Why You Buy, Part Two

Written by Steve Gillman


More ofrepparttar findings ofrepparttar 141028 recent studies in behavioral economics:

Webers Law

A change of stimulus is more emotional and motivational, according torepparttar 141029 base: Most subjects tested would drive across town to save $10 on a $20 item, for example, but not to save $10 on a $500 item. The lesson for sales people? If you won't lose a sale on a thousand-dollar couch over $10, sellrepparttar 141030 other benefits ofrepparttar 141031 couch in your sales pitch.

Familiarity Fallacy

Economic choices are often made due to familiarity, even whenrepparttar 141032 choice is clearly worse ("But I always shop there!"). This bit of research showsrepparttar 141033 need to get a customer used to coming to your business. If they are comfortable, they won't expect or demandrepparttar 141034 best deal.

Anchoring

In tests, mentioningrepparttar 141035 year 220 A.D., versus 1600 A.D., resulted in earlier guesses when people were asked forrepparttar 141036 birth date of Ghengis Khan. This was true even whenrepparttar 141037 comment was in no way related to Khan. This tendency to "anchor" was found inrepparttar 141038 economic realm as well. Mention $300 asrepparttar 141039 value of an item, and subsequent negotiation or discussion will revolve around that.

Market Planning -- Getting The Word Out

Written by Bill Willard


“There are those who get things done and those who think about getting things done.” --Col. Wesley L. Fox, USMC (Ret)

Marketing cannot be hit or miss; it must be part of your business model. Formal market planning systematically addresses getting profitable new business while maintaining and increasingrepparttar profitability of your current business (busy people often overlook opportunities that are right in front of them).

That means, if selling is reapingrepparttar 140972 harvest, marketing is sowingrepparttar 140973 seeds.

Some SBOs and independent professionals try getting by with an unfocussed, transactional approach;repparttar 140974 savviest among them zero in on well-defined, validated market segments with good numbers and other favorables, notrepparttar 140975 least of which are clear-cut needs for their products and services. By intensifying their resources and expertise in these areas and adopting market-appropriate strategies, systems and tactics, they achieve dominance in their targeted groups.

In short, they have a marketing vision and follow that vision until it’s a reality.

But that’s not all.

Developing a marketing plan also inspires SBOS and professionals to focus onrepparttar 140976 big-picture need for planning and productivity throughout their practices, especially their roles in engineering their own success.

Successful men and women research, strategize, plan, and act (mostly on revenue-generating activities). Then they manage their resources so they can spend as much time and energy as possible onrepparttar 140977 bottom line: doing what they do best!

About Your Marketing Vision

Marketing “vision” means looking at everything you do from a personal marketing perspective so that everything you do is true to your vision. Think of it as your conceptual framework for offering your products and services—and yourself—to prospective clients overrepparttar 140978 long term:

• What are your best markets? • What makes them tick? • How to position yourself most competitively? • How to makerepparttar 140979 most of what you already have? • How to build your name recognition and reputation, and stand out inrepparttar 140980 competitive traffic jam? • How to approach qualified prospects and make them want to see you? • What should you say; what should you sell? • How to service your business profitably? • How can you get clients to refer you to others in their group? • When will you review your market planning to be sure it’s getting you where you need to go?

Cont'd on page 2 ==>
 
ImproveHomeLife.com © 2005
Terms of Use