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Selling the Invisible: A Field Guide to Modern Marketing, by Harry Beckwith
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You can't touch, hear, or see your company's most important products... So how do you sell, develop, make them grow? That's the problem with services. This "phenomenal" book, as one reviewer called it, answers that question with insights on how markets work and how prospects think. A treasury of hundreds of quick, practical, and easy-to-read strategies-few are more than a page long-Selling the Invisible will open your eyes to new ideas in this crucial branch of marketing, including: * Why focus groups, value-price positioning, discount pricing, and being the best usually fail * The critical emotion that most influences your prospects-and how to deal with it * The vital role of vividness, focus, "anchors," and stereotypes * The importance of Halo, Cocktail Party, and Lake Wobegon Effects * Marketing lessons from black holes, grocery lists, the Hearsay Rule, and the fame of the Matterhorn * Dozens of proven yet consistently over-looked ideas for research, presentations, publicity, advertising, and client retention ...and much more. Based on the author's twenty-five years of experience with thousands of business professionals, this book delivers its wisdom with unforgettable and often surprising examples-from Federal Express, Citicorp, and a growing Greek travel agency...to an ingenious baby-sitter, Fran Lebowitz, and the colors of oranges and lemons. The first guide of its kind and a book already causing a sensation in the business community, Selling the Invisible will help anyone marketing a service, a product, or a career. Read it, and you almost certainly will understand why two advance reviewers call it the best book on business ever written.
- Sales Rank: #107624 in Books
- Brand: Business Plus
- Published on: 1997-03-01
- Original language: English
- Number of items: 1
- Dimensions: 7.88" h x .92" w x 5.25" l, .72 pounds
- Binding: Hardcover
- 272 pages
- Great product!
Amazon.com Review
The transformation from a manufacturing-based economy to one that's all about service has been well documented. Today it's estimated that nearly 75 percent of Americans work in the service sector. Instead of producing tangibles--automobiles, clothes, and tools--more and more of us are in the business of providing intangibles--health care, entertainment, tourism, legal services, and so on. However, according to Harry Beckwith, most of these intangibles are still being marketed like products were 20 years ago.
In Selling the Invisible, Beckwith argues that what consumers are primarily interested in today are not features, but relationships. Even companies who think that they sell only tangible products should rethink their approach to product development and marketing and sales. For example, when a customer buys a Saturn automobile, what they're really buying is not the car, but the way that Saturn does business. Beckwith provides an excellent forum for thinking differently about the nature of services and how they can be effectively marketed. If you're at all involved in marketing or sales, then Selling the Invisible is definitely worth a look.
From Library Journal
"Don't sell the steak. Sell the sizzle." In today's service business, author Beckwith suggests this old marketing adage is likely to guarantee failure. In this timely addition to the management genre, Beckwith summarizes key points about selling services learned from experience with his own advertising and marketing firm and when he worked with Fortune 500 companies. The focus here is on the core of service marketing: improving the service, which no amount of clever marketing can make up for if not accomplished. Other key concepts emphasize listening to the customer, selling the long-term relationship, identifying what a business is really selling, recognizing clues about a business that may be conveyed to customers, focusing on the single most important message about the business, and other practical strategies relevant to any service business. Actor Jeffrey Jones's narration professionally conveys these excellent ideas appropriate for public libraries.?Dale Farris, Groves, Tex.
Copyright 1997 Reed Business Information, Inc.
From Booklist
Advertising professional Beckwith startles and disarms all potential doubting Thomases with one fact--that by the year 2005, 8 out of 10 Americans will be working in a service business. Chapters here are remarkably short; they are intended to convey one point (summarized in one sentence in boldface italics) and are blessedly free of jargon. Hints and tips cover the conventional four Ps of marketing--product, promotion, place, and price--in an irreverent and iconoclastic manner; nothing is sacrosanct. Stories from every corner of life illustrate and drive home messages. In a quandary about pricing? Read the Picasso story to remember, "Don't charge by the hour; charge by the years." About the value of research? Forget questionnaires and focus groups; instead, ask individuals what improvements are needed--not the dreaded "What don't you like?" A very human, much-needed book to savor and be refreshed by. Barbara Jacobs
Most helpful customer reviews
63 of 67 people found the following review helpful.
Digestible Insights
By Michael L. Perla
As others have written, this book is not about creating a complex marketing design or plan. What it does offer is quick, a page or so, USA today-like snippets of insightful observations about marketing in general, and service marketing in particular.
As the title indicates, selling and/or marketing an intangible service is a different process than tangible product marketing. As the author writes, most people cannot evaluate the skills of an accountant, or lawyer, or any number of professional services. We often look for tangible proxies that indicate the professional's level of expertise and success (e.g., fancy offices, degrees on the wall, presentation, etc.).
If you read this book in its entirety in one session, you are bound to remember nothing in the sea of facts and tidbits (click on the table of contents link to get a feel for the topic areas). I've found the best way to read the book is to ponder on a few points every night and/or week, while attempting to apply them to a salient situation in your life. Overall, this book has some interesting and useful insights, and is a good read when you have a few minutes to spare.
1 of 1 people found the following review helpful.
THE Marketing Book
By O. Halabieh
As Harvey Mackay notes on the cover "The one book on marketing I'd have if I could have just one. A CLASSIC." This books changes the way we think about marketing: "It begins with an understanding of the distinctive characteristics of services - their invisibility and intangibility - and of the unique nature of service prospects and users - their fear, their limited time, their sometimes illogical ways of making decisions, and their most important drives and needs". Harry then goes on to discuss a number of fundamental topics: surveying and research, planning, positioning and focus, pricing, branding, communicating and selling, nurturing and keeping clients etc.
Below are some excerpts that I found particularly insightful:
a) "Your opportunities for growth often lie outside the confines of your current industry description." - This can be reworded to apply to one's personal career
b) "In most professional services, you are not selling expertise - because your expertise is assumed, and because your prospect cannot intelligently evaluate your expertise anyway. Instead, you are selling a relationship. And in most cases, that is where you need the most work."
c) "First, accept the limitations of planning...Second, don't value planning for its result: the plan...Third, don't plan your future. Plan your people."
d) "Positioning (Al Ries and Jack Trout) says: 1) You must position yourself in your prospect's mind. 2) Your position should be singular: one simple message. 3) Your position must set you apart from your competitors. 4) You must sacrifice. You cannot be all things to all people; you must focus on one thing."
e) "To succeed spectacularly in a service business, you must get all your ducks in a row. Marketing is just one duck. But it is one very big duck."
f) "...And for marketing purposes - for the purpose of attracting and keeping business - a service is only what prospects and clients perceive it to be. So "get better reality": Improve your service quality. But never forget that the prospect and client must perceive that quality."
g) "Services are human. Their successes depend on the relationships of people...But you can spot some patterns in people. The more you can see the patterns and understand people, the more you will succeed - and this book as written with the hope that it will help you do just that."
h) "Nothing beats experience, of course, but reading books about others' experiences comes in a competent second. The risk in learning only from personal experience is that too often, we draw conclusions from too little data - we learn too much from too little. We also tend to credit our company's successes to everything that went into them...And so we keep repeating things that hurt our business."
One of the best features of the book is the way its written and structured. Each area is covered through small stories featuring numerous real-life examples. This makes the book very practical and enjoyable to read. All in all, a great book on Marketing and one that is recommended for anyone. We are all in some aspect a marketer of services.
As a final remark, you can follow the author Harry Beckwith's latest thoughts here: [...]
4 of 4 people found the following review helpful.
Worth the price for 1.5 pages rated below
By S. Hall
It's a good read, but there is a page and half that has had a major impact, showing me where I have a huge blindspot in business and how I stop my own progress. This page and a half is possibly the most important material I've read in a book in several years (for me it applies directly).
The author talks about the Fallacy of Planning in a business setting. He ranks plans in this order:
1. Very Good
2. Good
3. Best
4. Fair
5. Poor
Why is Good ahead of Best? Simple, to arrive at Best takes orders of magnitude more planning than Good. Also, who defines Best? How much time is spent creating the Best plan? Will Best stand the test of time? Can everyone agree on Best? Would Good work just as well as Best in the real world? Is Best satisfying the client's need better than a Good plan?
Choosing the "Best" plan leads to Paralysis by Analysis. Good plans allow for quick action and constant improvement. The most successful people in the world have acted on Good plans that they have refined over time. An actionable plan is more successful than a plan that never leaves the drawing board!
Personally, I've fallen into the Best trap many times. There is no such thing as a "Best" plan. Going forward the "Best" plan will be the "Good" plan that I can put into action and refine over time!
A lightbulb went off in my head when I got this concept. Thank you Harry for this valuable lesson.
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