How To Make Readers Desperately and Uncontrollably Wanting To Buy Your Product – Internet-Marketing
How To Make Readers Desperately and Uncontrollably Wanting To Buy Your Product
Are you looking for ways of persuading your web site visitors to buy your product or service? Or for ways of writing a sales letter so that you sell more?Then you need to understand why people buy in the first place.People buy things because they want to. Not necessarily because they need to.We don't need to buy expensive designer clothes, for instance, but we want to. Because we want to look good, and great clothes makes us look good. Why do we want to look good? In many cases, simply to attract the opposite sex.This is why so many designer clothes ads use sex to sell.It's simple, but it works. In a magazine ad ? by placing a guy in a particular designer suit next to a couple of beautiful women, the readers subconsciously thinks that by buying that suit, he too will attract beautiful women.Emotion makes you buy. Wanting to achieve something makes you buy.You need to trigger the reader's desire for your product. Not necessarily by focusing on your product, but on how his life will change when buying this product.Focus on the potential customer, not your product.You can't force people to buy. Unfortunately, some of you might say.But why force someone, when you can make them want to buy voluntarily? With much better results? Trigger their emotions so that they want to buy. Make them want your product. Feed them with emotional triggers so that they get excited about the project. Let them so the sales job.How to trigger their emotions?Tell your reader how his or her life will change after buying your product. Are you selling power shower heads? Tell them how fantastic you'll feel every morning using these heads. Describe it. Compare your power shower heads to the ordinary, cheap shower heads.Show them how the features of the product will benefit the buyer.Appeal to his or her emotions.Are you selling cars? Let the prospect sit in the car, let him drive the car. Point out all the little details, like the high quality leather that is used on the seats. (Don't say a word yet about how much this costs extra.) Paint him a picture...describe to him how wonderful it'll be to drive this car every day. Describe how the product will change his life.Make them want your product.But in order for the emotional appeals to work, you need to use logic, too. Because the prospect must justify his uncontrollable urge to buy.After the initial emotional appeal, give him all kinds of logical reassurances of why it's OK to buy. Tell him how much money he will save using your product, tell him you've reduced the price of your product so that if he likes it he'd be much better off buying straight away, tell him that you will give him additional bonuses if he buys immediately, and the best trick of all?Tell your potential customer that he can return the product to you at any time and get a full refund if he's not entirely happy about it.This is the ultimate logical appeal.If he wants your product; if you've made him want your product - the main thing holding him back is money. If you take away this risk, he's got nothing to loose.Use emotion to get your readers to desire your product by showing them how they will benefit from the product. Use logic to take away their resistance to buying. Use logic to take away all the risks.About The AuthorSteve Atlas writes regularly for the Internet Marketing Dictionary - http://www.internet-marketing-dictionary.com
It?s One Thing for People to Buy Your Product or Service, but It?s Another for Them to Tattoo Your
It?s One Thing for People to Buy Your Product or Service, but It?s Another for Them to Tattoo Your
William Harley and Arthur Davidson, both in their early twenties, built their first motorcycle in 1903. During their first year, the company's entire output was only 1 motorbike; however, by 1910, the company had sold 3,200. Movies such as Easy Rider made Harleys a cultural icon and soon the company attracted people who loved its bad-boy mystique, powerfulness, rumbling voice, distinctive roar, and toughness. It sounded like nothing else on the road, and even Elvis Presley and Steve McQueen longed to ride one.The Harley-Davidson Motor Company has had its ups and downs, and at times, the downs seemed as if they would end in bankruptcy. In the sixties, Honda, Kawasaki, and Yamaha invaded the American market, and when sales at Harley-Davidson dropped drastically due to decreasing quality and increasing competition, the company began to look for buyers and was finally sold. However, the new owners of Harley Davidson knew little about how to restore profitability. The quality became so bad that dealers had to place cardboard under bikes in the showroom to absorb the oil leaking.Daniel Gross, in Forbes Greatest Business Stories of all Times, recounts how in 1981, with the aid of Citibank, a team of former Harley-Davidson executives began negotiations to reacquire the company and rescue it from bankruptcy. Among these executives was William Davidson, the grandson of the founder Arthur Davidson. In a classic leveraged buyout, they pooled $1 million in equity and borrowed $80 million from a consortium of banks lead by Citibank.Harley's rescue team of loyal executives knew that the Japanese motorbike manufacturers were far ahead in regard to quality management, and they made a bold decision to tour a nearby Honda plant. Paradoxically, the Japanese had learned Total Quality Management from the Americans, Edwards Deming and Joseph Juran. The new business concept outlined by these two pioneers was a new management approach that, interestingly enough, had been rejected by American manufacturers. As a result, they offered this approach to Japanese manufactures that were eager to learn and implement it. Therefore, soon after their tour of the Honda plant, the Harley Davidson Motor Company decided to put into practice this originally rejected approach.After implementing just-in-time inventory (JIT) and employee involvement, costs at Harley had dropped significantly; this meant that the company only needed to sell 35,000 bikes instead of 53,000 in order to break even. Their lobbying at Washington also helped, and import tariffs were raised temporarily from 4 to 40 percent on Japanese bikes. This extra breathing space was something that the U.S. motorbike company desperately needed for its recovery.The combination of visiting a Japanese motorbike manufacturing plant and lobbying in Washington for import tariffs was a daring move on behalf of Harley's executives in their attempt to bring back profitability and growth to the company. Another important strategic move was the company's unique marketing and branding campaigns. Studies showed that about 75 % of Harley customers made repeat purchases, and executives quickly recognized a pattern that refocused the company's overall strategy. Simply put, they needed to find a way to appeal to the extraordinary loyalty of customers, which they found in creating a community that valued the experience of riding a Harley more than the product itself.The sponsorship of a "Harley Owners' Group" has been one of the most creative and innovative strategies that has helped create the experience of this product. Without realizing it, Harley executives had pioneered a new paradigm that would be increasingly embraced by other industries in their quest to increase profitability by converting their product into an experience. The company started to organize rallies to strengthen the relationship between its members, dealers, and employees, while also promoting the Harley experience to potential customers. The Harley Owners' Groups became immensely popular; it allowed motorcycle owners to feel as if they belonged to one big family. In 1987, there were 73,000 registered members, and Harley now boasts to have no less than 450,000 members.In 1983, the company launched a marketing campaign called SuperRide, which authorized over 600 dealerships to invite people to test-drive Harleys. Over 40,000 potential new customers accepted the invitation, and from then on, many customers were not just buying a motorcycle when they bought a Harley; instead, they were buying "the Harley Experience."Harley-Davidson offered its customers a free one-year membership to a local riding group, motorcycle publications, private receptions at motorcycle events, insurance, emergency roadside service, rental arrangements on vacation, and a host of other member benefits. Branding the experience, not just the product, has allowed the company to expand how it captures value, including a line of clothing, a parts and accessories business, and Harley-Davidson Visa card.If you were to scan the list of companies that delivered the greatest returns on investment during the 1990s, you would discover Harley-Davidson. Only a few companies have been successful in inventing entirely new business models, or profoundly reinventing existing ones. Harley-Davidson went from supplying motorcycles to antisocial raiders to selling a lifestyle to the aging bad boy wannabes caught in their midlife crises. Traditionally, Harley-Davidson bike owners came from the working and middle classes, but as quality and prices of the bad-boy-bikes rose, and with energetic marketing, the company soon attracted a different class of buyers-currently one third of Harley buyers are professionals or managers, and 60% are college graduates. The new customer segments of Harley are the Rolex Riders or the Rich Urban Bikers. Hell's Angels do not run in the same group anymore. Now there are groups of accountants, lawyers and doctors. Women also account for a significant portion of the new riders, and there are women-only riders clubs spreading all over the globe.The future looks bright for the U.S. motorbike company. According to The Economist, overall U.S. sales increased over 20% in 2000, and more than 650,000 new motorcycles were sold in the U.S. in the same year, up from 539,000 the year before. Bike buyers spent an estimated $5.45 billion on new bikes in 2000.Stay alert and get it early. The new branding paradigm is to sell a lifestyle, a personality and it is also about appealing to emotions of your customers. Increasingly, it will be more and more about creating an experience around the product. Brand managers and executives will need a new set of lenses. The rules have changed as well as the opportunities to maximize profitability and create value in the process. Nonetheless, the majority of companies continue to follow traditional ad campaigns and they seem to ignore the fact that the media has fragmented into hundreds of cable channels, thousands of magazine titles and millions of Internet pages.Consumers are no longer sitting ducks for commercials; they are looking for new experiences. Whether it is the bad-boy-aura of the Harley riding experience, the exquisite coffee experience in Starbucks caf