The Seven Pillars of Lead Gen

Businesses that depend on salespeople for lead generation cannot grow rapidly or steadily.

Salespeople aren't good at it. 

While slow, uncertain growth may be—in fact, is—just fine for most business owners, for the rest lead gen is the job of marketers.

I'm aghast at the number of marketers I encounter who don't grasp lead gen's fundamentals, perhaps because they've never had to do more for a business owner than "make us look pretty."

Those marketers need to master the seven pillars of lead gen, if they hope to avoid tomorrow's scrap heap of outmoded jobs.

The seven pillars are:

• Email. Of all the pillars, email has the best ROI; but it's overdone and threatened with extinction on many fronts. And many marketers have no clue how to write compelling emails, or leverage prospect lists.

• Events. Events are expensive, but unbeatable for generating leads and accelerating conversions. But many marketers don't grasp the importance of speaking at events, engaging attendees, or following up. They believe it's sufficient merely to show up.

• Telemarketing. Outbound telemarketing. although not cheap, has the highest response rate. But many marketers shun it, due to its unfortunate association with "boiler rooms."

• Direct mail. Out of favor for over a decade, postal mail is the Comeback Kid, because it delivers leads at high rates. But many marketers aren't even familiar with the basics.

• Content. Content is marketing, the secret sauce the generates leads—and SEO. But too many marketers lack the imagination and discipline to produce and publish quality content—whether written, recorded, or illustrated—at a regular pace. And too many don't know how to syndicate content.

• Advertising. With the targeting tools and niche websites available today, web ads have become solid sources of leads. But many marketers don't know what makes an ad click-worthy.

• PR. PR isn't dead, it's just different than it used to be. It's still storytelling par excellence and a powerful lead-gen tactic when used correctly.

Why Art Directors Should Never Overrule Copywriters

Adman Bill Bernbach is credited with first teaming art directors and copywriters. The idea spread rapidly across ad agencies everywhere, because it inspired terrific work.

Art director/copywriter teams produce solid work when the members are coequals. 

But when one or the other dominates, the work often fails.

I'll give you an example.

I recently submitted a direct mail package to an agency. The package is meant to convert military officers into association members.

With the account team's initial okay, I took the classic direct-mail marketer's approach: sell a bundle of tangible benefits that the research shows are the benefits most valued by the target audience.

In this case, the bundle included such benefits as free career consulting, free resume-writing, free financial planning, interest-free loans, and a monthly magazine full of expert advice about retirement planning, child-rearing, healthy living, vacation planning, and similar "lifestyle" topics. 

I wrote a four-page letter building up those benefits and "asking for the order."

After two drafts, the art director insisted we scrap the package and begin again.

His view was:

• You shouldn't tell stories. You should write short and just list every benefit the association offers in two pages. "Military officers are trained to take orders. Just order them to join the association," he said.
  
  
• You should sell lobbying. The whole reason to pay dues is to underwrite lobbying by the association, he said. "Military officers know more about lobbying than the people on Capitol Hill."
  
  
• You should downplay the magazine. "Nobody reads the magazine."

The new direct mail package he ordered up, I predict, will bomb. 

Big time.

The art director's copy direction discounts nearly everything I know about association marketing, association membership, direct marketing, direct-mail copywriting, marketing research, military officers, and human nature. 

It also suggests he doesn't read, he has never joined an association, and he doesn't know much about military officers―or sales, influence, or human nature.

That's not teamwork. 

When the art director wins, the copywriter loses.

So does the client.

(The same goes the other way round.)

So how do you sell association memberships? It's not by selling lobbying. That's "Inside the Beltway" stuff. Instead:

You offer prospects help. People need help. They need help finding jobs, meeting employers, managing expenses, handling problems, staying up-to-date. Sell they ways you can help, and you'll attract new members.

You offer prospects savings. Life is expensive. People want to save time and money, avoid risk, and keep hassles to a minimum. Sell the ways you can save them time and money, and spare them risk and hassles, and you'll convert them.

You offer prospects community. Life can be lonely. People crave connections (it's why they join clubs and churches). Sell ways you can connect them―meetings, trade shows, online groups, webinars, magazines, newsletters, podcasts, videos and directories―and you'll win them over.

The 3-Minute Guide to List Segmentation

I used to sell health insurance to letter carriers by direct mail (ironic, no?).

I targeted 27 segments within a list of 300,000 prospects, mailing each segment different creative. The individualized sales arguments made in the copy paid off, and more than offset the extra production costs.

So there's nothing new about list segmentation. 

It's high time to stop thinking of your mailings as "broadcasts" and segment your list.

But how?

Here are six tips (they apply equally to postal and e-mail lists):

Scrub your list. Seven in 10 names on a B2B list become outdated within a year, so don't dirty your hands with something unwashed. Send your list outside for a good cleaning.

Slice up the list. Comb through your newly cleaned list and identify commonalities. Slice up the list accordingly. I divided the letter carriers according to the health insurance policies they owned in the past.

Introduce triggers. Identify key events and add fields for them to every record. For example, how many mailings have they received? Have they bought anything? Have they changed jobs or companies?

Create niche content. Tailor sales arguments for each segment. Someone who's bought from you may jump at the chance to save with a "loyal customer discount," while someone who's never bought from you, but has recently been promoted, may be ready to save with a "first-time customer discount."

Keep it simple. Create a manageable number of segments and work with them for a while. Don't invent new segments or second guess yourself every month. Remember, if it isn't simple, it isn't scalable.

Grow your list. Rent highly-targeted prospect names from third parties, to protect your list from "list rot." B2B lists are volatile and decay at a rapid rate.

Picky

"It turns out that copy really matters," a CEO recently confessed on LinkedIn.

Until he was forced by circumstance to roll up his sleeves and execute, Adam Schoenfeld had been only strategy-minded.

"I didn't get it before," Schoenfeld says. "Now I've come to believe that the best marketing teams nail the details. They get the big picture for sure. But their magic is in the details!"

Duh.

Why don't more executives realize execution matters? Particularly in copywriting.

The late, great marketer Herschell Gordon Lewis said, "The picking of nits is what copywriting that sells is all about."

Lewis was right, of course: nit-picking's the activity distinguishing copy that sells from copy that fails.

To wit, the following example.

The copywriter here indeed fails—big time. Perhaps he's too self-absorbed to "walk in prospects' shoes" (in this case, members of the military). Or maybe he's green. Or maybe he's just lazy, content to copy and paste from an internal brief. In any event, he isn't picky.

Association Members are entitled to specially negotiated Group Discounts not available to the general public. We continue to leverage the vast purchasing power of hundreds of thousands of Association Members to negotiate exclusive Group Discounts. You’ll save big on select Apple and Dell computers, hotel stays, car rentals, active-lifestyle apparel, outdoor products, and more. Association Members also save with FREE access to “concierge-style” travel services.

What's wrong with this copy?

Association Members are entitled...

"Entitled" is a politically-loaded word, particularly among right-leaning folks. (How many members of the military do you know who lean left?)

Members receive would remove the connotation.

...to specially negotiated Group Discounts...

"Specially negotiated" is redundant. "Group Discounts" is shop talk.

Members receive savings not available to the general public would work better.

We continue to leverage the vast purchasing power of hundreds of thousands of Association Members...

More shop talk, plus a self-centered standpoint—and an awfully vague claim.

More than 370,000 members take advantage of these savings every year would work better.

You’ll save big on select Apple and Dell computers, hotel stays, car rentals, active-lifestyle apparel, outdoor products, and more...

Even more shop talk, plus erratic name-dropping. Consumers don't know what "hotel stays," "active-lifestyle apparel," or "outdoor products" are. And why aren't brands named for any of those product categories, as they are for computers? Are those offerings crap?

You’ll save big on computers, hotel rooms, rental cars, clothing, outdoor and sports goods, and more... would work better.

    

Association Members also save with FREE access to “concierge-style” travel services...

Shop talk. And what does "concierge-style" mean, anyway?

Members can also use our free travel service would work better.

Now, our perhaps-lazy copywriter would string together the revised sentences and call it quits.

Members receive savings not available to the general public. More than 370,000 of them take advantage of these savings every year. Members save big on computers, hotel rooms, rental cars, clothing, outdoor and sports goods, and more. Members can also use our free travel service.

But why settle for pedestrian copy? Why not tighten it and—more importantly—put to work the indisputable power of the word "you?"

Membership lets you take full advantage of deep, member-only discounts on purchases of things like clothing, computers, outdoor and sports goods, hotel rooms, rental cars, and more. You also get to use our concierge service to plan trips. It’s like having your own personal travel agent.

Stay picky, my friend. Execution matters.

Should You Love Direct Mail?

Direct mail response rates have reached a 14-year high, according to the Direct Marketing Association's latest Response Rate Report.

So if you've been looking for a competitive weapon, look no further.

If your foes have abandoned the mailstream, you have an opportunity to dominate the channel with the highest response rate of all.

The response of direct mail for house lists now stands at 5.3%; the response rate for rented lists, at 2.9%.

Dazzling, compared to other channels.

Web advertising garners a paltry .9% response; email, a .6% response for house lists, and a .3% response for rented lists; social a .6% response; and paid search a .5% response. None even cracks 1%

While email and social have a higher ROI (122% and 28% respectively), direct mail's ROI (27%) ain't too shabby.

What's not to love?

Trade Show Organizer: Is Your Agency Giving You a Bum Steer?

March's edition of Trade Show Executive includes an article by a marketing agency head who claims direct mail, the perennial attendance-acquisition "workhorse," is dying.

"Direct mail isn't dead," she writes. "Yet. Savvy event marketers are, however, anticipating and preparing for the moment the direct mail death knell finally rings."

In the same edition of the magazine, another writer claims, "Telemarketing as a marketing tool appears to be on its way to the 'outdated' bin."

Direct mail dying? Telemarketing outdated?

Rubbish.

In terms of marketing spend, in fact, both channels have held steady during the past four years, according to the latest survey of organizers by the Center for Exhibition Industry Research.

During the same period, the survey shows, email's effectiveness as an attendance-acquisition tool has declined.

Wrong-headed pronouncements like these―regardless of the intentions behind them―pose a real danger to any show organizer who buys into them.

They amount to what our grandfathers and great grandfathers would have called a "bum steer."

That expression―meaning bad advice intentionally given―came into fashion during World War I, when American troops fought alongside Australian ones on the Western Front.

Australians would call defective advice (which "steered" you) "bum," an Old English word referring to the buttocks.

Trade show organizer: Beware the bum steer.

The Magnificient Seven

On her blog, B2B marketing maven Ruth Stevens ranks seven channels by their power to acquire customers. In order, the channels are:

SEM. "The hottest of the hot," because buyers head to Google first to solve problems. "Marketers can hardly find more targeted media," Stevens says. The key to success, of course, is to pick keywords buyers use.

Telemarketing. The "workhorse medium of B-to-B direct marketing" and "the closest thing to a face-to-face selling environment." Beside selling, telemarketing is ideal for lead discovery, qualification and nurturing.

Letters and postcards. "The ol’ reliable," direct mail delivers. Buyers want information to help them do their jobs, so postal pieces are likely to be read.

Dimensional mailers. "Lumpy” mailers gets past gatekeepers, so are even more likely to be read.

Trade shows. Face-to-face performs spectacularly—when the audience is qualified. Big "horizontal" shows can be wasteful.

PR. "Simply the best bang for the buck," PR delivers awareness with high credibility. Contributed articles and news “manufactured” by original research work well.

Your website. "Your own website is the tool that can provide the cheapest, and the most qualified, sales leads," Stevens says. To work for you, your site must feature an offer and a call to action. That offer can be as simple as a white paper or e-newsletter.

What channels aren't gang members?

Print advertising. "Solid direct response ads can work brilliantly for lead generation," Stevens says. "The problem is that most ad budgets are controlled by marketing communicators who are unschooled in direct marketing."

Broadcast advertising. With the sole exception of some radio buys, ads run on broadcast and cable outlets are expensive and wasteful.

Email. "Despite its promise, email has failed business marketers as a prospecting medium, due entirely to the scourge of spam," Stevens says. "We are seeing better cost-per-lead results using direct mail."

PS: Ruth Stevens is a featured speaker at DARE, next June in Baltimore. Don't miss her!

How to Make an Evidence-based Ask

Social science findings should guide fundraising appeals, says Esther James, "The Happy Fundraiser."

James sifted the peer-reviewed papers of social scientists throughout the English-speaking world.

She uncovered 10 tips for forceful fundraising letters:

1. Always tell one beneficiary's story, both in your letters and follow-up materials—especially your thank-you notes.
   
   
2. Include at least one "sad-faced" photo of the beneficiary. Avoid group shots, because they'll trigger "compassion fatigue."
   
   
3. Describe the consequence of inaction. When St. Jude Children’s Research Hospital told the story of a baby it treated for leukemia, donors were informed 70% of the other babies with the disease would die without their help.
   
   
4. Ask for money. And do it all year.
   
   
5. Partner with a foundation, corporation or major donor to offer a matching gift. It need not be dollar-for-dollar, but it must be at least $10 to work.
   
   
6. Leverage social pressure. Spur donors by saying “people like you gave $_____."
   
   
7. Test different forms of social pressure. Donors respond well when their identities (gender, race, Zip Code, etc.) match.
   
   
8. Spend more on letters for new donors, less on letters for repeat donors.
   
   
9. Send "signals of trustworthiness." There are many. Longevity. Prominent board members' names. Grants received. Affiliations with other trusted organizations. Audited financials. The breakout of your administrative and fundraising costs. Lists of your past achievements. Testimonials. Media mentions. And charity watchdog ratings.
   
   
10. Talk up your awesomeness when writing to big donors; don't when writing to others.

PS: Esther James is my daughter. For more fundraising tips, follow her blog.

DM Rocks

Last year, Canadian ethnographer Arnie Guha studied ad consumption.

First, he analyzed videos of the movements of recipients' eyes as they scanned direct mail (DM), email and ads on Facebook. Then, he analyzed two weeks' diary entries made by the recipients.

Guha concluded: DM rocks. Among his findings:

Direct mail is part of consumers' daily routine, "a routine so engrained and imbued with sentiment that it is often ritualized." The daily mail sort takes about five minutes and happens in the same part of the home. Consumers open and read personal mail first, and set aside direct mail that begs to be read for later. This ritual "presents a unique opportunity for brands looking to form relationships with new customers," Guha says. Email and Facebook ads, in contrast, are consumed without ritual.

Direct mail is valued. Consumers are far more likely to notice, open, read and enjoy direct mail than digital ads. They consider it less interruptive and a good way to make them feel valued. “In an age where person-to-person communication is being phased out, it is good to know some services still come from the hands of another human being," Guha says.

Direct mail is preferred. Consumers are more likely to associate feelings of happiness, excitement and surprise with direct mail, while finding digital ads annoying, distracting, disruptive and intrusive. That means direct mail isn't just for response-driving, but for deepening customer intimacy and communicating brand values.

Direct mail is "art." Consumers keep direct mail, display it in areas of the home, and share it for months at a time. Catalogs are kept in the living room; mailers and coupons on the fridge; menus in the kitchen drawers. Digital ads, in contrast, simply vanish.

Direct mail is a go-to source of information and inspiration in the early stages of the buying journey. Consumers in all age groups respond to it by making both planned and unintended purchases, in-store and online.

LEARN MORE. Check out The 3-Minute Guide to Direct Mail.

Buckshot's Back: P&G Bails on Ad Targeting

The real fact of the matter is that nobody reads ads. People read what interests them, and sometimes it’s an ad.

Howard Luck Gossage

In his blog {grow}, marketing maestro Mark Schaefer asks, "Has there ever been a question that targeted ads are going to perform better than shooting a bunch of buckshot ads out there?"

Schaefer asks the question in light of P&G's announcement that it will abandon Facebook ad targeting, due to the strategy's failure.

“We targeted too much, and we went too narrow,” P&G's CMO told The Wall Street Journal, “and now we’re looking at: What is the best way to get the most reach but also the right precision?”

Schaefer wonders aloud whether every advertiser might close more sales with buckshot ads, for no increase in spend (targeted ads cost more than buckshot ones).

He's firmly undecided.

"On the one hand, the P&G revelation shakes long-held assumptions, but on the other hand, I don’t think we necessarily need to make wholesale changes to strategy," Schaefer says. 

"If you’re a wedding photographer, targeting couples who have changed their status to 'engaged' probably still makes sense, right?"

My direct marketing experience has taught me buckshot advertising's okay; and that frequency's the real key to closing more sales.

From what I've seen, precision-targeting works when a product-related life-event takes place in proximity to the arrival of your offer in the prospect's mailbox. Absent that life-event, your offer is simply more noise ("mailbox clutter").

Targeting based on demographics cuts waste; but it doesn't capture sales. Frequency does that.

A case in point. My client, an insurance company, noticed each time it mailed an offer for term life the bulk of policies were bought by 33-year-old men. Curious about the trend, I called a sample of the men to find out why they'd acted. The resounding answer: a newborn had recently arrived, and dad was interested in baby's wellbeing. So we took two steps: We narrowed the list from a wide range of men and women to men ages 33-35; and, with the money saved, increased the frequency of mailings. Policy purchases skyrocketed.

Frequency rules because you just never know when a prospect is interested. For all its fancy algorithms, even Facebook doesn't know that.

If you can believe sales growth strategist Chet Holmes' research, at any moment only 3% of any population represents interested buyers of your product. If your offer reaches that 3% with enough frequency, you increase your chances to close.

Wait, you shout, I'm wasting big bucks on the other 97%! Not so, Holmes claims:

• 7% of the population at any moment is at least open to your offer
• 30% at any moment isn't thinking about your offer
• 30% at any moment would say it's uninterested
• Only 30% is really, truly uninterested

The upshot of all this?

A little buckshot never hurt anyone.

Unless you hunt with Dick Cheney.

Mel Ordway Betters Himself

Mel Ordway's troubles began the day he was assigned Nat Bowen's old territory.

That morning, and for weeks thereafter, whenever he called a customer, Mel was regaled with tales of Nat's famous "sparkle."

Mel guessed Nat's sparkle was largely a matter of physique. The man was an athlete, after all. Mel was out of shape. So to get some sparkle, he began to diet, take long walks, and practice deep-breathing exercises.

Then Mel's wife got on his case.

Phyllis told him that, though she'd been smitten when they were dating, after three years of marriage to him she'd decided Mel was unattractive. He was a day-dreamer, a worry-wart, a promise-breaker, and an intellectual lightweight, Phyllis said. "No wonder you haven't made the hit with the firm that Nat has."

So at Phyllis' insistence, Mel went to the public library and checked out a pile of books: books on improving concentration and memory; on the psychology of personality; and on business and the industry he worked in.

Mel studied the books and, within only weeks, saw his sales increase. His customers began to mention his "sparkle." His boss gave him more room to negotiate prices. And Phyllis grew more affectionate.

Mel became a regular patron of the public library after that. He was firmly on the path to self-betterment.

Mel Ordway's story appeared in the March 1918 edition of The Business Philosopher, a monthly magazine published by Arthur Frederick Sheldon. It was just one of hundreds of similar case studies of under-performers who embraced "Sheldonism" to turn things around.

Now forgotten, Sheldon was once a prominent Chicago business executive; a cofounder of the Rotarians; and the man who coined the slogan, “He Profits Most Who Serves Best.”

Sheldon also launched an industry that came to be called "correspondence education."

In 1902, full of sparkle himself, Sheldon began offering a mail-order self-help course that, at the height of its popularity thirteen years later, would be taken by more than 10,000 salespeople annually.

Sheldon's interests, as reflected in the course materials and the pages of The Business Philosopher, spanned many topics, from personal selling to labor relations, business ethics to economic justice; and helped shape the thinking of a generation of salespeople.

In 1908, Sheldon relocated his mail-order business from downtown to a Chicago suburb named Rockefeller. He bought a 600-acre campus, built a school, and hired nearly 200 local residents to help run it. The Sheldon School offered courses in shorthand, typing, bookkeeping and, naturally, salesmanship.

A year after the school opened, the town changed its name from Rockefeller to AREA, in tribute to the school's motto, Ability. Reliability. Endurance. Action.

AREA, says The Business Philosopher, names a "four-fold capacity" you must embrace; until you do, "complete success is impossible."

Don't believe it?

Just ask Phyllis.

Punctuation Power

Novelist Cormac McCarthy once told Oprah, "If you write properly you shouldn’t have to punctuate."

McCarthy rations his use of “weird little marks" strictly.

“I believe in periods, in capitals, in the occasional comma, and that’s it.”

McCarthy adopted his unusual technique while in college, where a professor asked him to Americanize the punctuation of the a bunch of 18th century essayists for a planned anthology.

Before the 20th century, most writers overused punctuation when writing for publication (though not in private letters and journals).

Contemporary punctuation is clean—and easily mastered. Strunk and White, in fact, cover the basics in just four "elementary rules."

But effective punctuation means more than avoiding "weird little marks."

Copywriter Herschell Gordon Lewis says punctuation is vital to credibility.

He believes there's a "psychology of punctuation" every writer should heed:

• Question marks are "interactive," involving readers automatically

• Quotation marks around a term say you appreciate its novelty—and help readers accept the unfamiliar

• Decimal places in a price ($49.99) lower the perceived value of the product

• An exclamation point doesn't make a true statement any more true; and two or more signal that your excitement is phony

• Colons have force: they push readers onward

• An asterisk suggests you're lying

• A dash is stronger than an ellipsis

• Commas clarify a series, making the "Oxford comma" is a must

HAT TIP: Video producer Ann Ramsey brought McCarthy's interview to my attention.

Direct

Ever notice how brief and clear good direct mail letters are?

How direct is your writing?

Blogger Josh Bernoff asked 547 business writers what troubles them about other people's writing. He discovered:

• 65% think others' writing is too long

• 65% think others' writing is poorly organized

• 54% think others' writing is riddled with jargon

• 49% think others' writing is not direct enough

"Now we have proof that brevity, organization, and clarity issues in what you write are frustrating people more than you think," Bernoff says.

Writing shorter—compressing your arguments into tight little packages—can help.

By writing shorter, the organization of your arguments becomes clearer—and your writing more direct.

"Worry about being brief and clear, and the reader will perceive you as direct."

The Clarity Commandment

The B2B marketing-scape is littered with statements like this one:

SpineMap 3.0 Navigation Software is designed to optimize the surgical experience through an intuitive solution which includes a personalized surgical workflow to help support OR efficiency.

Much of B2B copy not only bores, but breaks a rule Herschell Gordon Lewis calls "The Clarity Commandment:"

When you choose words and phrases, clarity is paramount. Don’t let any other component of your communication interfere with it. 

Like other commandants handed down, easier said than done.

Clarity comes from more than short words and phrases.

It comes from avoiding jargon and any terms with less than laser-precision.

"In our enthusiasm for creating uniqueness, sometimes we lapse into poetry or in-talk, or we pick up phraseology that may make sense within the office but is gobbledygook to outsiders," Lewis says. 

"Or we go just one step beyond clarity—not a cardinal sin, but not a message that’s quickly and clearly understood."

Clarity's at risk whenever ambiguity rears its head.

Think about the example above:

Really, what's an optimized surgical experience?

A personalized surgical workflow?

What is OR efficiency?

And clarity's at risk whenever we add the unnecessary.

Why an intuitive solution? 

Why to help support?

"Clarity is hog-tied to simplicity," Lewis says.

And simplicity's, well, simple.

Copy that doesn’t demand analysis is more likely to hit its goal—command of the reader’s attention—than complex copy.

PS. An inquiring reader asks, How would you handle the statement above? Here goes:

SpineMap 3.0 Navigation Software gives you a second pair of eyes and hands during back surgery. Less time in the OR means more time on the green.

Now, I think I'll go watch This is Spinal Tap.

Stifle Yourself

Impatient with blabbermouths, Archie Bunker was prompt to say,"Stifle yourself."

Of the two greatest sins B2B marketers cannot resist—jargon and pomposity—the more deadly is pomposity.

Jargon merely baffles brains.

But pomposity kills affinity—and engagement.

Though it's tempting to reach for flowers like endwise, discoverable, holistic, generative and ninja-like, it's self-defeating.

"Godfather of direct marketing," Herschell Gordon Lewis, puts it plainly in Copywriting Secrets and Tactics:

“Overstretching for colorful words can damage reader empathy. Stay within acceptable bounds. Once again we see hard evidence that strong direct response writing can require the discipline of vocabulary suppression.”

Tempted by showy vocabulary?

Stifle yourself.

All You Need is Love

Simply by adding one word to a fundraising appeal, two behavioral scientists doubled donations during a study conducted in France.

Nicolas Guéguen and Lubomir Lamy placed collection boxes in stores every day for two weeks, and recorded the amounts given at the end of each day. 

The boxes featured a photo of a starving woman and infant and read, "Women students in business trying to organize a humanitarian action in Togo. We are relying on your support."

Each box was identical, except for a call to action printed under the money slot. 

Some boxes read, "Donating = Helping" under the slot. Some read, "Donating = Loving." And the rest had no call to action.

To assure store location didn't bias the study, the scientists relocated the boxes at random each morning.

The results after the two weeks were startling.

Every day, the boxes reading "Donating = Loving" attracted twice as much money as the other boxes.

"We can conclude that evoking love is a powerful technique to enhance people's altruistic behavior," the scientists said.

To Sell More, Connect the Dots

How often do you receive, as I did this week, an unsolicited email like this?

Hi,

Hope you are doing well.

I am following up with the email I sent you regarding IT Decision Makers.

I’m curious if you had a chance to read my previous email and take this initiative further.

Please send over your data requirement and the criteria of your target market to process quality, counts, samples and pricing.

Please note that the database can be customized in exact line with your need.

Thanks and I look forward to your reply.

Warm regards,

Carlton

What's wrong with this email?

1. The sender didn't distinguish his product from the hundreds of competing ones.
    
2. The sender wants the reader to write down and send him specifications, but the instructions are vague and the task sounds daunting.

Want to sell more? Connect the dots for your prospect. 

1. Your prospect needs to know how your product's different. Spell out the difference and help her visualize success by using it.
   
   
2. Your prospect's busy. Make it easy for her to choose your product by leading her through the first step toward buying it.

Too Much Joy in Your Copy?

Last week, a marketer told me about her meddlesome boss.

The more anxious he gets about sales, the more exclamation points he inserts in her copy.

Exclamation points are like canned laughter in a sitcom.

They don’t make the jokes any funnier.

There's little added when the writer tacks an exclamation point onto a descriptive sentence like, "The finest system available today!"

The exclamation point is a Medieval emoticon.

It originated when a monk transformed the Latin word io, meaning “exclamation of joy,” into a symbol by stacking the first letter above the second.

The exclamations of joy in your copy, most writers agree, should be few.

When you use the exclamation point to modify a descriptive sentence ("We're going to dispatch an exploration party!"), you're misusing it.

The same goes when you use the exclamation point to indicate a routine command ("Make necessary preparations!").

Tennessee Williams used the exclamation point effectively in these lines from Camino Real: "Make voyages! Attempt them! There's nothing else."

Want to Write Better Case Sudies? Ask Aristotle.

In Poetics, Aristotle wrote that every tragedy has three stages:

1. An inciting moment

2. A climactic struggle and

3. A resolution

Every case study, when you think about it, has the same structure as well:

1. The opening scene depicts a disturbing incident. Your customer suddenly finds her welfare threatened. Readers feel her pain.

2. A climactic struggle ensues. Your company helps the customer solve her problem. She emerges a hero.

3. A resolution is reached. Things resort to status quo. And readers are compelled to act. Because they, too, can be heroes.

Big Data Hurts Brands

Crossing the Chasm Geoffrey Moore thinks Web ads personalized by Big Data will harm—not help—your brand.

In a blog post on LinkedIn, Moore says that, while Big Data and predictive analytics boost online advertising response rates a couple points, "they do not deliver a more personal, more relevant, or more one-to-one consumer experience."

"Don’t think that any of these techniques are going to create 'delight' among your target audience any time soon," he writes. "They aren’t. Spam is spam, with or without your maple syrup.  When you spam, you are consuming brand equity—not creating it. That’s what 'personalized' ads do."

If you want to create brand equity, Moore says, you have to engage your fans in a community, so they talk about you. 

Brand equity "is driven by social interactions with others in your target consumer’s community of interest," Moore writes. "By sponsoring such interactions, by facilitating them, and by (selectively) participating in them, you can indeed grow brand equity."