Scientific Advertising By: Claude C. Hopkins “Nobody, at any level, should be allowed to have anything to do with advertising until he has read this book seven times” — David Ogilvy

Chapter 1:
Scientific Advertising -How Advertising Laws Are Established

The time has come when advertising has in some hands reached the status of a science. It is based on fixed principles and is reasonably exact. The causes and effects have been analyzed until they are well understood. The correct method of procedure have been proved and established. We know what is most effective, and we act on basic laws.

Advertising, once a gamble, has thus become, under able direction, one of the safest business ventures. Certainly no other enterprise with comparable possibilities need involve so little risk.

Therefore, this book deals, not with theories and opinions, but with well-proved principles and facts. It is written as a textbook for students and a safe guide for advertisers. Every statement has been weighed. The book is confined to establish fundamentals. If we enter any realms of uncertainty we shall carefully denote them.

The present status of advertising is due to many reasons. Much national advertising has long been handled by large organizations known as advertising agencies. Some of these agencies, in their hundreds of campaigns, have tested and compared the thousands of plans and ideas. The results have been watched and recorded, so no lessons have been lost.

Such agencies employ a high grade of talent. None but able and experienced men can meet the requirements in national advertising. Working in co-operation, learning from each other and from each new undertaking, some of these men develop into masters.

Individuals may come and go, but they leave their records and ideas behind them. These become a part of the organization’s equipment, and a guide to all who follow. Thus, in the course of decades, such agencies become storehouses of advertising experiences, proved principles, and methods.

The larger agencies also come into intimate contact with experts in every department of business. Their clients are usually dominating concerns. So they see the results of countless methods and polices. They become a clearinghouse for everything pertaining to merchandising. Nearly every selling question which arises in business is accurately answered by many experiences.

Under these conditions, where they long exist, advertising and merchandising become exact sciences. Every course is charted. The compass of accurate knowledge directs the shortest, safest, cheapest course to any destination.

We learn the principles and prove them by repeated tests. This is done through keyed advertising, by traced returns, largely by the use of coupons. We compare one way with many others, backward and forward, and record the results. When one method invariably proves best, that method becomes a fixed principle.

Mail order advertising is traced down to the fraction of a penny. The cost per reply and cost per dollar of sale show up with utter exactness.

One ad is compared with another, one method with another. Headlines, settings, sizes, arguments and pictures are compared. To reduce the cost of results even one per cent means much in some mail order advertising. So no guesswork is permitted. One must know what is best. Thus mail order advertising first established many of our basic laws.

In lines where direct returns are impossible we compare one town with another. Scores of methods may be compared in this way, measured by cost of sales.

But the most common way is by use of the coupon. We offer a sample, a book, a free package, or something to induce direct replies. Thus we learn the amount of action which each ad engenders.

But those figures are not final. One ad may bring too many worthless replies, another replies that are valuable. So our final conclusions are always based on cost per customer or cost per dollar of sale.

These coupon plans are dealt with further in the chapter on “Test Campaigns.” Here we explain only how we employ them to discover advertising principles.

In a large ad agency coupon returns are watched and recorded on hundreds of different lines. In a single line they are sometimes recorded on thousands of separate ads. Thus we test everything pertaining to advertising. We answer nearly every possible question by multitudinous traced returns.

Some things we learn in this way apply only to particular lines. But even those supply basic principles for analogous undertakings.

Others apply to all lines. They become fundamentals for advertising in general. They are universally applied. No wise advertiser will ever depart from those unvarying laws.

We propose in this book to deal with those fundamentals, those universal principles. To teach only established techniques. There is that technique in advertising, as in all art, science and mechanics. And it is, as in all lines, a basic essential.

The lack of those fundamentals has been the main trouble with advertising of the past. Each worker was a law unto himself. All previous knowledge, all progress in the line, was a closed book to him. It was like a man trying to build a modern locomotive without first ascertaining what others had done. It was like a Columbus starting out to find an undiscovered land.
Men were guided by whims and fancies — vagrant, changing breezes. They rarely arrived at their port. When they did, quite by accident, it was by a long roundabout course.

Each early mariner in this sea mapped his own separate course. There were no charts to guide him. Not a lighthouse marked a harbor, not a buoy showed a reef. The wrecks were unrecorded, so countless ventures came to grief on the same rocks and shoals.

Advertising was a gamble, a speculation of the rashest sort. One man’s guess on the proper course was as likely to be as good as another’s. There were no safe pilots, because few sailed the same course twice.

The condition has been corrected. Now the only uncertainties pertain to people and to products, not to methods. It is hard to measure human idiosyncrasies, the preferences and prejudices, the likes and dislikes that exist. We cannot say that an article will be popular, but we know how to sell it in the most effective way.

Ventures may fail, but the failures are not disasters. Losses, when they occur, are but trifling. And the causes are factors which has nothing to do with the advertising.

Advertising has flourished under these new conditions. It has multiplied in volume, in prestige and respect. The perils have increased many fold. Just because the gamble has become a science, the speculation a very conservative business.

These facts should be recognized by all. This is no proper field for sophistry or theory, or for any other will-o’-the-wisp. The blind leading the blind is ridiculous. It is pitiful in a field with such vast possibilities. Success is a rarity, a maximum success an impossibility, unless one is guided by laws as immutable as the law of gravitation.

So our main purpose here is to set down those laws, and to tell you how to prove them for yourself. After them come a myriad of variations. No two advertising campaigns are ever conducted on lines that are identical. Individuality is an essential. Imitation is a reproach. But those variable things which depend on ingenuity have no place in a text book on advertising. This is for groundwork only.

Our hope is to foster advertising through a better understanding. To place it on a business basis. To have it recognized as among the safest, surest ventures which lead to large returns. Thousand of conspicuous successes show its possibilities. Their variety points out its almost unlimited scope. Yet thousands who need it, who can never attain their deserts without it, still look upon its accomplishments as somewhat accidental.

That was so, but it is not so now. We hope that this book will throw some new lights on the subject.

Chapter 2:
Scientific Advertising -Just Salesmanship

To properly understand advertising or to learn even its rudiments one must start with the right conception. Advertising is salesmanship. Its principles are the principles of salesmanship. Successes and failures in both lines are due to like causes. Thus every advertising question should be answered by the salesman’s standards.

Let us emphasize that point. The only purpose of advertising is to make sales. It is profitable or unprofitable according to its actual sales.

It is not for general effect. It is not to keep your name before the people. It is not primarily to aid your other salesmen. Treat it as a salesman. Force it to justify itself. Compare it with other salesmen. Figure its cost and result. Accept no excuses which good salesmen do not make. Then you will not go far wrong.

The difference is only in degree. Advertising is multiplied salesmanship. It may appeal to thousands while the salesman talks to one. It involves a corresponding cost. Some people spend $10 per word on an average advertisement. Therefore every ad should be a super-salesman.

A salesman’s mistake may cost little. An advertisers mistake may cost a thousand times that much. Be more cautious, more exacting, therefore. A mediocre salesman may affect a small part of your trade. Mediocre advertising affects all of your trade.

Many think of advertising as ad-writing. Literary qualifications have no more to do with it than oratory has with salesmanship. One must be able to express himself briefly, clearly and convincingly, just as a salesman must. But fine writing is a distinct disadvantage. So is unique literary style. They take attention from the subject. They reveal the hook. Any studies done that attempt to sell, if apparent, creates corresponding resistance.

That is so in personal salesmanship as in salesmanship-in-print. Fine talkers are rarely good salesmen. They inspire buyers with the fear of over-influence. They create the suspicion that an effort is made to sell them on other lines than merit.

Successful salesmen are rarely good speech makers. They have few oratorical graces. They are plain and sincere men who know their customers and know their lines. So it is in ad writing. Many of the ablest men in advertising are graduate salesmen. The best we know have been house-to-house canvassers. They may know little of grammar, nothing of rhetoric, but they know how to use words that convince.
There is one simple way to answer many advertising questions. Ask yourself,” Would it help a salesman sell the goods?” “Would it help me sell them if I met a buyer in person?” A fair answer to those questions avoids countless mistakes. But when one tries to show off, or does things merely to please himself, he is little likely to strike a chord which leads people to spend money. Some argue for slogans, some like clever conceits. Would you use them in personal salesmanship? Can you imagine a customer whom such things would impress? If not, don’t rely on them for selling in print.

Some say “Be very brief. People will read for little.” Would you say that to a salesman? With a prospect standing before him, would you confine him to any certain number of words? That would be an unthinkable handicap. So in advertising. The only readers we get are people whom our subject interests. No one reads ads for amusements, long or short. Consider them as prospects standing before you, seeking for information. Give them enough to get action.

Some advocate large type and big headlines. Yet they do not admire salesmen who talk in loud voices. People read all they care to read in 8-point type. Our magazines and newspapers are printed in that type. Folks are accustomed to it. Anything louder is like loud conversation. It gains no attention worthwhile. It may not be offensive, but it is useless and wasteful. It multiplies the cost of your story. And to many it seems loud and blatant.

Others look for something queer and unusual. They want ads distinctive in style or illustration. Would you want that in a salesman? Do not men who act and dress in normal ways make a far better impression? Some insist on dressy ads. That is all right to a certain degree, but is quite important. Some poorly-dressed men, prove to be excellent salesmen. Over dress in either is a fault.

So with countless questions. Measure them by salesmen’s standards, not by amusement standards. Ads are not written to entertain. When they do, those entertainment seekers are little likely to be the people whom you want. That is one of the greatest advertising faults. Ad writers abandon their parts. They forget they are salesmen and try to be performers. Instead of sales, they seek applause.

When you plan or prepare an advertisement, keep before you a typical buyer. Your subject, your headline has gained his or her attention. Then in everything be guided by what you would do if you met the buyer face-to-face. If you are a normal man and a good salesman you will then do your level best.

Don’t think of people in the mass. That gives you a blurred view. Think of a typical individual, man or woman, who is likely to want what you sell. Don’t try to be amusing. Money spending is a serious matter. Don’t boast, for all people resent it. Don’t try to show off. Do just what you think a good salesman should do with a half-sold person before him.
Some advertising men go out in person and sell to people before they plan to write an ad. One of the ablest of them has spent weeks on one article, selling from house to house. In this way they learn the reactions from different forms of argument and approach. They learn what possible buyers want and the factors which don’t appeal. It is quite customary to interview hundreds of possible customers. Others send out questionnaires to learn the attitude of the buyers. In some way all must learn how to strike responsive chords. Guesswork is very expensive.

The maker of an advertised article knows the manufacturing side and probably the dealers side. But this very knowledge often leads him astray in respect to customers. His interests are not in their interests. The advertising man studies the consumer. He tries to place himself in the position of the buyer. His success largely depends on doing that to the exclusion of everything else.

This book will contain no more important chapter than this one on salesmanship. The reason for most of the non-successes in advertising is trying to sell people what they do not want. But next to that comes lack of true salesmanship.

Ads are planned and written with some utterly wrong conception. They are written to please the seller. The interest of the buyer are forgotten. One can never sell goods profitably, in person or in print, when that attitude exists.

Chapter 3
Scientific Advertising – Offer service

Remember the people you address are selfish, as we all are. They care nothing about your interests or profit. They seek service for themselves. Ignoring this fact is a common mistake and a costly mistake in advertising. Ads say in effect, “Buy my brand. Give me the trade you give to others. Let me have the money.” That is not a popular appeal.

The best ads ask no one to buy. That is useless. Often they do not quote a price. They do not say that dealers handle the product. The ads are based entirely on service. They offer wanted information. They site advantages to users. Perhaps they offer a sample, or to buy the first package, or to send something on approval, so the customer may prove the claims without any cost or risks. Some of these ads seem altruistic. But they are based on the knowledge of human nature. The writers know how people are led to buy. Here again is salesmanship. The good salesman does not merely cry a name. He doesn’t say, “Buy my article.” He pictures the customer’s side of his service until the natural result is to buy.

A brush maker has some 2,000 canvassers who sell brushes from house to house. He is enormously successful in a line which would seem very difficult. And it would be for his men if they asked the housewives to buy. But they don’t. They go to the door and say, “I was sent here to give you a brush. I have samples here and I want you to take your choice.” The housewife is all smiles and attention. In picking out one brush she sees several she wants. She is also anxious to reciprocate the gift. So the salesman gets an order.

Another concern sells coffee, etc., by wagons in some 500 cities. The man drops in with a half-pound of coffee and says, “Accept this package and try it. I’ll come back in a few days to ask how you liked it.” Even when he comes back he doesn’t ask for an order. He explains that he wants the women to have a fine kitchen utensil. It isn’t free, but if she likes the coffee he will credit five cents on each pound she buys until she has paid for the article. Always some service.

The maker of the electric sewing machine motor found advertising difficult. So, on good advice, he ceased soliciting a purchase. He offered to send to any home, through any dealer, a motor for one weeks’ use. With it would come a man to show how to operate it. “Let us help you for a week without cost or obligation,” said the ad. Such an offer was resistless, and about nine in ten of the trials led to sales.

So in many, many lines. Cigar makers send out boxes to anyone and say, “Smoke ten, then keep them or return them, as you wish.” Makers of books, typewriters, washing machines, kitchen cabinets, vacuum sweepers, etc., send out their products without any prepayment. They say, “Use them a week, then do as you wish.” Practically all merchandise sold by mail is sent subject to return.

These are all common principles of salesmanship. The most ignorant peddler applies them. Yet the salesman-in-print very often forgets them. He talks about his interest. He blazons a name, as though that was of importance. His phrase is, “Drive people to the stores,” and that is his attitude in everything he says. People can be coaxed but not driven. Whatever they do they do to please themselves. Many fewer mistakes would be made in advertising if these facts were never forgotten.

Chapter 4
Scientific Advertising – Mail order advertising – What it teaches

The severest test of an advertising man is in selling goods by mail. But that is a school from which he must graduate before he can hope for success. There cost and result are immediately apparent. False theories melt away like snowflakes in the sun. The advertising is profitable or it is not, clearly on the face of returns. Figures which do not lie tell one at once the merits of an ad.

This puts men on their mettle. All guesswork is eliminated. Every mistake is conspicuous. One quickly loses his conceit by learning how often his judgment errs – often nine times in ten.

There one learns that advertising must be done on a scientific basis to have any fair chance of success. And he learns that every wasted dollar adds to the cost of results. Here is a tough efficiency and economy under a master who can’t be fooled. Then, and only then, is he apt to apply the same principles and keys to all advertising.

A man was selling a five-dollar article. The replies from his ad cost him 85 cents. Another man submitted an ad which he thought better. The replies cost $14.20 each. Another man submitted an ad which for two years brought replies at an average of 41 cents each. Consider the difference on 250,000 replies per year. Think how valuable was the man who cut the cost in two. Think what it would have meant to continue that $14.20 ad without any key on returns.

Yet there are thousands of advertisers who do just that. They spend large sums on a guess. And they are doing what that man did – paying for sales from 2 to 35 times what they need cost. A study of mail order advertising reveals many things worth learning. It is a prime subject for study. In the first place, if continued, you know what pays. It is therefore good advertising as applied to that line. The probability is that the ad has resulted from many traced comparisons. It is therefore the best advertising, not theoretical. It will not deceive you. The lessons it teaches are principles which wise men apply to all advertising.

Mail order advertising is always set in small type. It is usually set in smaller type than ordinary print. That economy of space is universal. So it proves conclusively that larger type does not pay. Remember that when you double your space by doubling the size of your type. The ad may still be profitable. But traced returns have proved that you paying a double price for sales. In mail order advertising there is no waste space. Every line is utilized. Borders are rarely used. Remember that when you are tempted to leave valuable space unoccupied.

In mail order advertising there is no palaver. There is no boasting, save of super-service. There is no useless talk. There is no attempt at entertainment. There is nothing to amuse. Mail order advertising usually contains a coupon. That is there to cut out as a reminder of something the reader has decided to do.

Mail order advertisers know that readers forget. They are reading a magazine of interest. They may be absorbed in a story. A large percentage of people who read an ad and decide to act will forget that decision in five minutes. The mail order advertisers that waste by tests, and he does not propose to accept it. So he inserts that reminder to be cut out, and it turns when the reader is ready to act.

In mail order advertising the pictures are always to the point. They are salesmen in themselves. They earn space they occupy. The size is gauged by their importance. The picture of a dress one is trying to sell may occupy much space. Less important things get smaller spaces. Pictures in ordinary advertising may teach little. They probably result in whims. But pictures in mail order advertising may form half the cost of selling. And you may be sure that everything about them has been decided by many comparative tests. Before you use useless pictures, merely to decorate or interest, look over some mail order ads. Mark what their verdict is.

A man advertised an incubator to be sold by mail. Type ads with right headlines brought excellent returns. But he conceived the idea that a striking picture would increase those returns. So he increased his space 50 percent to add a row of chickens in silhouette. It did make a striking ad, but his cost per reply was increased by exactly that 50 percent. The new ad, costing one-half more for every insertion, brought not one added sale. The man learned that incubator buyers were practical people. They were looking for attractive offers, not for pictures.

Think of the countless untraced campaigns where a whim of that kind costs half the advertising money without a penny in return. And it may go on year after year. Mail order advertising tells a complete story if the purpose is to make an immediate sale. You see no limitations there are on amount of copy. The motto there is, “The more you tell the more you sell.” And it has never failed to prove out so in any test we know.

Sometimes the advertiser uses small ads, sometimes large ads. None are to small to tell a reasonable story. But an ad twice larger brings twice the returns. A four times larger ad brings four times the returns, and usually some in addition. But this occurs only when the larger space is utilized as well as the small space. Set half-page copy in a page space and you double the cost in returns. We have seen many a test prove that.

Look at an ad of the Mead Cycle Company – a typical mail order ad. These have been running for many years. The ads are unchanging. Mr. Mead told the writer that not for $10,000 would he change a single word in his ads. For many years he compared one ad with the other. And the ads you see today are the final results of all those experiments. Note the picture he uses, the headlines, the economy of space, the small type. Those ads are as near perfect for their purpose as an ad can be.

So with any other mail order ad which has long continued. Every feature, every word and picture teaches advertising at its best. You may not like them. You may say they are unattractive, crowded, hard to read – anything you will. But the test of results has proved those ads the best salesman those lines have yet discovered. And they certainly pay.

Mail order advertising is the court of least resort. You may get the same instruction, if you will, by keying other ads. But mail order ads are models. They are selling goods profitably in a difficult way. It is far harder to get mail order than to send buyers to the stores. It is hard to sell goods which can’t be seen. Ads which do that are excellent examples of what advertising should be.

We cannot often follow all the principles of mail order advertising, though we know we should. The advertiser forces a compromise. Perhaps pride in our ads has an influence. But every departure from those principles adds to our selling cost. Therefore it is always a question of what we are willing to pay for our frivolities.

We can at least know what we pay. We can make keyed comparisons, one ad with another. Whenever we do we invariably find that the nearer we get to proved mail order copy the more customers we get for our money.

This is another important chapter. Think it over. What real difference is there between inducing a customer to order by mail or order from his dealer? Why should the methods of salesmanship differ? They should not. When they do, it is for one of two reasons. Either the advertiser does not know what the mail order advertiser knows. He is advertising blindly. Or he deliberately sacrifices a percentage of his returns to gratify some desire.

There is some apology for that, just as there is for fine offices and buildings. Most of us can afford to do something for pride and opinion. But let us know what we are doing. Let us know the cost of our pride. Then, if our advertising fails to bring us the wanted returns, let us go back to our model – a good mail order ad – and eliminate some of our waste.

Chapter 5
Scientific Advertising – Headlines
The difference between advertising and personal salesmanship lies largely in personal contact. The salesman is there to demand attention. He cannot be ignored. The advertisement can be ignored.

But the salesman wastes much of his time on prospects whom he can never hope to interest. He cannot pick them out. The advertisement is read only by interested people who, by their own volition, study what we have to say.

The purpose of a headline is to pick out people you can interest. You wish to talk to someone in a crowd. So the first thing you say is, “Hey there, Bill Jones” to get the right persons attention. So it is in an advertisement. What you have will interest certain people only, and for certain reasons. You care only for those people. Then create a headline which will hail those people only.

Perhaps a blind headline or some clever conceit will attract many times as many. But they may consist of mostly impossible subjects for what you have to offer. And the people you are after may never realize that the ad refers to something they may want.

Headlines on ads are like headlines on news items. Nobody reads a whole newspaper. One is interested in financial news, one in political, one in society, one in cookery, one in sports, etc. There are whole pages in any newspaper which we may never scan at all. Yet other people might turn directly to those pages.

We pick out what we wish to read by headlines, and we don’t want those headlines misleading. The writing of headlines is one of the greatest journalistic arts. They either conceal or reveal an interest.

Suppose a newspaper article stated that a certain woman was the most beautiful in the city. That article would be of intense interest to that woman and her friends. But neither she nor her friends would ever read it if the headline was “Egyptian Psychology.”

So in advertising. It is commonly said that people do not read advertisements. That is silly, of course. We who spend millions in advertising and watch the returns marvel at the readers we get. Again and again we see 20 percent of all the readers of a newspaper cut out a certain coupon.

But people do not read ads for amusement. They don’t read ads which, at a glance, seem to offer nothing interesting. A double-page ad on women’s dresses will not gain a glance from a man. Nor will a shaving cream ad from a woman.

Always bear these facts in mind. People are hurried. The average person worth cultivating has too much to read. They skip three-fourths of the reading matter which they pay to get. They are not going to read your business talk unless you make it worth their while and let the headline show it.

People will not be bored in print. They may listen politely at a dinner table to boasts and personalities, life history, etc. But in print they choose their own companions, their own subjects. They want to be amused or benefited. They want economy, beauty, labor savings, good things to eat and wear. There may be products which interest them more than anything else in the magazine. But they will never know it unless the headline or picture tells them.

The writer of this chapter spends far more time on headlines than on writing. He often spends hours on a single headline. Often scores of headlines are discarded before the right one is selected. For the entire return from an ad depends on attracting the right sort of readers. The best of salesmanship has no chance whatever unless we get a hearing.

The vast difference in headlines is shown by keyed returns which this book advocates. The identical ad run with various headlines differs tremendously in its returns. It is not uncommon for a change in headlines to multiply returns from five or ten times over.

So we compare headlines until we know what sort of appeal pays best. That differs in every line, of course.

The writer has before him keyed returns on nearly two thousand headlines used on a single product. The story in these ads are nearly identical. But the returns vary enormously, due to the headlines. So with every keyed return in our record appears the headlines that we used.

Thus we learn what type of headline has the most widespread appeal. The product has many uses. It fosters beauty. It prevents disease. It aides daintiness and cleanliness. We learn to exactness which quality most of our readers seek.

That does not mean we neglect the others. One sort of appeal may bring half the returns of another, yet be important enough to be profitable. We overlook no field that pays. But we know what proportion of our ads should, in the headline, attract any certain class.

For this same reason we employ a vast variety of ads. If we are using twenty magazines we may use twenty separate ads. This because circulation’s overlap, and because a considerable percentage of people are attracted by each of several forms of approach. We wish to reach them all.

On a soap, for instance, the headline “Keep Clean” might attract a very small percentage. It is to commonplace. So might the headline, “No animal fat.” People may not care much about that. The headline, “It floats” might prove interesting. But a headline referring to beauty or complexion might attract many times as many.

An automobile ad might refer in the headline to a good universal joint. It might fall flat, because so few buyers think of universal joints. The same ad with a headline, “The Sportiest of Sport Bodies,” might out pull the other fifty to one.

This is enough to suggest the importance of headlines. Anyone who keys ads will be amazed at the difference. The appeals we like best will rarely prove best, because we do not know enough people to average up their desires. So we learn on each line by experiment.

But back of all lie fixed principles. You are presenting an ad to millions. Among them is a percentage, small or large, whom you hope to interest. Go after that percentage and try to strike the chord that responds. If you are advertising corsets, men and children don’t interest you. If you are advertising cigars, you have no use for non-smokers. Razors won’t attract women, rouge will not interest men.

Don’t think that those millions will read your ads to find out if your product interests. They will decide at a glance—by your headline or your pictures. Address the people you seek, and them only.

There you have it. The secrets to successful marketing and advertising

Check back soon as we reveal chapters 6-10

Gather all of your experience, education, and advice and decide what you will do to grow your business.

Begin by trying and testing your marketing ideas.

Use small and safe tests.

Estimate how long that it might take for you to see the results of your efforts by creating a marketing calendar to help to guide you along the way.

This road map will help you to see how overlapping plans and campaigns affect each other. More importantly, use your marketing calendar to track your results. This will allow you to see clearly which efforts were profitable and which should be discontinued.

Learn to keep each marketing tactic that you under­take flexible.

You will quickly discover which efforts prove to be effective. You will want to use them again, expanding them into new geographic areas and markets.

Unfortunately, you also will find out which efforts proved to be bad ideas, ideas that did not create meas­urable profit. These marketing efforts should be elimi­nated. Don’t waste valuable time and effort trying to fix them. Stick with what works or try something new.

On your calendar, use highlighter pens in different colors to indicate how long the results of each campaign should take.

If you’re a more “digital” type of person, there are many good computer programs and online tools to help you to track your marketing efforts. In fact, you might want to check out Fast Marketing Plan. There are many tools that will make it easy for you to compare visually how the actual results measure up to your pre-implemen­tation expectations. This information will help you to “fine-tune” your ongoing efforts.

How flexible are your marketing efforts?

Other, more-established companies have designed their own; without seeing more success than they had prior to using this very important tool. Or (the worst-case scenario), there are the companies that have paid a very large sum of money to a huge marketing company for this very-much essential tool of business growth; only to have the investment give them a lackluster return.

Well, there are marketing calendars available that are made to fit your particular marketing plan. There are also marketing calendars out there that are easy-to-use yet, very in-depth at the same time. And, there are marketing calendars that are positive in both of those ways and, that get it right the first time!

So, whether you are a rightfully-jaded (in regards to marketing calendars) business owner or, this is your first time considering using one, we can point you in the direction of a marketing calendar that will go above-and-beyond your expectations; perhaps, even showing you possibilities that you previously hadn’t known that you business had!

Whether you have your own marketing plan that is already gaining you serious success, or you are looking for a marketing plan/marketing calendar combination, we have found a solution for you! The key factors that set a great marketing calendar apart from a run-of-the-mill one are laid out in this article.

First, we must have an understanding of what a marketing calendar really is. The simple definition is as follows: A Marketing Calendar assists you in putting your different marketing concepts into motion in a structured and organized way.

While the name “Marketing Calendar” (as well as this short definition) may invoke only thoughts of coordination of marketing efforts, a truly great marketing calendar also assists you in budgeting your marketing concepts and various business moves. So, expect more than a scheduling tool when you are making the ever-important choice of which marketing calendar to choose!

Oftentimes, those running businesses find themselves a bit overwhelmed; as, things come up (and decisions have to be made) that get them off of their original course of action. The right marketing calendar will keep the original aspects of your marketing plan in order; no matter what spur-of-the-moment crisis presents itself. Right before your eyes, you will always be able to pull up the calendar and see where you are in both the short-term, and the long; in regard to your overall goal.

Moreover, a fitting calendar can help you to be sure that you are not dispensing too much effort in the wrong areas! None of us are perfect and, we often get caught up in wasting valuable time (and we all know that time is money) on the wrong aspects of our businesses!

Most importantly: An expertly-crafted marketing calendar can help you rest at night, with the knowledge that worries like planning, budgeting and even staffing are fully under control. And, aside from the absence of worry, implementing such a needs-based calendar can garner you funds that you already had, without your knowledge! In short; such a marketing calendar saves time, money and worry!

Normally, something that assists a company so much is costly and difficult to design. Well, the right marketing calendar doesn’t have to be either of those things!  If you have designed your own plan, all that is needed from the right company is your plan and, your details are simply inserted in a way that will allow you to keep your primary focus on your day-to-day work and, simply consult the calendar to be sure that things happen when they should, how they should and, within the budget that you set out for them to work within. If the right company designs both your plan and your calendar, it is even easier to coordinate the two and, once this has been done, you are on your way to the kind of success that you long-ago imagined — the kind of results that got you into business in the first place!

Our main concern is catering to your specific needs. (As should be the main aim of any good company).  We make our marketing calendars as detailed as possible and, they are easy for anyone to use. Even those who consider themselves to be technologically-challenged can use an online, expertly-designed marketing calendar; so that they can have an overview of their business and all of its details at any time — in any place.

With that being said, your calendar should also be the magnifying glass for your marketing plan! At any time, right before your eyes, you will be able to take in easy-to-interpret (yet, detailed), organized information that will let you know whether or not you should adjust your original plan; in order to suit your current needs. This definitely helps to keep your business stable! Stability is key; most businesses who fail do so due to their owners’ inability to adjust to the ups-and-downs of income and/or changing of plans due to ineffectiveness or so-so results.

In summary, think of your marketing calendar as your business plan’s map to success. Without it, at very best — your business can survive without one. At the very least — with the right marketing calendar — your business will thrive!

Now, you may want to check out FastMarketingPlan.com to discover a fast and easy way to create your next marketing plan and marketing calendar

So you have your marketing plan, marketing calendar, marketing ideas, and, hopefully, marketing yourself, advertising plan together and a punctual person to hire. You are well on your way to having the foundation to a successful way to market you and your business.

You’ve taken the reins on all these aspects. Now it comes down to when you deliver your product or service. Some due dates are simple. If you are a distributor for say, locally grown fruits and vegetables, it is the farmers that will tell you when your product will be ready to be picked up and delivered.

Other fields, and frankly, most other fields, you are doing the work. It is all on you. We all want to tell the client they can receive their goods or services right away! Tomorrow! It’ll be done next week. But, like I have written before, “Life Happens” and, you know what, let it happen. Enjoy it. Here are a few ways how to enjoy the life and ways to keep you sane while being kind to the due dates.

DO NOT PUT UNREALISTIC DUE DATES ON YOURSELF.

This is an obvious one, but is it? Many people, especially self-employed, tend to feel like they must be full of stress and anxiety in order to feel like they are being productive and pushing themselves.

Self-employment is just that and it is tough to gage what other people are doing in your field and how fast, so the solution to legitimizing oneself? The marketing problem here is the: “Do it faster, tell the client you can do it faster for less money” scenario.  It’s the American way.  Don’t.

This is an admirable marketing goal, but speed costs and what are you willing to spend or sacrifice? Many times the quality of the work deteriorates or it is a completely unenjoyable, unfulfilling process. Nine times out of ten this pain stake is translated somewhere in the work delivered.

Take your time. You are worth the wait. Make the best of the task at hand and market yourself in delivering the best work. If it takes you a few extra days then you think someone else producing the same work is, so what. Odds are you will get better at your craft if you take your time and the turnaround time will naturally increase. Which leads me to….

DO NOT GIVE YOUR CLIENT AN UNREALISTIC DUE DATE.

Even if you do start turning work out faster as you get increasingly comfortable in your work, does not necessarily mean you need to tell the client an earlier due date.

Again, life happens and it is a life to enjoy. Give yourself a few extra days to produce your work and, who knows what you can accomplish beyond your clients expectations with that time. Give yourself the time to make errors, learn and most importantly…time to blow your client away with a quality product or service.

The worst feeling is telling your client you are going to be later then you anticipated. We all do it, but try to prevent that conversation from happening. It falls right in line with your new punctual self. You are on time to your meetings and on time with your due dates. These are valuable traits and word will spread fast through the grapevine about you.

WIGGLE ROOM FOR THE TIME SENSITIVE DUE DATE CRUNCH.

Particularly in the marketing and advertising realm, some jobs are very time sensitive and tight due dates are impossible to avoid. Another huge reason to give yourself some wiggle room when stating a realistic completion date.

Now, all of a sudden, you are the person that produces great work on a timely basis AND the person that can deliver when a client is in a crunch.  That’s a strategic and truthful marketing and advertising plan.

If you have too many tight due dates because you want to be the fastest to deliver, then when a client comes your way saying, “I need this now!” you won’t be able to accept the work without most likely, delaying all your other due dates.  This will screw up the reputation of meeting deadlines you have worked so hard to earn.

BE BETTER THEN THE STEREOTYPES.

A few days ago, I saw a commercial for, I think a Gillette air freshener.  It is advertised to last 30 days but may last longer.  Parallel to this statement is a guy that is redoing this couples kitchen and they both say it is going to last longer.  The guy says their kitchen will be done in a month and the couple says that it will last longer.  Sure enough, the air freshener and their kitchen rehab last 60 days. Â  It’s great advertising, marketed towards all of us who know that many people don’t meet their due dates.

Certain professions, we all get that it will probably take longer then what is quoted.  Be better then the stereotype your profession may have or, as usual, people anticipating that it will take longer to see a job completed.

I recommend not giving a due date immediately.  Go home and give it some careful thought and consideration to everything that could happen (including life!).  If you think about it and communicate the reasoning behind your due date, the client will have a better understanding of what steps it will take to meet the deadline and respect the thought you put behind it.

People love honesty, integrity and seeing a job meeting the deadline.  My personal gauge, is if I think something is going to take me three hours, I triple that time first thought to 9 hours.  Maybe the task at hand won’t take me 9 hours, but the bottom line is I covered myself, maybe have some extra time to let life happen and have a happy client on my hands.

I hope this helps you to meet your due dates, think about how your want to market and advertise yourself,  and to have fun doing it.

Check it out and sign up below for your $1, 21-day, no-obligation trial of Fast Marketing Plan.

Now Click this link
and discover how Fast and Easy it is to create your
next Marketing Plan and Calendar.

Please take a look at John’s great Do-It Yourself  Marketing Handbook System by clicking this link Now. I highly recommend John’s system, it’s the perfect way to get your marketing on track and into high gear fast.

An “Entrepreneur’s Toolbox” includes things that must be within the prospective entrepreneur’s very person but also; external tools.

First, let’s cover what you — the prospective entrepreneur — must have within yourself, in order to have a productive future.

First-and-foremost, “vision” is an absolute must.

The most successful visionaries normally have a very big picture of where it is that they want to be. (It is easier to scale back to a more practical  – and smaller — overall vision than it is to open your mind to a larger vision; once you have set your mind to something small and simple).

Secondly, you must possess plenty of “Self-Trust”.

Many speak of “innovation” as part of the ideal entrepreneur’s mind. Well, without belief in your ideas and the inner trust in yourself that what you wish to provide is needed in the world, your ability to innovate means nothing!

And, last (certainly not least) an entrepreneur must have a bit of “Intuition“. And, despite some of the ideas that the term ‘intuition’ may bring to mind, the sort of intuition that I am referring to is simply: “Knowing something without knowing how you know it“.

And, while it seems to be an in-borne quality, intuition can be developed.

The purpose of this article is to show you the external tools that can develop your intuition — as well as your vision and self-trust — to its fullest potential; in order to cut your costs and to increase your overall efficiency!

A proper business and marketing plan, devised by an outside, expert source; can help you to avoid the mistakes that many make. (Passion and drive are great qualities but, sometimes they get in the way of the bottom line!).

When it comes to your marketing, it is important to be aggressive but also, to be sure that you aren’t aggressive to the point that you trap yourself into one course of action.

Also, you don’t want to ‘burn yourself out at both ends’. So, a well-tuned Marketing Plan is absolutely crucial. To go along with that marketing plan, it is positively a must to possess a detailed, easy-to-use Marketing Calendar.

As covered in one of our other informational articles, a marketing calendar can also help you to be sure that personnel staffing, budgeting and foresight are already taken care of; with little work coming from you! Therefore, you save money, can dedicate your time to more constructive things than worrying and, have that overall satisfying feeling of stability.

A Budget Plan is very important, alone. And, while it is fine-tuned and worked-around (as well as made to be flexible) within your marketing plan (and calendar), having a realistic, organized and easy-to-monitor budget plan is an absolute must. And, just like your other external tools, a budget that is designed for your particular business and reviewed by objective experts increases the odds of your business being a success.

Just like your Marketing Plan, your overall Business Plan should contain “what if” strategies.

No matter your foresight or intuition, you can never be completely certain what emergencies may come up; nor, can you always correctly predict what you competition is going to do.

Put simply, our Business and Marketing Plans must be very flexible and objective. Being “fixed” in your planning can lead you to failure; in fact, it normally does, for most!

A Strategic Investment Plan is something that you must have ready when beginning your career as an entrepreneur.

While you may know exactly what you wish to invest in and when, just like the tools covered above, you must have plenty of flexibility in terms of your investment planning.

What your competitors do, things that happen in the economy and possible failures of past marketing are all things that may play into your needing a flexible and objective strategic investment plan. And, a common mistake that many make is grouping their investment plan in with their budget plan. When you put some thought into those two things, it becomes apparent that they need to be separate; or else you wind up with too many important factors compartmentalized into one category!

Also, depending on your business, you may be thinking more locally than Globally. Well, the right Marketing Company takes things like this into account from the very start. If you consider yourself as an aspiring entrepreneur (or if you are already an entrepreneur looking to increase his success) we have plenty of essential and proven tools that can help you along your way!

“No Battle Plan Survives First Contact with the Enemy”

Many of us view our businesses and their plans as ongoing wars with competitors. We tend to see every facet of our plans and actions as battle-like comparisons with those of our adversaries.

After all, things like our marketing plans, advertising efforts, marketing calendars, logos and branding – even our products, services and ideas, themselves – are our weapons. And, collectively, we are always trying our best to make sure that our weapons and stratagem are bigger, better and stronger than those of our ‘enemies’.

The title of this article was actually a quote of the infamous Napoleon the Great. And, while you may be saying to yourself, “But, Napoleon lost”, your statement is missing one ever-important word – ‘eventually‘.

Napoleon had plenty of victorious battles – many of which he was predicted to lose – and, regardless of what you think of the “Pint-Sized General”, the quote -and philosophy behind it – are a great start, as far as the way one should look at their business’s plan and, how it relates to that ongoing war with the competition.

In regard to business, no marketing plan should be set in concrete! No matter how effective your plan may be, chances are, it will have to be altered at a given time; due to what your competitor(s) is doing.

We have all been in a situation in which, we feel heavy frustration from the fact that we have to change the plan - that we once considered our ‘baby’ – in order to counter what it was that another company was coming to battle with.

Even the actions of your clients, future clients or suppliers can take you by surprise – to the point of startling you – and force you to change the way in which you had set out to do things. In other words, you must be ready for anything. You must have flexibility. You must expect the unexpected!

Now, don’t feel as if you have to be a psychic. Don’t feel overwhelmed at the thought of needing a business and marketing plan so flexible that it takes away from the overall aim and goals that made you ‘hungry‘ to run your particular business in the first place!

There is an easy way to be sure that you can continue to have success in the future – if you just start off with flexibility in mind! The best way to do so is to have a marketing plan that is flexible and built to adjust itself when the time comes to do so.

At Fast Marketing Plan, our goal is to provide our clients with marketing plans that are easy-to- create, easy-to- follow, success-driven and (perhaps, most importantly) flexible. Because without flexibility, a business owner may find himself trapped and on the verge of giving up on everything that he had set out to do. Well, no person or business entity should have the power to put you into that mindset and, with a flexible marketing tool as a weapon; they won’t be able to!

When going to war, you must be sure that you have a pre-planned counter-attack for anything that may take you by surprise. Just having that knowledge may put you ahead of a good percentage of those that you are competing with.

More importantly, however, is being sure that your counter-weapon is more powerful than that of your enemies’ and, that you have another weapon or plan of attack to follow-up with; allowing you continue your march to success without any interference.

In any case, don’t be trapped by a stationary, unchangeable plan of attack. Do not allow yourself to be left with your shields down, while busy doing other things; allowing your empire to be taken down. Have the proper fortifications in place to protect what you worked so hard to build.

And, know that the first (and likely the most crucial) defense for the upcoming battles that you will face is a flexible, defensive-to-offensive marketing plan!

For more info on creating you marketing plans, check outhttp://www.FastMarketingPlan.com

To your success
Sandy Barris

Are you an engineer, IT consultant or a dentist? How about a business coach, facilities manager, project manager or any of the thousands of professional services wanted by millions of businesses?

Have you recently been downsized or layed off? Or, have you retired and are climbing the walls wanting to get back in the game.

If so, stop and pull out your magic wand, wave it around a few times and imagine creating the perfect professional services business —without fear of failing—what would it look like?

Got it pictured. Now, take your magic wand and break it in half because whatever professional service business you choose to create, you’ll always be in sales and marketing business.

Why, because if you won’t market and close business deals, you’ll have a rough time staying in business.

Of course, one of the keys to your success in a professional service business is knowing, without a doubt, who will want and can afford to buy whatever it is you are offering.

One of the ways to get started is to figure out what and who the perfect client may look like to you:

• What business niche are they in?
• What markets do they serve?
• Who supplies that business niche with goods & services
• Where is that niche located?
• Are there enough businesses in that niche to be profitable?
• Can they afford your services?
• Who would recommend their products or services

Answer these questions and you’ll be well on your way to discovering exactly who’ll want your services.

Next, market to your perfect client using many different marketing approaches. Some will work better than others. Some will start out like gang busters then fad off. Others will crash and burn with no ROI. It’s all good because every success and failure is a lesson and brings you closer to succeeding in your business.

The key here is to create an overall marketing strategy that includes 15 or more marketing tactics. The more marketing tactic you try, the greater your chance of getting in front of the perfect future client.

Keep in mind people absorb information in different modes. Some people like information presented verbally. Talk to them face-to-face; send them a CD/DVD or an Mp3 they can listen to in their car.  Others want info visually; they like to see videos, graphs, charts and pictures to fully understand what you offer.

You should test many different marketing tactics.

• Build an optimized website and use the Internet to describe the benefits of your service using video, audio and the written word.
• Go to networking events.
• Approach your suppliers for referrals.
• Host webinars and pod casts because they are the 21 Century brochure.
• Grow your database
• Email market your growing database
• Create a local Pay-per-click internet marketing campaign
• Develop a social media marketing plan
• Join LinkedIn, Facebook and 3-4 of the other top SMM sites.
• And that’s just the tip of the iceberg.

Whatever marketing you do, provide a compelling reason to try out your services. If a future client has a choice between many similar services or does not have a compelling need to buy your service, your company will not grow fast.

Targeting big business? Your ideal future client may be hidden deep within the corporate structure. Professional service providers have sometimes found it was easier to sell at a department level rather than target the CFO.

But, it can pay to go to the top first, so you can name drop to the rungs down under. Granted, it’s a lot harder to get to the CXO’s. Is it worth the effort, you’ll have to be the judge. Now, keep in mind that when you do get in front of the CXO, birds of a feather flock together and it could be your ticket into many more C-level opportunities.

Discover what your perfect future client looks like, and how to get in front of him/her and you’ll be well on your way to growing a successful professional service business.

Have you ever wondered how to streamline creating a marketing plan?

Can I show you 7 simple things to ask to help speed up creating your next marketing plan?

The first question to ask is, “Do I really need a marketing plan.”
You may not. If everything you are doing to bring in all the business you want, don’t change a thing. Even if you or your staff are bored with it. Let it keep profiting until it stops profiting.

Next ask, “What do I want a marketing plan to do for me and my business.”
Many marketing plans are written as part of a business plan. Also, marketing plans are written when looking for new or more funding. Most marketing plans are created as a road map, a guide to the next 12-18 months of marketing campaigns

Now, “What is your Unique Selling Proposition (USP)?” Answer in a compelling way, why anyone would choose your products, services or ideas over all the other choices they have, including doing nothing.

Of course, you are making and “Irresistible Offer” every time you are in front of someone. Business and marketing are all about offers.  You give me this and I’ll give you that. Keep in mind that without an offer, no business transpires. Think of the many times you have seen an advertisment or marketing message and couldn’t figure out what was being offered. Don’t make this critical mistake. State exactly what you will be offering in your marketing plan.

OK, “Where is your ideal future client or customer?” Not just anyone, but who is the ideal fit for your products, services or ideas. Where can you find enough of your ideal future clients to be profitable? When you do find them, how much do you know about their hopes, aspirations, desires, fears, problems, etc? Take off your shoes and walk in your future clients shoes for a week and see, hear and feel what they see hear and feel. Then and only then, will you know their real problems.

I’m sure you’ve decided on which, if any, of the many of the different “marketing media options you’ll want to test.” Options like direct respons mailing campaigns, yellow page ads or email marketing. How about tele-marketing, newspaper display ads or Webinars? Networking, Social media marketing or pay-per-click marketing? We could go on and on and on, but you get the idea. Where are you going to spend your marketing budget?

Finally, as long as you are going after new clients, “How are you capturing their personal information?” I don’t mean their shoe size, waist size or height (but you may need them depending on what you are selling). Are you asking for their name, email address and snail mail address? If not, how will you communicate with them in the future?

Now grab a piece of paper and start answering these questions. Doing so will focus your marketing plan and anyone reading it will know exactly the what, where, when, who and how you are planning to market your business.

Ok, I admit it; there are more then 7 questions to answer.
You should have seen the ones I edited out.
I’ve saved them for another article in the near future, so keep checking back.

What to speed up the creation of your advertsing and marketing plan?

Coming in August http://www.FastMarketingPlan.com