| The blank screen | | | | reply: "I'm always learning around here." Nobody would |
| You have an advertising assignment of some sort. If | | | | respond, "I'm not learning. I know everything already." |
| you're sitting with a blank computer screen and | | | | Question obscure terms |
| struggling about what to do, stop. There's a better | | | | Oodles of terms used within an industry (a.k.a. lingo) |
| way. | | | | find their way into the marketing literature, but you don't |
| Gathering | | | | know if your market knows them. So, for example, |
| To start with, forget that daunting assignment for a | | | | you ask coworkers: "Is our audience familiar with |
| while. Instead, gather facts that will interest and inform | | | | Luddism?" About 20% of the time you'll discover that |
| your audience. And hey, take it easy. This gathering | | | | your market isn't familiar, and it's good you checked. |
| process won't stress you at all. Rather than grappling | | | | Managing the interview |
| for the right words, you can turn the radio on, muse | | | | You'll learn bunches from your interviews with content |
| about good things, and -- oh, yeah -- collect information. | | | | experts. However, unless you're steering the |
| Best of all, fact-finding is the right thing to do at this | | | | conversation correctly, it can bog down with |
| stage. Ultimately, delivering advantages to the audience | | | | discussions that have little to do with your goal. |
| will produce more than pulling everything out of your | | | | Oh, and here is the goal: To discover pertinent details -- |
| head...or somewhere else. | | | | stuff that will attract the market. |
| FYI: Gathering is seen as a low-level chore, but that's | | | | This is what you do: While the expert is speaking, filter |
| not true. Getting the nitty-gritty... | | | | it silently. Ask yourself, "Does my market care about |
| * Makes you knowledgeable, and this is essential to | | | | what this expert is saying?" If the answer is no, think: |
| success | | | | "What would my market care about?" Then steer the |
| * Could give you the right strategy, appeal, idea -- | | | | conversation in that direction. In other words, ask |
| everything | | | | questions that help you understand how and why this |
| The makings of a wonder worker | | | | product is right for the market. |
| You're probably told to generate stunning results on a | | | | What understanding did you get? |
| small budget. And do it instantly. It's tempting to quit | | | | Well? |
| before you start. You think, "Nobody else has been | | | | The hidden drama |
| able to advertise this product right. And now they want | | | | A heckuva lot goes into your product. There are |
| me to pull off a miracle in two months!" | | | | little-known fascinatingnesses in the... |
| On the contrary: You can put everything on the right | | | | * Thought behind it |
| course. You can deliver solid advertising that pulls in | | | | * Battle for it |
| more responses, builds the image, and does more over | | | | * Design of it |
| the long term. But there are few miracles in the | | | | * Components in it |
| process. You have to mastermind and follow a | | | | * Manufacture of it |
| creative advertising program that changes with | | | | * Quality control with it |
| necessity. | | | | Content experts know the tiny details. Therefore, |
| Where you are gathering from | | | | inquire of the expert: "What are some interesting things |
| In the dream world, you have researchers giving you | | | | that few people know about the product?" |
| jaw-dropping data about whatever you want. | | | | Talk with salespeople |
| Needless to say, you can forget that. In the real world, | | | | Many inside scoops come from the sales department. |
| it's you, a pile of old product literature, some Websites, | | | | These folks work on the front lines every day, and |
| and a five-day deadline. But that's fine. You're a | | | | they will give you mind-boggling information about what |
| resourceful person, so you'll rapidly uncover useful | | | | moves buyers. |
| points that will help you create spellbinding ads. | | | | For example: A statistic tells you that 35% of your |
| Look through past company materials | | | | product purchases are in California. That's fine...but why |
| This is the pile just mentioned, and it's a tiptop source | | | | so much? You ask a salesperson and she replies, |
| for product specifics. Cut and paste like crazy. Place | | | | "There's a lot of military in California." Interesting. Maybe |
| "features" into one group, "specifications" into another, | | | | you could do something with this in the advertising. |
| "company background" into yet another, etc. Put | | | | Learning outside the company |
| together similar items, and if that group gets large, it will | | | | Talk with prospects |
| be worth considering. You'll think of a category name | | | | To learn about the prospects, speak to them. Sounds |
| for it. | | | | obvious? Sure, but some marketers find it too |
| In short, you tear apart the old, examine it, and | | | | bothersome to talk with prospects. They'd rather draw |
| reconstruct it the right way. | | | | conclusions from inane TV shows that satirize, |
| Notable: There are content experts in your | | | | romanticize, or characterize the prospects. (As a rule |
| organization. Don't ask them to tell you everything you | | | | of thumb, TV presents the wrong perspective of |
| need, because they are too busy and valuable for that. | | | | every group.) In short, some creative people don't want |
| Rather, ask them if they have any documentation you | | | | to learn what is beyond their remote controls. |
| can read. They will say, "Sure!" and pile you up. | | | | There is no reason for this, because interviewing |
| History of past campaigns | | | | prospects is easy. Contact a potential customer and |
| Your company's previous marketing campaigns will | | | | ask open-ended questions, like, "What are you looking |
| help you a lot. Dig into the files of every significant | | | | for?" Write down his words verbatim. He will give you |
| marketing effort that took place within the last couple | | | | new perspectives, and it will only cost some e-mails |
| of years. Also, talk with those who were there. You | | | | and phone calls. |
| can even contact former employees, because | | | | Contact experts from your past |
| everyone remembers how well a campaign | | | | Let's say you have a new writing assignment, and you |
| performed. They will be happy to help you, and they | | | | need to know a lot about the chemical elements...like |
| can lead you through the minefields. | | | | Au and the H and O from H2O. Since you barely got |
| When you look at an old campaign, you're interested in | | | | through chemistry in high school, you aren't going to |
| the main points. For examples: Who was getting it? | | | | rely on your own knowledge. |
| What was the message? What was the outcome? | | | | Solution: Go out to Websites pertaining to your subject |
| Campaigns rise or fall for profound reasons, not small | | | | (not the corporate sites, but the "I'm so wild about |
| ones. | | | | chemistry I built this site" sites). Send out five can you |
| What are you looking for? | | | | help me? e-mails to the sites' gurus and you should get |
| You want anything interesting. This includes stuff that is | | | | two replies. You'll learn what you need to know |
| relevant to the... | | | | without rummaging through piles of research books. |
| * Product's | | | | And you'll make a great new online friend. |
| * Value | | | | Reference excellent work |
| * Features | | | | The CIA's tactics are secret, making it difficult for |
| * Benefits | | | | competing intelligence operations to learn them. |
| * Market's | | | | However, you can see terrific advertising tactics by |
| * Needs | | | | looking at magazines, Websites, TV commercials, and |
| * Characteristics | | | | direct mail pieces. Let that outstanding output inspire |
| Keep theorizing as you go | | | | you. |
| Don't reserve your judgment until the end of the | | | | Challenge: Be at least as good as the best. |
| collecting process. Keep thinking about what ad to | | | | Also: If you were expecting a little ha-ha line about the |
| create (this is what you're ultimately doing, by the way) | | | | CIA, sorry. This book is too chicken. |
| as you sift through the piles of everythings. Modify | | | | Can't keep gathering |
| your assessments as you learn more. | | | | Gathering is splendid. But it has to end now, because |
| Understanding the un-understandable | | | | everyone is waiting for you to make accomplishments. |
| Let's say you're reading gobbledygook technical | | | | Solutions need to fly out of you, because... |
| literature, and you have to get features and benefits | | | | * Long research hours aren't budgeted |
| out of it. If the text is in English (as opposed to | | | | * The deadline is approaching |
| chemical formulas, numeric tables or other confusifiers), | | | | * The facts you collect become repetitive |
| there has to be something you can glean. | | | | * There are other assignments |
| * Go word by word if you must. | | | | Everything will fall apart if you hesitate at any point in |
| * Go into your online dictionary and look up words. | | | | this process. The responses won't come in, the |
| There's always a process, and it's usually logical. Here | | | | salespeople won't have materials, and the organization |
| are two examples of procedures you can look for: | | | | will lose confidence in you. Yu dunt wunt this. |
| Something goes into the product. That something is | | | | Advice: Work so fast that coworkers say you hit the |
| changed. And something else comes out. | | | | ground running on the advertising assignment, and it's |
| The service they provide has a beginning, middle, and | | | | well on the way. This will avoid doubts and other |
| end to it. | | | | unhappinesses. |
| You won't figure everything out, but you'll advance in | | | | Profiling those who delay |
| the assignment. Then, when you talk with a content | | | | For gosh sake, don't be like those who walk around |
| expert, you can say, "I learned the product does ABC. | | | | the project. They drag their feet, and then blame |
| What I don't get is XYZ. Could you explain XYZ to | | | | everyone else when deadlines are missed. |
| me?" It's likely she'll respond, "That's a good question," | | | | * Don't call meetings two weeks out and wait to act |
| or, "We ask that question ourselves." You arrived! | | | | until then. Instead, set up a quick teleconference. |
| Also: When you learn many complex particulars, be | | | | * Don't say you must hold on ad creation until the new |
| happy. Few others will want to get as far as you. | | | | product is complete. Get started and fill in the blanks |
| Competitive materials | | | | later. |
| Your competition will give you a treasure trove of | | | | * Don't set up on-site research at some remote place. |
| information, so invest a lot of time at their public | | | | Wing it. |
| Websites. To the smallest detail, you want to know | | | | In a word, charge! |
| what their product has and yours hasn't, and vice | | | | Here are two reasons some advertisers lollygag: |
| versa. Put together side-by-side comparisons of | | | | 1. They don't trust their own judgment enough to act |
| features and benefits. | | | | on it. But your judgment is excellent, so worry not. If |
| Right now, let's talk about their public marketing | | | | you have uncertainties, don't fret. Experimenting with |
| materials. Review them, and you'll start learning about | | | | different approaches (something we're going to do) |
| what you should and shouldn't advertise. It gets down | | | | should resolve everything. You'll let the market |
| to the basics: If the competing product has more | | | | determine what it wants, and you'll earn responses in |
| standard features than yours, you won't say, "We | | | | the meantime. |
| have the most standard features." | | | | 2. They are unwilling to put in the extra hours |
| Try out the product | | | | necessary to make early accomplishments. It's a |
| Use it. You'll add a new dimension to your thinking, and | | | | well-known fact that ad creation consumes a lot of |
| that could make all the difference. | | | | time, so they need to adjust. |
| Research | | | | Yours is better by three months |
| Embrace any advertising research you get, because | | | | Coworker Ignor Dudate says, "I guess it's good you |
| you can learn a ton. It's hard to say enough about the | | | | got the ads out there when you did, but you should |
| importance of research, since it can tell you all kinds of | | | | have performed more research first." |
| things that otherwise might never occur to you. | | | | Your reply: "Nev, our ads are getting the ultimate |
| Statistics reveal the future | | | | research: The market is judging them, and we're |
| Statistics can be a tremendous help to you, because | | | | learning by counting the responses that come in. In |
| they clue you in on what is going to happen (maybe). | | | | other words, we're determining what the market |
| Pay little attention to those who pay little attention to | | | | wants, and we're generating leads while we're at it. All |
| statistics. View the data and get the drift. | | | | this beats the traditional notion of research." |
| This means we need to look at data in big-picture | | | | In short, it's called: "Earn while you learn." |
| ways. | | | | Experimenting |
| * Example 1: There is not much difference between a | | | | The spectacular failure |
| 40% result and 50% result. For your purposes, they | | | | Advertiser Cap Tainsmith decides to put a titanic |
| are about equal. | | | | effort behind one new concept. He declares: "This will |
| * Example 2: If the statistic says 10% of people do | | | | be the largest campaign we've ever done!" Developing |
| something, the real amount is probably not far off from | | | | it takes months longer than anticipated. Sales leads |
| that. Like, it's not 80%. So, you know more than you did | | | | aren't coming in. Opportunities are missed. Still, Cap is |
| without the statistic. | | | | certain this enormous new campaign will float. It has to. |
| Surveying surveys | | | | Nevertheless, it sinks. This is because Cappy didn't... |
| You uncovered a survey. That's cool, because it will tell | | | | * Quickly get the advertising into the market |
| you a lot! Now you can learn something. You should | | | | * Let the market tell him what it wanted |
| check out... | | | | * Make adjustments accordingly |
| 1. Who is giving the survey? That is least crucial. | | | | Bad campaign? Don't count on repetition |
| 2. Who is being surveyed? That is more crucial. | | | | Some advertisers believe that a strong budget can |
| 3. What are they surveyed about? That is most | | | | force a weak ad onto the market. This wasteful |
| crucial. | | | | strategy fails way too often. |
| More on each of these: | | | | Of course, repetition can make a strong ad sink in. You |
| Who is giving the survey? Don't get sidelined by this. | | | | pound the message lots of times, the audience finally |
| Thousands of studies are conducted by industry | | | | understands, and responds. |
| publications -- not by independent testing labs in Iowa. | | | | Rule of thumb: A sensational ad with a poor budget |
| Most publication surveys are ultimately geared to | | | | does better than a poor ad with a sensational budget. |
| promote their magazine or Web-based information | | | | Trialing reigns |
| source, but be happy. Their reports are | | | | Instead of risking a major disaster, trial. When you trial, |
| straightforward. Also, you're examining narrow slices | | | | you run different types of advertising, measure the |
| of your market, and there probably won't be other | | | | replies, and determine your next course of action. This |
| free data. Also, their reports are 99% straightforward. | | | | way, the market tells you what to do. |
| You should learn the market's... | | | | Here is a simple way to trial. It's called a "split run test." |
| * Characteristics | | | | You... |
| * Interest | | | | * Come up with three different approaches |
| * Trends in the market | | | | * Turn them into three direct response pieces |
| * Trends | | | | * Put a different response code number onto each |
| * Size | | | | piece |
| You can easily spot the questions put in to hype the | | | | * Mail them to similar groups |
| publication. For example: "If you had a daily news | | | | * Count the responses |
| e-mail that delivered immediate news about hot topics | | | | * Make future moves based upon what you learn |
| critical to your success, would you read it?" And 92% | | | | Testing continues as you expand and sharpen your |
| said yes! Who is being surveyed is basic. You would | | | | efforts. |
| like people who match your market's profile, or have | | | | You can also perform split runs with broadcast e-mail |
| some relation to what you're doing. What they are | | | | campaigns, Internet vehicles and many print magazines. |
| surveyed about is what you care about! As long as | | | | Bottom line: Ultimately, it all comes down to trial and |
| the questions don't raise their defenses, people will give | | | | error. |
| introspective answers. And you'll be clued in. | | | | Select response-oriented media |
| Judgment over research | | | | A key to all this is measuring responses. You're seeing |
| Unfortunately, coworker Notman Agingit gloms onto | | | | how you're doing as you move along. In order to |
| data because it's data. "It's obvious what we should | | | | accomplish this, you need to advertise in places that |
| do," he says. "Because the research tells us." He turns | | | | deliver quantifiable data about the results. Otherwise, |
| his mind off and lets a study manage the campaign. | | | | the advertising will always be seen as an expense -- |
| Don't do this! The research data should only be your | | | | one that can be cut when times get tough. |
| assistant. The real star is...(drum roll)...Your Insightful Mind. | | | | You're purchasing leads and customers |
| What's in your head is almost always best. For | | | | You want to say, "We're not spending money on |
| example, if your product is sold in extended care | | | | advertising. We're purchasing sales leads and new |
| facilities, imagine being in an extended care facility. | | | | customers." Here is a way to tabulate these |
| How would it be to live there? To work there? Rely | | | | purchases. It is a comparison of three different mailers. |
| on what you think up far more than what the research | | | | As you see what works the best ("Bolts" is a real |
| tells you. | | | | winner), you can ramp it up. Send the mailer to more |
| It's not easy to make your case | | | | people, and buy more customers for less money. |
| When you put the most trust in your insights (that's | | | | Advancing before all the results are in |
| what we did in the last subsection), some people won't | | | | Typical trialing (like the kind you just read about) isn't |
| understand. And it can be a trialing experience. | | | | practical in most cases, probably because: |
| Attorney: In your ad, why did you tell the market what | | | | * You're advertising in a medium that doesn't allow split |
| you did? | | | | runs. |
| You: It was a feeling I had. | | | | * You're moving swiftly, and you can't wait for |
| Attorney: A feeling. So, none of your potential | | | | indicators. |
| customers said this is what they wanted? | | | | The solution is to leapfrog. |
| You: No one, no. | | | | Leapfrogging |
| Attorney: Indeed, according to this focus group report, | | | | The best way to explain leapfrogging is with an |
| prospects were telling you something completely | | | | example. Let's say it's November 20, and you have to |
| different from what you decided to do. Isn't that true? | | | | place magazine insertions. You decide to create three |
| You: Yes, but I didn't think the people in the focus group | | | | distinct ads, and run... |
| were expressing their true feelings. I still don't. | | | | * Approach 1 in the January issue |
| Loud court murmur. | | | | * Approach 2 in the February issue |
| In short, your job isn't to rubber stamp "OK" to what | | | | * Approach 3 in the March issue |
| the research says. Factor that data into your | | | | Now it's February 12, so you're counting responses |
| perceptive decision. | | | | from the January and February insertions. Also, you've |
| Go with the odds, not the oddballs | | | | already committed Approach 3 for March. The |
| Let's say you're assigned to market fabric to | | | | question is: What should you run in April? |
| consumers, and you know little about cloth. You can at | | | | You thought the January approach would deliver loads |
| least think, "Lots more women will buy this fabric than | | | | of responses (that's why you ran it first), but it brought |
| men." It's beyond dispute. | | | | in only a handful. However, your February ad is |
| Despite this, coworker Solex Ample says, "My Uncle | | | | showing promise. |
| Lircaw buys a lot of fabric, so I think we should market | | | | For April, and you decide to rerun Approach 2. |
| to men as well." Hmph. Lex, your uncle is an exception, | | | | Therefore, that promising February ad is leapfrogging |
| and you shouldn't let his situation dominate your | | | | over March and going into April. Also, it will probably |
| judgment. | | | | become the basis for your long-term campaign. But |
| If Solex presses the issue, ask him this: "What do you | | | | the March ad could still become your best performer. |
| think is the percentage of men who buy fabric?" Solex | | | | Some points about leapfrogging: |
| might respond, "I have no idea. Maybe we should do a | | | | * Rather than running one approach for three months |
| study. Sol, there's no time for that! The fact is: You're | | | | and risking having a three-time loser, you're giving |
| paid to make strong assessments when you have | | | | yourself three opportunities to succeed. |
| scant information. So, please: Use some common | | | | * This method gives you more time to work up those |
| sense now. | | | | ads. The March ad didn't have to be completed until |
| Above all, don't let screwball opinions stop your | | | | two months after the January ad -- thank goodness. If |
| progress. It's serious. If you follow people who have | | | | you did a split-run and produced three ads at the |
| zero marketing sense, the advertising will fail. | | | | same time, that would have been a triple burden. Also, |
| Market research vs. time | | | | if a person is unhappy with the tone in the January ad, |
| Performing lots of research can put you into a difficult | | | | you can reply, "I'll make sure our next ad doesn't come |
| situation, because three critical months are spent | | | | across that way." |
| studying, and there are no responses (a.k.a. leads, | | | | Jumpstarting a comprehensive campaign |
| replies, orders, inquiries) coming in. You can't say you | | | | It would be wonderful if we had time to experiment |
| have the answer because you don't. Instead, you need | | | | with approaches. However, throughout life you'll have |
| to let the market begin telling you the answers. | | | | few opportunities to trial. Maybe you'll need a new |
| Inside | | | | image for an upcoming trade show. Maybe you'll only |
| Talk with coworkers | | | | have three weeks to launch a campaign for the crucial |
| They're all around you and they know a lot. It's time to | | | | selling season. Whatever. Most times, you have one |
| get some sage advice from them. | | | | chance, and it has to produce. |
| Be humble in your pursuit | | | | You can pull this off, and here is how. You run different |
| A detective doesn't claim to have the case solved | | | | ads that... |
| before she comes on the scene, and you shouldn't | | | | * Promote different appeals |
| either. So, never act like the #1 Advertising Guru. Say | | | | * Keep a similar visual theme |
| this instead: "I don't have all the answers now. I only | | | | For example, you decide upon an auto-racing theme. |
| have questions. We won't know for a while." | | | | You create three ads with one overall visual |
| Relatedly, it may be tempting to isolate yourself in this | | | | (racecars) and three different messages: |
| process...to give this impression: "I'm the brooding genius | | | | 1. Power. Show racecar being fueled. |
| -- don't bother me." However, it's a smarter genius who | | | | 2. Speed. Show one car overtaking another. |
| brings coworkers into the process. Two reasons | | | | 3. Control. Show hand on a gearshift. |
| (aside from the usual ones): | | | | Run the ads, count the responses from each, and |
| Coworkers help you cut through the bull. | | | | figure that one of these messages will outpace the |
| Coworkers get complaints about marketing off their | | | | others. Then, shift the direction of your campaign |
| chests. You'll hear them say, "If you ask me, we don't | | | | toward that message. Also, if one of the three ads |
| do enough..." And, "We've been doing that the wrong | | | | has a weak response, don't fret. It still contributed to |
| way." Take their thoughts seriously. | | | | your overall racing theme. |
| Setup for the interview | | | | The world's fastest pretest |
| Who, what, when, where, why and how | | | | Before you finalize those three ads, e-mail them to |
| Also known as 5Ws&H, these question words put | | | | prospective customers and ask, "What do you think of |
| you on the fast track to getting information. You want | | | | these?" People enjoy being asked, and you'll learn a lot. |
| to know who the market is, what the product does, | | | | Assessing responsibility for success or failure |
| when people buy, etc. | | | | You run ads and send out direct mailers, and you |
| 5Ws&H help you every time. Let's say one of the | | | | achieve success. All right! The question is: What made |
| content experts has time to answer your | | | | the campaign a winner -- the ads or the mailers...or the |
| questions...but you haven't written any. No panic. Simply | | | | PR...or the word of mouth? |
| jot on your yellow notepad, "who, what, etc." The | | | | When there are several factors, it's difficult to pinpoint |
| questions will start jumping out of you: "Who, in your | | | | what is responsible for what. Did the championship |
| view, is this product for?" Then enjoy the learning | | | | team win because of their tremendous offense or |
| experience. | | | | their amazing defense? Sometimes that's easy to |
| Lotsa notes | | | | figure out, and sometimes it's not. You'll hear plenty of |
| When your content expert dives deep into the subject, | | | | opinions, though. No matter what people say, know |
| you could space out (OK, you will space out) and lose | | | | that life is complicated. |
| track of the discussion. Taking voluminous notes won't | | | | Take the semi-long view |
| keep your mind from wandering, but it gives you | | | | Regarding making progress: You want to make |
| something to reference when the expert finishes and | | | | periodic gains that increase the average return over |
| awaits the next question. "Oh!" you awaken and | | | | time. That's a mouthful, so let's divvy it up. |
| exclaim. You glance look at your notes, then | | | | * Periodic gains: Don't talk about making |
| read-and-repeat what he last said. Simultaneously, | | | | ever-increasing improvements ("every month we'll see |
| another question comes to you. You're saved. | | | | an increase"). That is too optimistic. You get more |
| Short point: Learn how to write quickly/illegibly, because | | | | breathing room by talking about making periodic gains: |
| you'll pick up more facts. Type up your notes right | | | | "We're moving in the right direction." |
| after the meeting, and your memory will fill in the | | | | * Average return: It's better to look back after a length |
| unreadable spots. | | | | of time and take averages. |
| Ask dumb questions. Really | | | | * Over time: Someone will ask, "How long will it take |
| A content expert will speak about something for 30 | | | | for this campaign to be successful?" Rule of thumb: |
| minutes. Then you'll ask, "I'm sure I should know this, but | | | | Assess how long it will take prospects to see your |
| what is that [basic item] you spoke about?" Watch his | | | | message four times. This is a very shaky thumb -- |
| mouth drop to the floor. He says with his eyes, "We all | | | | many factors come into play. |
| know that! How could you be in this organization and | | | | Looking in the window of opportunity |
| not know that?" | | | | For example: Your product has new features and you |
| Oh, well. Some believe you have to know everything | | | | need to promote them. The competition has similar |
| before you can learn anything. This is wrong, of | | | | new features, so there is a race to the market. |
| course. You're putting together a jigsaw puzzle, and | | | | It takes you three weeks to launch a benefits-driven |
| you'll start to get the picture before some essential | | | | campaign, and three months for the competition to |
| sections are together. You ask basic questions to help | | | | launch a super-slick campaign. Who won? You did. |
| complete the image. | | | | Reason: The market wants benefits more than |
| Relatedly, if you spend your time trying to impress the | | | | slickness. |
| experts, 1) you won't learn anything, 2) you won't | | | | Advice: Make high-speed progress, because then |
| impress them, and 3) you won't turn out valuable ads. | | | | nobody can catch you. |
| Ask whatever you think will shed light, and let people | | | | Working with zipola |
| wonder how a confused marketer gets such | | | | You might not have any time to gather, and you can |
| awesome results. | | | | still come up with an outstanding strategy. How? You |
| Still, you should not say, "I never understand what | | | | put your head back, close your eyes, and think: "The |
| they're talking about around here!" That's inviting trouble, | | | | competitors seem to be going [these ways]. The |
| because you're really saying, "I'm ignorant and I think it's | | | | prospects want it [this other way]. Let's advertise [this |
| funny." This won't help you. Instead, when cornered on | | | | other way] and sell the heck out of this stuff." And you |
| the "how much do you know?" question, here is your | | | | do. |