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It s not about what you want. It s about what your competitors will let you do.
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The basic concept of some products predicts their failure not because they don t work but because they don t make sense. Consider Mennen s vitamin E deodorant. That s right, you sprayed a vitamin under your arms. That doesn t make sense unless you want the healthiest, best-fed armpits in the nation. It quickly failed. Consider the Apple Newton. It was a fax, beeper, calendar keeper, and pen-based computer. Too complex. It s gone, and the much simpler iPhone is an enormous success. The best way to really enter minds that hate complexity and confusion is to oversimplify your message. Some of the most powerful programs are those that focus on a single word (Volvo: safety; BMW: driving). The lesson here is not to try to tell your entire story. Just focus on one powerful differentiating idea and drive it into your prospect s mind. That sudden hunch, that creative leap of the mind that sees in a flash how to solve a problem in a simple way, is something quite different from general intelligence. If there s any trick to finding that simple set
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of words, it s being ruthless about how you edit the story you want to tell. Anything that others could claim just as well as you can, eliminate. Anything that requires a complex analysis to prove, forget. Anything that doesn t fit with your customers perceptions, avoid.
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Pure logic is no guarantee of a winning argument. Minds tend to be both emotional and rational. Why do people buy what they buy Why do people act the way they do in the marketplace When you ask people why they made a particular purchase, the responses they give are often not very accurate or very useful. That may mean that they really do know, but they are reluctant to tell you the real reason. More often, however, they really don t know precisely what their own motives are. For when it comes to recall, minds tend to remember things that no longer exist. That s why recognition of a well-established brand often stays high over a long period, even if advertising support for that brand is dropped. In the mid-1980s, an awareness study was conducted on blenders. Consumers were asked to recall all the
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brand names they could. General Electric came out number two even though GE hadn t made a blender for 20 years.
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Buying What Others Buy
More often than not, people buy what they think they should have. They re sort of like sheep, following the flock. Do most people really need a four-wheel-drive vehicle (No.) If they do, why didn t these become popular years ago (They weren t fashionable.) The main reason for this kind of behavior is insecurity, a subject about which many scientists have written extensively. If you ve been around a long time, people trust you more and feel secure in their purchase of your product. This is why heritage is a good differentiator. Minds are insecure for many reasons. One reason is perceived risk in doing something as basic as making a purchase. Behavioral scientists say that there are five forms of perceived risk. 1. Monetary risk. (There s a chance that I could lose money on this.) 2. Functional risk. (Maybe it won t work, or maybe it won t do what it s supposed to do.)
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3. Physical risk. (It looks a little dangerous. I could get hurt.) 4. Social risk. (I wonder what my friends will think if I buy this.) 5. Psychological risk. (I might feel guilty or irresponsible if I buy this.) All this explains why people tend to love underdogs but buy from the perceived leaders. If everyone else is buying it, I should be buying it.
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