Harry Beckwith is the author of Selling the Invisible and The Invisible Touch, both marketing classics. Now he applies his unparalleled clarity, insight, humor, and expertise to a new age of mass communication and mass confusion. WHAT CLIENTS LOVE will help you stand out from the crowd--and sell anything to anyone.
From making a pitch to building a brand, from designing a logo to closing a sale, this is a field guide to take with you to the front lines of today's business battles. Filled with real tales of success and failure, it shows you how to:
Fly a Jefferson Airplane. Everyone knows there's a Jefferson Monument, but a Jefferson Airplane? A brilliant, attention-grabbing name often includes the unexpected and the absurd.
Strike with a Velvet Sledgehammer. It's not a hard sell. It's not exactly soft. Selling well means finding the fine line between modesty and bragging, and driving the message home.
Speak to the Frenchman on the Street. A French mathematician believed that no theory was complete until you could explain it to the first person on the street. Marketers, ecoutez!
Dress Julia Roberts. Why one scene from Pretty Woman can teach you more about service than a full year of study at a top school.
WHAT CLIENTS LOVE will help you get focused, stay focused, and follow the essential rules to success--by doing the little things right and the big things even better.
Now you can join INVISIBLE INC.: Thoughts on Marketing from Harry Beckwith e-Newsletter by going to his site Invisible Inc.
The author of Selling the Invisible tries to top that book's bestselling success with this breezy collection of one- to two-page friendly lecturettes on how to keep your business profitable. He might just do so, as it's difficult to imagine a book better suited in format to harried executives: they could gulp down the entire volume over the course of a single flight. Beckwith has somehow also managed to take a format where so many authors have tried and failed, and written a useful, direct and even at times inspiring book. In this age of information overload, Beckwith pulls some valuable lessons out of the bygone days of the 1970s, when, he says, consumers had infinitely fewer products and services to choose from, but seemed generally happier. Other valuable lessons for today's hard-charging businessperson include: "Hard sales lose business," "No superlatives" and, in order to understand how to run a successful business, "Study Starbucks." Beckwith is even able to take a simple thing like a name-e.g., Kinko's-and show how that chain was able, through its name (although the ubiquity of its open all-day-and-night locations didn't hurt), to crush the competition, whose names all sounded alike (e.g., InstyPrint, SpeedyPrint, etc.). Pocket-sized and packed with nuggets of wisdom, this is a rare winner in a glutted field. (Jan. 2) Forecast: There are planned ads in the New York Times, the Wall Street Journal, Money and Fortune; Web marketing; a TV satellite tour; blurbs from business sage Seth Godin; and the success of Beckwith's last book. It all adds up to what book publishers love: a hit. Copyright 2002 Cahners Business Information. -- PUBLISHERS WEEKLY.
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1 . Great advice book
Posted November 03, 2009 by Diego Salama , San AntonioHarry does a great job teaching his way of thinking. This book is helping me a lot. I usually reread parts that I think are needed for my business. I can't say is the best book I have read, but it does the job. It's not boring, it has a lot of important stuff written into it. I can say this book is one of the best I have read on the subject that I haven't deleted it from my reader.
January 02, 2003
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Excerpt from What Clients Love by Harry Beckwith
INTRODUCTION: A LESSON FROM THE ROAD
This book offers a pleasant alternative to learning from your mistakes:
Learn from mine. My mistakes began with Selling the Invisible. Because clients love experts and no one looks more expert than an author, many people called me after the book appeared, often with invitations to speak to their companies. Naturally, I accepted. I went. I spoke. I bombed.
I flew to Miami to address a leading telecommunications firm. I covered the subjects the employees had loved in the book, but the number of people checking their watches seemed a bad sign. I stumbled on until the clock mercifully signaled the end. My host grabbed my arm as I staggered from the podium and promised a postmortem in a few minutes. I waited for him in the hotel lobby as the audience members filed by me as if I were hosting a virus. Minutes later my client appeared, sat down at the lobby table, and began the background for this book.
"Good material, really. But let me give you a tip. "You mispronounced our president's name. Three times. That threw everyone off."
I had made the president and his company sound as if they did not matter to me. The employees felt slighted, and because of that, they did not like me-- and my speech.
Off to Chicago to talk to some food distributors. Again I covered the content they had loved in the book--and correctly pronounced their key people's names. They responded better, but dozens of decibels short of a big ovation.
I knew why as I sat back down. I had viewed the audience as my enemy. I resented their power to judge me; they were blockading my romp to happiness. Because I resented them, many of them felt uncomfortable; something seemed off--and because of that, my speech did, too. Clients feel about a service the way they feel about the provider. Next stop, Tucson, I was determined to like that audience. I even carried a Post-it to the podium that read: Engage, Help, Smile.
This seemed to work. Everyone listened, laughed, and teared up at the sentimental moments. My slump had ended.
No, it hadn't. After hearing many compliments as I left the meeting room, I walked through the hotel lobby and down a corridor to the gift shop. I had just started to study a stuffed javelina when a man with a sticker that read "Bend, Oregon," beelined toward me with what I assumed would be a compliment.
"Right up to the end you were a 10. You had us in your palms," he said. "Then you mentioned being divorced. After that, it was a 1. Ruined everything." Who was this person who could be sidetracked by something so irrelevant?
A typical client. In this new world, technical skills matter; they pay the entry fees. But many clients can afford that fee, and most clients cannot distinguish one firm's skill from another's. Competence gets firms into a game that relationships win.
My first book discussed the importance of relationships briefly. My fingers may have been racing on the keyboard, but my heart was in neutral. I still believed that competence wins and superior competence wins constantly.
My mistake. This book is the lessons from those and other mistakes and the successes of many companies, huge and small. It explores the loves of clients, shaped and altered by four significant social changes. Every business that understands and harnesses these changes, which introduce each of the next four sections, should thrive.
After those four sections, this book explores how to design a better business. The Appendix includes questions that readers can use during that phase. The book concludes by discussing the most valuable traits of people in this Evolved Economy. Clients love these traits; they have forever. I have loved exploring these ideas and hope you find insight, inspiration, and many tools here that will help you grow--and enjoy doing it.
October 1, 2002
DRAWING YOUR BLUEPRINTS
Your Possible Business
Forget benchmarking. It only reveals what others do, which rarely is enough to satisfy, much less delight, today's clients.
Forget studying critical success factors, although the Japanese built an apparent economic dynasty by focusing on them. That dynasty was merely apparent because their foundation question was flawed. The question, "What has made companies in our industry successful?" leads you to the old answers--which leads you to copy and refine rather than innovate.
(The Japanese "dynasty's" preferred copy-and-refinement method was to improve product quality and build at lower cost-two huge American weaknesses at that time. This resulted in $700 VCRs that could be profitably sold for $400, and gave the Japanese a huge but temporary advantage.