By Jack Trout
A newly revised and extended variation of the innovative company vintage, Differentiate or Die, moment version exhibits you the way to distinguish your items, providers, and enterprise for you to dominate the contest. Veteran advertising guru Jack Trout makes use of real-world examples and his personal distinctive perception to teach you the way to bind clients in your items for long term good fortune and loyalty. This version contains new case reports, new examine, and up to date examples from worldwide.
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C H A P T E R 4 Reinventing the Unique Selling Proposition R osser Reeves had the will to differentiate. But 40 years ago, the way to differentiate was usually based on a tangible difference between products. Usually it included a benefit that could be dramatized by a comparison with competitors. ‘‘It cleans your breath while it cleans your teeth,’’ said Colgate dental cream. ) ‘‘Stops BO,’’ proclaimed Lifebuoy soap in the 1950s. Actually, all soaps stop body odor, but Lifebuoy got there first and grabbed that claim.
BMW’s differentiating strategy of ‘‘the ultimate driving machine’’ probably works very well with this crowd, especially when they are presented with facts like ergonomic design, maneuverability, non-overweight engine, and lots of expert reviews on how BMWs drive. Differentiating with Feelers Feelers are interested in the feelings of others. They dislike intellectual analysis and follow their own likes and dislikes. They enjoy working with people and are capable of great loyalty. This type of person is ideal for third-party endorsements from experts who look and sound real.
And it doesn’t look like the equation is going The War for Customer Satisfaction 37 to change anytime soon. Consumers have not slacked off in their demands as the economy has improved. ’’1 Who Wins with Quality? Who among us doesn’t appreciate a better-made product, or a zerodefects guarantee? But does quality pay? Ah, the jury is still out on that one. A Gallup survey done for the American Society for Quality Control found that only 28 percent of executives interviewed say they achieved significant results from their quality initiatives.
Differentiate or Die: Survival in Our Era of Killer Competition by Jack Trout