Emotions can help you connect and bond with potential customers. They can help you gain rapport, and rapport is the first stage to any selling process. Victor Schwab, who wrote How to Write a Good Advertisement, found that people want various things in life which can serve as powerful motivators for ads and USPs: Working in the area of psychology and influence , Professor Steven Reiss from Ohio State University, found through his research that there are 16 basic desires that motivate our actions and which can become the core of an attractive USP: We can go into lists and list of such things but the important point is to recognize what your customers want.
By the way … always try to use those words in your marketing copy! When you can unearth a unique appealing benefit for your product or service that others cannot match, then that promised benefit should become the core of your marketing and advertising campaigns.
How do you come up with the promise you should promote? To come up with your USP promise, you have to figure out what benefits you will offer to customers. Most products or services are benefit rich, but most companies advertise the features of their products and services rather than the benefits.
Tell them what you do for them. For instance, telling people that your brand of computer has megabytes of memory is speaking about product features. Features are what something is whereas benefits are what something does for people. Features are the facts, figures, technology and details of your product or service whereas benefits are what they do for you. Benefits are what your customers will receive, experience or enjoy in return for their money, energy, effort, time, or trust in you and your offering.
The advantage of having an eraser is that you can get rid of any traces of mistakes. A benefit is what a customer can intimately gain from a product feature … how it will impact their life. Customers are more interested in where a product or vehicle will take them than the vehicle that gets them there. People are focused on gaining benefits, especially emotional benefits. Craft a message with emotional voltage. Answer yourself this question: Are they coming to you for pencils, refrigerators, real estate? Customer focus is all about delivering benefits, intimate benefits!
Benefits, not features, are what customers want to hear. Selling benefits appeals to the emotions, and people buy on emotions and only later justify their buying with logic. So always try to put some sort of emotional connotation into your USP. Pack your USP with emotional voltage! Federal Express, for instance, is not so much in the delivery business as it is in the business of delivering peace of mind. Customers want to know what your product or service does for them in terms of daily life, and focusing on benefits makes your claims real enough to come alive.
Tell what that feature means for the customer and you will naturally turn features into benefits. You are not selling aspirin but fast relief from pain.
You are not selling clothes but style and image, status and looks. You are not selling grass seed but a greener lawn. These are all customer benefits! That beneficial experience is what you put in your USP. Marlboro cigarettes do not sell a better tasting tobacco, but the image of being cool, macho, independent and rugged. In the store, we sell hope.
Want to hear a great USP simply exuding customer benefits and transmitted in an interesting, appealing fashion? Turn on your computer speakers, and click on this internet link to hear a 1-minute radio spot: Customers will be willing to risk their money, energy and time on your only if you promise them the advantages of some big benefits which no one else offers. Finding those benefits … and then being brash-in-your-face about promoting them This guy is different! You cannot say the same thing as everybody else if you want to separate yourself from the pack.
If you did, how would you truly be any different from all the rest? Think about the following. If you are the same as your competitor, then one of you is already redundant. If you sound or look like everyone else, you cannot expect to be more successful than they are.
You must differentiate yourself. You have to exhibit clear-cut distinction at something! You have to somehow become different, but in a relevant important sort of way. It has to be a way important enough to generate business. Something special, unique, one of a kind, dramatically different. Something that distinguishes you from everyone else. For instance, if there are 23 different contact lens manufacturers, why should anyone buy from you?
They want something novel, unusual, and exciting to the senses. They want a revolutionary dramatic difference. They notice the bold Wow! That difference, however, needs first and foremost to be relevant to their wants and needs. Your difference has to be relevant, but unexpected. Your specialness has to be something a prospective audience wants.
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You have to search for your monopolistic perfection, your exceptional distinguishment, your principal reason for being set apart, your noteworthy or uncommon excellence,. That might be your promise, or what you package with it. You have to create the perception of being unique and different. Without the perception of uniqueness it will be very hard to avoid commodity pricing pressures.
Telling someone to become unique is therefore at times easier said than done, but it can be done. The easier situation is actually working with a product or service that is truly unique. However, that time, energy or money commitment is actually a competitive advantage because if you can develop something quickly, your competitors can usually copy it quickly, too. That time is usually translated into somehow making your business unique, so you might turn that end results of that extra effort into the story of your uniqueness.
Unfortunately, creating dramatic differences in products or services also usually causes internal chaos for companies because employees typically balk at new ideas.
How To Write A Million Dollar USP
Change scars the hell out of these people but the problem is, to go forward you always have to be trying new things. For instance, many years ago I was hired as the head of research for a cutting-edge Wall Street investment firm, and several years into the position I was shown the executive memo the partners passed around recommending my hire. Revolutionary ideas go against history. They go against the comfort zone of the status quo, so engineering a dramatic difference in your business requires lots of courage and lots of effort to go against opposition.
You have to go for it. The bright side to this is that really new things that cause a disruption in the marketplace are usually ignored by your competitors for awhile. Your competitors will tend to initially ignore any unique innovation you make as irrelevant to their well being. The best business model or the most defensible business is always a monopoly since it cannot be easily duplicated by others.
Monopolies are the very definition of being unique because a monopoly means only one. Monopolies thereby avoid commodity pricing pressures because people cannot get the product or service from anyone lese. A special point of difference — a uniqueness -- is what separates a commodity from a monopoly, so search for your points of difference and bring them to the center of your USP to create some sort of monopoly. Maybe that searched for difference is your guarantee.
Maybe you can bundle all sorts of products together into one package and price no one can beat. Whatever it is, think monopoly and bring your unique beneficial differences to the forefront of your USP. Of course an even better strategy, when you have absolutely no unique features or benefits, is to go back to the drawing board until you can come up with something that is unique and special. Go back to review and restructure your business model until you can find something that truly adds value.
If you cannot do this, you still have the option of preemptive marketing. Claiming something first is called the marketing strategy of going after a preemptive advantage. It works because the human mind likes to anchor itself on simple concepts, and being first for something is one of the easiest ways to be remembered. Try not to create a USP based on the lowest price, however, because someone with a yet lower price always comes along in time, and low-priced businesses face the constant difficulty or challenge of selling very large volumes to stay profitable.
Can you always do that for sure? Plenty of discount stores have gone bankrupt over time. Unless you are really large and have incredible volume, price is rarely a secure idea for establishing differentiation between you and a competitor. Only one firm can compete in the category of offering the lowest price. Anyway, the point is to come up with something unique without exaggerating minor differences that are irrelevant to customers. Uniqueness is the name of the game. Uniqueness is what separates you from your competitors.
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Uniqueness adds to your chances of success. Robert Cooper has found that offering a dramatic difference to the market is more important to your success than having a large or growing market itself!
If there is nothing truly unique about your offering, there are two options available. You can go back to the drawing board to try to create something dramatically different or simply use the strategy of preemptive marketing. This is a situation which occurs in most advertising problems. The product is not unique. It embodies no great advantages. Perhaps countless people can make similar products. But tell the pains you take to excel. Tell factors and features which others deem too commonplace to claim. Your product will come to typify those excellencies. If others claim them afterward, it will only serve to advertise you.
There are few advertised products which cannot be imitated. Few who dominate a field have any exclusive advantage. They were simply the first to tell certain convincing facts. Claude Hopkins actually used this strategy for Schlitz beer. Years ago, Hopkins was called in to help Schlitz beer increase its market-share.
Hopkins took on his assignment and visited the Schlitz manufacturing plant where he was shown the complete manufacturing process. This production process was no different than that used by the other beer manufacturers. For instance, rooms were filled with filtered air so that the beer could be cooled without impurities.
Filters took out all the impurities. Not a single competitor touted the same processes because no one wanted to look like a copycat. As a result of educating his market in this way, Schlitz beer rose from a position of fifth place to a tie for first place in market-share. If you want to find out more, visit www. Through its preemptive USP, Folgers has captured the idea of fresh, natural coffee growing in exotic mountain locations. Remember that a USP promises benefits rather than features. The final example I wish to bring up involves Ajax cleanser.
Ajax executives were examining every aspect of the cleanser to see if they could come up with something special by which they could differentiate it from competing products. Ajax won the day — a market share -- not by being unique, but just by describing itself in a unique way. There are two other related strategies you might use to establish a preemptive advantage for yourself where there is no clear differentiating factor.
First, just give yourself a unique name. It might be a name for your business, your product or even a trademark. The name, just by itself, might have even positive connotations to bring the sales to you. Second, in a sales situation where you are competing against a competitor who may even be offering a lower price, simply add yourself to the deal.
If there are any problems, you get my personal experience and attention, which no one else can offer. Your uniqueness is one of the key factors that impresses customers and it plays a big role in helping you to come up with effective advertising. Uniqueness enables you to devise a sensible advertising strategy of what, when, where and how to advertise. Your uniqueness helps you position yourself in the marketplace. To claim the most advantageous sort of positioning, you have to present yourself as being dramatically different from everyone else.
Advertisers will tell you that large consumer brands will live and then die as their differentiation declines, so your USP must tell why your business, product or service is special. To create or innovate true dramatic differences usually causes troubles for companies because those difference are typically revolutionary. They are bigger packages, service innovations, or features no one can copy. If you are just starting out, this point is something to consider. Ask anybody about night time cold relief and the first word that pops out of their mouth will usually be Nyquil. Go ahead, try it!
In toothpastes, Crest fights cavities while other toothpastes provide whiter teeth, fresher breath, provide plaque control or fight gum disease. The unique claims for toothpastes go on and on. Some aspirins are faster working, others easy on your stomach, others are the ones doctors recommend most. Be careful when you use the repositioning your competition strategy, however, for it may backfire in your face. In the real world, salesmen know to speak highly of their competition or say nothing at all.
They simply try to keep besting themselves. Repositioning your competition, positioning yourself against a competitor or category ex. At Avis we try harder , offering better value better warranty, price, convenient locations, etc. Frankly, most shampoos do the very same thing, but to market them, each shampoo manufacturer champions a different sort of USP to capture a different segment of the total shampoo market.
Each USP tries to appeal to a different segment of the market for its sales, and does this through unique claims that differentiate itself from other shampoos. Can you craft a USP like that which dramatically differentiates you from the crowd, even if everyone is basically doing the same thing? Do you offer a value ratio of what your customers can get to what they pay that can produce spontaneous excitement and ignite a sales frenzy?
Remember that customers always like to think they are getting a good deal, so your asking price for your product or service should always lie in direct proportion to the value you are perceived as giving. Let me stand aside and tell you that the amount of money you earn will always lie in direct proportion to the value you offer your customer. To increase your income you should therefore find a way to offer superior service and deliver more value. Here are some of the things you might play around with that can serve as your unique differentiating factor for your USP.
This master list is priceless. Go through this master list and brainstorm ideas to try to come up with some sort of business differentiation that separates you from your competitors: Is yours the longest or best? Guarantees are probably the most powerful USPs possible. Are you the preferred provider of choice for a particular group of any type?
How can you parameterize it? Are you closest to the customer in terms of customer intimacy? Do you give personal attention? Are you flexible and do you respond immediately? Free shipping is a powerful incentive. Do you offer anything for free? Free is one of the most powerful USPs. For large ticket items, some marketers say this is the second most powerful USP. Are you proactive about it or passive letting them call you? All your copy should list testimonials. The most proof, evidence or highest credibility factor? A personal history with the client is a unique advantage.
In other words, can you help customers with their business in other ways, such as by referring people to them once they become your client? Do you offer the best operational excellence? This is the best way to establish a reputation. I n Differentiate or Die , Jack Trout and Steve Rifkin surveyed the field and stated there were several types of extremely effective differentiating ideas for unique selling propositions that worked effectively in building businesses or brands.
The Trout and Rifkin master differentiating ideas are: Being first or number one at something 2. Focusing on a particular market specialty; market specialization 3. Showing an impressive company history or heritage 5. Showing that your product or service is the preferred solution for special groups the preference of particular consumer groups 6. Demonstrating product leadership; product or service innovation 7. The two authors, as differentiation experts, even explained five ways you could create a USP to differentiate commodities. Think of Chiquita bananas as an example or Sunkist oranges.
They wrote, Even the world of meats and produce has found ways to differentiate itself and thus create that unique selling proposition. Their successful strategies can be summed up in five ways: Identify -- Ordinary bananas became better bananas by adding a small Chiquita label to the fruit. Dole did the same for pineapple with the Dole label, as did the lettuce people by putting each head into a clear Foxy lettuce package.
Of course, you then have to communicate why people should look at these labels. Personify -- The Green Giant character became the difference in a family of vegetables in many forms. Frank Perdue became the tough man behind the tender chicken. Create a new Generic -- The cantaloupe people wanted to differentiate a special, big cantaloupe. But rather than call them just plain "big," they introduced a new category called Crenshaw melons.
Tyson wanted to sell miniature chickens, which doesn't sound very appetizing. So they introduced Cornish game hens. Change the name -- Sometimes your original name doesn't sound like it would be something you would want to put in your mouth. Like a Chinese gooseberry. By changing it to kiwifruit, the world suddenly had a new favorite fruit it wanted to put in its mouth. Reposition the category -- Pork was just pig for many years.
All that did was conjure up mental pictures of little animals wallowing in the mud. Then they jumped on the chicken bandwagon and became, "the other white meat. Where there's a will, there's a way to differentiate. Fill in the blanks after each of these verbs, or something else which may be more appropriate in telling you what your product or services does, and then turn those features into benefits. Those will be your USP possibilities: They are overused words. They are not unique, ownable or defensible. Make your USP measurable. In summary, consumers make decisions between multiple options based on differences You have to give them a reason to choose you over the other alternatives available, including the alternative of doing nothing at all, by telling how you are different than your competitors.
Just giving your customers more than they need or expect is a way to differentiate yourself from your competitors. The same goes for offering a guarantee. Service above and beyond all that is expected is a powerful USP, just as is offering premiums and bonuses above what everyone else offers, too. To make a purchasing decision, consumers want cues that your products or services are the ones best meeting their needs. They are looking for what you do differently than all your competitors. That difference can translate into customer excitement if it hits the right emotional hot button.
That difference can even translate into purpose and meaning for your company and its employees. To have the biggest impact, there are two things to remember: Think about elevators for the moment. Open up the Yellow Pages and see how many service providers compete in the same category without differentiating themselves from one another.
Because these competitors are the same, business is tough for everyone. Remember, if you are the same as your competitor then one of you is irrelevant. If you are indistinguishable from everyone else, your ordinariness will make you invisible in the marketplace. If everyone is going after the same thing, each company will block one another leading to the demise of most of the pack. A lowest price USP can always be undermined, and is subject to attack by a well capitalized competitor.
Only the characteristic of uniqueness avoids commodity pricing pressure. Copywriter Bob Bly recently called my attention to a pump manufacturer named Blackmer which recognized that its pumps were not very different than those made by competitors. To differentiate itself, it took the gutsy step of calling attention to this fact to gain credibility for its subsequent claims, and then inserted a differentiator into its advertising copy.
The Blackmer pump ad, written by Jim Alexander, went as follows: In many applications, Blackmer performs no better nor worse than any pumps, and so we are not a particularly advantageous choice. But for certain applications, viscous fluids, fluids containing abrasives, slurries, and a few other situations Blackmer was proven to outperform all other pumps, and were the logical brand of choice. When pharmaceutical manufacturer Merck was trying to promote its calcium channel blocker into the market, there were already thirteen other competitors in the market.
They prefer the status quo. They want simple ideas and simple differentiations. Stating your difference makes a difference! You want your USP to position you, your product, your service, or your business as a specialist who excels at doing something better, faster, safer, more inexpensive or whatever … than everyone else.
You want to make your USP telegraph a claim that you are unique and dramatically different, and that no one else does what you do or does it like you. That unique difference you come up with is a way to claim your monopoly position in the marketplace by making it harder for competitors to compete. Just try to appeal to the people you want as customers, which are the right type of people for your product, service or business. Advertising gurus will often tell you that a big mistake in advertising is trying to appeal to everyone.
That sort of approach will waste your marketing dollars. Target marketing is the name of the game. You want to go to that market, tell them what you stand for and do best, and then utterly dominate it. Keeping to your niche will underscore your intentionality of purpose and solidify your market image.
Customers will then know what to expect from you and how to distinguish you from competitors. The profit might be made in the discount niche or in the premium branding, but you have to choose which to follow. You must know which market segment is your perfect prospect and craft your USP accordingly. As books like The Profit Zone and Profit Patterns have pointed out, profit usually migrates to business model extremes over time as customers start polarizing and focusing on the extremes of price, service, and benefit companies can offer.
Since you cannot afford to try to market to everybody, the best strategy is to get focused and you get focused by deciding who you are going to pursue and what you are going to promise them. You have to make the offer simple, pleasant appealing and understandable. Pitching your USP to a focused niche is the quickest way to become an established player in a market.
Customers, Ries said, want brands product images that are narrow in scope and are distinguishable by a few words, the shorter the better. Other pizza companies promise discounts while others promise the freshest ingredients or thickest crust. Everyone has claimed a different little corner of the pizza arena. Everyone is making a claim to appeal to a certain niche desire. People discard those claims in an instant. They are the first ones they pass over.
Everyone promises good service! Therefore, no one differentiates themselves on taste. To differentiate itself from all the other pizza competitors, each company chooses to appeal to a specific niche market. Abandon all initial hopes of world domination. The first step is to focus. You must calmly consider all sorts of factors and then decide upon a specific focus for your company and pursue it. That niche focus needs to be reflected in your USP.
One of the best forms of differential advantage is to position yourself as a specialist for a niche group of customers -- a certain market segment that is actually in search of special services or benefits catered to them. Your USP should target those folks rather than everyone. Take the motorcycle industry. You could easily segment the motorcycle market into all sorts of micro-segments such as Harley Davidsons, Japanese or European custom bikes, street racers, rough terrain bikes, commuter bikes and so on.
Even Coca Cola has started to niche market Coke! You can try to sell to one particular segment of the market with a new product, or you can develop a slightly different USP for each market segment using the same product or service but just presenting it in a slightly different fashion.
Their USP is targeted at speedy delivery -- the customer who wants their package there tomorrow. By narrowing your focus, you develop a niche and decrease your competition! People with focused interests are the prospects you can readily turn into repeat buyers. For instance I know of a chiropractor who was a sports addict and athlete himself, so his office furnishings, decor and marketing pieces were all about athletes.
There were signed pictures of sports legends on the wall, photographs of trophies, helmets and sports equipment hanging here and there as decorations. This chiropractor built up a very successful practice not necessarily by creating the image and perception that he knew what athletes went through and could treat them better than other chiropractors. He picked out a market niche and specialized in treating athletes. If you do, your message will become too broad and diluted. Rather, tailor your USP to a particular market that can power your business forward. You cannot stand for something if you chase after everything, so narrow your focus.
Laserlike focus gives you the ability to eventually dominate a marketplace. One of the major principles of competitive strategy is that niche marketing, because of a narrow focus, allows you to get yourself established in the marketplace. You simply promise and deliver on better benefits. Those are the benefits of a focused USP. To dominate a market, the first task is always to initially get into the game by firmly establishing yourself and developing a loyal customer base.
Finding an economical USP that will support you, and then focusing on satisfying the needs of that group of customers, is a way to play the game. The benefit of using a USP is that it naturally forces you to focus and give up something so that you are not all things to all people.
People want to hear that you are a specialist and their particular problem will be solved. They want their fears, worries and troubles solved and hearing that you can do so is the benefit they want to get from you. So you must craft the best possible USP that is in tune with your core concepts, the marketplace, that has room for profits and growth, but which uniquely separates you from others because it positions you as being the exemplification of some specialty.
Naturally you can still service everyone, but if you want top- of-the-mind awareness and secure customer mind-share, your best bet is to become focused. When you advertise a dramatic difference, it must be important enough to a customer to move them. Things that matter, things that will cause them to buy. As Roger Fisher explained in the famous negotiating primer, Getting to Yes , the key to successful negotiation is knowing what is important to the other party.
What you advertise as your point of difference that separates you from competitors must therefore be something unique but deeply relevant to your customer. Something important, something that matters, something big enough that will cause them to buy. Offer a fit between what you are selling and what they want and you will always be catering to market demand. You can make a difference in the lives of others based on the degree of rapport you develop with them, so focus on issues important to customers in order to make sure you connect for the sale.
Your USP should be as long as it needs to be to strike home, and yet simple and concise enough to prompt action. The USP is like a good tagline or book title in that it is usually one or two or three sentences, but those one, two or three sentences tell everything the consumer needs to know. Of course, not all USPs are just one or two sentences. As a general rule, brevity is always best because people like to simplify things. They have short attention spans, want simple decisions and more readily believe in simple messages than complicated ones. Those are the most powerful types of USPs to craft for your business.
Marketers will readily tell you that even one word can make a big difference in your sales, so craft your short USP carefully. A single word can make all the difference so look for powerful pulls in your phrasing. So the phrasing you use for your USP can have a powerful impact on sales. This is the realm where beauty, art and psychology all intersect. Perhaps your USP should include action words that are motivating and compelling.
Alliteration, which is the repetition of a sound in two or more words of a phrase ex. Coca Cola, biggest bookstore , is also powerful as well. All they did was change the name of their product. The most successful infomercial of all time was for the NordicTrac, which sold , units in the first month alone. The words you use do matter, so when you record those super effective words and turn them into sales talks that the other members of the sales force must memorize and use, sales often go through the roof.
To find the words that work best with certain types of occupations, go to my website www. Different words mean different things to different people, so your success is all in how you say it. Work on your phrasing to polish you message The more you can reduce a USP to its simplicity, and embellish it with emotion, the more motivating and compelling it will be for sales. It eliminates those fears. It provides a solution to those emotional issues. In a USP you have to be direct, clear and overt with your claims.
That will make your USP highly communicable and easy to remember. Twenty to thirty seconds is even better. Fix that situation immediately! School everyone in your USP. If the employees of your business cannot quickly recite your USP, start educating them on it. Make sure everyone is fluent with what you stand for and your big promises. Make sure everyone can articulate the pains and troubles you go into to create a memorable customer experience, and make sure employees start telling your customers.
Make their income dependent on it. If the members of your staff are not willing to get in line with your USP, then replace them. Listening to them talk, you should be hearing a natural continuation of your marketing and advertising message. If not, you have to train them but if afterwards your message and their words still remain in separate realms, get rid of them.
You see, your USP is the very heart of your business and the nucleus around which you will achieve wealth and success. It is the source not only of your initial business but your repeat business and ultimate business success. Drill, drill, drill your staff on your USP — whatever your business stands for — and make sure your firm is organized to deliver on those promises.
Figure out how each member of your staff is going to project your USP into the world. Your company must also do whatever it takes to adhere to and deliver your USP promise, and your staff should know that their jobs are on the line based on how well they fulfill that USP. Customers can smell fakery a mile away. You want to create a highly communicable selling proposition that everyone can understand and repeat without effort.
Find it, say it well and say it constantly is the rule. Decide what you want to promise in your USP, say it convincingly with proof, and then say it over and over and over again in all sorts of mediums. The first step, of course, is deciding what to say and trying different ways of saying it until you discover what and how to say the right thing that strikes the hot buttons in the minds of the consumers.
With that in mind, polish your USP until you can deliver it clearly within a minute. Polish it until you can tell it to someone and the next day they can repeat it back to you. If you can do that and have an attractive enough proposition, then you might even be able to take that message and go national.
All things considered, you want a USP short and simple, clear, concise, memorable and easy to communicate. Whether your message is clear or not can be the difference between having lunch and being lunch. Maximum communicability means keeping your USP simple — but as long as it needs to be to get your message across. Nevertheless, simple is best, brevity is tops.
Interesting or exciting, a USP must possess enough Oomph! It has to speak to the intended audience and grab its attention. To break through the marketing clutter out there, your USP should be as bold and assertive as possible. First, however, you must come up with the substance of your USP. The best ways for your USP to attract attention are to make it exciting, give it some shock value, or have it tap into emotional connections.
In the field of copywriting, there are all sorts of tricks you can use to help craft a sentence or two that will attract attention. Your USP is like a headline for your business and the purpose of headlines are to capture the attention of your target audience. The purpose of a headline is to get you started on reading an ad just as the purpose of a USP is to get a customer to initially come to you. But to generate that interest, you have the task of attracting sufficient attention. Repetition, repetition, repetition is one way to attract that attention. Bold promises in your USP are another way to excite interest and attract attention.
Dramatic differences are also another way to make heads turn. Just keep promoting it. Tell your customers why you adopted it. Explain to them why it puts you on their side. Educate them as to its importance. Above all else use repetition, repetition, repetition to get your message across. Even after a customer has purchased from you, send them a follow-up letter or telephone call to reassure them and eliminate any sort of post purchase reluctance. It shows you are willing to render service and that sort of effort in the details will be passed word of mouth from potential customer to customer.
You have to provide customers with a real reason to believe any of your claims. People readily dismiss incredulous claims because advertising is filled with them. Your toughest task will be to instill some sort of believability factor into the big bold promises that make up your USP but remember that the bigger your promises are, the more proof you will need to back them up! Proof —and lots of it -- is essential because people are always looking for reasons to support the why-to-buy message. Researchers have actually done studies on the benefits promised in USPs and found that the more you promise, the less likely your chances of being believed.
This especially holds for web marketing. In a study by Applied Research and Consulting, internet users were polled by phone about online brands and online purchasing. Five factors were extremely important to surfers: Did you notice that two of those factors had to do with credibility? Buyers are nervous and apprehensive. They are always worried about being cheated or ripped off. They want assurance that your products and services will live up to your promised specifications.
To sell, you have to impregnate your USP with natural believability.
How To Write A Million Dollar Usp
Who would doubt a guarantee made on national TV? Successful companies are the ones people trust. Are there any proven ways to get customers to believe that you will deliver on the promises you make in your USP? Are there any secrets we can reveal on this matter? In fact there are all sorts of strategies that top copywriters and marketing strategists have developed for establishing the trustworthiness, credibility and believability of a USP.
The field of direct marketing has developed dozens of ways to establish your credibility in a sales letter, so we will borrow from this field. You want to prove that what you have, beyond the shadow of a doubt, is a honest, effective, cost worthy solution to their problem but you need evidence. What evidence do you give them?
Let me tell you something … changing beliefs is an uphill battle that might not be worth your efforts. Facts and logic cannot banish beliefs and the only way to change a belief is usually to use other beliefs to unseed the first one. So changing beliefs may be an uphill battle and there are always certain customers you may not be able to sell. As to providing proof for those who are not locked into certain beliefs, citing specific facts and figures statistics in your ads is probably one of the easiest ways to gain credibility for your USP.
As Claude Hopkins once wrote, When we make specific and definite claims, when we state actual figures or facts, we indicate weighed and measured expressions. We are telling either a truth or a lie. People do not expect big concerns to lie. They know that we cannot lie in the best mediums. So we get full credit for those claims. In My Life in Advertising, he also wrote, Claims are always discounted. Many make like claims. But say that you sell at 3 per cent net profit, and most people believe you.
They do not expect you to lie in regard to definite figures. Using numbers, facts and statistics in your USP is therefore one of the best ways to gain credibility. Make your USP measurable whenever you can. How about this for a USP? In fact, educating your prospect on your USP in total is telling them the reason they should buy from you rather than someone else.
Doug Hall, in Jump Start Your Business Brain , wrote that giving customers a real reason to believe you would double your ability to close a sale. Anytime you can prove something is the best form of credibility of all. So you must think of how you can prove what you are saying through copies of documents, customer lists, endorsements or whatever.
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Doug Hall, in Jump Start Your Business Brain , studied various ways by which companies tried to prove the credibility of their marketing claims and found that simple, honest truth was the strongest claim of all. When you can explain what, how, when or why in a simple, clear, honest manner, people will tend to believe you. But if you try to use sales hype and go-go sentences, the warning flags go up and credibility drops out the window. The famous retailer, L.
From kayaks to slippers, fly rods to sweaters, everything sold at L. Bean is backed by the following guarantee that was started in Return anything purchased from us at any time if it proves otherwise. We do not want you to have anything from L. Bean that is not completely satisfactory. With nothing to worry about, L. Bean has totally eliminated any purchase reluctance. If you want the strongest possible credibility which will increase your sales in a dramatic fashion, the best thing you can do is offer some type of money-back or performance guarantee. Brainstorm with your team on what type of guarantee you can offer, put it in print, and advertise it everywhere to start gobbling up market share like there was no tomorrow.
The next most powerful means to establish credibility for advertising claims is any type of personal demonstration for how the product or service works a sample, demonstration or some type of personal sensory experience. Only by showing the juicer in action can people gain an appreciation for its capabilities. Plain and simple, testimonials sell! Use them on your websites, in your sales literature, everywhere. Get as many as possible and load up your website or sales literature with as many possible testimonials as possible.
Strategically place them at certain places in your copy, and work them into your text. Even when you are holding a sale, customers have a tendency to shy away from biting unless you give them a reason why you are now discounting your materials and holding a sale. As a test, she conspired with a university librarian to shut down all the library photocopy machines except for one, and then asked volunteers to try to cut in line to use that remaining photocopy machine.
Whenever the person wanted to cut in line they had to phrase their request in one of three different ways. Adding a simple reason why had increased the positive response! The psychological principle they discovered is that a request plus a reason always results in a greater response. Establishing credibility for your USP or business is, in general, a challenge every marketer faces, but credibility is your most prized resource. Never destroy it, but always try to keep your customers satisfied. Examine every aspect of your business, your marketing, your offer, your persona.
Hopefully you now have enough new ideas for how you can generate credibility in a very effective manner not only in your USP, but inside your advertising copy and in the running of your business. Establish a plan to create trustworthiness in your business and I guarantee it will win you more customers. You have your prospect, through your copy or sales talk or whatever, imagine performing the behavior you need them to perform and experiencing it in some way.
Then your sales will increase. When people imagine something, the brain cannot differentiate between a re al experience or an imaginary experience. Buy, buy, buy is the purpose of your USP … or should we say sell, sell, sell. A USP has to be persuasive. Making a USP more attractive is about the only way to make it compelling whereas in copywriting there are all sorts of methods to create a sense of urgency that motivates people to buy. Procrastination kills desire, so copywriters create scarcity with limited orders or order deadlines to compel people to take action NOW.
What you should focus on in your USP is making sure it offers an important, compelling reason for people to buy from you rather than anyone else. To do that, you must seed the thought that you are not out there to sell to the customer, but are dedicated to solving their problems. All your advertising has to be geared to making the prospect want to buy from you. Do you want masterpieces? Or do you want to see the goddamned sales curve stop moving down and start moving up?
Oh, I love the ring of that sentence! And that phrase you put in there moved me! These guys were very pragmatic. They wanted USPs that touched hot spots and got customers to buy. They just wanted USPs and advertising copy that worked. Beautiful grammar or aesthetics have nothing to do with a compelling, sales generating USP. You simply want it to suck in sales like a vacuum cleaner. The better it does that, the prettier it is. Tap into the emotions of satisfying a customer desire or relieving a customer pain and you have a pretty compelling, motivating USP.
Pain is usually superior to pleasure as a form of motivation because our need to survive and feel safe rule over all other needs. There are all sorts of powerful emotions or psychological influencers and triggers you can play with for your USP, and whether you tap into fear, pleasure, pain or greed, tapping into satisfying emotions is one powerful way to create a motivating message. Your USP unique selling proposition should penetrate into your business design and business model so that all facets of your business present a picture of image coherence with your USP. Your USP offers customers a reason to buy, but that UMP confluence of many different factors that creates an overall perception of your business reflects the very essence of your company.
That coordination is how you further establish your credibility and believability. People craft a USP and then sit back thinking it will do wonders for them without fixing those things which are out of place and create doubts. Customers run through that same set of thought processes whenever they hear your USP and happen to see some other aspect of your business.
They start mentally inspecting it and comparing things to see if anything is out of kilter. What did I do? Your packaging can play a great role in demonstrating the truth of your USP. It can be an advertisement itself. Over time, you want to become the very embodiment of that USP. You want to be branded by that UPS. You want to establish a reputation! Striving to deliver upon your USP in even greater degrees of excellence will not only establish your business reputation, but it will put pressure on you to elevate yourself and innovate greater degrees of efficiency and customer service.
Wow is that a benefit to the customers that will help you win even more market-share! Nothing stays constant in the world, and other business competitors will eventually catch up to you in time — especially when money is a motivator -unless you are constantly engaged in product and process improvements. So putting pressure on yourself to you continually deliver to your clients higher degrees of service is a wonderful way to help you maintain a competitive advantage. Crafting your USP is the first step for coming to be known for something.
The next step is to become the full embodiment of delivering on that USP. The USP can even become the basis of your corporate mission. It can be the exhibition of your soul of service. Working on developing your USP will help you crystallize your own vision of what you want to do. It supplies you with the rudder for your ship of business. Most businesses are actually too busy to think about how they want to grow and what they want to stand for, but the task of working on crafting a USP gives you the opportunity to consider this weighty issue, and it will certainly define your future.
Without these things, a business is like a rudderless ship, for as Proverbs That USP provided identity for the firm, a rallying point around which to design its business processes if FedEx wanted to make good on its service promise. The better FedEx started to do its job of overnight delivery, the more readily the public started to believe in and trust its USP promises of reliable overnight service, and the more market-share it started to claim.
Magazines will start writing articles about you, just as they did about Federal Express, when you start to perform on a big service benefit just as you advertise. First, find a USP that matters and can support your business for years. Even the packaging of your product can be changed to reinforce the idea of your USP. Make frequent promotions to your customers based on your USP. For instance, if your USP is service based, offer customers some free assistance or service not usually offered. Go overboard in delivering even more than your USP promised. At the same time, design your business or execute business improvements around your new USP so that you gradually deliver on your promise by ever increasing levels of excellence and perfection.
That will create an even bigger gap between you and your competitors and further increase your competitive advantage. It has to be big enough to support and power your business for several years. Can your customers understand your proposed USP? Does it make sense to them and is it relevant? Is it something that will have customers fighting to get through your door and make the cash register ring? We have captured the pains as well as the joys of true budding marketing consultants. You'll hear support, guidance and advice from Richard and other more experienced marketing consultants.
The path to becoming a successful HMA Consultant is not always easy, but with the support and encouragement from these calls, you'll have the support you need to make it a worthwhile journey. These calls are a great and interactive way to learn. Questions or problems, 24 Hour help when you need it. Alex Whiting a highly successful marketing consultant kept coming across my Website, www. If you have listened to the Alex Whiting Interview you'll know that what he did is possible for you too.
In this call, Richard and I discuss group training and how you can focus your consulting practice on this opportunity. This recording is only about 15 minutes. As an HMA Consultant, you probably have some of the same questions and issues as were posed in this audio. In it, we go over ways to jump-start your business. We also talk with Dave Flannery and look at what is appearing to be one of the most exciting business plans for HMA Consulting. Whether you're a new HMA Consultant or an existing one, this conference call has something for everyone.
You'll hear Richard, four HMA Consultants, and me field some pretty tough questions about consulting. Have you ever considered owning your own consulting business? In this interview, I talk with Sam Bowman, a successful marketing consultant from Nashville, Tennessee, who was trained in a sales and marketing system that is almost identical to the Hidden Marketing Assets HMA system.
Based upon his experience with real face-to face selling and all the planning that goes with it, Sam explains what it takes to be successful as a marketing consultant. When you get a group of experts together, ideas just naturally start flowing. And that's the best way to describe this conference call.
In this hour-long audio, you'll hear a wide range of topics that really help to give perspective on the whole HMA process. Writing compelling USPs is essential. Because it separates your client from his competitors, the USP will serve as the foundation for all areas of your client's business -- from the way the phone is answered to the advertising that's sent out.
So this audio is dedicated to mastering USPs. It's hard for consultants to tell clients to leverage their assets if they're not even leveraging their own. That's why in part one of this conference call Richard talks about ways to do just that. He also talks about how looking at those assets can help you determine how to run with your career — and how to know in what direction.
With 17 clients and a long waiting list, Dave Flannery is one of the best. And while most HMA consultants only dream about such success, Rob Hentschel went one step further -- he asked if he could grill Dave on every last detail of every last accomplishment. Well, it never hurts to ask because Dave's response was, "Bring it on.
- Witches, Stitches & Bitches: A Collection of Dark Urban Fantasy Stories (A Three Little Words Anthology Book 1).
- Protected: How to Develop a Compelling USP!
- Performance Dog Nutrition - Optimize Performance With Nutrition;
- MODERN YOUTH: A Vision of the Future [?];
- How to Create Your Million Dollar USP - User - PDF Free Download.
With the exception of Dave Flannery, probably every HMA consultant could use a few more clients — especially if you're just starting out.