How Do You Attract Customers Quotes

Your ideal customer should be attracted to the brand that rests on the fabulous culture you created, but they don’t have to share your personal interests or have the same lifestyle you do.

In case you had illusions to the contrary, no one is sitting around hoping and praying that he will receive your sales letter. When it arrives, it is most likely an unwelcome pest. How do you earn your welcome as a guest? By immediately saying something that is recognized by the recipient as important and valuable and beneficial.

To make good choices, you need to make sense of the complexity of your environment. The strategy logic flow can point you to the key areas of analysis necessary to generate sustainable competitive advantage. First, look to understand the industry in which you play (or will play), its distinct segments and their relative attractiveness. Without this step, it is all too easy to assume that your map of the world is the only possible map, that the world is unchanging, and that no better possibilities exist. Next, turn to customers. What do channel and end consumers truly want, need, and value-and how do those needs fit with your current or potential offerings? To answer this question, you will have to dig deep-engaging in joint value creation with channel partners and seeking a new understanding of end consumers. After customers, the lens turns inward: what are your capabilities and costs relative to the competition? Can you be a differentiator or a cost leader? If not, you will need to rethink your choices. Finally, consider competition; what will your competitors do in the face of your actions? Throughout the thinking process, be open to recasting previous analyses in light of what you learn in a subsequent box. The basic direction of the process is from left to right, but it also has interdependencies that require a more flexible path through it.

Chiropractic: There are obviously a lot of different niches you could serve in this industry. But, let’s say for a moment that you serve the elderly demographic. You might think that they just want to be able to play a little more golf or keep up with their grandkids. Those things might be true and they’ll certainly admit to them. But if you go deeper, you’ll find that they want to be the envy of all of their friends who are falling apart. That’s the secret ego motivation that inspires them to find you. And further, they do NOT want to be put into a nursing home. That’s the secret fear that has them searching for you. Sell them abilities their friends don’t have and you’ll have them eating out of your hand.

There’s a story about legendary copywriter Gary Halbert, who once asked a room of aspiring writers, “Imagine you’re opening a hamburger stand on the beach—what do you need most to succeed?” Answers included, “secret sauce,” and “great location” and “quality meat.” Halbert replied, “You missed the most important thing—A STARVING CROWD.” Your job is to find that “starving crowd” who can’t live without what it is you have to offer. What we want to do in terms of targeting is to find good, prospective customers for our business that can be reached affordably, that are likely to buy, that are able to buy, and preferably who already know of us, or are likely to trust us. Once you get this down, and you nail exactly who your slam-dunk customer truly is—the person you absolutely want to do business with over and again—then you’ll be able to make your marketing “magnetic” because you’ll be using words and phrases that’ll attract your target audience. This makes your job much easier, because you can talk to them using language they relate to about what it is they really want.

Suddenly there was someone banging on the sliding glass door behind me; at this stage it was a contest of wills and I refused to even turn around and look. Then he was back banging on the front door. I finally excused myself from the conversation and went to the door to get rid of this guy. He was a passing motorist trying to tell me that the shrubs along my backyard wall were in flames! Suddenly this guy was elevated in status from annoying pest to welcome guest! Clearly, he was on my side: “Get the hose going — I'll call the fire department!” Together we kept the burning shrubbery from setting my whole house on fire. How did he go from pest to welcome guest so quickly? Because he had something to tell me that I instantly recognized as of urgent importance and of great value and benefit to me. In case you had illusions to the contrary, no one is sitting around hoping and praying that he will receive your sales letter. When it arrives, it is most likely an unwelcome pest. How do you earn your welcome as a guest? By immediately saying something that is recognized by the recipient as important and valuable and beneficial.

People, especially those in charge, rarely invite you into their offices and give freely of their time. Instead, you have to do something unique, compelling, even funny or a bit daring, to earn it. Even if you happen to be an exceptionally well-rounded person who possesses all of the scrappy qualities discussed so far, it’s still important to be prepared, dig deep, do the prep work, and think on your feet. Harry Gordon Selfridge, who founded the London-based department store Selfridges, knew the value of doing his homework. Selfridge, an American from Chicago, traveled to London in 1906 with the hope of building his “dream store.” He did just that in 1909, and more than a century later, his stores continue to serve customers in London, Manchester, and Birmingham. Selfridges’ success and staying power is rooted in the scrappy efforts of Harry Selfridge himself, a creative marketer who exhibited “a revolutionary understanding of publicity and the theatre of retail,” as he is described on the Selfridges’ Web site. His department store was known for creating events to attract special clientele, engaging shoppers in a way other retailers had never done before, catering to the holidays, adapting to cultural trends, and changing with the times and political movements such as the suffragists. Selfridge was noted to have said, “People will sit up and take notice of you if you will sit up and take notice of what makes them sit up and take notice.” How do you get people to take notice? How do you stand out in a positive way in order to make things happen? The curiosity and imagination Selfridge employed to successfully build his retail stores can be just as valuable for you to embrace in your circumstances. Perhaps you have landed a meeting, interview, or a quick coffee date with a key decision maker at a company that has sparked your interest. To maximize the impression you’re going to make, you have to know your audience. That means you must respectfully learn what you can about the person, their industry, or the culture of their organization. In fact, it pays to become familiar not only with the person’s current position but also their background, philosophies, triumphs, failures, and major breakthroughs. With that information in hand, you are less likely to waste the precious time you have and more likely to engage in genuine and meaningful conversation.

Gimmicks too often fail. Saying something of genuine importance and interest to the recipient usually succeeds. You say it with a headline. Yes, I am well aware that advertising has headlines and letters generally do not. However, successful sales letters do. It can go above the salutation or between the salutation and the body copy. It can be typeset in big, bold type while the rest of the letter has a typewritten look. Or it can be put in a “Johnson box,” a device presumably named after an inventor named Johnson, that looks like the one in the letter in Exhibit #8. What your headline says and how it says it are absolutely critical. You might compare it to the door-to-door salesperson wedging a foot in the door, buying just enough time to deliver one or two sentences that will melt resistance, create interest, and elevate his or her status from annoying pest to welcome guest; you've got just about the same length of time, the same opportunity. Exhibit #8 Johnson Box September 12, 2005 Mr. Horace Buyer President ACME Co. 123 Business Street City, State, Zip Dear Mr. Buyer: * * * * * * * * * * * * * * * * * * * * Your headline goes here. * * * * * * * * * * * * * * * * * * * * Body copy begins here and continues normal letter format.

The Ten Ways to Evaluate a Market provide a back-of-the-napkin method you can use to identify the attractiveness of any potential market. Rate each of the ten factors below on a scale of 0 to 10, where 0 is terrible and 10 fantastic. When in doubt, be conservative in your estimate: Urgency. How badly do people want or need this right now? (Renting an old movie is low urgency; seeing the first showing of a new movie on opening night is high urgency, since it only happens once.) Market Size. How many people are purchasing things like this? (The market for underwater basket-weaving courses is very small; the market for cancer cures is massive.) Pricing Potential. What is the highest price a typical purchaser would be willing to spend for a solution? (Lollipops sell for $0.05; aircraft carriers sell for billions.) Cost of Customer Acquisition. How easy is it to acquire a new customer? On average, how much will it cost to generate a sale, in both money and effort? (Restaurants built on high-traffic interstate highways spend little to bring in new customers. Government contractors can spend millions landing major procurement deals.) Cost of Value Delivery. How much will it cost to create and deliver the value offered, in both money and effort? (Delivering files via the internet is almost free; inventing a product and building a factory costs millions.) Uniqueness of Offer. How unique is your offer versus competing offerings in the market, and how easy is it for potential competitors to copy you? (There are many hair salons but very few companies that offer private space travel.) Speed to Market. How soon can you create something to sell? (You can offer to mow a neighbor’s lawn in minutes; opening a bank can take years.) Up-front Investment. How much will you have to invest before you’re ready to sell? (To be a housekeeper, all you need is a set of inexpensive cleaning products. To mine for gold, you need millions to purchase land and excavating equipment.) Upsell Potential. Are there related secondary offers that you could also present to purchasing customers? (Customers who purchase razors need shaving cream and extra blades as well; buy a Frisbee and you won’t need another unless you lose it.) Evergreen Potential. Once the initial offer has been created, how much additional work will you have to put in in order to continue selling? (Business consulting requires ongoing work to get paid; a book can be produced once and then sold over and over as is.) When you’re done with your assessment, add up the score. If the score is 50 or below, move on to another idea—there are better places to invest your energy and resources. If the score is 75 or above, you have a very promising idea—full speed ahead. Anything between 50 and 75 has the potential to pay the bills but won’t be a home run without a huge investment of energy and resources.

Doing nothing with even one lead is like flushing money down the toilet. It is a serious lapse in judgment and waste of precious resources every time you fail to follow-up with every lead or every customer.

CONFUSION 3: HOW TO GET YOUR CUSTOMER TO BUY If your Marketing Process begins with the identification of who your Customer is, followed by your Positioning Strategy to attract that Customer to your door, this Benchmark calls for the creation of an organized Selling Process. It’s what we at E-Myth call your Lead Conversion Process. This is the system through which you consistently assure your customers that, indeed, your business was created just for them. And just like your USP, your Lead Conversion Process demands that you organize just the right words in just the right order, to support your Customers’ need for congruity. In this case, congruity means consistency—meaning that the script your salespeople use is congruent with the promise your USP made. And it’s done in exactly the same way each time. While your USP makes a promise to your Customers, your Lead Conversion System helps your prospective Customers understand exactly how you intend to keep that promise when they buy your services. CONFUSION 4: HOW TO KEEP YOUR CUSTOMER HAPPY Let’s say you’ve overcome the first three confusions—now how do you keep your Customer happy?

CONFUSION 2: HOW TO COMMUNICATE EFFECTIVELY WITH YOUR CUSTOMER The next step in the Customer Satisfaction Process is to decide how to magnify the characteristics of your business that are most likely to appeal to your category of Customer. That begins with what marketing people call your Positioning Strategy. What do I mean by positioning your business? You position your business with words. A few well-chosen words to tell your Customers exactly what they want to hear. In marketing lingo, those words are called your USP, or Unique Selling Proposition. For example, if you are targeting Tactile Customers (people), your USP could be: “Superior Contracting, where the feelings of people really count!” If you are targeting Experimental Customers (new things), your USP could be: “Superior Contracting, where living on the edge is a way of life!” In other words, when they choose to do business with your company, they can count on your job being unique, original, on the cutting edge. Do you get it? Do you see how the ordinary things most Contractors do to get Customers can be done in a significantly more effective way? Once you understand the essential principles of marketing The E-Myth Way, the strategies by which you attract customers can make an enormous difference in your market share. When applied to your business, your Positioning Strategy becomes the foundation of what we at E-Myth call your Lead Generation System.

dependability of your business. 6. If your Customer is Traditional, you have to talk about the financial competitiveness of your business. Additionally, what your Customers want is determined by who they are. Who they are is regularly demonstrated by what they do. Think about the Customers with whom you do business. Ask yourself: In which of the categories would I place them? What do they do for a living? For example: If they are mechanical engineers, they are probably Neutral Customers. If they are cardiologists, they are probably Tactile. If they are software engineers, they are probably Experimental. If they are accountants, they are probably Traditional. But don’t take my word for it. Make your own analysis. CONFUSION 2: HOW TO COMMUNICATE EFFECTIVELY WITH YOUR CUSTOMER The next step in the Customer Satisfaction Process is to decide how to magnify the characteristics of your business that are most likely to appeal to your category of Customer. That begins with what marketing people call your Positioning Strategy. What do I mean by positioning your business? You position your business with words. A few well-chosen words to tell your Customers exactly what they want to hear. In marketing lingo, those words are called your USP, or Unique Selling Proposition. For example, if you are targeting Tactile Customers (people), your USP could be: “Superior Contracting, where the feelings of people really count!” If you are targeting Experimental Customers (new things), your USP could be: “Superior Contracting, where living on the edge is a way of life!” In other words, when they choose to do business with your company, they can count on your job being unique, original, on the cutting edge. Do you get it? Do you see how the ordinary things most Contractors do to get Customers can be done in a significantly more effective way? Once you understand the essential principles of marketing The E-Myth Way, the strategies by which you attract customers can make an enormous difference in your market share. When applied to your business, your Positioning Strategy becomes the foundation of what we at E-Myth call your Lead Generation System.

Hardie Boys- Exterior Millwork Exterior spaces on your property are largely exposed to the elements and that means they have to endure considerable wear and tear. This is why it becomes important to make sure that the structures, features and elements are manufactured by specialists that use high-quality, weather-resistant materials and products. We at Hardie Boys, Inc. are a leading manufacturer of various type of exterior architectural work. Since our inception in 1997, we have moved from strength to strength and created a niche for ourselves in this space. Today, when property owners across the region want any exterior millwork done, the first company they think of is us. Not only do we design, manufacture & install a variety of columns, soffit systems, brackets and louvers and a number of other similar products, but use very unique materials and techniques in making these features. Take a look at how our products differ from standard ones used in these applications: • Longevity- Traditionally, these features are made using materials such as foam, wood, concrete, plaster, brick, aluminum, iron etc. While most of these materials are quite hardy they aren’t always able to withstand the elements well. Wood can rot, while metal can rust and corrode over time; concrete tends to develop cracks when exposed to temperature fluctuations and plaster loses its resilience over time. All our products are made with a unique cellular PVC material which is extremely resilient and lasts for a number of years without any trouble. • Minimal maintenance- When you have exterior structures made of wood, they require specialized treatment and have to be polished or painted with regularity. Metal features have to be sanded and painted regularly as well and concrete needs to be resurfaced when it develops cracks. In comparison, the cellular PVC material we use is low-maintenance and only requires basic cleaning. • Aesthetics- As mentioned earlier, the material we use in exterior millwork is weather-resistant and doesn’t fade or deteriorate as much as traditionally-used materials do. This means the features and installations on your property continue to look attractive and add to the aesthetics and value of your property. • Fast and simple installation-The installation of the features made of cellular PVC is easy and quick. This means the project can be completed within a shorter timeframe and with the least amount of disruption to the daily activities on your property. • Versatility- This material is extremely versatile and can be used in the manufacture of various features and installation. We are also very creative and innovative in our approach and keep adding new products to our existing line of premium products. We are a customer-centric company that focuses on customization; and work very closely with our customers and provide beautifully-designed custom exterior millwork installations that are resilient and durable. While the British West Indies style is what we are more inclined towards, our products complement architectural styles including Dutch West Indies, Florida Vernacular, Coastal, Key West and more. For any more information about our custom designed cellular PVC, exterior millwork, contact Hardie Boys, Inc. on this number- 954-784-8216.

Enterprise deals or “how to lose your freedom in 5 minutes” Being able to use our product for sales prospecting, I decided to go after some big names at the enterprise level. After one week I had booked meetings with companies like Uber, Facebook, etc. This is where the fun begins…or not… I spent 3 months doing between 4 to 9 meetings for each enterprise company I had booked meetings with. Every meeting leads to the next one as you go up the chain of command. And then comes the pilot phase. Awesome you might think! Well, not really… Working with enterprise-level clients requires a lot of custom work and paperwork. And when I say “a lot” I mean a sh*t ton of work. You need an entire department to handle the legal aspect, and hire another 10 people to entirely change your tech department to meet their requirements. During 4 months I went from being super excited to work with the most famous companies in the world to “this deal will transform our company entirely and we’ll have to start doing custom everything”. Losing my freedom and flexibility quickly became a no-go. The issue here is, with all these meetings I thought that they would adapt to our standards. That they understood from the start that we were a startup and that we couldn’t comply with all their needs. But it doesn’t work like this. It’s actually the other way around even though the people you meet working at these companies tell you otherwise. The bottleneck often comes from the legal department. It doesn’t matter if everyone is excited to use your product, if you don’t comply with their legal requirements or try to negotiate it will never work out. To give you an example, we had enterprise companies asking us to specifically have all our employee’s computers locked down in the office after they end their day. Knowing that we’re a remote company, it’s impossible to comply with that... If you want to target enterprise accounts, do it. But make sure to know that you need a lot of time and effort to make things work. It won’t be quick. I was attracted to the BIG names thinking that it would be an amazing way to grow faster, but instead, I should have been 100% focused on our target market (startups, SMBs).

Even if you show the full value, some customers will never pay. When I first started selling Connex for QuickBooks, one of my first trial users was a small startup that barely made $2,000 per month. He hammered me for support through multiple phone calls. He was trying to negotiate me down from $20 per month to an even lower price. I told him to hit the road. I learned a couple of lessons: Avoid getting too invested in trial users. Unless you have qualified a prospect, do not spend too much time with her. A common negotiating tactic is to make you invest a lot of time before trying to talk you down. Prospects figure you will not give up because you have invested so much. Avoid pricing yourself out of business. If you price your product low, people fail to see the value. They think there are hidden fees. As I raised prices, we attracted higher-value clients that were less troublesome. Avoid features. The small business and I discussed a QuickBooks sync, instead of the money we saved on data-entry. I could have asked how many hours he spent hand entering sales or how much he paid someone else for data entry.

Prepare to double CD Baby doubled in size every year for the first six years. Both customers and profit, almost exactly 100 percent growth each year. Because the business needed a warehouse for the CDs, I always had to buy more shelving. Each time I did, I’d buy twice as much as I had before. It always filled up fast, even when it got warehouse-sized. When I had filled a 5000-square-foot warehouse, I rented 10,000 square feet. When I filled up 10,000 square feet, I rented 20,000 square feet. Even that filled up fast. But no matter what business you’re in, it’s good to prepare for what would happen if business doubled. Have 10 clients now? How would it look if you had 20 at once? Serving 80 customers for lunch each day? What would happen if 160 showed up? “More of the same” is never the answer. You have to do things in a new way to handle twice as much business. Processes have to be streamlined. Never be the typical tragic small business that gets frazzled and freaked out when business is doing well. It sends a repulsive “I can’t handle this!” message to everyone. Instead, if your internal processes are always designed to handle twice your existing load, it sends an attractive “come on in, we’ve got plenty of room” message to everyone.

The NPI process was deflating for morale. But figuring out how to “boost morale” is not Amazonian. Other companies have morale-boosting projects and groups with names like “Fun Club” and “Culture Committee.” They view morale as a problem to be solved by company-sponsored entertainment and social interaction. Amazon’s approach to morale was to attract world-class talent and create an environment in which they had maximum latitude to invent and build things to delight customers—and you can’t do that if every quarter some faceless process like NPI smites your best ideas.

The NPI process was deflating for morale. But figuring out how to “boost morale” is not Amazonian. Other companies have morale-boosting projects and groups with names like “Fun Club” and “Culture Committee.” They view morale as a problem to be solved by company-sponsored entertainment and social interaction. Amazon’s approach to morale was to attract world-class talent and create an environment in which they had maximum latitude to invent and build things to delight customers—and you can’t do that if every quarter some faceless process like NPI smites your best ideas. In chapter six, we discuss Amazon’s belief that focusing on controllable input metrics instead of output metrics drives meaningful growth. Morale is, in a sense, an output metric, whereas freedom to invent and build is an input metric. If you clear the impediment to building, morale takes care of itself.

How do you enter a room? How do you walk into a job interview? How do you approach a sales prospect for the first time? Accomplished leaders know that the way they make an entrance can project their confidence and set the tone for their interaction with others. Use your poise, postures, and gestures to make it grand.

12 Ways to Improve & Project Confident Posture 1. Go people watching. Note how you interpret the different postures you observe. This will expand your awareness of how posture impacts first impressions and will help you become more aware of yours. 2. Stand in front of a mirror to see what other people are seeing. Are your shoulders level? Are your hips level? Do you appear aligned? Are you projecting confidence or timidity? 3. Take posture pictures to provide you with points of reference and a baseline over time. Look at past photos of yourself. 4. Stand with your back against a wall and align your spine. 5. Evenly balance on both feet, spaced hip-width apart. 6. Take yoga or Pilates classes to strengthen your core muscles, improve flexibility, and balance, all which support your posture. 7. Consciously pull your shoulders back, stand erect with chin held high. 8. Practice tucking in your stomach, pulling your shoulders back, raising your chin, and looking straight ahead. 9. Sit up straight without being rigid. 10. Enter a room like you belong there or own it. 11. Stand with an open stance to be welcoming and approachable. 12. Angle your body towards the person to whom you are speaking. Angling your body away may signify that you are indifferent, fearful, putting up a barrier, or trying to get away from them.

In her book, Ask Outrageously! my friend Linda Swindling suggests to “Mimic the body language of the most powerful people you know. They stand up straight, make appropriate eye contact, and use gestures to convey their points. Look at their feet. Usually they are placed about shoulder-width apart. They have an open stance. They smile and nod when they agree.” Begin paying attention to the poise, postures, and gestures of the people whom you admire and respect the most. How do they carry themselves to project excellence? Adapting their behaviors may serve you well to enhance and improve your body language.

13 Simple Ways to Deliver Service Beyond Self 1. Make it Easy for People to Do Business with You. 2. Be an Awesome, Sincere Listener. 3. Listen to Customers’ Words and tone of voice, body language, and how they feel. Ask questions, listen, and meet them on their level. Explain, guide, educate, assist and do what is necessary to help them get the information they need to fully understand regarding their question or issue. 4. Show Enthusiasm. Greet customers with genuine interest. Give them your best. Think, act, and talk with positive enthusiasm and you will attract positive results. Your attitude is contagious! 5. Identify and Anticipate Needs. Most customer needs are more emotional rather than logical. 6. Under Promise & Over Deliver. Apply the principle of “Service Beyond Self” . . . give more than expected. Meet and exceed their expectations. If you can’t serve their needs, connect them with whoever can. 7. Make them Feel Important. Our deepest desire is to feel important. People rarely care how much you know until they know how much you care. Use their names, find ways to compliment them—and be sincere. 8. Take Responsibility for their Satisfaction. Do whatever is necessary to help them solve their problems. Let them know that if they can’t find answers to their questions to come back to you for help. 9. Treat your TEAM well. Fellow colleagues are your internal customers and need a regular dose of appreciation. Thank them and find ways to let them know how important they are. Treat your colleagues with respect; chances are they will have a higher regard for customers. 10. Choose an Attitude of Gratitude. Gratitude changes your perspective and helps you appreciate the good rather than simply taking it for granted. 11. Perform, Provide and Follow-Up. Always perform or provide your service in a spirit of excellence and integrity. If you say you’re going to do something—DO IT! There is tremendous value in being a resource for your customer. If you can help them to succeed, they are more likely to help you succeed. 12. Use Gracious Words. "Thank you, thank you very much.

12 Simple Ways to Deliver Service Beyond Self 1. Make it Easy for People to Do Business with You. 2. Be an Awesome, Sincere Listener. 3. Listen to Customers’ Words and tone of voice, body language, and how they feel. Ask questions, listen, and meet them on their level. Explain, guide, educate, assist and do what is necessary to help them get the information they need to fully understand regarding their question or issue. 4. Show Enthusiasm. Greet customers with genuine interest. Give them your best. Think, act, and talk with positive enthusiasm and you will attract positive results. Your attitude is contagious! 5. Identify and Anticipate Needs. Most customer needs are more emotional rather than logical. 6. Under Promise & Over Deliver. Apply the principle of “Service Beyond Self” . . . give more than expected. Meet and exceed their expectations. If you can’t serve their needs, connect them with whoever can. 7. Make them Feel Important. Our deepest desire is to feel important. People rarely care how much you know until they know how much you care. Use their names, find ways to compliment them—and be sincere. 8. Take Responsibility for their Satisfaction. Do whatever is necessary to help them solve their problems. Let them know that if they can’t find answers to their questions to come back to you for help. 9. Treat your TEAM well. Fellow colleagues are your internal customers and need a regular dose of appreciation. Thank them and find ways to let them know how important they are. Treat your colleagues with respect; chances are they will have a higher regard for customers. 10. Choose an Attitude of Gratitude. Gratitude changes your perspective and helps you appreciate the good rather than simply taking it for granted. 11. Perform, Provide and Follow-Up. Always perform or provide your service in a spirit of excellence and integrity. If you say you’re going to do something—DO IT! There is tremendous value in being a resource for your customer. If you can help them to succeed, they are more likely to help you succeed. Use Gracious Words. "Thank you, thank you very much.

Draw a line in the sand As you get going, keep in mind why you’re doing what you’re doing. Great businesses have a point of view, not just a product or service. You have to believe in something. You need to have a backbone. You need to know what you’re willing to fight for. And then you need to show the world. A strong stand is how you attract superfans. They point to you and defend you. And they spread the word further, wider, and more passionately than any advertising could. Strong opinions aren’t free. You’ll turn some people off. They’ll accuse you of being arrogant and aloof. That’s life. For everyone who loves you, there will be others who hate you. If no one’s upset by what you’re saying, you’re probably not pushing hard enough. (And you’re probably boring, too.) Lots of people hate us because our products do less than the competition’s. They’re insulted when we refuse to include their pet feature. But we’re just as proud of what our products don’t do as we are of what they do. We design them to be simple because we believe most software is too complex: too many features, too many buttons, too much confusion. So we build software that’s the opposite of that. If what we make isn’t right for everyone, that’s OK. We’re willing to lose some customers if it means that others love our products intensely. That’s our line in the sand. When you don’t know what you believe, everything becomes an argument. Everything is debatable. But when you stand for something, decisions are obvious. For example, Whole Foods stands for selling the highest quality natural and organic products available. They don’t waste time deciding over and over again what’s appropriate. No one asks, “Should we sell this product that has artificial flavors?” There’s no debate. The answer is clear. That’s why you can’t buy a Coke or a Snickers there. This belief means the food is more expensive at Whole Foods. Some haters even call it Whole Paycheck and make fun of those who shop there. But so what? Whole Foods is doing pretty damn well. Another example is Vinnie’s Sub Shop, just down the street from our office in Chicago. They put this homemade basil oil on subs that’s just perfect. You better show up on time, though. Ask when they close and the woman behind the counter will respond, “We close when the bread runs out.” Really? “Yeah. We get our bread from the bakery down the street early in the morning, when it’s the freshest. Once we run out (usually around two or three p.m.), we close up shop. We could get more bread later in the day, but it’s not as good as the fresh-baked bread in the morning. There’s no point in selling a few more sandwiches if the bread isn’t good. A few bucks isn’t going to make up for selling food we can’t be proud of.” Wouldn’t you rather eat at a place like that instead of some generic sandwich chain?

Apart from Kallenbach, Gandhi had also written about his new friend to his Tamil protégé C. Rajagopalachari (popularly known as Rajaji). Gandhi’s letter has been lost, but we do have fragments of Rajaji’s reply. Where Mahadev was approving of, or at least acquiescent in, the development of the relationship, Rajaji was dismayed. In his letter, Gandhi seems to have suggested that Sarala and he were thinking of taking the friendship a step further. What this was is not clear—perhaps a public proclamation of their ‘spiritual marriage’? Rajaji wrote back that this would bring ‘unutterable shame and ruin’ to Gandhi, and destroy ‘all saintliness, all purity, all asceticism, all India’s hope’. That Gandhi had even contemplated such a step filled his protégé with horror. ‘How could you venture out,’ wrote Rajaji agitatedly, ‘when in your boat was the faith and fate of millions of simple souls who if the boat had capsized would have seen neither beauty nor love nor grandeur, but unspeakable shame and death.’ Rajaji had met Saraladevi briefly, and been unimpressed. ‘I fail to see any “greatness” in the lady,’ he wrote to Gandhi. ‘She is like a hundred other women, whom a little education makes very attractive. I have seen scores of bigger-minded [and] better-souled women.’ Rajaji thought Saraladevi was ‘not worthy to unloose the latchet of Miss Faring [a Danish missionary who admired Gandhi and joined the ashram] and as to Mrs Gandhi, it would be like comparing a kerosene oil Ditmar lamp to the morning sun...' Rajaji chastised Gandhi, but blamed Saraladevi too. ‘It is difficult to forgive her reckless indifference to consequences,’ he remarked. He advised Gandhi to ‘pray disengage yourself at once completely: No delay is allowable when you hold such great trusts’ (namely, the fate of the nation itself). This was a brave and necessary letter: brave because few of Gandhi’s Indian admirers ever criticized him directly; necessary because Gandhi does not seem to have recognized the enormous risks of the step he was contemplating. Gandhi’s asceticism was a vital part of his mass appeal. Although polygamy was allowed under Hindu law, Hindu myths and Hindu social custom were both strongly in favour of monogamous marriages. Had Gandhi publicly taken another wife, albeit even a ‘spiritual’ one, it might have massively eroded his standing among his fellow Hindus, endangering the wider movement for political and social change that he was leading. Gandhi was taken aback by Rajaji’s forthrightness, and he did heed his advice—in part. He would not publicly take Saraladevi as his spiritual wife, but he would not—or not yet—disengage from her completely.

intricate patterns on the pavement. Her enormous brown eyes glittered with happiness at the attention she had attracted. Sarah wasn’t the only passerby who had stopped to watch, entranced. Then the song ended, and the gathered crowd applauded. The girl bobbed a curtsey and looked around expectantly. In a moment, coins appeared, fished from pockets and purses and offered in tribute. The coins disappeared again as if by magic, spirited away by little fingers as nimble as the little feet had been and deposited into the pocket of her dress. While the crowd disbursed, the girl turned and hurried back to the man who had produced the music. That was when Sarah recalled her purpose in being here. The child was emptying her pocket and giving the coins to a handsome youth who sat on a small stool with his back against the building. He held the organ between his knees, resting on a small stand. He wore a dark shirt and trousers and had a red bandanna tied rakishly at his throat. He looked so perfect that Sarah almost didn’t notice the wooden crutches tucked discreetly between his stool and the wall. Finally, she saw the pant leg pinned up at the ankle. She’d never expected Georgio to have a child, which was why she’d been so slow to realize she’d found him. Taking advantage of this lull, she stepped over to where the man and the girl were conversing in Italian. There seemed to be some question about whether she’d given him all the coins she’d collected. “Georgio?” Sarah tried. He looked up from beneath the bill of his small cap. His eyes were dark and liquid, his smile big and bright and charming. “Si, Signorina, do you want to see the little one dance?” His English was very good, probably honed from conversing with his customers. “No, although she dances very well,” Sarah added, giving the child an approving smile, in case she didn’t understand the compliment. “I wanted to ask you about your sister Emilia.” His charming smile vanished, and the dark eyes grew wary. “She is dead,” he said very carefully. “I know. I’m very sorry.” “Who are you and what do you want?” he asked suspiciously. When he frowned, Sarah realized how much he looked like his mother. “My name is Sarah Brandt, and I met Emilia at the Prodigal Son Mission.” His expression hardened from wariness into anger. Plainly, none of the Donato family had any love for the mission. “She was such a lovely girl, and she was trying very hard to become a respectable young woman,” Sarah hurried on, wishing she had some idea how Georgio felt about his sister. Seeing that the grown-ups were going to talk a bit, the little girl sank down onto the pavement with a weary sigh and leaned back against the wall. Sarah wondered vaguely how many times she

Collier understood and preached this swim-with-current-rather-than-against strategy. Do not arrive as an interruption or disruption, attempting to divert your reader's attention from the object it is focused on, fighting to interest him in something different from what he is already, at this moment, interested in. Instead, align yourself with the subjects already possessing his attention, the matters already garnering his interest, the self-talk conversation already occurring in his mind, and the conversations he is already having around the water-cooler at work or at the kitchen table at home with peers, friends, and family. About this, Collier wrote: “Study your reader first — your product second…. The reader of your letter wants certain things and the desire for them is, consciously or unconsciously, the dominant idea in his mind all the time. He is also engaged by the news or events or public conversations of the day. Put yourself in his place. If you were deep in discussion with a friend over some matter and a stranger came up and said: ‘Mister, I have a fine coat I want to sell you!’ — what would you do? The same thing happens when you approach a man by mail. He is in discussion with himself. If you just butt in, will you be welcome? How would you do it if approaching him and his friend in person? You'd listen and get the trend of the conversation. Then, when you chimed in, it would be with a remark on a related subject. Then you could gradually bring the talk around logically to the point you wanted to discuss. Study your reader. Know what interests him. Listen to the conversation he is already having with himself. Enter where he already is.” There are some obvious, perennially occurring attention dominators, such as seasons and holidays, and linking to these — regardless of whether your business naturally links or not — can be extremely helpful. You need not be a florist, jeweler, or restaurant to utilize Valentine's Day, for example. Beyond that, and deeper than that, every customer group has some shared item on their minds. Know it. Start your conversation with them with it. And be sure to take advantage of one of the great advantages of today's online media, including e-mail, blogs, and social media sites — being day to day, even hour by hour, timely. You can link a marketing message to world or local, financial, or cultural news of the moment — and you should.

Analysis of valuable stars reveals three golden rules of innovation. 1. Innovation is best based on whatyoualready do best and most distinctively. Innovation is powerful when it suits the new category you have invented rather than the main market, because it makes the new category even more attractive to its target customers. 2. Effective innovation makes it impossible for competitors to catch up. This type of innovation never stops. Rivals can’t get closer because the stars are always widening the gap in value delivered to customers. 3. The best innovation reinforces and extends profitable variation. Innovation is not charity. Real, sustainable innovation kills two birds with one stone - it makes customers happier, and it make your venture more profitable. Innovation is hard. It takes deviant thinking and persistent non-routine action. There is no point, therefore, in wasting precious energy on innovation that does not satisfy all three golden rules. The decision to pursue a major innovation is fateful. Bad innovation drives out good.

2. MIGRATE YOUR PRODUCT LEK had to move away from ‘standard’ strategy towards analysis of competitors. This led to ‘relative cost position’ and ‘acquisition analysis’. Your task is to find a unique product or service, one not offered in that form by anyone else. Your raw material is, of course, what you and the rest of your industry do already. Tweak it in ways that could generate an attractive new product. The ideal product is: ★ close to something you already do very well, or could do very well; ★ something customers are already groping towards or you know they will like; ★ capable of being ‘automated’ or otherwise done at low cost, by using a new process (cutting out costly steps, such as self-service), a new channel (the phone or Internet), new lower-cost employees (LEK’s ‘kids’, highly educated people in India), new raw materials (cheap resins, free data from the Internet), excess capacity from a related industry (especially manufacturing capacity), new technology or simply new ideas; ★ able to be ‘orchestrated’ by your firm while you yourself are doing as little as possible; ★ really valuable or appealing to a clearly defined customer group - therefore commanding fatter margins; ★ difficult for any rival to provide as well or as cheaply - ideally something they cannot or would not want to do. Because you are already in business, you can experiment with new products in a way that someone thinking of starting a venture cannot do. Sometimes the answer is breathtakingly simple. The Filofax system didn’t start to take off until David Collischon provided ‘filled organisers’ - a wallet with a standard set of papers installed. What could you do that is simple, costs you little or nothing and yet is hugely attractive to customers? Ask customers if they would like something different. Mock up a prototype; show it around. Brainstorm new ideas. Evolution needs false starts. If an idea isn’t working, don’t push it uphill. If a possible new product resonates at all, keep tweaking it until you have a winner. At the same time . . .

If you have economies of scale, penetration pricing often works best Would your business benefit from economies of scale? (Most web businesses do.) If so, your ideal pricing strategy may be penetration pricing—charging a low price, basing your financial model on eventually reaching market-dominating economies of scale. Supply-side economies of scale mean that your profit margins increase the more you sell, because as you sell more, your cost of sales (unit costs) usually becomes lower, and your fixed costs become a smaller fraction of your overall costs. Demand-side economies of scale mean that the more customers you get, the more value each customer gets from your service, for the following reasons. You may benefit from having a network of customers. For example, if a phone system had only two users, only one type of call could be made (one between User A and User B). If it had three users, then three types of call could be made (A–B, B–C and A-C). If it had twelve users, sixty-six different types of calls could be made. The overall value of a phone system to its users is roughly proportional to the square of the number of users. You may benefit from there being a market of complementary products and services. The project-management web app Basecamp has many integrations, which it promotes on its website. At the bottom of the page, Basecamp shows off how quickly it’s acquiring new users, to persuade other companies to add integrations. You may benefit from having a bigger knowledge base, more forums, or more trained users. The ecosystem of knowledge around a product can be valuable in itself. WordPress grows because it’s easy to find a WordPress developer and it’s easy for those developers to find answers to their questions. You may benefit from the perception that yours is the standard. Users are aware of the value of choosing the ultimate winner—especially when they have to invest time and resources into using your company—so they will be attracted by the perception that you’ll win.

What are you looking for?A baby business. Something young and small - under 20 employees if you are looking for a job; and something too small or unproven to attract professional investment if you are an investor. ★ A baby business growing very fast. Any small business growing very fast is likely to be a star. Every star business will be growing fast. So growth is a good first screen of any baby business you find. ★ An original idea. A baby business that has found a gap in the market - the creator of a new way of doing business. A star venture will be doing things differently. ★ Baby is a leader. In its gap, in its own business arena, it is the largest. It may have one or two even younger imitators, but most likely it is still unique. ★ Baby’s customers are different. You can see why the baby business appeals to particular customers, who can’t get anything as attractive to them elsewhere. ★ A baby business that you can imagine being extremely profitable when it grows up. There must be hard economic reasons why the business, when it reaches the size it can, will have fat margins. Its costs must be much lower than the conventional way of doing business, or its prices must be higher, or both.

Core” is what creates differentiation in the marketplace and wins customers. “Context” consists of everything else—things like finance, sales, and marketing. No matter how well you do it or how many resources you put into context, it does not create a competitive advantage. Every company does it. According to Moore: Core is what companies invest their time and resources in that their competitors do not. Core is what allows a business to make more money and/or more margin, and make people more attracted to a business than to its competitors. Core gives a business bargaining power: it is what customers want and cannot get from anyone else.26

Every job—especially every creative job—has two parts, an Objective and a Subjective. The Objective is to satisfy the commercial request: sell the product, attract customers, do what’s asked of you, get the job done. The Subjective is the much more engaging—but often left out—ingredient of play. It’s how you sell and how you attract customers. For

Ultimately, there are four dimensions you need to think about to choose where to play and how to win: The industry. What is the structure of your industry and the attractiveness of its segments? Customers. What do your channel and end customers value? Relative position. How does your company fare, and how could it fare, relative to the competition? Competition. What will your competition do in reaction to your chosen course of action?

Good stories: 1. Connect us to our purpose and vision for our career or business. 2. Allow us to celebrate our strengths by remembering how we got from there to here. 3. Deepen our understanding of our unique value and what differentiates us in the marketplace. 4. Reinforce our core values. 5. Help us to act in alignment and make value-based decisions. 6. Encourage us to respond to customers instead of react to the marketplace. 7. Attract customers who want to support businesses that reflect or represent their values. 8. Build brand loyalty and give customers a story to tell. 9. Attract the kind of like-minded employees we want. 10. Help us to stay motivated and continue to do work we’re proud of.

With this new information, you now do some research to show Gary what is possible. You find a similar go-kart business in another city and notice they have a great website, complete with great photos and racing videos. It has the opening hours and booking details listed, and a section on how to book parties and corporate events. They even have a racing club member section with race day events and the fastest track lap records. The whole website looks very fun and exciting, but it is also expertly designed to help create new sales and attract new customers. You can clearly see how something similar would be very effective for Gary’s business. With this in mind, you share your plan with Gary to demonstrate all the great things about his own business that can be shared online to improve his sales. On the website, he can show his race track, explain why they are a great place to come to and have some fun, and how easy it can be to book a race night. This way, Gary starts to see the website not just as a "thing," but as a valuable part of his business.

Six Steps to Getting Started Right Now As we saw from the stories in Chapter 1, you don’t need a lot of money or special training to operate a business. You just need a product or service, a group of people who want to buy it, and a way to get paid. We’ll look at each of these things in more detail throughout the book, but you don’t have to wait to get started. Here are the six steps you need to take: 1. Decide on your product or service. 2. Set up a website, even a very basic one (you can get a free one from WordPress.org). 3. Develop an offer (an offer is distinct from a product or service; see Chapter 7 for help). 4. Ensure you have a way to get paid (get a free PayPal account to start). 5. Announce your offer to the world (see Chapter 9 for more on this). 6. Learn from steps 1 through 5, then repeat. Almost all microbusiness building follows this sequence of events. Of course, we’ll be discussing specifics as we go along, but it’s always better to start from where you are than to wait for everything to be perfect. If you have an existing business and are thinking about how to apply the concepts from this book, focus on either getting money in the bank or developing new products or services. These are the most important tasks of your business-not administration, maintenance, or anything else that takes time without creating wealth or value. If you’re not sure what to do, think about any of these ideas: Can you contact your customer list with a special offer or incentive? Can you introduce a new product or service to complement your existing portfolio? If you’re a coach or consultant, can you offer a special deal for clients who prepay? Is there a new way you can attract subscribers, clients, or customers? But one way or another . . . just do something.

How Explainer Videos Work For Your Business If you wonder how to take your business to the next level, then explainer videos could be your answer. A short, crisp, informative piece of explainer video is the ultimate key to reach your ideal business leads. Henceforth, you need not worry about keeping your profits high. All you have to do is to invest a part of your money in getting quality, professional explainer videos to boost up your rankings on search engines. Google’s algorithm for search engine rankings includes a part that quantifies the amount of time spent by the visitors to your website. The longer time they spent, the higher will be your ranking. This is why your site needs an explainer video to keep the clock ticking for you. These videos are great ways to get the attention of your visitors; it really keeps them engaged for a long time, provided the videos are interesting. It has been found out that a human brain is more attentive to visuals rather than mere phrases. As readers spend only a few seconds to minutes on each site, quality content with a catchy title would grab their attention, but not always. On the other hand, if they confront an interesting and funny video, they will be attracted and urged to watch the content. That is why explainer videos are smart marketing tools. According to top marketing firms, websites with explainer videos rank higher than others in Google universal searches. In a business, an explainer video offers you a smart platform to reach your ideal customers and introduce your services to them with the reasons for them to choose you over your competitors. What could it be? An explainer video could be anything. You can share your identity, ideas, concepts, issues, solutions, products, services and even arguments. You can bring them all up with videos in just a few seconds. How long could it be? The shorter, the better. Videos more than a 90 seconds could be boring to your visitors. Keeping them short and engaging is the trick to make the visitors stay on your page, which in turn fetches the ranking. Here are a few reasons to justify the need for explainer videos for your business. 1. Creates a virtual connection: The most important aspect of online marketing is to showcase your personality in a smart manner. Your customer is with little or no contact with you in online business. So it is crucial to build a trustworthy bond with your customer to maintain a strong relationship. Explainer videos do this job for you; they offer you an identity that is recognized by your customers which wins their trust. 2. Gains popularity: A good and attractive explainer video is extremely contagious. It is not restricted to your website alone and can be shared with other video hosting sites like YouTube. This means your site gains popularity. People share videos on a higher scale rather than sharing web pages. Moreover, free video hosting sites like YouTube can be accessed even on a Smart phone which is an added advantage. 3. Holds all in one: Website clutter is a serious mistake that directly affects the rankings of a website. With the intention to hike rankings and boost sales, many website owners clutter their site with loads of images, colorful fonts, flash pictures and pop boxes. This could only have adverse effects on the site. It increases the load time of the website and leaves the visitors confounded that they wonder what your site conveys. On the contrary, an explainer video is can be designed to comprise all such smart aspects squeezed into a single video. 4. Resurrects your identity: PPT slides and pop up ads are obsolete and they don’t belong to this era of online business marketing. A colorful, funny and informative video with great visuals can do the magic; it grabs the attention of the audience. This is particularly suitable for multifaceted businesses with multiple products and services. You can create customized videos for each product and

Selling products makes it easier to: attract prospects – you offer tangible solutions, not a list of skills and capabilities convert them to clients – the solution you offer stands out from your competitors for all the right reasons – you’re the credible expert offering a solution to your client’s problem at a transparent price deliver an outstanding service – your system for delivery will enhance your customer experience. Your focus is on delivering an outcome in the most effective way.

Fill-In-the-Blank Headlines with Examples They Didn't Think I Could ________, but I Did. This headline works well for many reasons, including our natural tendency to root for the underdog. We're fascinated with stories of people who overcome great obstacles and others' ridicule to achieve success. When this headline refers to something you have thought about doing, but talked yourself out of, you'll want to know if the successful person shared your doubt or fear or handicap. Examples: They Laughed When I Sat Down at the Piano — but Not When I Started to Play! They Grinned When the Waiter Spoke to Me in French — but Their Laughter Changed to Amazement at My Reply! Who Else Wants ________? I like this type of headline because of its strong implication that a lot of other people know something the reader doesn't. Examples: Who Else Wants a Hollywood Actress' Figure? Who Else Needs an Extra Hour Every Day? How ________ Made Me ________ This headline introduces a first-person story. People love stories and are remarkably interested in other people. This headline structure seems to work best with dramatic differences. Examples: How a “Fool Stunt” Made Me a Star Salesman. How a Simple Idea Made Me “Plant Manager of the Year.” How Relocating to Tennessee Saved Our Company $1 Million a Year Are You ________? The question headline is used to grab attention by challenging, provoking, or arousing curiosity. Examples: Are You Ashamed of the Smells in Your House? Are You Prepared for the Next Stock Market Crash? How I ________ Very much like How ________ Made Me ________, this headline introduces a first-person story. The strength of the benefit at the end, obviously, controls its success. Examples: How I Raised Myself from Failure to Success in Selling. How I Retired at Age 40 — With a Guaranteed Income for Life.

Connect us to our purpose and vision for our career or business. Allow us to celebrate our strengths by remembering how we got from there to here. Deepen our understanding of our unique value and what differentiates us in the marketplace. Reinforce our core values. Help us to act in alignment and make value-based decisions. Encourage us to respond to customers instead of react to the marketplace. Attract customers who want to support businesses that reflect or represent their values. Build brand loyalty and give customers a story to tell. Attract the kind of like-minded employees we want. Help us to stay motivated and continue to do work we’re proud of.

Sanna measured the apple juice into a large glass beaker and added it to the carboy, swirling a cheery red- like Santa's suit. She wrote down the amount in her notebook and did the same with the next juice, this one a bold sapphire blue, which mixed with the red into a vivid purple. When it came to cider, colors and flavors blended together for her. She knew she had the right blend when it matched the color she had envisioned. It wasn't scientific- and it didn't happen with anything else Sanna tasted- but here, with her beloved trees, it worked. She carefully tracked the blends in her journal. The sun streamed through the window, lighting up the colors in the carboy like Christmas lights. She was close- one more juice should do it. She closed her eyes, calling to mind all the juices in the barn's cooler and their corresponding colors. Every juice she tasted from their apples had a slightly different hue, differing among individual varieties, but even varying slightly from tree to tree. When she was twenty-four, she had stood at the tall kitchen counter tasting freshly pressed juices she had made for the first time with the press she had unearthed from the old barn. Her plan had originally been to sell them in the farm stand, but she wanted to pick the best. As she sipped each one, an unmistakable color came to mind- different for each juice- and she finally understood the watercolor apple portraits above the fireplace. They were proof she wasn't the only family member who could see the colors. After she explained it to her dad, he smiled. "I thought you might have the gift." "You knew about this?" "It's family legend. My dad said Grandpa could taste colors in the apples, but no one in my lifetime has been able to, so I thought it might be myth. When you returned home after college- the way you were drawn to Idun's- I thought you might have it." He had put his hands on the side of her face. "This means something good, Sanna." "Why didn't you say anything? Why didn't I know before?" "Would you have believed me?" "I've had apple juice from the Rundstroms a thousand times. Why can't I see that with theirs?" "I think it has something to do with apples from our land. We're connected to it, and it to us." Sanna had always appreciated the sanctuary of the orchard, and this revelation bonded Sanna like another root digging into the soil, finding nourishment. She'd never leave. After a few years of making and selling apple juice, Sanna strolled through the Looms wondering how these older trees still produced apples, even though they couldn't sell them. They didn't make for good eating or baking- Einars called them spitters. Over the years, the family had stopped paying attention to the sprawling trees since no one would buy their fruit- customers only wanted attractive, sweet produce. Other than the art above the mantel, they had lost track of what varieties they had, but with a bit of research and a lot of comparing and contrasting to the watercolors and online photos, Sanna discovered they had a treasure trove of cider-making apples- Kingston Black, Ashton Bitter, Medaille d'Or, Foxwhelp, her favorite Rambo tree, and so many more. The first Lunds had brought these trees to make cider, but had to stop during Prohibition, packing away the equipment in the back of their barn for Sanna to find so many years later. She spent years experimenting with small batches, understanding the colors, using their existing press and carboys to ferment. Then, last year, Einars surprised her with plans to rebuild the barn, complete with huge fermentation tanks and modern mills and presses. Sanna could use her talent and passion to help move their orchard into a new phase... or so they had hoped.

Competitive secrets: Why should you tell your competitors what you’re doing? Won’t it just help them? Oddly enough, most competitors don’t really compete. For example, there are very good books on how to build a brand, yet most companies don’t develop their brand. So most of your competitors won’t use your secrets. You’re trying to reach your customers, and they can tell the difference between leaders and followers. By standing out, you attract customers.

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