds of people. If it's perceived as unique or as the best through its name, then it is. However, it is difficult for me to give you specific examples here since the uniqueness of your product or service will determine your entire approach.

The key is to market your “original” product or service in such a way so that, if it is ever copied, your product or service's name remains firmly fixed in the marketplace and that your competitor's attempt to copy you will only but remind your prospects of you. If you can, add a guarantee or a tagline to your product or service, such as “Flat-Rate Fashion Facials, They're Flat Out Fantastic!”

Ultimately, make your product or service outstanding by making it stand out.

Thou Shall Find More With Less

The most common mistake newcomers to business make is to think that by expanding their portfolio they will secure more business. Conversely, they think that by narrowing their market they will also narrow their chances of getting more business. In either case, nothing can be further from the truth.

A management consultant who I believe had a knack for human resources also offered bookkeeping services, thinking that having more to offer will keep her busier — she then wondered why she wasn't getting any work!

The truth of the matter is the fact that specializing and narrowing your focus as much as possible will increase your likelihood of getting more business.

An accountant specializing in car dealerships will get more business than a general accountant will. An advertising consultant specializing in print media strictly for home furnishing stores will get more business than a typical advertising agent will. A photographer specializing in weddings will get more business than a regular photographer will. And the list goes on and on.

Over the years, this has been referred to as “niche” marketing. Today, niche marketing is fast becoming increasingly necessary. Why? If we go back to the two major shifts I mentioned earlier, you'll remember that the explosion in both competition and information are changing the entire business landscape.

As more and more businesses get started and more and more people jump into home-based and self-employed opportunities, the less time, energy, and money people will have to spend in choosing those with whom they will do business. This is not only related to new and repeat business but also to referral business. Brand loyalty is harder to fathom than ever before.

Let's say you have two friends who are both in car sales, and you're thinking of referring clients to only one of them. One of your friends is just a typical car salesperson. The other, however, specializes in first-time car buyers (e.g., students, young drivers, newlyweds, late bloomers, etc).

For example, she offers special creative financing methods for those new to credit, additional car-specific driver training information for new drivers, and copies of rate comparison charts that suggest insurance companies with the lowest premiums for new drivers. Now, let me ask you this question…

… To whom do you think you will refer more people?

This is the awesome power of narrowing one's focus. Think of a laser, which is basically a narrow beam of highly concentrated, amplified light. You want to focus like a laser on your niche and, when you do, you will consequently burn yourself into your prospects' minds. Now that's branding!

When you get down to it, as a consumer you will choose, when you have a choice presented to you, to go to a business that specializes in a unique area in which you have a specific need. Specialization is in itself a fundamental marketing strategy, for it helps to project an aura of superiority.

When you deal with a specialist, you will automatically assume that he or she has greater expertise, has greater knowledge about the field, and offers greater service since, by catering to a unique market, it implies that he or she will have somewhat of a better understanding of your situation, needs, and concerns. In short, specialization implies superiority.

Niche marketing is the wave of the future. And the greater the competition will become, the greater the need for more specialists. Why do you think there is a trend in specialty stores these days? There are stores selling only dry foods in bulk. There are vitamin and food supplement stores. There are electronics and computer stores. There are toy stores. There are specialty crafts stores. There are even mothers-to-be and baby-only clothing stores!

The need to specialize is obvious. Here's an example. Today, you can get a toaster from a department store, a home furnishings store, an appliance store, a kitchenware store, a grocery store, and a drugstore. Even a bank!

With all these stores storming you with information, your very limited time to be able to shop around for the best product at the best price will more than likely cause you to go the one that pops into your mind the moment you have a need for a toaster. I mean, all you want is a toaster!

But, if there were a store like “Toasters-R-Us,” you'd probably go there first!

Nevertheless, your goal is to find your niche, to narrow it down as much as possible, and then to hit it with all you've got. The narrower your market, the more business will come to you. In fact, the narrower your market, the broader your chances of success in a hypercompetitive, overcommunicated society. It's the paradox of “less is more.”

If you're new to business or hesitant about narrowing your focus since you want the ability to offer different products or services, focus on a specific niche to start, or create one as a “division” of your main business or focus.

And then, as business creates enough cashflow and confidence for you, look at expanding at that point. However, be careful. If you expand outside of your established area of expertise, your marketing will fall down like a house of cards and will have to rebuild from the ground up.

We will deal with this further, but for now, focus on your niche. And as stated in Commandment #2, become the specialist by appointing yourself as one!

Thou Shall Divide and Conquer

Expansion is far different than business expansion or extension. Extension is often referred to as franchising, licensing, line extension, or branching out. In this context, I am referring to expansion by division or core expansion.

If you're a specialist in your field — which I hope you are after reading this book — and you offer only one type of service, you can expand from within by dividing your core (your product or service) into multiple, smaller components.

This helps to do 3 things. 1) It doesn't take away from your category or specialization. 2) It increases your hit ratio when targeting clients, since some of them might be interested in your entire package while others may be interested in only a portion of it. And 3) it increases the aura of expertise you project because you refrain from spreading yourself too thin.

McDonald's are reputed worldwide for their hamburgers, pure and simple. Ray Kroc was a milkshake machine salesman and his clients were mainly fast-food restaurants. One day in the mid-1950s, Ray stumbled onto the little drive-in restaurant in the American Midwest run by a couple of brothers who were cooking hamburgers in a different way: the assembly-line method.

He had an idea and the result became the joint venture with the McDonald brothers that today has literally revolutionized the entire fast-food industry.

In the beginning, McDonald's had no more than three simple items on their menu: hamburgers, fries, and shakes. Up to this day and hopefully in the future, you will never find a hot dog at a McDonald's. But now they have hamburgers in almost every food category possible.

They offer hamburgers, cheeseburgers, chicken burgers, fish burgers, double burgers, rib burgers, and so on. They have small fries, medium fries, large fries, and super-size fries. That's the power of core expansion.

Nevertheless, how does this apply to you? Let's say you are a programmer and you offer consulting work. For instance, you may provide consulting, research, programming, implementation, testing, hardware installation, training, customization, upgrades, licensing — and the list can go on and on.

Obviously, all of these elements may probably be part of one global package that relates to an area in which you are specialized. But by dividing your core product into individual components, you may not have expanded in a direct sense but you have, however, expanded your possibilities.

Similarly, you may offer an entire package right now but fail to recognize its many different components — parts that can be individualized and offered separately. Look at what you currently offer. Take a notepad and write down every little component that's a part-and-parcel of what you offer. Then see if each part can be marketed, sold, and serviced separately and individually.

Once done, put names on each “division,” and include them in your collateral materials. Using the previous example, you could develop your own research division, development division, implementation division, training division, etc.

The word “division” means exactly what it says. And by doing so, you may stumble onto clients who may need the entire package and others who may only need a part of it — like, for example, a training specialist.

Keep in mind that you shouldn't digress from your specialization, but stick to your core and expand from within. You may have narrowed your niche, but by expanding your core the demand for your products or services will likely increase, even with prospects outside of your target market since you are now catering to different market segments.

You can also add new products or services to your portfolio that cater to your niche. Look at dry-cleaners: beyond dry-cleaning, they also offer tie cleaning, shoe repair, tailoring, winter clothing storage, and so on and so forth.

If you do expand in such a way, don't just leave it at that. Put names on your divisions that specifically describe each one. Like I mentioned in the first commandment, give each division a special brand or suggestive name.

Plus, aside from dividing from within (i.e., your product or service), you could also do it the other way around by dividing your clientele into groups. While they may still be part of your niche, you have classified them into different categories, which will increase your hit ratio, too.

In my ongoing consulting business, I make a distinction between three types of clients who might need my services. For instance, there are those who are low-key and only seek to increase their cashflow. There are also middle-of-the-road clients who want to possibly expand in staff, size, or scope. And then there are entrepreneurial types who want the whole “ball of wax.”

What's the benefit in doing this? A conservative client in need for some marketing assistance, but fears that he or she will go overboard in doing so (or is low-key, such as a doctor or lawyer), may be attracted to the fact that my services also cater to his or her specific needs as well.

And finally, let's say that your package is inseparable. In this case, there is still a portion that can be expanded by setting up strategic alliances with other specialists (I will deal further on this in Commandment #10).

For example, you're a wedding planner offering a package for helping couples prepare for the most important day of their lives. However, when it comes to stationery such as wedding invitations and reply cards, you use a local printer with whom you've set up some kind of strategic alliance.

This local printer gives a special price break offered exclusively to your specific clients as a way to create more business. And, more than likely, the printer is glad to help since he or she knows that by doing so you will constantly send that specific printer more clients. It's win-win.

You can call it your “Incredible Invitation Incentive,” which includes the planning and printing of wedding invitations. (Also, the design, mailing, and response management of those invitations could also involve the co-services of a graphic designer, mailing house, as well as the print shop.) You see, you are not competing with the printer but both of you are seeking and serving the same market.

That's it for now. Ultimately, remember that by dividing your core you will paradoxically multiply your chances of getting more business. Each one of your “divisions” can cater to its own individual niche. If you own and operate multiple niches, when added up they can become very profitable for you.

Thou Shall Take it Step by Step

A mistake businesspeople often make is when they try to sell their company directly in every communication they produce. (I'm referring to the idea that they try to sell their company as being merely open for business, also called “institutional advertising,” and not direct marketing, which is different.)

Institutional advertising will draw up immediate clients. When advertising, they spend hoards of cash on repeated, slick, and entertaining ads. When marketing to people for the first time, they blab on until the cows come home. When sending out information, they send beautifully designed packages that make shipping crates look like a joke!

They think that by selling themselves right in the ad, with clever punches and ideas, they will get not only an immediate response but also immediate business. This oftentimes backfires and can even take away clients.

Many clients I've dealt with usually get as a result of this type of approach a lot of calls but no business — or at least no long-term business. They end up dealing with a lot of people who are merely curious but never serious. In the end, because of hypercompetition, trying to look for pre-qualified prospects using this approach can sometimes be worse than a needle in the haystack.

A new concept (although it's been around for years but has recently become popular) is direct-response marketing. It is a process in which businesses seek an immediate response as a result of their marketing efforts. While it is often used to sell in the immediate sense, many use this technique to offer a free report, item, or service. Little do people know, however, that the direct response strategy is usually not the true goal of the advertiser.

For instance, have you ever seen an infomercial by Charles Givens? His ad explains who he is and what he does, which is to help people make or save money, and then advertises a “free” seminar in cities in which the commercial is being televised. Do you think he's really doing this for free and traveling across the country only to educate people? In a sense, yes.

But when people arrive at his seminar, they get tiny tidbits of information that will help them make or save money. They get what they were promised. But it's a certain kind of information that, if participants want to have it continually updated, or if they want more, forces them to join the Givens organization.

Membership fees range in the hundreds and even thousands of dollars, and additional products (mostly books and reports) are sold in the back of the room at his seminars. That's the power of pre-qualified lead generation.

People who came out to see him are not general, curious, and uninterested prospects. They have indirectly screened themselves. Once they show up, they are pre-qualified and highly targeted. And after they've been enticed with free information, they are also pre-sold and ready to do business.

As a consultant to cosmetic surgeons, this process is obviously essential if not vital. No one can call a person on the phone and outright ask if that person wants more hair — at least without knowing if that person is bald in the first place! However, doctors will televise an infomercial or place a print ad whereby the people who respond will naturally fit into a specific demographic.

And it doesn't stop there. A process called “multistep marketing” takes place.

The prospect who comes forward usually wants information mailed to him. The doctor sends a professional brochure explaining the procedure, the possible risks, and the potential results. But without any pricing. (For one, it is impossible to determine the cost until the doctor personally sees the patient firsthand in order to measure his degree of baldness.)

The package, therefore, along with its lack of pricing, causes the prospect to come forward once more to arrange a consultation with the doctor. In the majority of cases, those that at least show up for the initial consultation are identifying themselves as interested candidates, looking for more hair.

You see, people who may need your services may fit your demographics. They fit a profile of people within your target market. But people who actually come forward fit your psychographics, which are the characteristics of those who not only need your services but also want what you have to offer.

As in the previous example, the demographics for a hair transplant surgeon encompass people who obviously have lost hair. But psychographics, on the other hand, are comprised of people who not only have hair loss but also want to do something about it (since not all of them do).

In your case, if you offer a specific product or service that caters to a specific market, find out ways to make your market come forward with minimal effort on your part. This is called “lead generation marketing.” In my experience, one of the best ways to do this is to offer a free report of some kind.

The report doesn't have to be product-specific, occupation-specific, service-specific, or industry-specific. It doesn't even have to directly relate to what you're selling. As long as it targets and appeals to an audience that fits within your demographics somehow, you're ahead of the game.

A used car salesperson friend of mine placed a small classified ad in the local newspaper and it read something like this: “Is your car a lemon? Do you know that there are ways to turn your lemon into cash? Before you get rid of your clunker, call for my free report '10 Ways to Turn Your Lemon into Lemonade'!” He even used the pseudonym “The Lemon-Aid Institute.”

And guess what? People who answered his ad were not only in the market for a new car (which was what he wanted), but they were also frustrated with their previous dealership for selling them their lemon. They were enticed to seek more information from that specific salesperson and his specific inventory.

In the end, they were far more qualified (or pre-qualified, in this case) and also positively impacted by the valuable service the salesperson provided. Car buyers, therefore, placed more confidence and trust in that salesperson, and eventually also felt more comfortable in sending him referrals!

Let's say you're a financial planning consultant. Your services may include investments, mutual funds, and savings plans. Rather than place an ad that directly markets these services, you could place a classified ad promoting a free course, seminar, or report on helping people save money.

Let's say you're an image consultant helping people to enhance their appearance. You could offer a free kit including a makeover, makeup sample, consultation, or a special report on the best colors that will match one's unique complexion.

The idea is to have people come to you rather than you to them. Being in the information age, I personally prefer the “free report” style of lead generation. The incentive doesn't have to relate directly to what you do, as long as it logically appeals to the same target market.

If you recall from an earlier example, you can turn your answering machine into a 24-hour salesperson. Your free report offer should therefore be included in the message — they must be somehow invited to ask for the free report.

When it comes to advertising though, you shouldn't go into large circulation newspapers or general publications. There are a variety of reasons. I will deal with this issue a little further in the next commandment, but for now just remember that your main goal is to generate leads, not immediate clients.

The portion of the general public that fits into your demographics is merely made up of “suspects” (you suspect that they might need what you have to offer). When some of them come forward to get your free report, sample, or service, you've isolated the “prospects” from your suspects. Then, if they want more once again, they've now become “expects” (you expect them to do business with you). This can be done in virtually all industries.

I used to work as a salesperson for a music store specializing in pianos and keyboards. Older pianos usually require considerable repair since the wood inside holding the strings with which the piano creates its sound may be too old, cracking, and broken beyond repair. They constantly fall out of tune. A salesperson at the store had a small classified ad that said:

“Beware parents in the market for a piano!” [That was the headline.] “Many parents usually buy used pianos for their kids because they don't know if they'll love music and therefore want to minimize the risk of losing their money. However, to the unsuspecting buyer, many used pianos are internally broken beyond repair and temporarily ‘doped' in order to sound good and be sold quickly, only to become broken again when it's too late. Before you buy any piano, call for our free report ‘Don't Let Piano Problems Put Your Bank Account Out of Tune: 6 Ways to Find Hidden Problems with Used Pianos'.”

His report not only explained the possible faults commonly found in older pianos that can easily go unnoticed, but since he was catering to a specialized market (i.e., parents), his report went on to explain how used pianos fall out of tune quickly causing the child to learn the piano the wrong way and eventually to lose interest — let alone the parents money!

Of course, what the salesperson really wanted was to get these parents to buy new or professionally refurbished pianos from his store and especially from him. The resulting effect, however, was that the report not only brought prospects to his door but also instilled in them a greater confidence in the salesperson in addition to the reasons for buying a certified piano rather than a used one. Last time I checked, he made a fortune using this technique!

Look at lead generation advertising or multistep marketing as a form of job search. People often send bulky résumés to potential employers in an attempt to sell themselves as much as possible, when very often their attempts get filed away — into the “round” file, that is. (Sounds familiar?)

Career consultants stress the importance of summarizing a résumé as much as possible, of including past accomplishments and results (instead of responsibilities and duties from previous jobs), and of putting it all on one page. Why? The résumé is not meant to land a job but to land an interview.

Lead generation should be regarded in the same way. Your ad must be small, contain a concise message, stress an immediate benefit (something for free, for example), and offer a useful tool or additional information if the prospect wants to come forward and know more. And this can be applied in virtually all fields and for many if not all types of products or services.

What can you offer your prospects to arouse their curiosity and interest? What can you give away for free so to entice them to get more, thereby identifying themselves to you as interested, potentially qualified “expects?”

If you're giving something away, realize that what you're really doing is not giving away free stuff but generating better leads. Keep in mind that, in the end, the cost of free stuff can be far less than the cost of mass marketing.

Thou Shall Speak Softly but Carry a Big Stick

The following is probably the greatest commandment in “Power Positioning.”

Now that we've talked about lead generation advertising, the next step is where to advertise. And the trick to having as many pre-qualified prospects come forward is to have your ad noticed and read by such a specific group of people as much, as often, and as effectively as possible. General publications won't do that and they cost a lot of money. Cost-per-lead money.

Specialized publications, on the other hand, have the distinction of appealing to a specific audience and thus increase the chances of it being noticed as well as read. Why? If one newspaper has a readership of 100,000 but only 25,000 fits into your demographics, where another has only 40,000 readers but all of which fits into your demographics (because the publication is specialized), which one do you think will give you the greatest response?

In other words, rather than fishing for minnows in the middle of the ocean, you'll be a catching big fish in a small pond. Think of the specialized publication as a sonar that will help you to find the kind of fish you really want.

This is due to the fact that not only the readership of a specialized publication will match your demographics but also that people who buy these types of publications have a tendency to read them from cover to cover.

Unlike a general, mass-published, large circulation newspaper that will only be skimmed through (i.e., it is bought by many but read in its entirety by few), a specialized publication will be read more intently and thoroughly (i.e., it is bought by few but read in its entirety by many).

Your per capita hit-ratio will dramatically increase than if you would have advertised in a major publication that's too general or too vague. Your little ad can easily get “lost” in such large media or get drowned in a sea of ads.

These days, specialized publications exist by the truckloads!

For example, there are occupation-specific, special-interest-specific, or industry-specific publications, which can include newsletters, trade publications, ezines, journals, reports, corporate mail, magazines, specialty newspapers, catalogs, and communiqués from specific organizations. There are numerous publications for specific people or on specialized topics.

For instance, if you go to your library, you will find that there are magazines for home-based businesses, newsletters exclusively written for corporate executives, magazines purely about cigars, newspapers strictly published for firemen, and even magazines geared for, of all things, gerbil breeders!

As long as the readership somehow logically fits into your target market, this is where you will get the greatest bang for your marketing buck.

An advertising agent specializing in computer-based firms can advertise an offer for a free report in computer magazines or, better yet, in magazines read particularly by computer firms (such as hi-tech or Internet magazines).

A medical consultant, whose target market consists of doctors, should advertise in medical journals, health-related magazines, medical association newsletters, or medical equipment manufacturer catalogues — anywhere that puts him in front of as many doctors as possible. Anyway, you get the drift.

By the way, having your own newsletter is also a powerful way to attract quality prospects. If you are not yet publishing one, get on it. It may be offered for free or at a nominal cost to pay for the printing and distribution, but the idea is to have the people who read it want more and come forward.

You can sell advertising space in your newsletter to, or swap ad space with, firms also catering to your unique clientele (again, it's developing strategic alliances). Conversely, you can buy space in a newsletter written by another firm that also caters to your target market. The possibilities here are endless.

However, it wouldn't be right for me to end this portion without discussing the web. With information being one the major shifts the world has experienced, the Internet can help to make your presence known in a better, quicker, and cheaper way. If you're not on the ‘Net yet, you're losing out big time!

But if you are, your website and email addresses, which should appear in all your materials, should be made available to everyone with whom you come in contact, even as part of your signature on all forms of correspondence.

Email helps prospects to come forward in the privacy and convenience of their own homes or offices, and it also gives you a chance to respond to them immediately. It's truly a dynamic form of communication that, to this day, is still often overlooked. Permission-based email marketing is a goldmine!

For example, with an email announcement list, discussion list, or electronic newsletter (often called “ezine”), you have the opportunity to remain in constant contact with your clients (and thus maintain top-of-mind awareness), develop credibility, and build relationships with them. Also, you should invite people to subscribe to your email list at every chance you have.

If you haven't already create a landing page or “mini-site”. Many people think that this is too expensive or technical, which for a large sophisticated website it can be. But a single web page (or a smaller, more content-driven website with just a handful of pages) is different than a robust site in that it's usually a part of a greater website — a chapter of a book if you will.

These sites are usually called domains. Many Internet providers have domains on which your web page can be stored (many are free). Some non-competing strategic alliances with websites might host yours as well.

Nevertheless, while your “mini-website” may not be as large, as glitzy or as sophisticated as having your own domain, it's a good start. It's a low cost way to be on the web and it doesn't have to be slick with graphics.

The important thing is to maintain a presence. Your page can be strictly information-oriented identical to a book or newsletter. Your page can also be designed to advertise you, your company, and the products you offer.

But most important, it can be a wonderful tool for people to access your free report. If your report is written in a two-dimensional printed format, more than likely you will have a digital copy. Therefore, by having it available via the Internet, people can access your free information and print it themselves at home or the office, without costing any money, time, or postage.

However, don't make your free report available directly on your site. Many people who choose to use the multistep marketing process I described earlier (which I strongly encourage) want the names and addresses of those people coming forward for future follow-up and direct mail possibilities.

In this case, they have a special section of their site that includes their free report, but it is one to which only people who have a password can access. If you use this technique, and people have seen your site or your ad somewhere let alone your free report offer, they can write or email you to obtain their secret, free, and maybe time-sensitive password.

Once “inside,” they can read your report and do so instantaneously. They now have access to useful information and feel part of an elite group of educated members. Your newsletter can also be published on the web and made available through password-protected access, too.

And if your newsletters carry a subscription cost, you can charge people to obtain their password and you can bill them regularly for renewal. Again, the possibilities here are endless. The web opens many doors for you.

Remember that you're not trying to advertise with the hope of stumbling onto a trickle of suspects. You want an endless stream of pre-qualified, pre-screened, and pre-sold expects! In other words, you don't want to shout in order to attract prospects. You want to speak softly but carry a big stick with which you can lure better leads and “clobber 'em” (with your freebie offer, valuable information, or unique expertise) when they're in proximity.

For example, people who visit your site and read your web page will hopefully want more and come forward to get it. But even when only a small portion do, you know in advance that they are much more qualified, which saves you time and effort than trying to fish in a dried-up desert filled with unqualified suspects.

In addition, once you're on the web there are many more advantages that come with using this medium, such as search engines. Search engines are like electronic yellow pages that contain mostly every page available on the web. (However, there are ways to use engines effectively, and we'll come back to this in Commandment #9.)

You can also link your page to other sites and get your link posted on those that also cater to your specific market. Also called “reciprocal linking,” this method is simply another way to advertise through specialized means.

Nevertheless, it's all part of developing an effective lead generation system, and you know what “system” stands for, don't you? It stands for “Save Your Self Time, Effort, and Money!” Yeah. That's the ticket!

Thou Shall Become a Celebrity

In the second commandment, you learned that you should be the leader in your category or in your unique area of expertise. Now you need to be known as such. And one of the most effective ways to do this is through publicity.

I met a fellow once while working in New York City who ran his own show on cable television — his very own cable show! Cable and community television stations are wonderful mediums to get the word out effectively. This is an area in which you can get a lot of publicity at little or no cost.

My friend, a programmer, hosts a show called “Solution Sentral” on which he is either being interviewed or playing the role of interviewer. His guests ranged from employers looking for specialized technical staff to other consultants in similar areas. The show naturally appealed to the high-tech sector.

He also takes calls on the show and has a real-time, live email-in format where people can ask questions online to which he'll answer directly on the air. But keep in mind that the show is not meant to advertise him directly — if so, the station would charge him for it — but as a public service.

Publicity is different than advertising. But the idea behind publicity is not to market your business or product (or at least not directly). Your goal is to get yourself known and known as an expert in your field. There are many ways to get publicity out there let alone free publicity.

Why is it so important? Publicity is far more credible than advertising since it comes from an “objective” third party. If you have narrowed your focus to a very specific, highly specialized field, publicity will come easy to you. The media loves to receive information from people who are uniquely qualified in their specialty.

Do you write articles for your local newspaper or in the very least in the op-ed section? Do you send news releases to all the TV, newspaper, and radio stations in at least your area? Do you offer free seminars during fundraisers for non-profit or not-for-profit organizations? Do you offer to speak at luncheons, clubs, and organizations such as Chambers of Commerce? Do you offer free services to charities or sponsor community projects? The list goes on.

A hair transplant doctor sent out press releases to all the TV stations and offered to perform surgery live on the air as part of a medical documentary. With the patient's consent, cameramen filmed the doctor performing the procedure and the news reporter occasionally asked questions, such as: “What exactly are you doing now, doctor?” Or, “What's this for?”

But he didn't stop there. Not only did the news report cause his practice to get flooded with calls the next day, but the doctor also obtained the right to mass-copy the news report on videotapes, and mailed them as part of his information package to potential patients and referral-sources.

The show created a lot of “buzz” and the surgery was the talk of the town. I don't know if he actually did this, but if I were in his shoes I would have the tape digitized and available to be played on the web. People accessing his website can view the clip right from their own homes.

Some people I know have their interviews, speeches, or voices digitized and plug it on the ‘Net as well. Of course, everybody can do that. But if you're not on the web, yet have a copy of a TV or radio interview on video or audio cassette, get the rights to copy it and send it to everybody who wants one, including potential referral-sources and strategic alliances.

A temporary help agency specializing in government support personnel had a neat idea. Their clients are mostly purchasing agents and, one year, a golf tournament was being held for (believe or not) government purchasing agents! (It was to raise money for a charitable foundation.) The tournament was held in the middle of summer and it happened to be a hot day.

So the salesperson, wearing a T-shirt bearing their 1-800 phone number, rented a golf cart and loaded it up with coolers containing soft drinks. He drove his cart from hole to hole and offered free drinks to all the golfers in the tournament. In addition to the exposure this gave him, he was also given a chance to speak at the awards ceremony and mingle with the crowd.

If you're an expert (and by specializing, you are), get out-and-about and make yourself known as one.

For example, I know of an insurance agent who decided to specialize in life insurance for newlyweds and new families. His company didn't require it from him but he decided on his own to develop an expertise in this area. You'll often find him at bridal fairs, bridal shows, home-buyers seminars, home furnishing stores, banks, mortgage institutions, toy stores, baby clothing stores, car dealerships, and so on.

Now, for a typical, general insurance agent to do this kind of stuff may or may not be a waste of time. But how much more effective will he be if he promotes himself at those events or locations as an insurance agent strictly catering to new couples and new families? Yup. Much more.

Do you have your free report written by now? If so, then write a query letter to magazines and newspapers for an article you wish to contribute. If you don't know, a query letter is one in which you address the editor and propose to write an article around a topic on which you have an expertise.

Ensure that the headline of your query grabs their attention and makes them want to read it. Make your article somehow related to your free report, too. Explain how your article will benefit their readers. Give them a brief outline of your article along with a summary of your free report as “tickler.”

Don't forget to include in your query that you're not seeking any type of compensation (at least not now), but ask if you can add a byline. A byline is a small note at the end of your article describing the author and how he can be reached. Send the same letter to as many newspapers as you can, especially specialized publications read by your target market.

By the way, always ask for publishing rights so that the paper doesn't prevent you from having your article published elsewhere. Above all, make sure that your query addresses how your articles will benefit their readers. Keep in mind that the readers of a specialized publication are potential clients.

Now, write! While your article should be educational and not promotional, it may contain some highlights of your free report as a way to further educate the reader. Your byline can and should invite people to order it. It can say:

“The author, Michel Fortin, is the ‘Success Doctor', a direct response copywriter, speaker, and marketing consultant who specializes in marketing for cosmetic surgeons. If you wish to learn more about the ideas written in this article, you can obtain a free copy of the complete report, ‘The 10 Commandments of Power Positioning', by calling him [number], or by visiting his website at SuccessDoctor.com. You can also email him at [email address].”

Since your articles do not appear blatantly promotional, they help market your expertise subtly yet far more effectively, and as a result, carry far more weight than any self-serving advertisement. They grant you almost an instant and much greater credibility because, like publicity, which comes from an objective third party, they imply your superiority rather than state it outright.

And since implication is more powerful than specification, publicity will help to solidify your leadership in the mind and do so faster, more effectively, and for a longer period of time than any other form of promotion.

There's an old saying in the insurance industry that goes: “Talk good about me or talk bad about me. But either way, please talk about me!” So, get out and about! Get others to know you and talk about you.

Thou Shall Seek Out and Spread Out

I know that the yellow pages' people will hate me for this, but your yellow pages' ad, although an essential part of your entire marketing machine, doesn't have to be of a large size, in color, prominently displayed, or tied-in with other gimmicks that the yellow pages salespeople have to offer. While necessary, the yellow pages should only be used as support systems.

The concept of this entire book is to teach you that creating top-of-mind awareness (not “institutional advertising”) should be your main marketing goal. When people have seen your ad, heard about you, or have a need for your services at any particular time, your contact information may or may not be available to them at that particular moment. Therefore, you want the yellow pages to back you up and not use them as a full-blown marketing medium.

Yellow pages salespeople more than likely don't have to sell you on the need to be in their directory, but where they make their commissions is by making your transaction as hefty as possible by selling you on size, color, and other gimmicks. Quite frankly, you don't need it! Your mere presence is all that matters.

However, there are some basic rules that you should follow.

The title of this commandment is: “Thou shall seek out (support systems) and spread out (among them).” Indeed, I'm a fervent believer in support systems since, when creating top-of-mind awareness, your potential clients may not necessarily need you at that moment, but they may do so later when your contact information may not be available to them.

Whether it's local directories, specialty directories, occupation-specific registries, industry or trade directories, yellow pages, search engines, Internet directories, or trade publications, you should seek them out and list your company in as many of them as you can. The trick, however, is to spread out. Essentially, being there (and being everywhere) is all that matters. In short, be prolific.

Don't be prominent in size or display. You can have a small black-and-white telephone ad carrying the name of your company, your tagline, what you do (your specialization), your “unique” product, and your free report offer.

However, spreading out, especially within a single directory, is your best bet for higher visibility. Be in as many locations as possible. For example, if you're a hairstylist specializing in house calls, your ad can say:

“Meg Kessler of ‘Scissors on Wheels' is your in-house haircutter! Specializing in onsite special event hair management and the creator of ‘Hassle-Free Hair Job'. To see how I can make sure that your next event has a good hair day, or for a free copy of my report ‘Styles That Can Make or Break Your Next Public Presentation', call right now…”

Now, here's the trick. The yellow pages people might tell you to be in only one particular location of their directory. Don't. Try to be in as many locations that logically relate to your firm or your service, or that appeals to your market.

Your ad can be small but it should appear in as many sections of the directory as possible. For instance, beyond the obvious “Hair” section of the directory, the previous ad can also appear in “Weddings,” “Event Planning,” “Image Consultants,” “Modeling Agencies,” “Conference Planners,” “Color Consultants,” even “Senior Citizen Services.” You get the picture.

This also applies to the Internet, with search engines and directories like “Yahoo,” “HotBot,” and “AltaVista.” You should not only try to be on as many of the major search engines as possible, but also try to spread out as much as possible among them using keywords that appeal to your market.

For instance, a search engine is one in which you conduct a search based on a keyword — a word that you want the engine to search. It will scan their entire database and find as many web sites that contain your keyword.

You might register your website according to a specific set of keywords, but if you register it under numerous keywords your hit-ratio will increase dramatically. Keywords don't necessarily have to relate to your content.

Those that also indirectly relate to your content — let alone to your firm, product, or service — should also be included. They should comprise of any word that may be tied to benefits you provide and your target market.

For example, a baker specializes in cookies. She not only bakes different kinds of cookies but also creates different shapes, sizes, designs, and arrangements with them. One of her many creations is cookie baskets with bows and lettering for, among other things, weddings, bridal showers, and baby showers. So what did she do? She registered her page under “cookies,” “weddings,” “marriages,” “showers,” “baby,” “brides,” “grooms,” “party,” “cakes,” “church,” “gifts,” “family,” “souvenirs,” “ideas,” “shopping,” etc.

Another support system that is often ignored is the answering machine. It should not be regarded as simply being a means of taking your calls and messages. Turn it into a support system as well. In fact, turn it into a salesperson working for you 24 hours a day, seven days a week.

Your message should invite people to do something. That's direct response in action! For instance, does your message ask people to just leave a message? Or does it invite them to place an order for your free report?

Telephone companies usually offer multiple voice mailbox services, giving the caller the ability to either leave a general message or press a number in order to leave a message for a specific recipient in another mailbox. There's also the option to choose the number of boxes you wish to have on your phone. But a mailbox doesn't need to be associated with an actual person.

Here's a sample message:

“Hi! You've reached Craig Jones of ‘Investment Mastery Inc.', where people learn how to be wise with their wealth. If you wish to leave me a message, press 1. To order my free insider's report, ‘Money-Making Magic: 8 Sure-Fire Strategies for Making Money in Stocks,' press 2.”

Ultimately, the object of “seek out and spread out” is to use as many support systems as possible. You want to be in front of your prospects often, but more importantly when they decide to buy from you. In other words, spread yourself thin. Don't be big. Be small, but be everywhere!

Thou Shall Make Thy Net Work

We've made it! You've now reached the last commandment. And what better way is there to end this book that's chock-full o' marketing secrets other than by telling you about something I truly hate. I hate networking. Really, I do!

I hate it because, in my experience, it hasn't brought me anything substantial in return. You're probably saying right now, “What? Is he crazy? Has he lost his mind?” But wait a minute, hear me out.

Networking isn't a bad concept. Far from it. If the previous commandments have been properly followed, networking can be a fantastic marketing tool to leverage them. If you can be at the top of your prospects' minds, you can also be at the top of your network's mind, right?

By using your special name, tagline, “unique” product, free report offer, lead generators, celebrity status, and support systems when networking can bring you an incredible amount of business.

However, here's the problem. Having a network and having a networking system are two entirely separate things. When you're only networking, for instance, often people will want something in return or else they will either stop sending you clients or simply lose interest (if you don't take the time to recognize their efforts, and that's if you have any time left at all).

So, how can you reward your network? Better yet, how can you turn your network into a networking system? The answer is by developing a network of strategic marketing alliances. Or marketing joint ventures.

All throughout this book, you have read about techniques in setting up strategic alliances in some form or another. They were included in the many examples you've read up to now. There are as many different forms of systematized networking opportunities out there as there are businesses.

I strongly encourage you to vigorously seek them out. In my experience, I have found that they mainly fall into three major categories. The first is what I call the info-network, the second is the auto-network and the third, the intra-network. Let's take a look at each one and how you can apply them.

Info-Networking

The information-based network is one in which a strategic marketing alliance is created in which information is exchanged in some form or another between parties. Basically, that information includes qualified leads that both you and your alliance share, or information about each other that is promoted to each party's target market or clientele (also known as “cross-promotion”).

As long as your strategic alliance logically shares the same market without directly competing with you, there is an immense potential for you.

For instance, I mentioned the power behind the free report and especially the newsletter. Advertising space can be sold at a nominal cost in order to pay for the printing and distribution of your newsletter, or it can be offered to those that might be happily interested in being directly promoted to your market.

In turn, you should seek out ad spaces in newsletters, corporate literature, brochures, or catalogues of potentially mutually beneficial alliances. The obvious advantage is that it can save you money by swapping ads.

This also refers to mailing lists where you can swap lists of prospect or client addresses. Mailing lists seem to have increased in popularity these days and, if used properly, can produce pretty good results. Mailing list brokers sell or lease mailing lists that you can use to conduct direct mail and telemarketing campaigns — lists of people that match your demographics.

However, beware: brokered mailing lists will be limited to the demographic data you specify and not the psychographic element of your target market — that's impossible to discern unless you or the brokers were psychics!

Also, electronic mailing lists are a little more complicated. Email is a more intimate medium and privacy is an increasingly important issue these days. Therefore, if you choose to use a broker's list for your direct email campaign (I don't recommend this), make sure to choose a reputable firm where you are guaranteed that people have voluntarily submitted their addresses and “opted-in.”

In order to curtail both problems, a better solution is to seek out strategic alliances and ask, rent, or buy their list of prospects and clients. (In the case of email, you are not sharing or swapping lists but exchanging endorsements and special offers emailed to each respective list.)

Most of them will approve especially when you trade your list of clients or prospects with them. But if you have to rent their lists, the cost will definitely be far less than that of one coming from a broker — they're not cheap!

Most strategic alliances are not accustomed to the idea of sharing their lists and will therefore be happy with just a few bucks. But the added advantage is that, since you know from where these lists originate, you'll have a better handle on the quality (i.e., the psychographic element) of the recipients.

As far as email and privacy are concerned, info-networking doesn't mean that there has to be an actual mailing list exchange. You can swap ezine ads, solo ad mailings, or exclusive special offers endorsed by each list owner.

Nevertheless, should you decide on using targeted mailing lists to market your free report offer, realize that it should yield a substantially greater result than ordinary, unsolicited, untargeted general public mailing lists.

For instance, mail directed to the public usually results with less than 5% in response, while direct mail to a predetermined demographic will likely produce more. But if your free report is used in your campaign, and if your goal is only to generate leads and not sales, your response rate will be a lot higher.

Auto-Networking

Auto-networking is the process of creating referral-sources that automatically supply you with good quality leads, automatically, without you having to lift a finger. Things like brochure stands, posters, flyers, coupons, and business cards can be placed at the offices of potential referral-sources.

Again, I hate networking, especially when I have to work for them (or, in other words, nurture them). So auto-networking doesn't mean to give out cards to a possible referral-source and then hoping it will produce something in return. It means setting up a system between both of you where, since you are both catering to the same market, you have made an arrangement to constantly supply each other with collateral materials, leads, and information.

Here's an example. A dry cleaner discovered that the largest clientele of a nearby restaurant was mostly made up of company executives having “power lunches” (those business lunches the tax people love to hate). The dry cleaner, knowing that her greatest clientele is also made up of executives who bring their shirts or dresses to have cleaned, saw it as an opportunity.

Coupons were made up and handed out by the restaurant's waiters and waitresses along with their clients' food tabs. They offered a 5% percent discount on dry cleaning services and the coupons could be accumulated up to a maximum of 25% — of course, they were valid for a limited time only.

In return, the dry cleaner handed out coupons (clipped to their clients' garment bags) offering a free appetizer or dessert at that particular restaurant — good for one per person per lunch — with every load of $30 worth of dry cleaning.

But it didn't stop there.

They exchanged posters, flyers, coupons, and printed materials (such as the restaurant's menu and the dry cleaner's brochure, which were both left on each other's counters). They also marketed the campaign under the banner of:

“Don't let the spot on your shirt from the juiciest roast beef in town at Carmicheal's Restaurant ruin that big deal! Bring it to Sparkling Cleaners, the first dry cleaner for the busy executive, because ‘Power Lunches Deserve a Clean Image.' With both Carmicheal's Restaurant and Sparkling Cleaners, you can take your clients to lunch… And take a bite out of dirt!”

By the way, I must take a moment to ask you a question. (“Here he comes with another pop quiz,” you say.) In the previous example, particularly in the marketing approach that the dry cleaner and restaurant took, were included some other commandments. Can you guess what they are? The obvious ones are hard to miss. They both carried the trademark symbols, indicated that they specialized in one area, and had taglines added to their names.

But the one that might have gone unnoticed is the category in which the dry cleaner placed itself. Being the first to offer an executive dry cleaning service is probably a little misleading, but by calling itself the first dry cleaner for the “busy” executive, it has created its own unique category. (All right, all right. I was just checking.)

Another form of auto-networking is, as the saying goes, “You can't teach an old dog a new trick, but you can surely teach a new dog an old trick!”

Creating networking systems with referral-sources who are either approached by competitors or already implicated in other commitments may be a difficult task. So, what can you do? Get them while they're just starting out, especially before they become potential targets for your competitors.

Previously, I showed you how important it is for you to get known in your industry as the expert — the celebrity in your field. By conducting speeches, seminars, guest lectures, sponsorships, evening classes, and the like, you are creating that all-important top-of-mind awareness. Many of the members in your audience should encompass potential referral-sources.

But referral-sources have to come from somewhere, don't they?

So, if you can approach them before they can be approached by your competitors, you can save yourself a lot of effort let alone grief.

For example, hairdressers are often the biggest referral-sources for hair replacement surgeons. I teach hair transplant doctors to become known among the hairdressing community and set up strategic alliances with them by, among other things, setting up brochure stands in their salons.

However, if they have been in the industry for a while, many of these stylists may have already been approached by other doctors or have a fixed idea of which doctor to whom they would refer their clients for cosmetic surgery.

In my consulting work, I help doctors to set up special presentations as “guest lecturers” at local hairstyling and beauty schools. Schools love it since it's part of their curriculum to teach future hairstylists on the biomechanics of hair growth and potential solutions for hair loss. Some provinces or states also make it an essential part of their licensing requirements.

As for the doctor, he not only gets his name inculcated into the minds of these future hairstylists but also has created an almost impenetrable barrier against competitors wanting a piece of the referral pie. By being part of their schooling, these doctors became a part of their minds!

This technique can be applied in almost every industry in myriad ways, with trade schools, business schools, community colleges, government services, unemployment insurance subsidized courses, skills training, and so on.

A government software designer can give a small presentation during courses the government provides to recently hired purchasing agents. A wedding planning consultant can give a brief talk during “marriage preparation” courses. An accountant specializing in corporate taxation can give seminars to young entrepreneur workshops offered by local chambers of commerce.

Intra-Networking

Think of Intranets (internal or private networks) and intrapreneurs (employees owning a portion of their employer's company). “Intra-anything” simply means two or more parts of a whole that are independent but also inter-dependent.

It's like a “network within a network.”

Basically, this is the old bartering system that goes back since the beginning of time. But in terms of intra-networking however, it is not a direct exchange of product for product or service for service (or even product for service), but an exchange of a service or product for promotion, clients, referrals, or leads.

For instance, a restaurant makes an arrangement with a local gas station to offer coupons to each client that comes to pump gas. They were given the permission to hang posters in the station, leave menus at the counter, and place fridge magnets on the pumps. For every 10 coupons the restaurant received, the employees at the station were given a free meal.

A freelance writer specialized in editing corporate newsletters. She will then have her articles and personal advertisements published for free in association newsletters that target her market in exchange for editing the publisher's business correspondence let alone the newsletters themselves.

An advertising agent specializes in elevator advertising. Hotels place the agent's brochures in all its executive suites, which are often rented by traveling executives, in exchange for free advertising space in elevators of other business office buildings.

What kind of product or service do you offer from which a referral-source may benefit, one who caters to the same market you do? Think of ways of being able to offer your products or services for free in exchange for pre-qualified leads or, as mentioned in info-networking, promotional efforts.

Intra-networking can also become powerfully effective if you were lucky enough to stumble onto another company that offers products or services that complement your products or services well, while at the same time sharing costs (such as advertising costs), leads, as well as clients.

Take the example of the strategic alliance between the printer and the wedding planner mentioned earlier in the book. Obviously, this might relate more closely to the auto-networking style.

But the printer can give a special price break to the wedding planner for their own printing needs in exchange for client referrals. If the printer agrees to print the planner's promotional materials, business cards, brochures, or letterhead for free or at a discount in exchange for a certain number of clients, that's intra-networking at work!

Altogether, info-networking, auto-networking, and intra-networking are powerful tools to help you create good referral-sources that never stop working. The idea is nonetheless to network but to do so wisely so as to be able to create as many leads and clients as possible with the least amount of effort.

Don't network. Make your net work for you!

Bonus! Thou Shall Put it in Writing

Here's a bonus commandment. I thought I'd make it a bonus because 11 would sound a little funny, wouldn't you think? And it is indeed a bonus since, with all that you have learned, you would never be as effective if I didn't give this extra piece of advice while implementing the first 10.

I can never stress enough, whether it's in this book or in my seminars that, in order to create endless streams of new, repeat, and referral business, you must turn every single nook-and-cranny of your business into an effective marketing system. Everything you do must become a marketing activity.

In other words, every step you take during the normal course of your daily business activities must include making yourself known as the expert in your field — at least in the minds of those who are in it. All your correspondence, literature, promotional materials, and advertising must contain at least eight or nine of these commandments — although 10 would be more effective.

The power of the written word has been proven to be of immense proportions. Roger Dawson, in his book “The Secrets of Power Negotiating: How to Get Anything You Want,” emphasized a universal law, which states that people will believe more what they see in writing than what they don't see in writing.

As Roger points out: “If it is said, it could be true. But if it is written, then it must be true.” Therefore, when positioning your firm or product, your efforts will be far more effective if they are done through the written word.

For example, writing your own book is indeed an effective if not essential tool for establishing your credibility. They say that you must “publish or perish.”

Today, that statement has greater meaning. In a society where people are constantly bombarded with marketing messages and leery of claims of any kind, the process of communicating your uniqueness, your competitive advantage, and especially your expertise through the written word (such as by writing books, articles, endorsements, reviews, and press releases) is far more credible and believable than any direct promotional message.

Nevertheless, start by putting things down in writing.

If you don't have a brochure or publicity kit, make one! If your services are not listed in a catalogue for all your clients to see, print one! If articles written by or about you have been published, make copies and pass them around! If you have reference letters written by clients who initially had concerns or objections, offer copies to prospects who have the same concerns! If you don't yet have a free report, newsletter, or lead generator, create one!

I may be overly emphasizing the importance of putting things down in writing, but I feel that I can never stress it enough. Realize that the above items, along with all of the tools that you've learned in the previous commandments, are crucially important to have in writing in some form or another in order to create lasting top-of-mind awareness. The written word is immensely powerful!

Let's take the example of the cosmetic surgeon one more time.

A patient being consulted for surgery has concerns about pain. Now, if the doctor says that the procedure is painless, his response will be somewhat believable. But how much more believable will it be if the doctor pulled out of a binder a testimonial written by a patient, one who had the exact same concern prior to his surgery, and in it claimed that the procedure was indeed painless?

Let me share with you what I do in my own consulting practice. For instance, in my car or in my travels, I not only carry a promotional kit but also usually carry several large briefcases that contain the following items:

A Business Portfolio

This is a large three-ring binder that contains copies of ads, books, white papers, booklets, business forms, radio scripts, flyers, direct-mail pieces, infomercials, sales letters, and commercials that I produced. In short, my portfolio provides samples of my work (some are now digitized on my laptop).

A Reference Binder

This binder contains just testimonials written by satisfied clients. But the neat part is that they are grouped into topics with letters from clients who had a specific or similar concern. The binder is neatly divided into sections for quick retrieval in case I need to convince a prospect with a similar objection.

A Presentation Binder

Being a computer lover, I use PowerPoint Presentations. But if my laptop doesn't work for any reason, I use my presentation binder. It contains an overview of my company, my brochures, lists of my products and services, lists of past clients, and sample contracts. It also contains charts, graphs, statistics, and “ticklers” that will help to sell me and my services.

And Media Kits (lots of them!)

I always carry around a large number of press kits that contain recent news releases, articles written by and about me, transcripts of interviews, brochures and business cards, books and reports that I've written, awards and letters of recognition, recent copies of my newsletters, and of course my résumés.

If you don't have a laptop computer, you can still create a larger presentation binder offering the materials that I just described. You can purchase a special binder that bends halfway and props up on a table or desk. While you don't have to have the entire package I just gave you as an example, you can fit most of it into your special binder and use it as your “bible.”

Finally, a quick word about written materials. Some years ago, I came across an article (I believe it was in “Entrepreneur Magazine”) that gave interesting statistics gathered from a recent survey conducted by a direct-mail marketing firm for a credit card company. ‘

The survey found the following results: documents that are high in contrast (i.e., dark print on light colored paper) have pulled a greater response over colored print on colored paper. And they also found that the higher the contrast is, the greater the response will be.

For example, it found that traditional black on white is best, yet dark color on white or black on light-coloured paper is acceptable. As long as you maintain a contrast between your text the paper you print them on, you're rolling.

The research also showed that borders (frames around texts) seemed to have increased readership by 20% over plain text with faint or nonexistent borders. It also found that certain words pulled more than others, including the words “save,” “free,” and “discover.” Using the right words that pull the best deserves a book of its own — or a copywriter like me. But for now, just remember to try using these words in your printed materials as much as possible.

(By the way, although I don't remember if this is true since this article appeared many years ago, it is my guess that one of these three words eventually became the name of that credit card company conducting the research! Can you “discover” which one it is?)

And more important, make sure they all contain if not stress your name, tagline, specialization, and unique category.

It is my sincere hope that these power positioning strategies will help you create endless streams of new, repeat, and referral business. I wish you good luck, both on your quest for increased business and greater business health!

Dynamically yours,
Michel Fortin

Michel Fortin

P.S.: Want more? Check out my blog to read my articles, subscribe to my free ezine, or better yet, join my private membership site and watch videos of me, in action, writing and dissecting other people's copy “live.”

Categories
Copywriting

Write Magnetic Headlines With These 7 Tips

I covered headlines many times already. You can find posts about headlines here. But here are some additional tips.

There are two huge mistakes people make when they write headlines. Either they are too bland and don't say enough (such as when they attempt to simply summarize), or they say too much to cover all the bases.

In both cases, you will lose readers.

1. The True Purpose of The Headline

The headline is more than a mere summary of the sales copy. Unlike the title of a book, for instance, it's not meant to summarize, encapsulate, or introduce the story. And most headlines I've seen seem to list all the of the greatest benefits from the copy.

No. A headline is meant to generate readership and pull people into the copy.

It's the first thing that people see. Just like front-page headlines of a newspaper are meant to sell the paper, the copy's headline is meant to sell people on the copy.

If a headline does not instantly give an indication — i.e., an idea or hint, not the entire story — of not only what the page is all about but also the reasons why people should read further the moment they read it, it will actually deter prospects.

In fact, headlines that do not communicate any benefit in reading the next paragraph, diving into the content, or navigating further into the website will dissuade readers from reading more and, of course, taking action on whatever the copy is asking them to do.

So the true purpose of a headline is not to summarize or advertise the website, the salesletter, or the business behind it. It's simply to get people to read further. That's it.

In advertising parlance, a headline is the “ad for the ad.” For instance, a resume is not meant to land a job but to land an interview. A headline is, in the same way, meant to land the reader's attention and arouse their curiosity — not the sale.

If a headline does not achieve this quickly, efficiently, and effectively, people will simply click away, throw away the salesletter, or skim over it without giving it much thought.

You may have heard of the famous “AIDA Formula,” which stands for, in order: Attention, Interest, Desire, and Action. Ads must follow this formula in order to be successful.

They must first capture the reader's attention, then arouse their interest, then increase their desire, and finally lead them to take some kind of action. In that order.

Other than “grabbers” like photos, pictures, graphics, pop-ups, liftnotes, and multimedia, the first part of the formula often refers to the headline.

(Look at direct mail marketing, where liftnotes, envelope copy, and “lumpy mail,” where advertisers and mailers add trinkets to grab people's attention and get them curious.)

But online or off, grabbers provide eye gravity. They are meant to draw the eyes to that most important element: the headline. If the headline does not command enough attention both effectively and, above all, rapidly, then the rest of the formula will fail…

… No matter how great your copy is.

Ultimately, the headline is not meant to do anything other than to create readership. To “grab people by the eyeballs” and pull them into the copy. Period. Enough said.

2. The Gapper

Usually, there is a gap between the prospect's problem and its solution — or a gap between where a person happens to be at the moment and the future enjoyment of a product's benefits. In sales, you've probably heard it being called “gap analysis.”

It works because many prospects either do not know there is in fact a gap or, because it is one, try to ignore it as a result. Therefore, a headline that either communicates the presence of such a gap or implies it can cause people to want to close the gap.

And the obvious way to do this is to read further.

Using a headline that immediately conveys either a problem or a potential benefit not only makes the reader aware that there is a gap but also reinforces it in the mind.

(And this doesn't mean writing all the benefits in the headline to cover all the bases, as in the case of long, needlessly wordy headlines. Those long headlines often backfire.)

Some headlines are newsy, others are sensational. Some make claims, others make statements. Some arouse curiosity, others provoke controversy. Some are intriguing, others are inspiring. Either way, it doesn't matter.

All that matters is that the headline gets the reader to start reading. And if you created, communicated, or, better yet, widened the gap mentioned earlier, then after reading the headline readers will want to know, by browsing further, how they can close that gap.

Widening the gap will not only appeal to those who can immediately relate to it but also cause those people to want to close the gap even more.

Famous sales trainer Zig Ziglar said that people buy on emotional logic. They buy on emotion first but justify their decision with logic. So emotionally-charged headlines help to widen gaps. The wider the gap is, the greater the desire to close it will be.

For instance, rather than saying “Lose 40 Pounds In Just 6 Weeks,” you can say, “Shed 40 Pounds Of Stubborn, Ugly Fat In Just 6 Weeks.” Or, if you prefer a health-conscious angle, say “killer fat,” “unhealthy fat,” “disease-causing fat,” or “life-shortening fat.”

3. The Pain-Pleasure Principle

While your copy should focus on the solution rather than the problem, adding a negative (or a potentially negative) situation to the headline is often more effective because it appeals to stronger, deeper, more dominant emotions and motives.

Granted, this might seem somewhat unusual or contrary to what you have learned in the past. So in order to understand this, let's take a look at how human emotions work.

In the late 1960s, psychologist Abraham Maslow developed the hierarchical theory of human needs. In essence, Maslow stated that the foundation of all human needs is our need to survive. The next one in that hierarchy is our need for safety and security.

After that, it's the need for affection, to be loved, to feel a sense of belonging. Then, the need for attention, or to feel valuable or respected, is next. And finally is our need to outdo ourselves, to get to the next level, to achieve, to be all that we can be, etc.

The important thing is to look at this hierarchy from the bottom up and pay closer attention to the more fundamental human needs, which are survival and safety needs.

Now, another principle is called the “pain-pleasure principle.” It states that people want to either avoid pain or gain pleasure. In anything we do, we want to either move away from pain (i.e., solve a problem) or strive towards pleasure (i.e., gain an advantage).

But when given the choice between the two, which one is stronger? Naturally, the avoidance of pain is the stronger motive, because our need to survive and be safe takes over. The emotions attached to pain are far superior than those attached to pleasure.

So a headline that communicates a problem (i.e., a painful situation they feel right now, or a potentially painful one that could arise without the benefits you offer or without at least reading the copy) will have more emotional impact than a pleasurable one.

It also instantly communicates to those who associate to its message and qualifies them on the spot. Thus, it isolates the serious prospect from the curious visitor.

For example, when I work with plastic surgeons, rather than saying “Do you have wrinkles?” I tell them to use as a headline, “Suffering from wrinkles?” Prospective patients who can instantly relate to the headline will more than likely read the ad further.

They do so for two reasons.

First, the headline appeals to those who have wrinkles. But not all people are bothered by them. That's why the headline also appeals to those who hate wrinkles (i.e., people who have them and also want to do something about them).

Therefore, think of a negative situation that is now present, or one that will occur without your product or service. Even better, one that will happen if they don't read your copy.

Now, sometimes this pain can be implied. The implication can often be a lot stronger than the one specified, because readers can draw up their own negative scenarios in their heads. As a mentor once told me, “Implication is more powerful than specification.”

For example, in a recent headline split-test for a salesletter I wrote that promoted a marriage counseling information product, the headline “Save My Marriage!” won over “Stop My Divorce!” In fact, it won by a huge margin. The conclusion?

My guess is, “Stop My Divorce” is a negative, but it's specific. And the implication is that the product may only stop the divorce but may not necessarily get the relationship back on track and stop the marriage from disintegrating — which is the true problem.

“Save My Marriage!” implies so many things. And the positive benefit is also implied — the marriage (i.e., the love, passion, relationship, happiness, etc) can also be saved. Because not saving those, too, can be labor-intense, painful, and too difficult to bear.

(Another reason may be that in “Stop My Divorce!” the message might indicate that the divorce is imminent. If this was the case, people would probably be more interested in how to win in a divorce rather than stopping it. But I digress.)

4. The Director

Incidentally, the last headline uses another readership-enhancing technique: it starts with a verb. Verbs direct visitors and take them by the hand. Some examples include “claim,” “discover,” “find,” “get,” “read,” “see,” “earn,” “visit,” “surf,” “join,” “sign up,” etc.

But go a step beyond that. Instead of plain verbs, use action words that paint vivid pictures in the mind. The more vivid the picture is, the more compelling the headline will be. (For example, “zoom past the confusion” is better than “get more clarity.”)

Ultimately, don't let visitors guess what they must do or what they will get from reading further. You can also tell them in the headline. Also, you don't need to be direct. You can, in this case as well, imply what they must do.

Say you're selling an accounting software. Rather than “Poor fiscal management leads to financial woes,” say, “Don't let poor fiscal management suck money right from your bottom-line.” People can picture the action of “sucking” more than they do “leading.”

Headlines that communicate something worth reading will cause people to read further. But the important thing to remember is, you only have a few seconds — if not a fraction of one — to connect with you reader. That's why being pithy is vitally important.

Think of an “elevator speech.”

Like with a potential client you've just met in an elevator, you only have a few seconds during that short elevator ride to get their attention, introduce yourself, and make a memorable impact until you or the other person leaves the elevator.

So your elevator speech must be good enough and concise enough to capture, in just a few short moments, the attention and interest of that person. Headlines are no different.

Sometimes, headlines need a little push. Just making a bland statement is not going to get you anywhere. For example, forget those hackneyed introductions, like “Hi, my name is Michel Fortin, and I'm a copywriter. Do you need one?” Boring. Bland. Busted.

Don't just tell them who you are and what you do. Tell them what you can do for them.

But even that may not be enough. You need to compel your readers. You need to not only capture their attention but also keep it. You may need to shock, surprise, be intriguing, pique their curiosity, even be sensational, and not just introduce or inform.

For example, think of the types of headlines you see in tabloid-style newspapers or grocery-line magazines, like The National Enquirer, The Globe, Cosmopolitan, Vanity Fair, Men's Health, and more. And the reason is simple.

Just like the short elevator ride, the brief wait in the grocery checkout line is all these magazines have to work with to get your attention and get you to buy their publication.

Some of the highest paid writers in the world are front-page headline copyeditors!

For example, which headline is better: “Ancient Mediterranean Diet Boosts Metabolism”? Or a headline, riding on the buzz created by the recent movie “300,” that says “2,000-Year Old Weightloss Diet Used By Ancient Greek Warriors Finally Unearthed”?

5. The Ziegarnik Effect

In 1927, Bluma Zeigarnik, a Russian psychologist's assistant and one of the early contributors to Gestalt Psychology, discovered something peculiar. Almost by accident. She found that people remember unfinished tasks better than they do finished ones.

After observing waiters who seemed to remember orders and forget them once the food was served, she realized the incomplete task created a certain tension, discomfort, or uneasiness that caused the brain to “hook” onto the unfinished task until it was done.

You see, we have an intrinsic need for closure.

We get a certain feeling of disconcertedness when something is left unfinished. Often called the “Zeigarnik Effect,” we not only remember interrupted tasks best but also the tension tends to create curiosity to an almost excruciating level.

Achieving closure is part relief and part release. When something is left unanswered, unopened, or incomplete, we either passionately attempt to complete or close it, or feel a certain discomfort until it is and often go to great lengths to get it done.

In copywriting particularly, this tension can be created in a headline.

For example, to the headline “How to lose 30 pounds in 6 weeks,” you add “with these 7 tips,” it will push people to read further to find out what the heck those “7 tips” are.

(That's why the headline of one of the world's most lucrative ads, “Do You Makes These Mistakes In English?” worked so well. People wanted to know, “What mistakes?”)

With a headline like “Inside Britney Spears' Divorce Settlement With Kevin Federline,” it doesn't really open up anything. But with “Uncover The Shocking Reason Behind Britney Spears' Divorce,” people want to know, “what secret” or “what's so shocking about it?”

In fact, making some kind of sensational, controversial, or intriguing statement, even though it doesn't open anything up in a direct sense, creates tension because people want to know what it is. (The “gap” mentioned earlier, in this particular case, is implied.)

Take, for instance, some of these other, well-known headlines: “Lies, Lies, Lies.” “The Ugly Truth About Low-Carb Dieting.” Or, “What Doctors Don't Want You To Know.”

(Here's a little test: take a look at these 100 of the most successful headlines, and see how many use the Zeigarnik effect. I think you'll be pleasantly surprised.)

6. The Window Shopper

Erroneously, many people often look at their prospects reading their salesletters for the first time as qualified patrons. And they tend to do so by considering their visitors as being “physically” inside the store once they read the front page…

… Particularly with headlines that begin with that familiar word: “welcome.”

(While they may or may not be targeted, they're still not qualified. They may be pre-qualified if they're targeted. But they're only window shoppers at this point.)

Have you ever walked by a retail store whose sign in the main window said “welcome to [store name]”? Not likely. But you've probably seen such a sign upon entering a store.

And there's the problem: In both cases, you had to walk inside the store first before you were greeted or welcomed, and asked to browse further or if you needed any help.

When people read your headline, they're not “inside the store,” yet. They're still outside, window shopping, thinking about whether to go in or not. So there must be something that gets them interested in walking into the store to browse or inquire further.

It could be a variety of things.

It could be the display in the window, an outdoor sign touting some special, a banner announcing a special event, a sales flyer received in the mail, or a friend heralding the benefits from a product she bought at — or some deal she received from — the store.

Salesletters are no different. A headline is like the store's front window or entrance — people are not inside yet. And this is especially true in the case of online salesletters.

Look at the web as one, colossal shopping mall.

When people surf the Internet, they're browsing the mall, so to speak. When they hit your front page, they are only seeing the “outside” of your store. Your store's window.

Think of the people reading your headline as merely “window shopping.” So your headline must be effective and efficient enough to instantly capture their attention, and compel them to enter your store and browse further.

Understandably, a salesperson's ability to instantly capture the attention of her busy and incredibly preoccupied prospect is easier in the physical realm.

Most of all, her enthusiasm for, and belief in, her product are easy to convey in person. Her ability to instill confidence and create trust, as well as her unique set of sales and people skills, product knowledge, personality and expertise, are equally advantageous.

A salesletter is your salesperson in print.

And like a salesperson, a headline must grab the reader's attention and qualify the reader, and it must do so by communicating those ideas (e.g., credibility, intrigue, proof, etc) and emotions that empower people to at least enter the store.

The responsibility therefore rests almost entirely on the words you choose. And words should appeal directly or indirectly to specific motives — whether it's looking for specific products, deals, benefits, events, relief, help, cures, or solutions.

Just like what you'd put in a store's window to draw traffic inside your store.

7. The Specific

One last tip. Vagueness, unless it is intended to create curiosity and readership by pulling people into the copy, will only confuse people. Avoid it like the plague.

So try to be as specific as possible. Use very specific, quantifiable descriptions. For instance, use odd, non-rounded numbers instead of generalizations. Odd, non-rounded numbers are more credible and have pulled more than even or rounded numbers.

That's why, for example, Ivory soap was marketed as being 99 and 44/100% pure. If Ivory said 100%, it would not have been as believable. “Amazing new system helped me earn $3,956.75 in 29 days!” is much more credible than “$4,000 in 1 month!”

This tip may sound simple, but it is indeed very powerful. In fact, I have found that the best claims, benefits, or headlines, are those that have any one of three components:

  1. They are quantifiable
  2. They are measurable
  3. They are time-bound

Any one of these three is better than none at all. But if you can have two or even all three components in your headline, the stronger and more credible the impact will be.

I've covered “quantifiable.” But being measurable means to add a baseline against which the quantity can be compared or contrasted. And being time-bound means there is a specific timeframe within which the quantity (or benefit, problem, or idea) was achieved.

For instance, if I can show you how to make “$784.22,” it may mean nothing. But if I tell you, “How I generated $784.22 in just 5 minutes,” that would be a lot more interesting.

In conclusion, ask yourself: does the opening statement beg for attention? Does it arouse curiosity? Is the language easy to understand by that market? And does it genuinely reflect and cater to the needs, motives, and dominant emotions of my market?

Remember, your headline is your magnet. It can pull people in or push them away.

Categories
Books

The Death of The Salesletter

Back in late 2006, what started out as a New Year's series of predictions of sorts ostensibly became one of the most downloaded, most controversial, and most talked about documents in the history of my career.

It was in keeping with that annual January tradition, where a plethora of bloggers flood the Internet with their predictions about online trends, emerging technologies, Internet flops, growing industries, rumored takeovers, ad nauseum.

But I'm no futurist by any stretch. I'm a copywriter by trade.

But I've seen some tremendous changes, mostly “behind the scenes,” and I wanted to join in the tradition. Particularly, I wanted to share not only something I was passionate about, but also something I knew was going to affect online copy in significant ways.

Now that several years have passed, I'm astounded by how true my predictions were…

At the time, I saw where online salesletters were heading. I've witnessed some dramatic shifts and upcoming trends, which I predicted would change the way we sell online.

It was something I truly believed in and still do, and something I had a lot to say about. But what started out as a blog post turned into a 50-page document! (Well, 52, to be exact.) It became more like a manifesto, which I entitled: “The Death of The Salesletter.”

I knew it would be controversial, due to the fact that I'm a copywriter and my career depends on salesletters. That's why I said at the time, “It's going to blow some minds, turn some heads, cause some yawns, provoke some fits, or waste some bandwidth.”

Up until now, you could easily download my manifesto. But now, and for the first time ever, I've also decided to republish the document, in its entirety below, without the need to download anything. The linked table of contents is listed below.

I encourage you to pass this report around. Download it and give it away, or just point people to this blog post. Either way, it doesn't matter. And there's nothing “covert,” here, too. There are no sales pitches or hidden agendas. I just wanted to get this off my chest.

If you've read it before, go back and read it again. See how many of my predictions came true or are about to. Rants or raves? Post them below. I'd love to hear from you.

Genesis

“If you only have time for one clue this year, this is the one to get: We are not seats or eyeballs or end-users or consumers. We are human beings — and our reach exceeds your grasp. Deal with it.”

The Cluetrain Manifesto,” Harper Collins, April, 1999.

“One of the best kept secrets in America is that people are aching to make a commitment, if they only had the freedom and environment in which to do so.”

John Naisbitt, author of “Megatrends” and “High-Tech, High-Touch”

My initial intent wasn’t to write this report. It’s the result of a post I was envisioning for my blog. The problem is, the blog post be-came so long that I felt a need to do either one of two things.

I had to either: edit my post and shrink it down to a bare minimum (preferably around 500 words), or break the article down into several installments.

The former was not possible because there’s so much information I wanted to share, along with so much misinformation I wanted to clear up, that writing a single blog post wouldn’t have done this topic justice.

Some of the changes I’ve seen, personally experienced and scientifically tested are so significant, that I was quite eager to share this information with you.

However, my passion and enthusiasm for the topic got the best of me: although posting the article in several installments was a more viable solution, trying to pick what part do I post first was more of a challenge than choosing what to cut out if I were to post it all into a single yet highly edited article.

I believe this information is important and timely, particularly with the New Year and the plethora of online predictions of late, along with recent events such as the whole Web 2.0 buzz that’s creating quite a frenzy online.

Thus, I wanted to deliver my report as expediently as possible. (Posting this article in several installments would have delayed it even more.)

So I decided to go with neither of these.

Instead, I’ve decided to post the entire report as is. But knowing that some people may find this cumbersome, as it is longer than most blog posts, I’ve decided to convert it into a portable document. The result became this special report.

But there’s another reason: since I get so many emails asking me what I think about this whole Web 2.0 thing, why people are starting to see low response levels with their salesletters, what are my predictions for 2007, and what do I think of the many reports of late (such as “the death of this” and “the death of that”), I’ve decided to answer them all in one fell swoop.

Moreover, I’m also giving you the permission to pass this report around. Provided that you leave this document untouched, you can offer it to your list, give it away as a download, add it as a bonus to your current offerings, or post it on your own blog. Feel free to distribute it.

I want as many people, copywriters, marketers and buyers alike, to get this information, because, as a copywriter for many of the web’s top marketers, I’m seeing a significant transformation occurring that simply cannot be ignored.

(And it’s not what you might think.)

I also want to make sure you understand that I didn’t write this report as a way to make sales, build a list or create traffic for myself. While it may happen as a byproduct of this report, it’s the least of my intentions.

I simply want to share some of my views on the latest trends affecting online businesses, specifically as they relate to salesletters, and to give back to a community that has been so generous to me.

If you think that I’ve written this report because there’s something “brewing” in the background, don’t worry. I’m neither going to pitch you something in this report, nor do I want your contact information to promote something in the future. There’s nothing going on, other than my sincere willingness to share.

So let me to be clear: I’m not going to ask you to buy something, or ask you for your email address or contact information, at any point, in this report.

In fact, I’m not even going to ask you to click on any of my links inside this report. Do so if you wish, but you don’t have to. Most of the links are provided as references only, and not as part of a pitch of any kind.

Also, you may be wondering why I, a salesletter copywriter whose livelihood depends on writing salesletter copy, would ever dare write a report entitled “The Death of the Salesletter” that could potentially jeopardize my career and my business, along with those of my colleagues.

(That’s far from being the case, and you’ll soon understand why.)

There are several things to note, here. First off, salesletters are not dead. They never will be. They are here to stay. However, what I am referring to are not salesletters as a sales process, but specifically long-copy, long scrolling web pages, particularly in their current state.

You know the kind, right? I’m talking about the big, bold, red headline; the multitude of multicolored Johnson boxes throughout; the bullets that seem to never end; the tons of hackneyed testimonials, often by the usual suspects; the countless PS’s at the end; and the poorly designed headers, inconsistent fonts, lackluster typography and stock graphics plastered throughout.

That said, those are some of the things that exist because they work and have worked for a long time. I’m just as guilty of this. And the fact is, they will continue to work but mostly in new, untouched niches that have likely never seen a salesletter before, although even that possibility is becoming increasingly remote.

I’m a copywriter. If you know me, then you know that I’ve written top-producing salesletters for a lot of the most successful marketers online, from John Reese, Frank Kern and Kirt Christensen, to Armand Morin, Shawn Casey and Stephen Pierce (and many others).

However, I’m not only a copywriter by trade. I’m also a business person and marketer like many of my clients, owning several websites that sell goods and services on the Internet. I write my own copy, and my wife Sylvie Fortin and I have been blessed to have reached a considerable level of success, too.

But what you may not know is that I’m also a fanatical tester. Not only am I privileged to have written for top marketers and am privy to the many split-tests conducted by them, but also I personally test constantly.

As a result, I’m seeing some interesting test results that are showing trends happening right now — results that I want to share with you in this report.

Some of it might be ho-hum to you. Some of it might not. Either way, it is my hope that this report will offer some tidbits, insights and a different perspective that can help you and your business reach higher levels of success, particularly given the current trends we’re experiencing.

However, there is a caveat: this is not some ominous, pessimistic outlook on both the nature and future of online copy. In fact, it’s quite the contrary. It’s a positive look at some of the changes we’re facing, and how we can take advantage of the many opportunities that such changes are presenting to us.

Don’t stop learning copywriting. Don’t stop using salesletters. And by all means, don’t stop applying good copywriting to all your websites. Stopping anything is not what I’m saying. (In fact, once you read this report you’ll soon realize how copywriting is going to be even more important over time.)

But what I am saying is, you can apply just a few tiny changes, and channel some of those copywriting skills, tools and knowledge you have gained, into these latest trends and opportunities as a way to maximize your online sales potential.

Finally, I hope this report provides you with some ideas on how to increase your sales effectiveness (or inspires you to create some of your own). You may agree with it or not. And you may take what I say with a grain of salt. But for now, all I ask is that you read the following with an open mind.

(I welcome and appreciate your feedback. So please feel free to post your comments on my blog. Search for “Death of the Salesletter,” the blog post where I offer this free report, and use the short form at the bottom.)

OK, are you ready? Seatbelts please…

Web Two-Point… What?

So what exactly is Web 2.0? I’m not an analyst or some dotcom pundit. But being online since 1991 (or since 1982 if you consider bulletin board services), I’ve witnessed enough to have a good grasp of what’s going on.

So here’s my perspective.

At the dawn of the Internet the web was primarily a unidirectional, one-way communications process. The web was comprised mostly of static web pages, filled with hypertext and links. It was akin to the direct mail industry, only this time it was served up on a computer monitor rather than on a piece of paper.

In fact, web pages that worked the best, especially in a direct marketing context, were ads and salesletters that closely mimicked the long-copy print salesletters we often get in the mail.

For many years and until recently, this was true.

The most effective web salesletters, based on split-test results and actual response rates achieved, are those that looked similar to direct mail pieces. They’re displayed in white, fixed-width centered tables, with colored backgrounds. Just like a salesletter you would place on your desktop. (The top of a real desk, that is.)

Why? It’s because people hate change. We all do. Change is scary. We hate getting out of our comfort zones, and studies prove that we’ll even react hostilely to something that’s different and threatens that zone.

In fact, David Ogilvy, in “Ogilvy on Advertising,” gave some wonderful advice on this subject. He said: “The eye is trained from an early age. Move away from what the eye is used to, and you stop readership.”

So at the dawn of the Internet, people were used to magazines, newspapers and particularly direct mail. Therefore, websites that initially mimicked that to which people were accustomed were those that naturally produced the highest sales. This was proven in test after test. And to a great degree, they still do.

However, things are changing.

The Internet is no longer “new,” or at least not as new as it used to be 10 or even five years ago. The Internet is noted as being the fastest-growing medium in history, reaching over 500 million users in only five years, as opposed to the 13 it took for the TV or even 20 for the radio.

While the web is still in its infancy, it’s no longer a baby. It’s more of an independent, peer-seeking, moody, sometimes angst-filled, authority-challenging and demanding teenager that just graduated from grade school to high school.

(Web 2.0 is just another fancy way of saying the web is growing up.)

We’ve had over a good decade of it now, and we can no longer say that people are not used to the Internet anymore. In fact, while the Internet keeps growing, a recent study in the UK shows that TV audiences are on the decline, most likely because of the Internet. (Many other studies seem to parallel their findings.)

Just recently, the Internet has reportedly reached the one-billion user mark. It has become so pervasive in our culture that we now take it for granted. It’s such an intrinsic part of our lives to the point that we would be lost without it.

So if we keep insisting that the web is still “young,” we’re lying to ourselves… and more importantly, to our prospects.

But Web 2.0 is more than just a label on a medium that’s growing up. The way the web has evolved is just as important, going from a one-way, linear, static communications medium, to a two-way, bidirectional, dynamic conversation.

This isn’t new. It was predicted many years ago. For example, I wrote about it as early as 1999 in various articles. But I’m far from being a visionary. I just saw where we were heading based on what others have foretold before me. In fact, the coming of Web 2.0 was predicted as far back as 30 years ago.

Chris Locke, co-author of the book “The Cluetrain Manifesto” first published in April of 1999, claimed that the web is not comprised of computers, companies, or even consumers for that matter, but of conversations.

This thought-provoking book, which can now be read online for free at Cluetrain.com, contains some of the most innovative ideas about the Internet. (They certainly were at the time.) In fact, some of the first bloggers on the Internet, even before “blogging” was coined as a term, were the authors of Cluetrain.

But it goes further back than that, even before the Internet.

In the late seventies in his book “Megatrends,” futurist John Naisbitt wrote about several significant future shifts — one of which predicted that our society will become not only more high-tech but also more high-touch. (And that was close to a quarter of a century ago!)

Largely due to the rise of the Internet in our increasingly fast-paced culture among other things, Naisbitt saw it important enough to write a spinoff book a decade ago entirely dedicated to that single “megatrend,” appropriately entitled, “High-Tech/High-Touch.” Here’s a brief synopsis from Naisbit.com:

“Focusing on the effects of technology in reshaping society, the book brings together a mountain of evidence implicating technology in relentlessly accelerating our lives and stirring profound yearnings for a more emotionally satisfying existence. In our craving for emotional authenticity, Naisbitt locates the great challenge of our frenetic era.”

John Naisbitt, author of “Megatrends” and “High-Tech, High-Touch”

Nevertheless, what does this all mean?

While Naisbitt never mentioned it directly, my interpretation of his trend is this: the more technology-driven we become (i.e., the more automated, static, robotic and impersonal we become, as is the case with the web), the more we will crave and seek out human interaction.

Why? It’s just human nature. We are social animals. We need to communicate, interact and socialize with other people. It’s just who we are.

While the Internet was mostly technical, uninviting, and daunting in its early years, the now millions of people online have jumped on the bandwagon for a reason. As Locke said in Cluetrain, “They came for one thing: each other.”

Online, these predictions-cum-reality take the shape of tools and technologies that help facilitate that interaction, as well as actions marketers take to humanize their digital presence by giving their electronic façade a human face.

From as simple as a blog, a message board, an ezine or a discussion list (and now audio and video), to as complex as customer relationship management technology, marketers do and should do what they can to humanize their websites.

When we observe what’s going on, we can get a sense of where things are heading, such as by watching the increasing popularization of social networking sites, and the creation of new interactive technologies aimed at facilitating user-rated content, user-submitted content and user-reviewed content.

Now, while such things are affecting the Internet as a whole, and how people browse and use it, do they also apply to how they buy from it?

Astute marketers are paying attention, because these trends do offer some interesting clues into human behavior, as well as how they will eventually and ultimately affect salesletters and sales-driven websites.

Again, from Naisbitt.com: “In a High Tech world with an increasing search for balance, High Touch will be the key to differentiate products and services.”

Bottom line, people want to connect with other people. They want to deal with, trust more and buy from other people, not computer monitors. In fact, what they really want is to feel more secure and comfortable. As a result, they are screaming for credibility. They want more proof. They want to believe.

And they most certainly want to buy.

Think “social sites” don’t really apply to salesletters? Think again.

If they can’t get the proof they seek from the businesses themselves, they will look for it elsewhere, whether they do so consciously or unconsciously — including, and probably more so, social networking sites.

Why do you think there’s an explosion in blogs? But don’t think they’re limited to some rank-and-file netizens spewing senseless diatribe about their meandering thoughts “du jour.” They’re certainly not.

For example, take a look at how they’re also used with affiliate marketing, particularly promotions based on recommendations and peer reviews.

(Just think of all the videos now popping up all over the Internet offering a product demo or review, often used as a way to recommend and pre-sell products currently sold on a, you guessed it, long-copy salesletter somewhere.)

People are tired of hype and scams. But contrary to popular opinion, they are not moving away from salesletters. They simply want to believe more, they want to trust more, and they certainly want to buy more.

If people seek proof, credibility, opinions, feedback and recommendations from other sources like these “gathering sites,” or if they tend to buy more with the help of these videos, demos and reviews during product launches or in affiliate promotions before they see the salesletter, then the question is…

… “What about the salesletter itself?”

Ah, yes. There’s the kicker.

Hype or Hope?

The next question is, what does Web 2.0 have to do with salesletters, if anything? And how does it affect them? For marketers, Web 2.0 presents a number of new opportunities and avenues that allow more interaction.

More specifically, tools created by Web 2.0 can help to not only humanize but also magnetize a website, which, in turn, gives marketers the ability to create better relationships with prospects, and supplies them with better tools to offer more proof, communicate more effectively and develop that trust they so seek.

In terms of marketing, it can leverage a viral marketing campaign by creating a certain buzz about the business, which can enhance a website’s traffic, exposure, stickiness and, to some degree, believability.

But in terms of salesletters specifically, which is what I really want to focus on, it can serve up a sales message in the way the user wants, not how the business behind it wants or thinks their users want.

Rather than being sold, people are literally telling you how they want to buy. And this brings a whole new level of interactivity to websites that either was previously unavailable, or, until the emergence of new web applications and the penetration of broadband, was impractical or expensive to do.

These web applications include audio, video, scripts, interactivity, personalization, database-driven content and data fetching and delivery tools.

A lot of the hype surrounding Web 2.0 is mostly generated by the creators of those web apps that facilitate interactivity. Either that or it is most often if not always inspired or instigated by someone who wants to make money from it.

(Ah, yes. Good old capitalism.)

But is this whole Web 2.0 just hype? No.

While the concept of Web 2.0 is overused, don’t let it steer you away from what it really means, particularly when it comes to web copy: interactivity.

The evolution of the Internet (which led to the creation of the applications that fed the buzz and created the frenzy in the first place) simply cannot be ignored, because it’s radically changing the landscape of the web — and above all, salesletters online (or more specifically, how people are buying online).

Let me explain by giving you a few insights of my own about what Web 2.0 means, how it’s changing things in terms of copywriting, and where it’s heading.

First off, you might be expecting me to make some “predictions.” I hate Internet predictions. Why? It’s because the Internet is, at its core, mostly unpredictable. It has become more user-driven (as it should be), and therefore, much like the stock market, volatility increases when more players enter the game.

(If it was predictable, we wouldn’t have gone through the dotcom bust.)

Some copywriters, like John Carlton among others, have recently said that Web 2.0 is a bunch of hoopla, and that copywriting and salesmanship are the same — regardless of the medium or how the medium evolves.

He’s not the only one. Dan Kennedy has been touting for years that the Internet is just another medium, and that salesmanship is salesmanship.

I agree, but to a degree.

I’m not contradicting these guys, who are actually my mentors. And I’m not saying that salesletters and salesmanship are dying, either. Not at all. And I’m also not saying that it’s not about salesmanship. It certainly is. Both Carlton and Kennedy, as well as many others, are 100% right.

However, there’s more to it than that. I think just relying on those statements alone, at least without a proper understanding of what’s really going on (and how Web 2.0 is affecting online sales mostly in indirect and subtle ways), is incomplete for a variety of reasons.

The salesletter is not dead. Of that I am certain. But the online salesletter with long-scrolling copy, especially the poorly written, lackluster, hype-filled salesletter, is indeed on its last legs.

What I am seeing is, better results with salesletters that are getting shorter, stronger, pithier, cleaner, and more “nichified.” But there’s even more than that.

They’re also becoming more dynamic.

Salesletters are changing not because people are changing — they are changing precisely because human behavior will never change.

New tools and processes have entered the ether, which allow us to cater to human behavior far more effectively. But such advances are subtle and not as dramatic as some of the Web 2.0 pundits have stated them to be.

Yes, there is a lot of hype and hoopla. But it’s actually because of the hype that the real changes are happening so subtly yet significantly, mostly behind the scenes, clouded by all the dust kicked up from the Web 2.0 buzz.

However, no matter how many times I hear people say “the Internet is just another medium,” I tend to ignore it or reflect on the true purpose of such a statement. (Admittedly, I have been guilty of saying this, too.)

True, the Internet is a medium. But human behavior is human behavior, and that will never change, regardless of the medium. So applying the rules and fundamentals of salesmanship, on any medium, won’t change things.

But the Internet really is different.

Let me give you an example.

Are infomercials salesletters? I mean, can you put a long-copy written salesletter on television, and force viewers to read it, to buy your product? Of course, not. You probably could, but you wouldn’t put up a long-copy salesletter on TV because, obviously, it would be nonsense for a variety of reasons.

Unlike a print ad or salesletter, television has movement and sound. It’s active and engages more senses than copy written on a piece of paper. And when people flip channels, their attention needs to be captured and their interest needs to be engaged far more vigorously than, say, a plain, static direct mail piece.

So if you don’t put a salesletter on TV, then why put one on the web?

Well, it’s because, in the days of Web 1.0, the Internet was similar to direct mail. It was originally regarded as an electronic version of the direct mail piece.

It simply offered a new opportunity to direct mail marketers to tap new markets and deliver more of their sales messages. It was easy to use the Internet as a form of direct mail, and not necessarily because it is or has to be like it.

So the web was, and was very successful at being, another “direct mail medium,” if you will. And given the very limited tools at the time (e.g., browsers were once only text-based), and the fact that slow dialup connections were the norm, text-based direct mail was perfect for the Internet.

But that was then.

(Keep in mind, when the Internet began it was fragmented and mostly used by geeks from Universities and institutions that interacted with each other using tools like bulletin boards, Gopher, and Usenet newsgroups, all of which evolved into the Internet of today. And “interaction” is the key, here, and I’ll come back to this because it’s truly important.)

When people say that “the Internet is no different than direct mail,” they’re not trying to sway people to using the web as a direct mail process. They’re referring to human behavior, salesmanship and the fundamentals of copywriting as being the same — regardless of the medium.

And that is what they really mean.

As a communications medium, the Internet is no different than direct mail, the radio, TV and so on, because they are all received by human beings. The way people respond to a direct marketing message is no different on the Internet than it is with a print salesletter.

But here’s the thing: it’s not the message that’s changing. It’s the delivery. The way people get interested in and respond to that message is what makes the Internet completely different. It’s how people interact with the message.

Let me put this in another perspective: in direct mail, you have one choice and one choice only. You read it or you don’t, period. It’s what Gary Halbert calls the “A-pile, B-pile” sorting process. That is, when you go through your mail, you sort the must-read mail (the “A pile”) from the junk mail (or “B pile”).

Two simple options… one choice… no interruptions (other than environmental distractions, such as background noise, gatekeepers, the reader’s busy schedule, screaming kids in the background, whatever).

Radio and TV are different, but just slightly.

For example, with television your options have multiplied by the number of channels available — from 12 in the antenna-based VHF/UHF days, to 50 with cable, and now to several hundreds with satellite and digital TV.

While you have several options to deal with, it’s still just one choice. Your choice is what one show will occupy your attention at that moment in time. From all the channels available, just one show on a single channel, at any given point, will be the one on which you focus your attention — for as long as it keeps it.

Now, enter the Internet.

How Is The Internet Different?

Nowadays, it’s no longer a choice between the A and B piles. It’s no longer a choice between hundreds of stations or channels. It’s a choice between millions if not billions of options called “websites.”

But there’s something else.

The Internet has multiplied not only the number of options but also the number of choices, too! (If you want a hint, think of those choices as “applications.”)

From millions of web pages (as opposed to just hundreds of direct mail pieces, TV channels or radio stations), to various delivery methods for each one (e.g., text, audio and video), to additional applications that equally demand attention (on the web as well as on a computer desktop), a user’s choices have therefore become exponentially more complex.

In other words, your web salesletter is now competing not only with millions of other websites but also with email, instant messengers, RSS feeds, web-based applications, and desktop programs, all of which are vying for your reader’s attention, as well as their input.

Thousands of new interruptions are notifying them of something they must attend to, such as the latest email, some instant message or a recent blog post. And that short list is more of a minimum than it is the norm, I’m afraid.

Let me share with you my situation to give you an example (and keep in mind, being a copywriter I’m not as active as most marketers). Aside from the applications I mentioned earlier, as well as the typical antiviral and anti-spyware programs running on my desktop, I also have:

  • Numerous statistics programs running in the background that track my websites, analyze my server logs and manage my split-test campaigns;
  • A Clickbank® program that notifies me when I made a sale, manages my affiliates, publishes my sales and commissions reports, and more;
  • A PayPal® monitoring software that instantly notifies me when a sale is made or when someone makes a payment to my account;
  • A Google AdSense® tracking and reporting tool that notifies me, every 15 minutes, about my current earnings on all my websites;
  • Helpdesk software that keeps me in constant contact with my support staff who handle all my orders, queries, contractors and billings;
  • Fax software that allows me to send and receive faxes from my computer desktop at a moment’s notice; and more.

And that’s just an iceberg’s tip. They do not include web applications online that are competing for my attention, too (including word processors with which I write my clients’ copy, as well as programs that manage and run my promotional campaigns, mailing lists, websites, you name it).

As the saying goes, we are being “pinged” from a variety of sources.

That’s why I call this the “ping factor.”

We are constantly being pinged. But if the ping factor isn’t enough, Web 2.0 makes it even more complex. Just as satellite TV has pushed standard cable TV to new level, so is Web 2.0 pushing the ping factor to a new level as well.

MySpace has its own proprietary messenging system. Google Talk and Skype allow you to make and receive phone calls via the Internet. Browsers are now tab-based rather than window-based, allowing you to have a multitude of websites open at the same time that flash when they need your attention.

And the list goes on.

Nevertheless, let’s take a closer look at how Web 2.0 is not only changing the Internet but also distancing it even more from other media.

Hype notwithstanding, if “Web 2.0” exists it’s because something is indeed going on, whether we realize it or not. After you peel all the layers of controversy away, you’ll start to notice how Web 2.0 is really affecting our industry.

But the changes are not as overt as you might think. While the hype may have been instigated by creators of new web applications, the hype itself didn’t cause these changes to occur. In fact, they were the result of them. The buzz simply brought it to more people’s attention.

So if you’re trying to cut through the hype and trying to understand how things are really changing, simply look at the underlying patterns, trends and behaviors on which the hype was created in the first place.

I know this personally, as I’ve seen and experienced some of these changes firsthand. Tests are starting to show a shift in the way people surf, read and, of course, buy online. (It started gradually, but the momentum is building.)

For example, I’m seeing long-copy salesletters losing their effectiveness, and shorter copy starting to outsell them. As a proponent of long-copy salesletters myself, you can imagine how much of a wakeup call this was for me. And if you’re a copywriter or a marketer, it should be your wakeup call, too.

Is it truly the death of the salesletter? Not really, so don’t go sounding the alarm bells yet. They’re not disappearing. However, the current long-copy, long-scrolling salesletters that are so pervasive nowadays are indeed being replaced.

Perhaps it’s better to call it a new “sales process” rather than a new salesletter, because the salesletter, in principle, is here to say. It’s just the way the message is delivered, and how people read and respond to it, that’s really changing.

With web 1.0, static messages were thrown at the user in the hope she will read it, get moved by it and act upon it. And the popularity and level of success of a website, beyond response, were largely based on traffic and pageviews.

While pageviews will always remain a useful statistic, as more sites become dynamic, database-driven and “widgetized,” pageviews will become less valid over time. (I’ll come back to what “widgetization” means in a moment.)

Simply put, the web is turning into a more interactive medium, as it was meant to be from the get-go. As a result, we’re going to see fewer pages serving up more content on the fly and in different formats, than in single, long-scrolling web salesletters or opt-in forms.

Sure, technology will play a big role. But Web 2.0 is not about technology, as some might suggest. It’s about people. And human nature will never change.

Therefore, the tools, processes and applications we now have at our disposal are not going to create a massive transformation. They are simply offering us an opportunity to analyze audiences more effectively, deliver messages more effectively and obviously sell them more effectively.

In turn, they grant our prospects the opportunity to do what they always wanted to do, from getting the information they want in the way they want it, to choosing how they want to buy, rather than how you should sell them.

For us marketers, giving the user a voice and more control over their content means letting them tell us how they want to be sold, rather than interrupting them with your sales message in the hope they will read it and respond.

That last paragraph is crucial, so it bears repeating: Web 2.0 is about giving the user more control and selling them in the way they want to be sold.

Or let me rephrase it differently so that you truly understand its significance: it’s about what someone wants when they visit your website (judging by what they say or do), rather than it is about what we think they want (judging by what pages they visit or what links they click on).

So now that’s out of the way, let’s take a look at what all of this really means in more specific and concrete terms.

Shorter Salesletters But More Copy

Long, scrolling salesletters are dying. It’s a fact. There are two main reasons for this. Remember, I said an evolution and a revolution are currently taking place. And both of these are contributing to the death of the salesletter.

The evolution is this: users are demanding for better quality, more content, more proof, less hassles and greater interactivity. New technologies therefore help to enable that experience. And really, that’s what it’s all about:

It’s about the experience.

As more and more people enter the web, get broadband, and gain access to groups of people who they can connect and interact with, as well as with the preponderance of applications that fight for that person’s attention and interaction, the long-scrolling salesletter no longer works as effectively as it used to.

Recent research and split-tests show this to be true. It’s not that less copy will sell more (although that may be the case). It is how that copy is delivered.

The web is not like radio, TV or direct mail. It’s all of them combined, with the added element of interactivity that other media don’t have, which is what makes the Internet so unique.

So it’s only natural that the web, which initially started out as a digital form of direct mail, is evolving into a multifaceted, interactive, multimedia experience.

But that evolution is happening not just because it was a natural, unfettered progression of the medium. (It is, but only in part.) It’s also brought on because, like it or not, people are slowly getting fed up.

You see, there’s a quiet revolution going on.

The web is literally crammed with poorly-written, long-scrolling salesletters that swipe each other in incestuous markets that are becoming more and more bombarded by, and tired and leery of, these red-headlined, hard-hitting, salesy, hype-filled, multicolored, stock-graphic-donned web pages.

The snowball has just begun rolling downhill. More and more people who hit online salesletters are going to be turned off by them, and there’s no end in sight — unless, of course, your salesletter is:

  • For a product launch that has created wide appeal, delivered quality content and generated massive anticipation beforehand (think of the multitude of product launches using social proof, buzz and joint ventures);
  • For an existing, highly targeted market that has an existing relationship with the author, and established a certain level of trust and credibility with them already (think of targeted email lists); or,
  • For pre-sold markets, often through existing relationships (think of joint ventures or affiliates notifying their lists about the salesletter, and recommending the product to them).

But even in these cases, I submit that salesletters are falling out of favor as well. Lately, we’ve been bombarded with product launches. We’ve been hit with opt-in pages. And our inboxes have been inundated with long, template-based, copied-and-pasted emails promoting the “next best thing.”

Add to the mix the constantly increasing number of spams, scams and snake oils, as well as their salesletters that look as if they were put together by preschoolers, it’s no wonder that people are demanding more credibility.

However, if and when they do work, I also submit that many people do not read them from tip to toe. (This is not just a wild guess. Tracking studies as well as market research have proven this to be true.)

Some of these launches, like the salesletter I wrote for TrafficSecrets.com for example, are so anticipated — and the market so targeted, primed and pumped — that, even if the salesletter uses well-written long copy, a great percentage of the people will simply skip it and look for the “buy now” button.

Now, are salesletters still important during product launches? Absolutely.

While it’s important to be sensible and realize that the copy isn’t the predominant factor behind the success of a well-executed product launch, I think it’s just as important to understand that the salesletter is indeed crucial, and that it’s not the purpose of the salesletter but its presence that makes it so.

I did a call with Sterling Valentine and Mike Morgan about the whole salesletter-for-product-launch phenomena, and posted the recording on my blog. In it, we offered proof that salesletters during an anticipated launch can outsell a short or poorly written one.

But my thinking is that the market wanted a salesletter as a way to answer specific questions they had (and used the salesletter more as a reference tool than a persuasion tool), and to feel more secure about their buying decision.

Granted, some people will read the salesletter. But many will only read certain sections, and most won’t even read it at all. I do this myself: I skip the bulk of it, scan for specific pieces of information I need, or just look for the order link.

(If I can find a simple review elsewhere, whether it’s an email, a blog post, a video or even a demo, that’s even better — of course, that’s if I didn’t get one before hitting the salesletter in the first place. It saves me time from having to wade through a mass of copy to finally get to the information I really want.)

Nevertheless, here’s what I mean when I say that the mere existence of the salesletter is part of the marketing process. I call it “UPA,” or an unconscious paralleled assumption. That is, people unconsciously assume there’s a parallel between one part and its whole.

For example, if a retailer has dusty shelves, people will be turned off and likely never buy from it — even if, unbeknownst to them, the product and customer service are great. Why? It’s because people will tend to conclude, “If they can’t take care of themselves, how in the world are they going to take care of me?”

The reason is, people want to feel secure in their purchasing decision. Similarly, the salesletter makes the prospect feel comfortable about buying from it, whether they actually read the letter or not at all.

Look at it as a sort of “safety net,” if you will.

They can go back to the salesletter at a later time, they can use it as a backup, or they can skim it for pertinent bits, even after they make the purchase. They also think that, “If the author took great care in selling the product (or in this case, took the time to write a salesletter), then they will take great care of me.”

On a call several weeks ago dedicated to “online predictions” by top marketers, five of the most well-known marketers joined in to prognosticate about the future of the Internet in 2007. One of them was my friend John Reese. John threw in his “death of” spin by calling his prediction “the death of ugly websites.”

Long-scrolling copy that’s poorly written and poorly designed is pushing people away. Why? It’s because they are communicating a lot more to your audience than just the words — albeit unconsciously.

In this case, the prevailing UPA is that the salesletter, if it looks as if it was put together hastily, poorly and clumsily, with no care given to its quality or presentation, then the product must be just as shoddy.

Add to all that the fact that there are so many shoddy-looking salesletters out there, particularly those selling scams and downright poor-quality products, a well-written salesletter that’s pithier, properly formatted, and professionally designed will stand out from the crowd almost instantly.

But I’m getting ahead of myself.

The point being, long-copy salesletters are just not as appealing anymore. But don’t just blame the copy or the copywriter. Let’s not forget the reader, too. In today’s fax-email-microwave world, our time is becoming fast-paced, overburdened, and significantly scarcer.

Bombarded by marketing messages and applications all competing for our attention, we’re under an enormous amount of pressure. Even with all the new technologies that are supposed to help us organize our time more effectively, it’s only getting worse and not better. (Remember the “ping factor?”)

Let me ask you a question: how many salesletters have you read, word for word, from beginning to end? Answer that question honestly, now, even with salesletters from which you’ve actually bought.

Not many, if any, I’m sure.

Granted, a reason may be the fact that the salesletter may have been poorly written, untargeted or uninteresting. But even when they’re not, with so much taxing our time nowadays, reading it all is just too labor-intense.

When you’re faced with a 5,000, 3,000 or even a 1,000-word salesletter, reading anything that long, particularly if it looks anything like a salesletter, seems incredibly daunting — even just scanning through it can be exhausting.

Shorter salesletters are more effective. That is, pithy, brief, to-the-point copy is showing better results in split-tests than the converse. But be careful, here. When I say “shorter” copy, I don’t mean less copy.

What I mean is, less textual copy.

Salesletters offering even more content but delivered in other ways are actually outpulling long-copy salesletters with endlessly scrolling text.

Here’s an example: you may have a 3,000-word salesletter on one hand, and on the other you may deliver that same message but with 800 words of text, a 200-word sound bite, and a 2,000-word video (which could very well end up in delivering even more copy when all these formats are combined).

Long-copy salesletters don’t have to be shorter. I’m a big believer in long copy and will continue to be. However, long-scrolling copy is being replaced by a sales message that delivers the same if not more copy but in different ways.

Why? Again, it’s because the Internet is different than other media. A web page no longer has to mimic a direct mail piece. It doesn’t need to.

As a matter of fact, because of all the options the Internet offers, you now have the ability to deliver even more copy than you would, say, in a dense-copy display ad, a direct mail piece or a TV infomercial. Plus, the Internet has grown in popularity precisely because it offers so many different options.

(Remember all the talk a few years ago about “convergence?” The buzz may have died, but we’re definitely seeing media converging right now. Just look at all the music stations you can now “listen to” on satellite TV, or all the TV shows you can now watch on your computer, on the Internet.)

Look at the evolution: you can only read print. Radio is a step up from print, as you can listen to it. Television is another step up, as you can watch it, too. But the Internet is yet another step up, above and beyond all of those things, because you can read, hear, watch and interact with it, as well.

Some people learn better by watching… others, by listening… and others, by doing. The Internet therefore communicates more effectively because it allows people to respond to information in the way they feel most comfortable with.

So why not give it to them?

(This is important, so let’s look at this more closely.)

Multisensorial Salesletters

Video is said to be Web 2.0’s killer app. But is it video itself? Not really. It’s interactivity. Video engages all the senses. Ample split-tests show that the more you engage the user’s senses, the greater the response.

When I used to teach professional selling in college, we used a textbook called “Personal Selling: An Interactive Approach,” by Ronald Marks, Ph.D.

In it, Dr. Marks makes the case that using audiovisual aids in face-to-face sales presentations can increase a person’s sales effectiveness. (And remember, this book was written in the 80s, before laptops became popular.)

That’s not breaking news, I admit. But here’s what I’ve found fascinating. The author states that multimedia-generated sales presentations — with a mix of text, graphics, photos, animation and sound — capture attention and arouse interest more effectively since they appeal to all the senses.

Marks also claims that, with multimedia presentations, prospects are 43% more likely to be persuaded, will pay 26% more attention, learn 200% faster and retain knowledge 38% better. Learning time is also reduced by 25-40%.

He also added this interesting tidbit: “Audiovisual aids are especially valuable to the salesperson who sells intangible products.”

On the Internet, isn’t most if not all that is being sold intangible to a degree? You bet it is. Unlike a face-to-face sales presentation where you can bring a sample to the meeting, we can’t physically inspect products online.

If using audiovisual aids and even computers in sales presentations weren’t possible, Dr. Marks suggested the use of flip-charts, slides, exercises and forms as alternative tools in face-to-face encounters, particularly to engage the prospect.

(Can you see where this is going?)

I’ve said it before: texts tell but pictures sell. That’s why eBay once reported that auction listings with pictures get the most bids (and I’m guessing it’s the also case with audios and videos, now).

It’s more than just for engaging all the senses. It’s for giving more proof — proof people are so desperate for. It’s substituting any of the senses lost in the sales experience that are otherwise possible in face-to-face presentations.

We can’t see, touch, taste, hear, smell or inspect products online. So audiovisuals are giving back to the prospect some of what’s largely nonexistent.

That’s why Amazon.com has been in existence since Web 1.0, has survived the dotcom bust, and has been touted as one of the greatest success stories in online retailing, mostly because books are books. They only need to be read.

Additionally, scientific research and eye-tracking studies show that our eyes are naturally drawn to movement. My friend Alex Mandossian, a copwriter whose clients range from Thighmaster (Suzanne Summers), RONCO (Ron Popeil), Topsy Tail and many more, calls this giving your salesletter “eye gravity.”

Online, this means video and audio added to your salesletter will sell more effectively because they engage more of the senses.

Some call them “multimedia salesletters.” But I prefer to call them “multisensorial salesletters,” not just because they engage the senses but also because multimedia alone fails to include another dimension, another sense if you will, that the Internet allows (and that the TV, radio and direct mail don’t allow, either).

And that’s interactivity.

We’re seeing an increasing emergence of more video, more audio, more content and more controls than ever before with salesletters. And by “controls” I mean more opportunities to interact with the sales message, such as a simple “play” button on a video, or forms on a sales page that can personalize the user’s experience, and not just mere graphics and links.

Think tours, samples, reviews, demos, user-rated content, user-submitted content, widgets and, above all, personalization.

What’s a “widget?” Web widgets are pieces of content that are flexible and dynamic. (Some people call these “ecosystems.” They include RSS feeds, movable panels, drag-and-drop content, form submissions on the fly, and so forth.)

Content can be moved around, slide in, or “open up” on a web page, on the fly without refreshing the page, based on a user’s choice — whether it’s through forms, controls, or even as simple as scrolling or mouse movement.

For example, widgets often refer to tools used in Web 2.0 or community-based sites. They’re mostly used for browsing, organizing and using the web.

(Widgets are not as significant in the sales process, but for now and in terms of how they can work with salesletters specifically, just remember that the same technologies that make widgets possible will have a lot to do with personalization, which itself is a significant factor in sales overall, as time goes on.)

Let’s go back to videos, for a moment.

Salesletters that have videos are going to increase over time. In fact, those with mini-infomercials embedded throughout not only are showing to be more effective in terms of sales but also will become increasingly popular, too.

We first started to see this with videos used for testimonials on a salesletter, or with “tours” that showcase the product being sold. But now, we’re seeing copywriters and marketers getting increasingly creative in how they incorporate videos in the sales experience.

(Surf around eBay for a bit and you’ll see what I mean. Another great example is John Reese’s Traffic Secrets, which was one of the first salesletters on the Internet, if not the first, to feature video snippets of the many DVDs it offers.)

Videos are now used to offer samples, demos, reviews, actual sales presentations, slideshows, viral marketing tools, and tutorials — including tutorials that teach people how to buy, consume the product, or use customer support.

This is not only a short list of the many uses for video, but also giving rise to what I call the “samplification” of the web.

The “Samplification” of the Web

“Samplifying” is a term I’ve coined to explain the growing (albeit always existing) need for more proof. The more samples you offer before you sell your product, the more you will invariably sell.

Blame it on the need to feel more secure about a purchase decision, or blame it on the pervasive lack of credibility with most websites these days, the reality is that people want to know exactly what they’re going to get before they buy.

Sure, copy can fill that need, but only to certain degree.

Also, by “samples” I don’t mean just free trials, either. They also include videos, audios, online demos, customer support chats, and interactive tools that allow the user to get a sense of what they’re buying (think of 360-degree virtual tours of homes on real estate websites, among others).

Fact is, the demand for more samples (or more specifically, more proof) will continue to grow. Like it or not, people not only want more proof but will demand it, which is why they’ll try to find it elsewhere if they can’t get it firsthand.

The user-driven nature of Web 2.0 is part of this “craving.” That’s why we are seeing more user-driven content online, which in turn is the factor that led to the emergence of social networking sites, communities, blogs and websites in which users can connect, opine, share, comment and interact more.

Sure, these sites are in large part for entertainment purposes and do nothing other than stroke a user’s ego (we all love to see ourselves, our pictures, our videos, or own content up online, such as on MySpace, YouTube, blogs, etc).

But if you pay attention, you’ll notice that many of them are places in which people congregate not only to interact with others but also to find out what people are talking about, what they are saying, and what their experience is, such as with products or websites, among others. And what they are buying, too.

(For example, Technorati features the most popular blogs. YouTube lists the most viewed videos. Del.icio.us showcases the most bookmarked sites. People are literally telling the world what’s happening — unlike corporate-fed taxonomies, these sites form a “Google Zeitgeist” of the people, if you will.)

So if people want more feedback, samples, credibility and proof, why not preemptively give it to them before they resort to such sites?

Thus, in terms of salesletters specifically, samplification allows copy to be transformed into dynamic messages, served up from a database, based on a user’s experience and/or choices, while they are in the midst of that experience.

It’s giving people the opportunity to choose the way in which they want to be sold. Along with widgets and applications now at our disposal, users can now create their own salesletter, on the fly, based on what they want.

I’m far from being a programmer. But I am a bit of a geek, and I do know enough about technology to know that you can samplify your salesletter a lot more than you can with what was previously possible.

(Other than audio and video, there are also web applications and scripts that are growing in popularity, many of them based on platforms such as Ruby on Rails, XHTML and RSS feeds, PHP, AJAX, and a slew of others.)

However, you don’t need to be a geek or need to be that complicated — at least, not yet. It can be as simple as using web forms, buttons and checkboxes to determine the content your prospects want (or that’s best for them).

But what’s exciting is that you can make this process dynamic, and fill in the gaps for them as they move along, on the fly, throughout your salesletter.

One of the most popular ways to accomplish this is by using database-driven content served up on the fly with the help of AJAX — i.e., page-based, user-controlled DHTML, or dynamic HTML, which is a combination of javascript and HTML — with scripts you can get for free at Script.aculo.us.

(If you want a good example of what’s to come, take a look at what Scott Stevenson is doing with interactive salesletters. This is just the tip of the iceberg.)

But technology aside, what does this mean?

It means that the salesletter has the potential of not only becoming more personalized but also, and more importantly, becoming more individualized — and to become so quickly, easily and dynamically.

Individualization is far more than just personalization, which itself is proven to increase response and sales. In other words, it’s more than just adding a person’s name to the salesletter, or redirecting people to specific salesletters based on the choices they make. It’s creating almost entirely different salesletters (or more specifically, sales experiences) for each and every individual user.

As copywriters, that is what we need to seriously think about.

Plus, adding interactivity is not limited to textual content, either. While the result is less copy that’s more individually targeted, of higher quality and less cumbersome to read, you can serve up audios and videos that the user is specifically requesting (or needs, based on their choices).

Think of it this way: long scrolling salesletters are long because they mimic direct mail. And they are long for good reason. With direct mail salesletters, you want to give people as much information as possible to cover all the bases.

But in face-to-face encounters, you have certain luxuries you don’t have in a one-way medium such as direct mail. You can qualify your prospect beforehand, engage them in a conversation, and ask targeted questions throughout.

This allows you to dig deep to find out exactly what they want, what makes them tick and what concerns they have. Copywriters typically do this before they write their salesletters while conducting their research. But in an in-person meeting, you can do this during the sales presentation itself.

In turn, this allows you to determine what pieces of information will be best for them as the meeting progresses, and to give them only those pieces of information so that you can modify your presentation on the fly.

In other words, based on their answers or reactions, you can handpick those features and benefits that are the most suitable to them, handle their specific objections preemptively, and even change the words you use that will be most appropriate and compelling for the prospect.

In direct mail, you don’t have the same luxuries you normally have in sales encounters. On the Internet, it’s the same — although Web 2.0 changes all that.

You can now cut through the fluff and filler, and get right down to the core message that most appropriately fits the prospect’s unique situation, and answers their specific needs, their most pressing goals and their most burning questions — dynamically, as they go through the sales “experience,” just as you would if you were in front of them in a face-to-face encounter.

Let me show you how long copy can sometimes backfire.

Handling objections can be a double-edged sword. While answering questions that users might have can prove useful to the sale, covering all the bases in a long-scrolling salesletter can also create doubt when there aren’t any to begin with, and thus become counterproductive.

If you’re handling a nonexistent objection, you need to be pretty effective in handling it, because you’ve now created more doubt in the mind of the prospect. And what do we often do to deal with this? Of course, we add more copy!

But with on-demand content, the user has more control over how they want to be sold, and they don’t have to read everything to be enticed into your offer.

Rather than a long-copy salesletter that’s purposefully long to cover all the bases, you can now use technology to serve up pieces of content that specifically individualizes the sales experience for that one prospect at that moment in time.

Just like in a sales presentation done in person.

Personality-Driven Sales Experience

People have different buyer personality styles. In fact, according to behavioral science, there are four: drivers, analyticals, amiables and expressives. Sometimes, they are labeled differently, but they are nevertheless the same.

For example, Dr. Tony Alessandra, in his best-selling book “The Platinum Rule,” calls them “thinkers,” “socializers,” “directors” and “relaters.”

But regardless of the labels used, this means that different people communicate, relate and buy differently, based on their predominant personality style. Drivers prefer end-results. Analyticals are persuaded by facts. Expressives are moved by feelings. And amiables seek out relationships.

I’ve written about this on my blog and in several articles. But my suggestion, at the time, was to create a salesletter for each personality style, if and when your target market is comprised of more than one predominant personality.

This is not just about niche marketing, such as writing a salesletter that caters to a specific industry, group of people or product category.

If your sales copy specifically relates and caters to a predominant buying personality, your chances of connecting with your audience, at a deeper, more psychical and emotional level, will invariably increase your sales.

(Are you starting to see how powerful Web 2.0 is? Rather than having 2, 5, or 10 different salesletters where each fits a prospect’s particular niche or personality, you can work with one and one only, dynamically serving up the content to appeal to that person, without any additional websites, links or pages.)

By the way, some people say that choosing better, more compelling, more emotional or more “appropriate” words is manipulative. And by “appropriate,” I mean words that are conducive to making a sale with that particular prospect.

Manipulative? Maybe. But not in an unethical way.

It was Paul Myers, who said it best when he said: “Split-testing is not about manipulating people but about finding out what they really want.” I would add to that: “It’s about finding out how people want to be sold, and giving it to them.”

Look at Web 2.0 as a more efficient, highly compressed and dynamic form of split-testing. You serve up content exactly as the user requests it, when they do. You don’t have to run split-test campaigns, then wait and see what people like. You give it to them as they want it, when they want it.

If you want to see how simple this can be, here’s a small test you can run right now. Keep in mind that I’m oversimplifying for the sake of this example.

Just add a few forms or buttons (like HTML drop-down menus, radio buttons or checkboxes) on your sales page, in strategic locations. But rather than waiting for the forms to be submitted, simply hide the extra pieces of content (or variants thereof) throughout your content using “DIV” tags in the HTML code.

(In other words, wrap <div> and </div> tags around the extra content you want to hide. This content becomes unhidden based on that person’s choice as they go along by clicking boxes or buttons, which is done with javascript or CSS. In fact, you can associate them with videos and audios they interact with, too.)

Test to see the kind of results you get. I bet you’ll be pleasantly surprised.

Again, I’m simplifying for the sake of the example, here. If you’re more technically inclined than the norm, you can figure out how to do it yourself, or just have someone else do it for you. There are many free scripts on the Internet that can help, including AJAX from Script.aculo.us, which I mentioned earlier.

If your prospect is a driver, then forget all the fluff and get your salesletter to serve up only the bottom-line results after they click just a few checkboxes. If your prospect is an analytical, then have more facts and data about your product drop in automatically into the salesletter. With amiables, have more testimonials show up throughout the salesletter in strategic locations.

Nevertheless, I submit that adding simple interactivity can increase the effectiveness of any salesletter. Is this true in all cases? Probably. Probably not. I haven’t seen it used in all industries to make an empirical guess.

But given human behavior and everything you’ve read thus far, my guess is that it’s going to increases sales in more cases than not. Plus, what you may not know is that this is currently being done by some top marketers. And let me tell you that their results are nothing short of amazing.

I’ve seen conversion rates more than double with interactivity. And this is not limited to the content on the sales page proper, either. Look at the entire “sales experience,” from beginning to end. For example, you can:

  • Dynamically insert opt-in forms;
  • Mold offers and price-points on the fly;
  • Redirect users to different order forms;
  • Add upsells or downsells to the order page;
  • Make additional offers on the thank you pages;
  • Play multimedia automatically once the user scrolls to a certain location, or once they fill out specific forms, such as on the order page;

And much, much more.

Ultimately, based on a user’s preferences the salesletter becomes individualized, engages the reader and offers the content they want, thereby selling them in the way they want to be sold, and does it all dynamically.

It can also present that content in their modality of choice, whether it’s audios, videos or demos. In fact, audios, videos and demos are catering to an even greater behavioral style — one not just based on buying personalities but also on the user’s preferred method of communication.

You’ve heard of “visual,” “auditory” and “kinesthetic,” right? And you probably have a good idea of what those are. If you don’t, or if you want to know how they relate to Web 2.0, then let’s take a closer look at these. Shall we?

Sensory-Driven Sales Experience

Online video has exploded. But it’s more than just the demand for video. It’s interactivity. Videos offer sight and sound, but online they also offer touch since they have controls like “play,” “pause,” “fast-forward,” etc.

When you combine this with my earlier statement that multimedia engages more senses and therefore appeals to more people, video specifically allows you to deliver your message in a number of ways that appeal to different modalities of communication, if not all of them.

“Visual” means that people learn or communicate by seeing. “Aural” means they do so by hearing. (It’s often mistakenly referred to as “auditory.” Auditory means what can be heard and not how one perceives by hearing.) And “kinesthetic” means people understand better by “feeling” or “doing.”

(In face-to-face encounters, for example, salespeople are often trained to watch out for signs that hint at what the prospect’s preferred mode of communication is. For example, visuals will say “I see what you’re saying,” aurals will say “I hear you,” and kinesthetics will say “I have a grasp on the situation.”)

Yes, video is both visual and auditory, since it includes both sight and sound. But online video specifically also has a kinesthetic component.

Basically, online video has control buttons that need to be pushed in order for the user to view it. But now, with Flash® technology that allows forms to be added to the video, online video therefore caters even more so to all modalities.

(Just take a look at the new Camtasia 4.0, for example, at Techsmith.com. Camtasia, which is a screen-capturing software, not only records your desktop but also its new version allows you to add forms, surveys and quizzes to your videos. Even better, it allows you to provide feedback and even jump to specific locations in the same video, based on a user’s answers.)

But will the online video infomercial replace the salesletter? No.

Unlike TV for instance, online we have the ping factor I talked about earlier. So if your video is too long, the user will definitely be interrupted during the process, whether it’s by their email, instant messengers, RSS feeds or whatever.

They will get distracted, lose interest and never buy. (Or you will need to work harder at getting them back on track. Thus, it defeats the purpose of including video in the first place. Unsuspecting marketers will either blame the video for their low conversions, or — you guessed it — feel a need to add more copy!)

Not only that, but if an important, salient point in the video is being mentioned (one that could literally clinch the sale with that particular prospect) while that person is being distracted by something else that’s pinging for their attention, you’ve just lost the sale.

Long infomercials don’t work online just as much as long-scrolling copy doesn’t work — or doesn’t work as well as it used to. The Internet is different. Just as you shouldn’t use the Internet as another form of direct mail, you shouldn’t use it as another for form of TV, either.

It’s best to use small snippets of video, throughout your salesletter, to grab people’s attention, move the sale along, support or emphasize key points, samplify your offer or product, and/or provide extra elements of proof.

If the audio or video is too long, you’re failing to get them involved in the sales experience. They’re in listening or watching mode, and they’re no better off than if they were to watch TV or listen to the radio.

You’re not engaging all the senses, which is offering them an invitation to be distracted and, above all, to procrastinate and not buy.

Instead, use bite-sized chunks, like 5-minute to 10-minute increments, throughout your salesletter, in strategic locations. That way, you can engage the user more effectively and get them busy interacting with your sales experience.

Plus, by doing so you also give them the ability to choose those specific videos they want to watch. (Be careful, however. Too many choices will only confuse your prospect. Remember that, if you give people too many choices, they won’t make one. Let their actions make those choices for them.)

Where do you put videos in salesletters specifically?

To give you a good idea of where to add video, think of the AIDA formula. Use videos to grab attention, create interest, increase desire, and induce action. In other words, use them near your headline, in your product descriptions, for your product demos, as elements of proof, with before-and-after comparisons, in your testimonials, on your opt-in page, on your order page, and so on.

For instance, even if it’s just as simple as showing a screen-captured video of how to process their order, adding videos to your order forms adds a whole new dimension to your sales experience. It’s something I’ve personally tested with some pretty impressive results. (Here’s a tip: use the video to highlight the guarantee on the order form. This alone has increased conversion rates in split-tests.)

Part of the reason why I believe they work so well is that they not only educate people on how to buy, but also show what’s happening after they buy, such as giving them a peek at the resulting “thank you” page after the order is processed.

Regardless of how intuitive the ordering process is, it doesn’t matter. People still want to be led, whether consciously or unconsciously, and whether they actually need direction or not. It’s just human nature.

You’re giving the prospect an idea of what’s on the “other side,” so to speak. By showing them what they will see and get once the order is processed, it helps to increase confidence in your offer. It also helps to reduce buyer skepticism, which leads to order abandonment and even refunds.

Using videos during the ordering process, whether on the order form as they’re buying, or on the thank you page after their order is processed, is also a great opportunity to teach the prospect on how to consume the product.

Look at it as a multisensorial “stick letter,” if you will. (If you don’t know what a “stick letter” is, essentially it’s a letter that not only thanks the prospect for their purchase after they buy but also educates them on how to consume the product. Sticks letters, or in this case “stick videos,” help the order to stick, thereby reducing potential refunds or returns.)

It’s all part of the samplification process I talked about earlier.

The more proof you can provide your prospects, the more comfortable they will feel in buying from you, and the more sales your salesletter will generate. And videos are proof in themselves, not only in their content. Why? It’s because of that UPA I talked about earlier. Videos give your salesletter instant credibility.

When I first began my career as a copywriter, I specialized in cosmetic surgery. And a plastic surgeon’s greatest “ace in the hole” is their ability to let prospective patients see before-and-after results.

Even though a doctor’s profession has a certain level of intrinsic credibility, before-and-after pictures are always more credible than the words from the mouth of a physician, no matter how convincing they are.

When I consulted with plastic surgeons, I often recommended the use of videos. I told them to get willing patients to come to their offices so we can record their results. That way, the doctor can simply pop in a video showing before-and-after case studies while in consultation with a prospective patient.

(Better yet, if doctors can get prospects to meet with willing patients to see the results for themselves, up close and personal, the higher the number of surgical procedures they will book as a result.)

Similarly, look at videos as your salesletters’ “ace in the hole.” They’re a perfect opportunity to show exactly what you offer, from “every possible angle,” to give the prospect a clear and deeper understanding of what they’re buying.

The Demise of Dull, Drab, and Dingy

With “user-driven copy,” the fact is, people can choose what they want, how they want it and when they want it. And that is what’s working really well right now, not because it’s new but because it’s natural.

The progression of the web (regardless if you call it Web 2.0 or not) is simply an extension of how people behave. Businesses and websites are finally waking up. And they’re giving their users what they want, ask for and prefer.

Here’s an example.

In Web 1.0, we were limited by text, graphics and links. When cookies came along, they helped to customize the user’s experience to a degree. But cookies are still limiting. They are static in nature, require more pageviews to make them useful if at all, and as we all know carry risks such as privacy and security issues.

With Web 2.0, we see the emergence of tools that not only allow but also encourage interaction without the use of cookies. If content can load up dynamically on the same page, without refreshing it, the more comfortable, secure, efficient and interactive the user’s experience will be, and therefore the more apt the user will be to buy and enjoy the buying experience.

As a result, we’re seeing less pages, links and cookies, and more buttons, forms, graphics and “controls” to serve up database-driven content, on the fly.

The evolution is part of the revolution, too. It’s more than just a confluence. They are independent but also interdependent. They feed each other as well as allow the other to flourish. The more evolved the tools become, the more people will see a need for them and want to use them.

A good example of this is broadband. In the days of dialup, web pages became so memory-intense, people were screaming for more bandwidth. Broadband came along with its bigger “pipes.” But now, video, audio and more are filling up those pipes, which are starting to burst at the seams.

(Nature abhors a vacuum, right?)

So is the case with salesletters. See, the increasingly cynical user (who’s tired of labor-intensive sales processes, stale or inflexible buying experiences, and the plethora of scams and hype) is demanding for better quality, more content and greater proof. What we’re seeing is the wheat being cut from the chaff.

Reading long copy is labor-intensive, even more now because of the nature of the Internet. The greater the potential distraction is, the greater the need becomes to write better copy that grabs their attention and gets them to start reading.

Therefore, the “death of the salesletter” is not in any way a call to stop writing copy or to stop learning how to write good copy.

Actually, it’s quite the opposite.

You not only need to learn copywriting for different media (because it’s all copy, really), you now must learn good copywrtiting if you want to keep up with the changes — and your prospect’s demands.

As a member of my now defunct copywriters forum said so eloquently:

“No question, in some instances a sales letter is the best possible vehicle for converting someone… but the more audio-visual and interactive the web becomes, the greater the need for direct response copywriters to be versatile.”

People are not demanding more proof. They are screaming for it. And that proof is not just limited to elements added to the salesletter to substantiate your case. It also includes the salesletter itself, the image it projects and the quality of the copy overall. It’s perceived proof — or better yet, perceived credibility.

(And yes, it’s all about perception.)

The UPA, if you recall, communicates proof in the form of perceived quality of your business or product based on the quality of your sales experience. If the salesletter is well-written and looks professional, not only does it make it easier to read but also readers will assume that the quality of your offer is equally high.

In 2006, we’ve seen a dramatic increase in the number of poorly designed, poorly written and poorly delivered websites, let alone poorly created products. It’s no wonder that long-scrolling web salesletters are instantly regarded as “snake oil” by the majority of online users, nowadays — even when the copy is perfect.

I believe we’ve hit critical mass. But I don’t think long-copy salesletters alone are to blame. Their prevalence is unfortunately paralleling the growth in spam and scams (just take a look at how phishing attempts have grown in the last year alone), which in turn makes any salesletter instantly suspect.

Thus, long-copy salesletters (or more specifically, salesletters that look like a salesletter) are slowly desensitizing netizens to automatically assume they’re being sold, they might be scammed, they will be hounded with non-stop marketing messages, or they will be buying low-quality or incomplete products.

Don’t look at it as the beginning of Web 2.0 being the end of low-quality websites (most salesletters fall into that category). Look at it this way: Web 2.0 is the Internet's way of throwing up their arms in the air, shouting “we’ve had enough!” and imploring for better quality.

The question is, are you listening?

While John Reese predicts the “death of ugly websites” (my friend Armand Morin calls these “cartoonish” salesletters), they’re not the only ones. Mike Filsaime wrote about it in his report, “The Death of Internet Marketing.” John Barker, also known as “Mr. X,” wrote about it in his “Death of Crap” website.

All these “death of” reports, including mine, should tell you something.

The revolution has started…

Show Me The Goods

The “Google Slap.” You’ve heard of it. You were probably affected by it. Essentially, Google, the world’s largest search engine, recently penalized a whole bunch of sites because they, too, judged them to be of poor quality.

Either they diminished their pageranks into oblivion, or they increased their AdWords costs by jacking up the prices if the campaigns led to poor content. (And as you probably know, this has driven a lot of marketers out of business.)

But keep in mind, Google didn’t make this change by pulling it out of thin air or to dictatorially decide what’s good for the Internet. They’re simply following what people want and giving it to them.

(In fact, when Google makes such major changes, let it be a good indicator of what’s going on in the marketplace.)

People want information. But more importantly, they want good information, just as much as they want more proof and credibility. Whether you have a junk site using black-hat techniques, or a long-scrolling salesletter or opt-in page that doesn’t offer anything of value in itself, it doesn’t matter.

Google is not slapping you, people are. And if Google doesn’t, people will.

Similarly, people prefer to buy than to be sold. This is nothing new. It’s always been that way, and most people know this at least to a certain degree.

So why are we still trying to sell people using hard-hitting, salesy, long-scrolling, poorly written and clunky-looking copy? There are a few reasons. One of them is because they worked. (And they still do to a degree.)

One of Dan Kennedy’s mottos is that clunky salesletters outpull clean ones. In my estimation the reason is, in a world stuffed with fancy design and shiny packaging from big advertising agencies, people have become somewhat jaded. So clunkiness is new and refreshing for a lot of people.

But I don’t think they buy from a clunky salesletter because it’s clunky. I think they buy because: a) they know the author, b) the clunkiness catches their attention, c) it’s different, and d) it communicates, to an extent, the UPA that the author invested more time and money in the product than on the packaging.

Dan Kennedy taught us well. Too well, perhaps. Being a mentor to many copywriters including yours truly, Dan influenced a lot of people with his advice.

The results speak for themselves, too. Clunky salesletters did sell more, but sales are declining. And what people fail to recognize is that when Dan made that statement, he was essentially talking about direct mail, not the Internet — and certainly not Web 2.0. (Remember, the Internet is different.)

Another reason is pure laziness. We slap up an opt-in page or salesletter, and we don’t care about what it says, what it looks like or how it’s read. As long as it converts, we’re happy. Right? But at how much? And at what cost?

Complacency often starts at conversion rates as little as 1%, as we tend to forget that 99% never bought. And no matter how you spin it, 99% is still a significant number. So rather than trying to give what people want to make their experience more comfortable, we often resort to surreptitious tactics to boost response.

The problem is, we’re only looking at increasing the conversion rate rather than lowering the non-conversion one. This is an important distinction, because we tend to focus on how we can get more people to buy, rather than trying to find out what’s causing them not to buy.

Did you know that the highest increases in response rates, aside from the sales copy, have nothing to do with covert subtleties? (By those I’m talking about tiny changes, such as different colored-headlines.)

Granted, these things do increase response. But why? Is it because they’re hypnotically inducing more sales? Maybe. But my thinking is, they’re communicating greater credibility or proof, at least to some degree, for whatever reason.

Nevertheless, the highest increases in response I’ve seen are those that resulted from changing the sales experience — that is, from testing different ways of making the buying process as easy, as comfortable and as safe as possible.

If people want more content, then give it to them. If people want more proof, then give that to them. If people want less copy, then give them less. And if they don’t want to be sold, then listen to them.

Let me give you an example.

The Google Slap notwithstanding, opt-in pages are no longer as effective as they used to be. My friend John Reese, on that same “online predictions” call I mentioned earlier, said to look at the evolution of the opt-in page, which is a great illustration of how the web is growing up.

In the early days, the web was so new for so many people that offering a free email list was as easy as pie. All you had to do is ask for people’s email addresses, and that’s it. People would literally clamor to be on your list.

(In fact, when I first started on the Internet, I remember being subscribed to more email lists than you would care to count. We’re talking thousands, here.)

After a while, opt-in rates, which were initially quite high, were starting to decline. So what did people do? They created opt-in forms with a bit of copy that asked people to join. Nothing fancy, but opt-in rates did start going back up again.

Then, as soon as they began going down, people created opt-in pages offering a “free email newsletter.” They added more copy that persuaded people into joining the newsletter. Signups went back up again, but only temporarily.

So next, they started bribing people. They offered multipart courses and email series instead of just newsletters. They offered free reports and bonuses as gifts for signing up. They used long copy to tease them about what they’re getting.

Same thing happened: opt-in rates went up, then down.

Today, what we’re seeing is a flip-flop. We’re seeing better results by offering people the content upfront (which is what they want in the first place), whether it’s an article, newsletter issue or free report, or even an audio or video, and then asking them to join our mailing list.

This is called the “Reverse Opt-In Process.”

You sway them to join your email list with the quality of your content rather than the effectiveness of your copy — let alone the value of your bribes. Hopefully, your content is good enough and enticing enough that it makes them want more, which they can get by joining your mailing list.

A great example of the reverse opt-in process is Brad Fallon and Andy Jenkins’ StomperNet launch in 2006. StomperNet, if you don’t know, is a coaching program that teaches specific strategies for creating top search engine rankings, resulting in massive traffic, and of course, more sales.

Now, SEO (or “search engine optimization”) is a highly competitive industry. So trying to get people interested in an SEO salesletter let alone subscribing to a mailing list about it is a rather daunting task.

But at the onset of their campaign before the launch, Fallon and Jenkins offered a video. It not only offered a deeper understanding of the power of “natural search engine traffic,” but it also gave a few inside tips along with actual search engine results, which they did by showing a live demonstration using Google.

The video was only the first one in a series of three, but the other two were yet to be recorded. So they gave people an opportunity to join their list to be notified not only when the other two videos were ready but also when the actual product behind it would launch.

While the videos did offer some actionable tips and ideas (which added more valuable content to the videos), they focused primarily on the proof of their SEO strategies than anything else. (There we go with that “proof,” again!)

In other words, they gave people the “what” and not the “how.” And the more powerful and valuable the “what” was, meaning the more proof they provided, the more enticing and compelling the “how” became.

(Needless to say, history shows that their attempts were tremendously successful, resulting in millions of dollars in sales on launch day.)

Nevertheless, this is just one example of samplification and where we’re heading. You need to focus on content. You need to show your prospects more proof and credibility. And one way is to give them the goods upfront.

After you establish a certain level of trust, you have their permission to sell them. Some people say this is no different than Seth Godin’s “Permission Marketing,” or Dan Kennedy’s “Gathering of the Herd.” That’s true to an extent.

The implication is not so much to bring attention to the process but to put it in perspective in light of Web 2.0, and the need for copywriters to hone their chops more effectively than ever before because of it.

In fact, let me share with you a few tips to give you some ideas on how all of this applies to salesletters and copywriting in general:

  • Turn your salesletter into a non-salesletter (or at the very least reduce the appearance of a salesletter as much as possible);
  • Be more newsy rather than benefit- or sales-oriented, or make your salesletter more article-, editorial- or press-release-like;
  • Give more great content first (even if it’s a salesletter), and sell them on the power of that content, not on the value of your tease or bribe;
  • Tell more stories, and learn how to tell better, more captivating stories that, in themselves, offer powerful content beforehand;
  • In fact, use copy to connect with your reader and empathize with them more, on different levels, rather than thinking linearly or unilaterally;
  • Be discreet in your selling effort, and try to focus more on the newsworthiness and value of your information, rather than on the hype or hormone-pumping claims that seem too good to be true;
  • Focus on building credibility, believability and, above all, relationships with your readers, rather than selling them too hard, too fast;
  • Turn your sales process into a sales experience by adding interactivity through the use of programs, controls, forms and dynamic content;
  • Use brevity, cut down on your copy’s length, and edit your copy to be stronger, pithier, and more to the point;
  • Incorporate multimedia and audiovisuals in your copy, even if it’s as simple as giving the same copy but in different formats;
  • Offer more proof, whether it’s in the form of copy, audio, video, demos, samples, reviews, or whatever (remember, you want to give them the “what” but sell them on the “how”);

This is far from being an exhaustive list by any stretch. It’s just what came to my mind right now as I write this. I hope it stirs some new ideas for you or at least gives you some new things to test in your salesletter.

Bottom line, never stop learning how to write great copy, never stop using salesletters, and certainly never stop testing. But while you should stick with the tried-and-true, don’t be afraid to try new things and go against the grain, too.

If you see a lot of salesletters using red headlines, surely this tells you that they’re working. But if too many people are using them, their effectiveness will eventually wane. So try something else. Test a new color. Test a new headline. Or even better, test a new way to experience your salesletter.

You might be pleasantly surprised.

So, What’s Next?

“The truly important events… are not the trends. They are changes in the trends.”

Peter Drucker

First, my thoughts on the whole Web 2.0 “social” craze: websites that offer social interaction, such as MySpace, Squidoo, del.icio.us, YouTube, Digg, blogs, discussion boards and so forth, do not affect salesletters directly.

Fact is, they are simply tools that help people to organize, simplify and optimize their browsing experience (and not necessarily their buying experience). I’m not trying to discount them. Not at all. They can be very useful in branding, establishing credibility, driving traffic, marketing, offering social proof and more.

But how are they useful when it comes to copywriting? Here’s the thing:

See how people use these services, and what they pull from them. Watch how they interact with others. You can learn a heck of a lot from simply seeing what’s popular out there, and why those tools are so popular. Because, the bottom line is, it all comes down to that fundamental denominator that pervades all markets, all salesletters, and all “web versions.” It’s…

… Human behavior.

Want to learn how to write better copy? Want to see how you can transform your salesletters into higher-converting pieces? Then learn what people want and what they do. In other words, learn good old-fashioned human nature.

Regardless of how things change, whether it eventually leads to some Web “whatever-point-oh” or not, human nature will seldom if ever change.

Granted, these changes we are seeing are important to note. But “The Death of the Salesletter” is by no means trying to suggest that you should stop learning how to write copy or that you should stop using salesletters.

It’s quite the contrary. The demand and need for greater, stronger, more skilled copywriting is going to invariably increase. Web 2.0, if anything, is forcing copywriters, marketers and business people alike to be more versatile, and to be more skilled in the art and science of direct response copy.

But as I said before, look at Web 2.0 as your wakeup call, telling you that you not only need to understand the fact that the web is indeed different than other media (and to start shifting your thinking), but also to get better at copywriting.

Audio is still copy. Video is still copy. Even programs that demand interaction are still copy. It’s all copy. And it’s all about salesmanship.

While Web 2.0 offers new tools with which you should get acquainted, don’t get bogged down by it all, don’t get caught up in the hype, and certainly don’t stop learning how to write good copy because of it. Copywriting will always be more important than and because of any new technology.

Remember, technology is only a byproduct of what people want and not the other way around. So rather than getting caught up in the hype of anything new, focus on learning human behavior as a result of using that technology to discover what they want — and how you can use that technology to give it to them.

That way, you’ll always remain a step ahead of anything new.

Enjoy the ride,

Michel Fortin

Michel Fortin

P.S.: Thank you for reading this white paper. How many predictions do you think came true, or how many do you feel are about to come true? Don't be afraid to share your thoughts, comments, or criticisms below. I'm listening…

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