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What Motivates People: The Beckwith 40
Beginning in the sixth grade at Nehalem Upper Elementary,
when I read Vance Packard's The Hidden Persuaders three times, I have spent 45 years trying to
understand what motivates people --particularly why they choose one product rather than another
seemingly identical one.
I have arrived at some firm conclusions -- including, as you will see, a reservation about firm conclusions.
These are the Beckwith 40:
Your biggest competitor is not a competitor; it's your prospect's indifference.
Your second-biggest competitor is not a competitor; it's your prospect's distrust.
Your biggest obstacle is whatever stereotype your prospect has formed about you and your industry.
Prospects decide in the first five seconds.
Prospects don't try to make the best choice. They try to make the most comfortable choice.
At heart, every prospect is risk-averse, and risks are always more vivid than rewards.
Beware of what you think you know or have experienced; memories fail people constantly.
For the same reason, beware of what others say they know or have experienced.
Certainty is a trick your mind plays on you; keep yours open.
If everyone likes your idea, it's not an idea. Good ideas always make enemies.
Don't create something that everyone likes; create something that many people love.
Research never shows anything; it only suggests.
Never take seriously what people say they think, because people are never sure. Trust only action.
The more similar two things appear, the more important their tiny differences. Accentuate the trivial.
Your most valuable salesperson is the person who answers your phones.
You must improve constantly, because people's expectations rise constantly.
Whatever you are doing, do it faster. Speed always sells.
People don't care how good you are. They care how good you can make them.
The best companies don't make the fewest mistakes; they make the best corrections.
You cannot convince someone you have a superior product at a low price. Make up your mind.
We call them "premium prices" because a higher price represents insurance that your product will perform.
"Value" is not a compelling message or tenable marketing position, because every product that survives in a market has demonstrated it gives value for the price it commands.
Despite all the warnings, all people judge books by their covers.
People hear what they see; you must communicate visually.
The more complex our society becomes, the more valuable your brand becomes.
When in doubt -- which is almost always -- people choose what feels familiar.
Brands do not just attract buyers; they improve customers' satisfaction. Brands have placebo effects.
No intelligent person should be influenced by advertising, but every intelligent person is.
Simplify everything: your name, your message, your design. Strip away everything until only the essence remains.
If it takes 50 words to make your pitch, I will buy from the person who can do it in 20.
Communicate one important message and people will think three good things about you; communicate three messages and they will think nothing.
People don't learn from descriptions. They learn from stories.
If you prove it, you don't have to say it. If you don't prove it, saying it is a waste of everyone's time.
There is no such thing as "best."
Ordinary names, ordinary words, and ordinary images warn us that you must be ordinary, too.
Lincoln didn't have slides at Gettysburg.
Never criticize your competitors.
The fastest way to improve your communications is to cut them in half.
The second-fastest way is to try to eliminate every adjective.
The ultimate test of a communication: Does it make people stop what they are doing?
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Branding with Color
I plan an extensive article on the use of color in next month's issue. In advance,
every marketer (or aspiring one) will benefit from two books: Color Image Scale by
Shigenobu Kobayashi (Kodansha International: 1990) and The Perfect Color Harmony by
Tina Sutton and Bride Whelan (Rockport Publishers: 2004). Both are available in the
Design section at better bookstores.
These books help you understand the messages that particular color and color combinations
deliver, and help you develop color palettes that say what you want to say. They save
us and our clients days of work every month, not least of all by eliminating so much of the
subjectivity that otherwise stalls these decisions.
The Lighter Side
Even in an exceptional year for movies (Ratatouille and The Lookout head our favorites list),
The King of Kong: A Fistful of Quarters stands out. An incomparably rich cast : The Villain,
The Innocent, The Manipulator, The Egoist, The Traitor -- and they're all real people.
This month's favorite road sign, this one near the Denver Airport: "Correctional Facility. Do Not Pick Up Hitchhikers."
People Decide, Then Think
People rarely make decisions as a product of long deliberation. They may take weeks to announce a
decision but often make the decision in minutes, even seconds.
People do not gather data to make a decision;
they gather it to justify their decision. They are not accumulating understanding; they are seeking comfort
and support.
Most decisions are made, then justified, rather than the other way around.
One obvious implication:
"First impressions are lasting" understates the actual case. The first impression, with startling frequency, is also
the final decision.
The first thing to plan for is your first impression.
[Excerpted from You, Inc.: The Art of Selling Yourself by Harry Beckwith and Christine Clifford Beckwith (Warner Business Books, 2007)]
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Harry Beckwith is the best-selling author of Selling
the Invisible, which has been named one of the top
ten business books of all time, with over 675,000
copies sold in 14 translations. He is also author of
The Invisible Touch and What Clients Love, which
have sold over 275,000 copies in 13 translations.
He has been a keynote speaker for 14 Fortune 200
annual sales meetings and the National Speakers' Association convention, and has |
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made presentations in Europe, South America and Asia. He is
cited regularly in national media including CNN,
The Wall Street Journal, Business Week, Entrepreneur,
Crain's New York Business and numerous
American, European and Asian newspapers.
A Phi Beta Kappa graduate of Stanford University,
Harry resides in Minneapolis with his wife Christine Clifford Beckwith. He is the father of six children. |
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