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1. Focus on the user (customer) and all else will follow
It’s easy to get caught up on the dollar (whether for yourself or your company’s stakeholders).
When this happens, it is often at the expense of customer or user experience. Which takes away from long-term business growth opportunity.
A better approach is to constantly be seeking out how to make the customer experience of doing business with you a better, quicker, easier, more enjoyable experience. Then, customers will become very loyal and return, even without advertising expense on your part. (Coming from an advertising guy, of all folks!)
Here’s how Google does it:
The interface is clear and simple.
Pages load instantly.
Placement in search results is never sold to anyone.
Advertising on the site must offer relevant content and not be a distraction.
Most of these probably don’t apply directly to your business. But the idea behind them does. So find a way to make the idea work, because a happy customer will tell friends.
This year Tom Leung — Google’s product manager for Google Website Optimizer — presented at Ken McCarthy’s System Seminar. As Tom spoke, System faculty member Sean D’Souza scribbled away a few cartoons to illustrate the points Tom was making.
The points include:
Testing can help you win the tortoise-hare race by helping you make more effective landing pages than your competitors.
Bad landing pages are like crash zones!
It’s easy to get really excited — overzealous? — about testing, once you get into it. (”Guilty as charged, your honor!”)
If you want big results, then test BIG, BOLD changes.
Don’t act too quick on early results.
Yes, the 80/20 rule applies to testing too — it’s often better to do a couple quick split tests, rather than doing too-advanced, too-complex multivariate or Taguchi tests. Getting in, getting out, and getting results is profitable!
To see the cartoons, check them out on the Official Google Website Optimizer Blog:
UPDATE: Look in the comments below — Sean stopped by and linked to a page with a few other cartoons from this same series. It appears Google left a few on the cutting room floor!
Most businesses could learn a lot from Google (mine too).
Starting with the entire vision they have for business — what it means to be in business, how they define success in business (hint, it doesn’t start with profits), and how to make their business better every day.
Google’s put a lot of thought into it all — which may be obvious from their success. But what might not be as obvious is, these are things you can apply in your business.
When you do, it’s very likely you’ll double your business. You’ll be happier with what you do every day. Your customers will love you. Your team will have a renewed spirit. Work will be exciting. And both your bottom line and top line will grow steadily.
So where does it start?
“Never settle for the best”
You’ve heard of optimization, right? It’s part of search engine optimization and conversion rate optimization (among other things…).
A simple definition of optimization is working to make something better.
W. Edwards Deming was one of the first in business to really push for the philosophy of continuous optimization. Google takes it to the nth degree. Whatever you’re doing well today, you can do it better tomorrow. All you have to do is be continuously coming up with new ideas of what might make your business better — and test them.
Google does it all the time. In fact, they make it easy for you to do it all the time in your online business, too. Tools like Google Website Optimizer, the Ad Testing tool in AdWords, and even Analytics to track performance make this all possible.
Learn to use these to track how customers interact with your website and your business communications. Then experiment with ways to make each communication — each customer touch — a better experience.
Beyond that — into manufacturing, product development, and down the entire list — keep trying every day to make what you do better.
Everything else in Google’s philosophy is founded on “never settle for the best.” You should also implant that deep in your business mind. Always be looking for ways to make what you do better. And with what you’ll learn over the next 10 parts of this 11 part series, you’ll have ten powerful starting points for optimizing your business.
It seems like whenever Wall Street gets priority over Main Street, customer service screw-ups abound.
Here’s yet another tale of horrible customer service. Below is the full text of a letter I was able to send to 12 Sprint/Nextel executives, thanks to The Consumerist’s helpful post here with their contact information. I know the contact information is probably outdated with their constant turnover in the upper ranks, but hopefully at least one email gets through.
If you’re subscribed (see right), I’ll let you know what comes of it.
Here’s my letter:
An open letter to Sprint/Nextel corporate executives:
My Sprint customer experience over the past two months has bordered on molestation — and if it weren’t for the $200 fee per line of abandoning my contract (further abuse), I’d be gone already.
Makes me understand 100% why this is the media coverage you get:
“One of the biggest problems Sprint has faced is retaining customers. Quarter after quarter Sprint has seen customers, especially those from the old Nextel network, leave its service.” (from http://news.cnet.com/8301-10784_3-9850282-7.html)
Perhaps it’s my fault, because I opted for the free phone with a two-year contract — instead of spending money on a decent cell phone. But my experience with Sprint since my wife and I renewed our contract has been dismal, to say the least.
First, the new phones we got. They’re far worse than our previous phones. They are annoying to use. And as I’ve learned over the past month, they die inexplicably from normal use.
The phone — the Samsung SPH-M300 — should be removed from your product line immediately.
I really wish I’d seen these reviews before I got the phone. I’d certainly have made another decision.
Of course, Sprint had an opportunity to make well.
A couple months after we renewed our contract, we got a call from a Sprint associate on a friendly follow-up call.
I told him how much I disliked the phone, and after stumbling and bumbling for a minute (I guess he wasn’t used to an honest customer) he composed himself and started to look through my account. Turned out he couldn’t do anything about my dissatisfaction. His last-ditch solution was to wait until one year into my contract when I could get a partial credit toward a new phone, or two years when I could get full credit.
Whooptee. I knew that already. Thanks for the customer “service” phone call.
Then this Mother’s Day things went downhill quick.
After talking to my mom for a while, my phone got hot — real hot. And shortly afterward it blacked out, dead.
After buying a replacement battery from Batteries Plus (apparently the Sprint store doesn’t keep them in stock for sale to the public) I quickly realized the problem was the phone and not the battery. So
luckily Batteries Plus was friendly enough to offer me a full refund on the battery — no questions asked — when I realized I had no use for a new battery.
Then I took my phone to the Sprint store and under the guise of “service” they were willing to replace it for $40. (No, I don’t have insurance, I’ll get to that.)
Fine, replace the phone (even though I don’t like it). Here’s $40 — just get me a working phone.
I wait a few days and get the new phone in. Good enough. The woman at the store worked to at least transfer my contacts to my new phone — despite the fact that she had to work a little bit to get the
broken phone to work long enough to do so.
I wasn’t satisfied, but I was accepting of the situation. At least I had a working phone.
Until Father’s Day. (No clue why it would happen on two similar holidays… coincidence, I guess.)
Less than 30 days after I’d gotten my replacement phone, I pull out this new phone to call my dad… and… guess what?… Black. Dead. “Bricked” as my geek friends would call it.
And I suspect you’re thinking at this point that I must abuse my phones… Well, I didn’t even have this new phone long enough to drop it! There wasn’t a scratch on it.
This was natural death.
And the cause of death? Shoddy craftsmanship and cheap parts, best I could tell. (My guess is that this is systemic, and stems from a corporate culture of preferring cost cutting and short-term profits
over customer satisfaction — the latter of which leads to business sustainability and long-term profits… This all-too-common move appeases whiny investors, I’m sure, but it also leads to you reading
long ranting letters like this one and suffering from a horrible image on Main Street — the only true “Street” that matters in business success).
Anyways… back to the phone and my next trip to the local Sprint store.
I walk in and realize that there’s an everyday problem in this particular store. Although there are four or five employees there at any given time, there’s usually only one or two working the counter,
and a line of three to six unacknowledged customers out the door. (No “hi, we’ll be with you soon” from an employee or manager. Not even a friendly glance!)
So I wait, impatiently. Like the other customers in line. Until eventually one of the employees comes around to finally acknowledge my presence.
I explain to him my problem — that this is my second dead version of this phone in less than 30 days.
He admits that he “doesn’t love” the phone. He also admits through his body language and style of conversation he knows the phone sucks but can’t say so in the store.
I tell him that Sprint should have removed the phone from their lineup a long time ago, because there are so many customer complaints about it. His well-trained tongue tries to support the phone and the
company’s decision to keep selling it, but he can’t really disagree with what I’m saying.
Sprint still sells this phone.
So — here’s one bright spot in the whole experience — because it hadn’t been 30 days since my phone was replaced, I didn’t have to be bent over to have another $40 ripped out of my wallet.
But what he said next really stuck a thorn in me.
He said I should buy insurance at $7 per month (per line), because I know that the phone I was sold is shoddy, and I don’t want to have to keep paying $40 to Sprint to keep replacing it. Bullshit. That logic
blames me for Sprint selling a sub-par product.
Just thinking about it pisses me off.
What he was proposing was that I spend in excess of $168 through the end of my contract (I have more than a year left) — on top of my normal service charges — because I got suckered into accepting a
sub-par product.
That’s a solution? NO!
I told him so and then he basically told me that if I went through this annoying, draining, painful customer experience enough times I’d finally reach a threshold where someone in the store could do
something about it. But getting my phone replaced twice in 30 days wasn’t enough of pain in the arse to deserve any mercy.
If I can slip into a little sarcasm… Brilliant policy — certainly put in place to ensure customer satisfaction. Drag us through the mud until we give up, then maybe throw us a bone. Genius.
Maybe I should call customer retention, he suggested. Things might happen quicker. Otherwise I could expect my replacement phone in a few days.
So I accepted that the store would call me when my new replacement phone was in and left.
A little later, I called customer retention and the woman I spoke with made an agreement that I can have my phone replaced (giving me my choice of similar, poorly-rated phones) if I sign a new two-year
contract. I didn’t accept because I’m not sure I want to go through another two years of being stuck with a company that doesn’t put much priority on customer satisfaction. (Or at least if there’s priority
in the corporate offices, they don’t enable employees on the front lines to do anything about it when customers are dissatisfied.)
And on to picking up my latest replacement phone.
Another annoying wait in line without a hint of acknowledgment. The employees look right through you, until it’s your turn.
Then finally I get stuck with an employee whose every action tells me she doesn’t want to be there, she doesn’t want to deal with me, she doesn’t care, she just wants me out of there.
She takes my phone across the room, and just a few seconds later comes back and tells me she can’t transfer my contacts. I have to wrestle it out of her that she even tried a new battery. It’s obvious she
doesn’t care too much. And she isn’t willing to put too much effort into it, either.
I would just have to re-enter all my contacts into my phone (luckily I wrote them down after my last phone failure). No sympathy for the amount of time that takes.
Another brilliant solution from a Sprint employee.
Too tired to fight, I left with my newest sub-par phone in hand, and now find myself writing this letter.
What do I want you to do about this situation? I’m not sure.
At this point I think what would make me happiest is waiving the fee for ending my contract early, so I’m free to choose another carrier with better customer service practices.
Second choice in my book, that would still make Sprint look pretty good and continue your revenue stream from me, is replacing my phone without me having to renew my contract (I’ll abide by the terms of my current contract). You still have me for more than a year — that’s plenty of time to suck profits out of me. (Oh yeah, I do a pretty good job of paying my bills on time — maybe one has been late in the years I’ve been with you — I’m what would be considered a responsible customer.) And maybe in that time you can earn a contract renewal by providing improved service. (Despite Verizon’s advertisements, I think your network is great.)
Third choice is to let the offer from account retention stand. I get a new phone, with a new two-year contract. It’s not great, but maybe it’s manageable.
Fourth choice is leaving me with this dismal phone, waiting for it to break down again, but giving me free insurance on both lines so I’m covered when your hardware continuously fails on me. This would be a poor choice, but I’d be a little less down on Sprint because at least you did something.
Last choice would be to do nothing. It’s kind of what I expect, but I hope it doesn’t happen.
I feel helpless. I hope you can change that. And maybe… just maybe… I’d become a happy Sprint customer again.
I look forward to your reply.
Thanks,
Roy Furr
President
Fresh Look, Inc. Marketing Consulting
541-543-1438
I don’t know if you’ve heard, but tragedy struck a Boy Scout camp in Western Iowa last night.
A tornado ripped through, claiming the lives of four scouts and injuring dozens of others.
I had a personal connection to that scout camp. In fact, I spent many weekends there growing up. I have many fond memories of the place — of hiking in the hills, of sitting around campfires, and of being with friends.
I learned, slept, and played in buildings that are now rubble.
Now many unfortunate scouts are going to have memories of fear and loss. It’s painful to think about. And it’s so unfair.
There were also stories of heroism to come from the disaster — scouts coming to the aid of others despite their own injuries. Of pulling bricks from collapsed chimneys off of others. Of the scouts that ran to the on-site house of the camp director, to rescue him from the rubble.
Luckily the day before the tornado, the whole camp conducted tornado readiness exercises. The scouts learned to “be prepared” for what could happen.
If they didn’t have this training, things could have been worse.
Now, as they sort through the rubble and the local scout leadership decides what to do next, they need your thoughts and prayers.
That those who were injured come out okay.
That those who are suffering from the experience find healing.
That “normal” can return for those whose lives have been suddenly, violently been swept up into this tragedy.
I don’t know of any other ways you can help right now. But at least keep these young scouts and their adult leaders in your thoughts and prayers.
Thank you,
Roy Furr
P.S. — If you want more information, here’s a link to the New York Times coverage of the issue:
Here’s another video on Google Website Optimizer — covering some of the best things you can test on your e-commerce website. Testing is a “garbage in, garbage out” process. That means if your ideas of what to test are bad, you’ll get bad results. But if you’re ideas of what to test are good… the sky’s the limit!
The better your test input, the quicker your profit boost will be.
This video can be used as a yardstick to measure your testing ideas against — and you can know with certainty what you’re testing has the power to bring results, quick.
It features Tom Leung, Google’s Product Manager for Google Website Optimizer, plus Bryan Eisenberg from FutureNow and GrokDotCom.
The video shows you a number of different options that can be tested to increase your web page and landing page conversion rates, including:
Where to start for maximally profitable testing.
Two simple things you can identify about pages on your website, to decide in seconds which pages can be turned into the most profitable tests.
“Idea Spectrums” you can identify for testing — and where to place your test inputs on the spectrums to get the biggest bumps in conversion.
Easy experimentation ideas.
Best practices in scientific advertising and marketing experimentation.
A bigger strategy for testing — why “thinking big” when testing will give you the most long term growth.
Four types of buyers — including how quickly they make the buying decision, and whether they use a logical or emotional appeal.
What people look at when they hit your web page — knowing this will tell you exactly what to test first.
The hierarchy of optimization, and why persuasion should be one of the last things you think about testing on most websites.
Five formulas for online marketing success.
How decreasing “flashiness” can increase your profits (expensive web designers — beware!).
Three easy headline tests that could boost conversions 50% or more.
Twelve website copy tests that can actually make a difference.
The point in the buying process when your prospect is the most fickle — and how to build confidence and close the sale.
Eight variables contained in just the “Add to Cart” button.
How “The Golden Rule” applies to testing your marketing.
P.P.S. — To make sure you never miss helpful info like this, sign up on the right side of this page. I’ll be sure to get you these great how-to videos as they become available. Sign up now!
I’m in an interesting mood this morning — kind of crabby because of the little stuff in life that gets you down, but also completely uplifted because of an email I got.
It’s what Joni does… what she represents… the example she sets… that’s truly amazing.
Joni’s got kind of a bum rap in life — a number of health issues have kept her from getting out and living the same life most of us un-gratefully enjoy (I’m guilty too). But now she’s turning that into something magnificent. She’s helping others who’re stuck at home due to physical limitations to succeed as entrepreneurs.
She’s teaching others about the enormous amount of work-at-home opportunities available — particularly those what work well for people whose physical abilities have been limited for whatever reason.
As a thank you, I wrote her an email about how she made my day better (and in response to a complaint about the level of hype out there, I included a little how-to on destroying the perception of hype in your marketing):
Wow Joni — you’ve really brightened my day!
Your story, your challenges, and how you’ve worked within those to create great things in your life — it’s amazing.
This morning I was feeling like crud, for those little things in life that are trivial but that can put you in a down mood if you let them. You let me know that I needed to pick my head up, look at the good things around me, and be thankful for that. And to find ways to work within what I’ve been given to make my life better.
And you did that all in just a couple quick minutes — without even intending to!
There are a lot of people who given your same set of circumstances would let the world beat them down (I know many of them). But you didn’t — and now you’re passing on that grace and grit to others through your work.
The whole world needs a little bit of Joni!
As for the hype — the world is overloaded with it! I agree! Many writers — for a lack of decent sales skills — just try to yell and scream to get their point across. They can’t recognize the difference between excitement and yelling at people.
If you have an exciting story to tell — don’t be afraid to tell it in an exciting way.
Also — the ultimate hype killer (and this is a big time marketing secret) is proof. If you’re able to unequivocally prove any claims you make, then you’ll never be seen as a purveyor of hype. You can do this by giving away free info, demonstrating your claims, and through a whole host of other methods — your creativity here will pay off in spades.
Well, I won’t let this run on too long. I look forward to hearing about your successes into the future — and I hope I can be a small part of them.
Roy
I hope, if nothing else, you’re inspired by Joni. And that you’re a little more thankful for the good things in life.
Mainstream media is scaring the piss out of everybody — and if we’re not headed for a recession already, they’re ready to go on a kamikaze mission to fly us straight into one!
FedEx Kinkos released it’s “Signs of the Times” small-business survey, and here’s what they found:
89% of small business owners are moderately to very concerned about the economy’s impact on their business (their life, their livelihood)
66% said they foresee flat or declining profits this year
Here’s the interesting thing — 92% will spend as much or more on marketing this year than they did last year!
That survey doesn’t say where their marketing money is going — but I’ve seen data coming out of other surveys earlier this year.
And…
What I find most interesting is where they’re putting their marketing moolah to hedge their bets:
DIRECT MARKETING — The only accountable form of advertising there is!
When times get tight, business owners get smart. They start spending dollars where they know their dollars will go out, and bring friends back.
That’s fine by me, because that’s the only type of marketing I do. (I’m a bit dogmatic about it, in fact.)
I can’t wait — because 2008 is going to be my best year ever, even if the stock market tumbles another 10-20%.
- Roy
P.S. — If the mainstream media wants to really focus on something important — how about genocide (which goes on every day) or government sponsored torture (which also goes on every day) or mass hunger or disease? Something to improve the human condition… They’re in a position of incredible power — for good or evil — yet they abuse it daily with meaningless stories and misdirection (and flat out assault on your pocketbook)! That’s my 2 cents.
A simple letter (that’s snail mail!) can be the most powerful way to generate immediate sales for your business.
Here’s an example…
I wrote a short 1-page letter for a client that generated $14,916.25 in immediate sales.
The letter sold a subscription product with a high renewals — my client expects to make another $25,182 in renewal sales from these same clients within the next 12 months, based on the sales made from my original letter.
That means my letter will have created $40,098.25 in gross sales, within 12 months. From a single mailing.
Their cost was less than $2200.
This client made over 680% ROI immediately, with an expected ROI of at least 1,800%.
Naturally, they’re ready to do this again, as often as possible.
How do you write an ultra-profitable letter like this?
There’s a lot of details that go into writing short, effective sales letters. More than I can cover here today. But here are the basics…
1. Know who you’re talking to.
The better you know your clients or prospects, the better you can speak with them on their terms, about their needs. Remember — any marketing or sales communication you write to your customers is not about you, it’s about them. It’s about how your solution makes their life better.
Forget that, and you might as well not have contacted them.
2. Make your message look personal.
People always open personal mail, and mail that looks valuable.
They only sometimes open other mail — mail that looks like marketing. Whether you’re sending your letter to 10 prospects or 10,000,000, make sure it looks as much like personal mail as possible.
That means print the address directly on the envelope (a regular #10 envelope). Make the return address a person, not a company. Use a live first class stamp. What does the personal mail you get in your mailbox look like? Make yours look like that.
And don’t screw it up when they open the envelope. Stick with a letter. You may not even need a reply card. Just write a personal letter, on plain paper, and give them a phone number to call to take the next step.
If you have to include your brochure, reply card, or other “marketing” materials, put them in a separate envelope to be opened after they read your letter. And it’s okay to tell them — in writing, on this extra envelope — not to open the envelope until they’ve read your letter.
3. Start your letter with a bang — tell them specifically why your offer benefits them.
Nobody cares to read about how cool your company is. They don’t need fluff. They want to know how they’re going to benefit — “What’s in it for me?”
Put that up front, and tell it big. If they can save 50% off what they’re going to pay elsewhere for the same merchandise, tell them that. If you can write a letter for them that will generate $40,098.25 in sales, tell them that (I have a letter going into the mail right now that starts with that!).
Make it clear how they’ll benefit, so they want to read the rest of your letter. You have 3-10 seconds to really capture their attention. So do it — either in a headline before the greeting, or in the first sentence of your letter.
This is the only way to guarantee they’ll read the rest of the letter.
4. Explain why your offer is unique — why your prospect could trek to the ends of the earth and not get a better deal.
This is critical. People may get excited by your offer. But you’ll lose those sales left and right unless you give them a good reason why you’re the only person they can turn to if they want what you’re offering.
People don’t really want to go through the effort to make sure your offer is the best one available.
But they’ll shop around unless you tell them why they don’t have to. Or why shopping around is worthless because your offer can’t be compared to anything else out there.
If you’re unique — and you give customers an unquestionable reason why — they won’t look elsewhere, and you’ll get the business… as long as you follow the rest of these steps.
5. Prove any questionable claims.
Proof is often M.I.A. — missing in action — in sales and marketing materials. Yet it’s the single strongest element you could include.
You need to prove that your product does what you say it does. Especially if you have strong, almost unbelievable claims.
The pudding — you could say — is in the proof.
There are a lot of ways you can prove your claims — I won’t go in to them here — but be sure if you make a claim that you back it up.
6. Tell your prospect why they have no choice but to respond NOW!
It’s so easy to lose a sale here. For some reason, people get all queasy when it comes time to ask for the sale. (I used to, too.) If that’s you, knock it off!
Ask for the sale. And ask for it clearly. Tell the customer exactly what they’re going to get. Then tell them how to get it. And give them a good reason why they have to get it now!
If you don’t convince your prospect that their life is going to become abysmal if they don’t respond to your offer now, it’s likely that they’ll set aside your letter and never respond.
Do you believe in your product? Quit selling it if you don’t. But if you do…
There’s no reason why you shouldn’t be yelling from the rooftops telling people to buy, and buy now. You should have no reservations about getting your potential client to cough up the dough for your product because you know for certain how much their life will be transformed in a positive way as a result of doing business with you.
So ask for the sale — because the whole sale hinges on you taking this simple step.
7. Send the letter, and reap the rewards!
Enough said!
Want me to write a simple sales letter for your business — profits guaranteed?
I’ve given you step-by-step instructions on how to write a profitable short sales letter for yourself. But if you’d like me to do it for you, I can.
I’m not going to publish my rates here. But I will tell you they’re higher than the rates of at least 70% of other direct marketing writers out there, for good reason (the investment pays off better).
If you’re interested and willing to invest a small sum to make a large one, write me an email at roy@freshlookinc.com or call me at 541-543-1438.
I may or may not decide to take you on as a client — but if I do I will even guarantee that the letter I write will be profitable, so there’s no risk to you.
Two carpenters are asked to build a table. They’re given identical sets of tools, and identical pieces of wood. They’re given two days to complete the task.
At the end of two days, one carpenter comes back with a rather plain, simple table. Nothing fancy, and certainly nothing that would stand out as exceptional compared to all the other tables you’ve seen in your life.
The other carpenter presents a table, the very sight of which takes your breath away. The table is sure and solid, with fine construction. And the details… magnificent! The legs are decorated with intricate carvings that seem as if they’d have taken years to do. The surface is smoother than glass. Every inch of the table was carefully considered, creating a masterpiece table if ever there was one.
The carpenters above were given the same tools, and the same material to work with. Yet they came back with drastically different results.
This also applies in online testing.
One of the biggest myths about testing your online marketing is…
If you’re given the tools, you’ll see instant improvement. This comes from the assumption that the tools are responsible for the increase.
(That couldn’t be more wrong!)
So… if it’s not the tools… how do you get breakthrough results?
The secret I’m about to teach you is the #1 most important thing to know, when you’re testing your marketing online or offline. It’s how you’ll create incredible results — independent of whatever tool you’re using.
It’ll turn you into a testing expert capable of creating big increases in response. Today, if you choose to apply it.
And it works whether you’re using Google Website Optimizer, Vertster, Optimost, Split Test Accelerator, or one of the other marketing testing platforms out there. It even works for testing offline marketing.
This secret is universal.
Summed up in the shortest form possible, this secret is:
“Test big differences.” Let me explain.
When your prospect sees your ad (online or offline) you have — at best — 3 seconds to convince them to stay. If what you’re testing can not be seen in 3 seconds or less, you’re not going to create any big difference in response.
So the solution is to present large differences that can be seen in 3 seconds or less. Test changes to the elements of your ad that are front and center when your prospect first sees it.
Testing these big differences will get you…
Big differences in response (whether they’re for better or worse).
Once you learn the “Test big differences” principle, you’ll start to see great differences in your test results. Some of your tests will flop (that’s okay). Some will soar (whoopee)! And some will stay roughly the same (that probably means the element of your ad that you’re testing is minimally influential, and you should move on to testing something else within the ad).
But the first step is to learn to test big differences — differences that can be identified within 3 seconds of looking at your ad.
This will change your life. Here’s how…
Using this principle, some of the tests will fail, and you’ll return to using your control package. But some will lead to increases in response far beyond what you’d ever expect — increases that can literally change your life forever by creating more customers, more sales, and more profits.
As you use this principle, creating these breakthroughs will become easier and easier.
That’s the #1 secret for breakthrough marketing testing — use it and you’ll become the carpenter that gets exceptional results, using the same tools everyone else can only manage to create nominal improvement from.
If you want to learn the most advanced method of online testing — Taguchi marketing testing — head on over to http://www.TaguchiTestingHandbook.com to buy the ebook I wrote with A-list copywriter Bob Bly on the subject.
You get 90 days to try it risk free, and you’ll get a couple bonuses just for trying it out: The Kowalick Taguchi Spreadsheet for running free Taguchi testing (using the methods I lay out in the book), and Bob’s special bonus report Online Marketing That Works.
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