Saturday, February 6, 2016

Hi-Def Deception In The Single Speaker Showroom

Mel,

 

Back when I was in junior high I'd hop a bus downtown to visit all the stereo shops and soak up every scrap of knowledge I could.

 

I'm sure the sales people hated me.

 

I'd materialize once every month or so... monopolize an hour of their time... pummel them with questions about speakers, amplifiers, tape decks, turntables and decibels—then vanish without spending a single thin dime.

 

One of these patient souls once advised me, "You should read everything you can get your hands on."

 

I took that quite literally. Instead of clothes, most of the drawers in my dresser in my bedroom were stuffed with audio literature, brochures and catalogs.

 

Much later on, I discovered a dirty little secret:

 

95% of the products I was drooling over were COMMODITIES.

 

Vendors in the audio industry are among the very best, of any industry out there, at juking and jiving their way around the fact that the things they sell sound and perform *exactly* the same as their competitors.

 

One of the most brilliant of these dance moves was from Linn, a high-end audio manufacturer in Scotland.

 

Every stereo shop has a special room for the high end equipment.

 

And the top lines carried by that dealer compete fiercely for attention in that room.

 

One day someone at Linn figured out a sneaky way to nab the primo  positioning in those rooms: "The Single Speaker Demonstration."

 

The shtick goes like this:

 

The existence of any other speaker in a room corrupts the sound and the listener experience.

 

Even a telephone, by its very presence, will distort the sound and make the listener's judgment suspect and unnatural.

 

Therefore only one speaker can be demonstrated at any one time; if you switch speakers, you must lug the old ones out of the room before new ones are brought in.

 

So they went out to all their dealers and showed this to them.

 

They would put a pair of speakers in the room and play them – then they'd bring a telephone in and out of the room.

 

Steve the Linn rep says, "Mark, can you hear the difference the presence of this little telephone makes?"

 

Mark thinks for a minute and says "Play that again, would you?"

 

So they do another trial. "Yeah, Steve, now I hear exactly what you're talking about. The midrange is muddier with the telephone in the room. Wow, that's amazing!"

 

The factory guy has successfully done a bit of psycho-manipulation on the dealer, who will in turn do this to many dozens of unsuspecting customers.

 

Next the factory guy pulls a sticker out of his notebook—it's a "Single Speaker Demonstration" sticker—and affixes it to the front door of the retail store.

 

Now this dealer is certified as a "Single Speaker Demonstration Room" dealer, and Linn's speakers are, of course, always the default speakers in this special room.

 

Linn then goes on to publish a list of dealers who conform to this now-higher standard of demonstrating audio equipment—and run ads promoting those dealers.

 

Fact check:

 

Does having another pair of speakers in the room change the sound?

 

Yes, it theoretically does.

 

However, the difference is microscopically small (especially compared to the rattling drywall, the air conditioner, and whatever else is going on).

 

Here's what's important though: It is now literally impossible for the customer to make a side-by-side comparison.

 

Your hearing is extremely susceptible to suggestion.

 

And the salesman, convinced by Linn's "single speaker" pitch, can now tell customers what he wants them to hear, instead of flipping a switch from A to B and letting them hear it for themselves.

 

Linn has deftly shoved the competition out of the way.

 

Now to be clear, what Linn did here isn't exactly ethical.

 

But the principle is one any business should heed:

 

The way to escape the "commodity trap" is to make it impossible for your customers to compare you 1-to-1 with anyone else.

 

An excellent way to do this is to create a "buyer's guide" for your market that lays out the questions customers should ask when choosing who to work with.

 

By encouraging your customers to ask questions that highlight your USP, you eliminate your competition without firing a shot.

 

Hey, nobody said this was going to be a fair fight!

 

Carpe Diem,

 

Perry Marshall

 

 

 

 

 

 

***NOTE: This email address isn't monitored! If you need help, please email:

 

support@perrymarshall.com

 

 

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Wednesday, February 3, 2016

Logarithmic Upsells For Big-Ass Profits

Mel,

 

Listen up:

 

Somebody's going to make a lot of money from what I'm about to say here—might as well be you.

 

The pricing of services, especially in niches, is EXTREMELY elastic.

 

This has a lot to do with the fact that people take services very seriously. ("Big-Ass Fans" is wildly successful, but "Big-Ass HVAC Contractors" would go belly up before they ever got a single customer.)

 

Service businesses are also more intrinsically personality driven than product business.

 

So the pricing strategy you use for services needs to be much, much different.

 

For example, if you sell a $20,000 car, then when you add the Mop&Glo and the extended warranty and the high-end stereo and the espresso machine, maybe the price goes up to $30,000.

 

Upsells on hard products are usually very incremental, and only a fraction of the base price.

 

Services, information and advice are different.

 

When you sell services and information, the variation in price should change by a factor of 10 or 100 or 1000, depending on how much of you the customer gets.

 

Let's say you sell a piece of software.

 

Your basic version costs $200. Then you have a $350 version and a $500 version.

 

That's how most software companies structure their pricing—and as a result they're waltzing right past stacks of $100 bills.

 

Here's how how I'd approach it...

 

I'd start with the same $200 version, and then have about five or six upgrades that are all 2-3X more expensive than the previous tier.

 

The product lineup would look something like this:

 

- Basic version with online support is $200

- Deluxe is $500 with online support

- Deluxe with weekly training teleconference calls is $1,000

- Deluxe, with weekly training teleconference calls and remote installation & service done by your staff via the Internet, $2,500

- Deluxe, with online installation & service, 8-5 live phone support, and the weekly training teleconference calls, $5,000

- Deluxe, with on-site installation & service, 24 hour live phone support including a special "911 hotline" for dire emergencies, plus the weekly teleconference calls, $10,000

- Presidential Platinum Deluxe, with on-site installation & service, redundant servers, 24 hour live phone support and 911 hotline, six weeks of intensive hands-on, on-site training and a direct line to the president of the company in case there are any problems, plus the weekly teleconference calls, $25,000.

 

Now if you build your sales process and story according to this "logarithmic" pricing model, where upsells are multiples instead of linear increments, here's what you'll discover:

 

1) You will make roughly equal amounts of revenue from every single price level. In other words, you sell about as much dollar volume of $10,000 packages as $200 packages. But you only have to deal with 1/50th the number of customers. Big money from small numbers.

 

2) You will extract maximum sales from your marketplace and take full advantage of the extreme pricing elasticity that exists in the market

 

3) You will almost invariably find that your high end customers are more pleasant and less troublesome than your low-end customers

 

4) You can fire or downgrade problem customers

 

5) It's easier for you to prioritize who gets the majority of your time and attention—you just see which kind of customer they are.

 

Useful bonus tip:

 

It's perfectly OK to have a super-duper deluxe version that hardly anyone actually buys.

 

Tom Orent, a business coach for cosmetic dentists, used to do this with his $72,000 coaching program. Nobody ever bought it, but it made his $48,000 program more palatable.

 

So think very carefully about how you can add a Presidential Super Platinum Deluxe version of what you sell.

 

It's a terrific cash-flow slack adjuster.

 

Carpe Diem,

 

Perry Marshall

 

 

 

 

 

 

 

 

***NOTE: This email address isn't monitored! If you need help, please email:

 

support@perrymarshall.com

 

 

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Perry S. Marshall & Assoc
159 N. Marion Street #295
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