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
What Service Do You Need to Make your Book Sell? – Book-Marketing
What Service Do You Need to Make your Book Sell?
Whether you are just starting or almost finished with your print or eBook, you wonder, "What step to take next?" Who can help me find the right publisher? Who can partner with me to make my book a solid seller? Check out your choices to be sure you get what you need.
Many writers think that all they need is a good editor and their book will be ready for publishing and promoting.
Maybe you think you don't have enough time to write it yourself? A ghostwriter can take over and finish the research and get it out.
Think about another choice: Bookcoaching. Before you write too many scattered chapters consult with a coach who knows your book category, who your market is, and where to find them.
Your book coach also knows what makes up a saleable title and can help guide you to write a great seller by knowing your thesis, your audience, your "tell and sell," and the correct introduction. When you incorporate these essential "hot-selling" points before you write many chapters, you will then write a compelling, organized, easy-to read page turner.
Don't hire a ghostwriter before you know exactly what you need to write, publish, and promote a great-selling book.
If your book is almost finished, you must hook your potential readers with the solutions you know will serve them. Knowing your audience before you write the book helps you write focused, organized, and compelling copy. Do you know the rules for writing a saleable book? Too many "I's" and linking verbs like "is" and was" slow readers down and make them bored. They want vital verbs and specific nouns. If they don't receive multiple benefits, they will put your potential great book down and won't recommend it to friends or associates.
You already know that word-of-mouth works, yet takes a year or more to really get up steam. Many authors quit too soon because they don't know how or don't want to promote their book. An experienced book coach can give you the real picture before you put time and money into your book. She can also make you aware of easy marketing and promotion that takes only a few hours a week at home or in the office. And, you can delegate it all to an assistant.
Maybe, you just want to get your book done. An editor can fix your grammar and even your disorganization, but can an editor help you get your book published and promoted, and know which way is the best for you?
Think about what you want--a saleable book whose audience will flock to it because it totally helps answer their questions or solves their challenge. And, entertains too. Editors are not trained to think about the benefits your book will give your audience. They don't know how to market as you write. Check with your book coach who will point out your brilliance and show you your benefits and features in ongoing phone and email sessions.
Remember that only benefits sell. This is the end result your reader gets after reading your book. Results sell. Features such as what's inside the book-steps, charts, tips, interview, pictures, or quote explain, but do not sell.
When you don't know why your audience should buy your book and you can't tell them in a few sentences either in print or in person, they will back away and keep their wallet or credit card inside their pockets or purse.
Hire your editor after you contact a book coach. When your chapters do not have a consistent format with questions posed as headings and answers in the copy below, a line editor cannot make your work sell just by changing a few sentences. Even a developmental editor needs format to help make your book the best it can be. Even a ghostwriter will need this format.
If authors want their book to succeed, they need to choose the right partner. Judy Cullins, 20-year book and Internet Marketing Coach, Author of 10 eBooks including "Write your eBook Fast," and "How to Market your Business on the Internet," she offers free help through her 2 monthly ezines, The Book Coach Says...and Business Tip of the Month at http://www.bookcoaching.com/opt-in.shtml and over 140 free articles. Email her at mailto:Judy@bookcoaching.com