Innovate by Isolating & Combining Compatible Things That Work.

The Product Explanation below is somewhat technical supplementary sales copy. Readers can click internet links for insightful information about problems & superior solutions.

Text link: 'Reasons you specifically need (products) for your current needs & goal achievements.'

Differentiate your store & advantage offers from competitors. Explain how implementation guidance & other services make products advantageous. Guidance helps people recognize symptoms, then prevent or remedy problems. Advantage offers combine insightful information with specialized products for customers to develop valuable implementation plans. By tolerating inadequate products & incompatible information, people could lose potential value of finished projects.

Consumers should learn options for adapting to changes by investing enough time, energy, high-quality products & money in experimenting. Benefits "leak" as conditions change. Evaluations show whether current benefits still fulfill goals & withstand circumstantial forces. Experiments show whether options are better for new challenges.

Guide people's best efforts to keep benefits intact.

Though people replenish resources, some experiential opportunities are lost. Consumers don’t always know how to diagnose leaks & most retailers won’t admit inadequate products become more inadequate. Explain what causes leaks & why your advantage offers have fewer leaks than competitors’ offers.

This is vital to integrate your store into customers’ lives & encourage future advantage upgrading.

Explanations Validate Recommendations.

Offer Example: ‘Are your shoes uncomfortable enough for you to buy a new pair? New shoes are uncomfortable in different ways than old shoes. Old shoes become more uncomfortable plus cause leg pain & disrupt spine alignment. High-quality shoes may be stiff, but become more comfortable & let you recover from problems inflicted by old shoes. At (Store), let’s evaluate how your shoes affect you & which new shoes are more beneficial.’

Product Explanation: This is analogous to various remedies.

Footwear might alter posture. Aching, overheated feet affect people's movements & stances which change positions. Discomfort & pain cause people to stand & move differently than they intended when they bought footwear.

High-quality shoes become more comfortable & compatible with feet. As fluids pool & ligaments stretch, expanding feet affect shoe shapes. Materials should snugly support feet during daily swelling. Materials should slightly stretch while holding feet without pinching.

In cold conditions, people need boots to support feet & ankles with heat & structure.

People need supportive, ventilated boots in warm, humid conditions. Support requires contact. Ventilation requires space.

If Wisconsinites can only afford one boot pair per year, socks are investments in comfort. They supportively fill spaces while holding heat or wicking away sweat.

Protective boots should be supportive for avoiding sprains & flexible for avoiding blisters.

Soft rubber soles provide traction but are more susceptible to friction. Durable hard shoes protect against exterior threats but may be too stiff to cushion people's feet while walking or running.

Customers should compare beneficial protection with potentially negative stiffness.

Since soreness indicates potential injuries, provide comfort with firmly supportive cushioned insoles. While consciously/subconsciously altering stances & movements to offset foot soreness, people strain other anatomical parts with uneven weight &/or unnatural motions.

If cheap shoes bring temporary relief, people may feel successful until cheap shoes set legs unequally & disrupt posture.

People might feel rapid relief, but trouble may return gradually as people unknowingly habituate while tolerated discomfort turns into pain. Weeks after purchases, people might not link trouble with cheap footwear.

Short-term relief products can cause long-term suffering when people lack insightful facts about solutions/preventions & are distracted by other problems. Since inflammation varies, people might misattribute joint problems. Cheap shoes can cause joint misalignments as people stand & injuries occur while people move.

Long-term Satisfaction Requires Top-Quality Products & Cooperation.

Consultations bring agreements about product choices & plans after reviewing good & bad occurrences, then separating what's relevant or irrelevant to personal advantages. Define reliable functionality to determine if goals are achievable.

Product reliability & performance can diminish slowly as satisfaction drifts into habituation.

Cognitive Labor becomes harder as consumers become distracted by new priorities & wishfully hope established benefits will be consistent. Maintainable benefits require functional hope. Reasonable people know satisfaction is transitory, but need comparison criteria for tracking results. Reasonable comparisons require people to accept practical standards.

Most people’s standards are subjective & become unreasonable as frustrations increase. Cheap stuff is manufactured for high profits, not consumers’ benefits. Pricing standards can counteract practical results.

Success delusion: People finally notice product inadequacy too late after failure is unpreventable.

While promoting advantages, raise consumers' awareness of diminishing positives & rising negatives.

Example: 'Are your allergy symptoms increasing? It might be because seasonal allergens increase as your vacuum cleaner loses effectiveness. You might notice: 1) dust leaks out & accumulates on shelves & appliances; 2) mold increases because spores aren't removed; 3) gritty dirt soils & grinds into carpets & furniture.'

If people tolerate worn-out cleaners, your complete, clean comfort offers can include air purifiers. As air purifier filters catch dust & breathing becomes easier, objective & subjective evidence might inspire people to buy more advantages.

Without perfect knowledge, people never know all possible variables. People might seem inflexible after committing all resources to recognized opportunities & problems. If your offer seems plausible, people might waver instead of decide because reallocating resources is another decision. If people reallocate money, are options & plans adjustable to maximize emerging opportunities &/or remedies?

Without criteria, people wouldn't detect opportunities for advancement & problem mitigation.

People assume success is probable because they lack insights to realize gaps aren't filled. People self-congratulate without acknowledging their hardest part is aHEAD, so these numb-skulls indulge in success delusion before finalization.

People Should Be Confident Enough To Plan.

While gaining information & overcoming complications, people's confidence may fluctuate. If confidence only increased, would that indicate people rejected unfavorable information that should be part of adequate planning?

After consultations & purchases, customers might be confident because they forgot or misunderstood things. Encourage customers to ensure clarity by reviewing insightful facts & plans plus asking questions.

People can become victims of “accidents waiting to happen” because conditions consist of various factors changing at different times & rates. Awareness varies with information availability, interpretative insights & mental clarity for processing.

To evaluate planned or potential course changes, people should continuously interpret indications & compare expectations to emerging results.

Project deadlines & other stresses are heavy distractions. People feel relieved when they rush through projects until hindsight reveals mistakes.

General project preparation can be supplemented by specific step preparations. Projects can iterate so each step advances into reality that was unclear during initial planning.

If X Doesn’t Work, Try Y With New Information & Insights.

To avoid potential stereotypes, let's continue expanding Marshall Goldsmith's bear-salmon Success Delusion analogy.

Salmon strategies & tactics are optimized for oceans not rivers, but experiments brought lessons. Self-defense against bears consumed time & energy salmon needed for swimming & spawning. Drone sales reps informed anthropomorphized salmon about unfamiliar threats.

Piranhas, Anti-Predator-X piranha drones & Hedgehog self-defense lessons didn't work well for salmon. Would these attempts have worked if they were SCALED properly? Maybe project scale didn't matter, but more elements can complicate plans.

Aspects could work together by developing compatibilities & removing incompatibilities. Self-defense lessons could be adapted by replacing the Hedgehog technique (curling into a spiky-ball).

Salmon aren't spiky but can bend, then forcefully straighten to tail-slap predators. When bears start biting, salmon can slap bears' vulnerable noses & eyes.

Bears prioritize eating vulnerable prey with few anti-bear defenses. Salmon are resources & unlikely threats.

There’s a valuable lesson in priority focus: Heed threats, identify resources & don’t ignore other priorities. Since salmon can adapt, bears should work together &/or buy anti-drone products.

While trying to subdue slimy, wiggling fish, bears are distracted & vulnerable to Salmon-Matic drones.

Salmon mouths might be too small & weak to adequately bite bear legs, but Salmon-Matics can be optimized for that. Self-defense plus drones can be combined.

Salmon should prepare for dual dangers of bears' teeth & hazardous breath plus maintain preparedness for previous concerns.

Bears avoided piranhas & Anti-Predator-X drones because those didn't look appetizing & are dangerous. While avoiding drones, bears focused on real fish.

If Salmon-Matics look & act like fish, bears might attack them. It'd be better if Salmon-Matics would look more appetizing & vulnerable than fish.

Excess resources are better than insufficiency. Salmon need drones to outnumber predators &/or defeat predators quickly & attack others.

Would it be unjustified if drones proactively attack bears instead of waiting for bear attacks? What if bears were swimming or bathing? It's best to encourage bears to bathe unless drones could be built with olfactory sensors for detecting unwashed bears.

How would drones differentiate bathers & bears hunting for salmon?

It’s important to plan prevention, maintenance & progress. The highest priority could be what’s necessary for attaining or retaining safety.

Bear repellent tactics might delay, not stop attacks. Could attacks be delayed until salmon are less vulnerable? What would make salmon defenses more effective & efficient? What would make bear attacks less effective & efficient?

Thank you for using my blog. Please let me know if I should clarify anything.

Copyright 2024 Dennis S. Vogel All rights reserved.

When you compete against big businesses with big budgets you need powerful marketing strategies & tactics. You'll find them here- https://thriving-small-businesses.blogspot.com/

Why Do People Value Cheap Stuff? Are You Offering Better Value?

(NOTE: Jim Collins's Hedgehog Concept was developed for businesses. I'm applying it to personal needs & desires. Customer integration includes integrating your 3 Circles into customers' 3 Circles. Make your offers so advantageous, customers' preparations won't be complete without your help. Since we're sensitive to potential human stereotypes, let's add anthropomorphized hedgehogs as we continue using Marshall Goldsmith's bear-salmon Success Delusion analogy.)

It's vital to differentiate threats & effects of personal attributes.

Analogy: Hedgehogs have one main protection technique that works well against foxes which are furry & have teeth. Hedgehogs offered low-priced self-defense lessons to salmon that could be attacked by furry, toothy bears. When hedgehogs curl up into spiky balls, foxes stop attacking. What could go wrong?!

When you specialize in protection options &/or opportunity maximization, you can outperform competitors. Advantage offers differentiate your store from others by overcoming consumers' value misconceptions.

What are niche members' misconceptions about personal circumstances & abilities to prevent or remedy problems? What do niche members misbelieve/disbelieve about products? Misbelieving can start with misinformation arising from experience misattributions (misplaced blame); observation &/or statement misinterpretations.

Without clarifications, suspicions might grow into biases. Disbelievers reject whatever doesn't fit biases (formed independently or accepted from perceived authorities). Biases can be preferences for disinformation (lies to unjustly sway people). Liars accuse opponents of lying.

Disinformation might feel too comfortable to lose because biases seem to prevent vulnerabilities. Biases bar mental doors by blocking contrary ideas that could replace previous beliefs, causing mental/emotional dissonance.

False beliefs might bring social criticism. Salmon could ridicule each other for accepting or rejecting hedgehog self-defense lessons. But only bear-attack survivors would have the last laugh.

Nudge Customers To Bypass Critics Who Judge.

Misplaced trust can bring failure & future hesitations. People can hope their beliefs are accurate, but functional hope helps people trust themselves to control results.

Seeking & confirming truth might seem cognitively laborious & risky because persuasion & false hopes bring vulnerabilities.

After observing local case studies, people might reject truth until they experience facts & compare benefits with familiar results. Considering prices & risks, what's the smallest offer people can test in their circumstances?

Analogy: Needing fresh asparagus nutrients, people keep buying & planting seeds. Instead of learning about optimal planting, soil tending & harvesting, people pull asparagus instead of cutting. Some asparagus regenerates weakly, so people try other locations. Gardeners can compare results of pulling & cutting. Retailers should offer optimal cutting tools with instructions for full benefits.

Present facts with confirmatory criteria since you can only persuade consumers who believe needs, desires & fulfillment methods are legitimate.

Example: (Fact) emerged in (case-study) when Bob used (product/practice combination) to create (benefit). When you detect (symptoms), test for (cause). It could indicate (effect) is probable. (Diagnostic Kit) includes checklists to guide our consultations for customizing your (repair/prevention kit). Your confidence will help you concentrate on maximizing each step. (Cause) reveals __ is insufficient. Damage percentages determine if you need touch-ups or repairs.

People Want Justifications For Emotional Decisions.

How do you describe effectiveness & efficiency? How do you describe effects of & feelings from fulfillment & nonfulfillment? If you & competitors offer similar products, whose offers include more compelling justifications?

Businesses should position themselves in consumers' minds & lives with statements, actions & branding labels. If your store is positioned in high-prioritized, at-risk life aspects, customer integration is urgent & important as Stephen Covey labeled Quadrant 1. People will be motivated to check your offers for updates & possible last chances for opportunities or remedies.

Many compelling offers are important (Quadrant 2) with moderate urgency to prepare for opportunities or threats.

Retailers often compete by imposing urgency via limited-time offers so consumers load up on products & ignore competitors. Typical advertising urges people to buy NOW.

Explain importance & urgency from niche members' perspectives to avoid perceived exaggeration. Describe reasons for prioritizing actions. Example: 'If you notice nascent symptoms like __, you can prevent (problem) with (kit). Delayed actions could allow (preliminary damage). If you don't prevent severe trouble, you'll need expense repairs.'

If you only compete on prices, you might sell now but people will regret buying when competitors offer lower prices. That regret would be linked to your store. Position your store with advantages customers are grateful for, so relief is linked to you, not competitors.

Businesses can reposition competitors by defining & redefining words & concepts to affect how consumers perceive competitors & compare offers to personal circumstances.

Example: 'According to Source, Manufacturer -A cuts quality & Manufacturer -B uses carcinogenic materials to fulfill Discounter-Z's cheap product requirements. Do these businesses show concern for your well-being or just profits?'

If you don't have certified information, consider what you learn via research & consultations.

Are people often dissatisfied by relying on manufacturers' product specifications & instructions? Do manufacturers & discounters match product versions & instructions to mass-markets or regional consumers' circumstances? Or do discounters & suppliers figure consumers are lucky & should think cheapness is the ultimate value?

Do manufacturers experiment to expand offers or produce only what conveniently fits their Hedgehog Concepts despite consumers' preferences?

Jim Collins's Hedgehog Concept is based on understanding 3 intersecting circles: "what you can be the best in the world at, what you're deeply passionate about, & what best drives your economic or resource engine."

Though consumers don't think about those 3-circles, explain what they represent.

Example: ' While you pursue personal & professional productivity, life role expectations can interfere with each other. (Store) advantage offers include guidance to use top-quality products, so you're assured your (benefit) brings long-term satisfaction. While you focus on other issues, your dedication to your (family/clients) will be demonstrated with lasting value. Since problems can happen while you focus on other issues, you deserve assurance of high-quality products with applicable insightful knowledge.'

While developing products, do manufacturers consider what fits consumers' professional or personal Hedgehog Concepts? When ordering inventory, how much do discounters care about consumers' skills, commitments &/or self-support?

What are consumers dedicated to improving? How well do their abilities & knowledge fit their desired lifestyles?

If high-quality product names are put onto discount versions, do consumers hope for the same convenience, durability & reliability?

Retail specialists should monitor product quality changes because consumers are mostly dedicated to establishing abilities to create benefits. Specialists should interpret product specifications for guiding consumers in shaping personal abilities with insights to maximize product benefits.

Project planning requires Cognitive Labor. If you've been mentally fatigued, you'll recognize why customers need specialists to guide them.

Explain the importance of consistent high-quality to avoid declining benefits. Consumers' extra efforts might delay cheap product failure but leave fewer resources to secure other priorities. Like struggling uphill & coasting down, then being exhausted at the bottom, people might do too much for some responsibilities & have nothing for other efforts.

If unfinished projects seem destined for success, people might coast by finishing with cheap products & expend less effort after finishing the tough, most important tasks.

It could be like salmon rushing upstream to spawn & neglecting eating enough.

Do salmon forget to eat & ignore their declining health? Did they neglect studying river-based food or are those options unappetizing?

Do salmon delude themselves about their strength & endurance? Do they think since they survived half-way without major meals & adequate rest, success is guaranteed? Do they intend to return to oceans after spawning?

If piranhas offer security, salmon might figure they just need to swim as they've done for years. Piranhas should clarify expectations of offers & encourage salmon that observe dangers & are tempted to quit.

Even with piranha escorts, salmon shouldn't neglect responsibilities including preparations.

Piranhas should clarify expectations & responsibilities: 'You should optimize your health, so you can swim quickly away from predators & around obstacles. If we bite bears once, they'll be mad & can still attack. When we start biting, we need to subdue each bear before attacking others. We 3 can only distract 3 bears until they retreat or succumb. If you encounter bears we can't attack, you must be strong enough to resist.'

What are salmons' assumptions? If salmon do what seems natural, do they think their parents did the same? Since they'll probably never meet their parents, does that indicate natural tendencies bring doom?

Some bears would think they'll defeat any fish because they've defeated many. Delusional bears might figure shredded bears were unprepared wimps. How much preparation is necessary for safe fishing? After escaping from piranhas, bears might figure they'll be always successful & berry-eating bears are wimps.

In Marshall Goldsmith's analogy, a bear caught an air-borne fish. If bears' visual-acuity is sufficient, they could differentiate species of leaping or swimming fish. Would bears' cognitive processes differentiate soon enough to reject piranha & catch salmon without wasting eating opportunities?

Lighting changes, moving prey, water-light refraction, excitement, frustration, hunger pains & low energy can disrupt judgment & skills.

Full preparations would acknowledge potential disruptors, even if bears would use nets. If multiple fish are in nets, bears couldn't afford risking piranha encounters. Bears should consider piranhas rely on their teeth to attack & counterattack. What could entice piranha reveal themselves by biting sticks instead of bear paws or snouts?

Thank you for using my blog. Please let me know if I should clarify anything.

Copyright 2024 Dennis S. Vogel All rights reserved.

When you compete against big businesses with big budgets you need powerful marketing strategies & tactics. You'll find them here- https://thriving-small-businesses.blogspot.com/ https://thriving-small-businesses.blogspot.com/

Share Beliefs & Match Criteria to Integrate Customers' Success with Yours.

While reading this, consider consumers evaluating personal beliefs while strange external beliefs invade too quickly for full evaluations.

Seeing is believing unless people stubbornly ignore, misinterpret &/or reject uncomfortable details. Nobody perfectly perceives all details or whether issues are pertinent to goals.

Confirmation biases are decisions of what's true or would be without complications. What are niche members' preferences for resolving complications? Advertise into customers' beliefs including empowerment to maintain or improve reality.

Since people's confidence wanes, do your offers support biases or make advantages reachable with specific resources?

Offer Example: 'Since weather supports & hinders plants, gardeners need integrated knowledge & products. (Store) kits customize instructions to integrate products & skills with tutorials. Local problem evaluations guide products & skills integration to harness positive factors with fewer negatives. Make gardens pleasant challenges with strategic tilling, mulching & planting fitting your goals, soil & weather.'

Advantage Offers Combine Mental & Physical Benefits.

Continual disappointments seemingly confirm failure delusions (perceived impossibilities). Customized kits generate possibilities to augment customers' life stories or chapters. Kits boost abilities, so people can establish, support &/or extend self-confidence.

Let’s continue extending Marshall Goldsmith’s success delusion analogy & avoid human stereotypes by anthropomorphizing bears & salmon with piranha protectors. (This post ends with straight advice.)

This nonpolitical analogy (below) demonstrates serving niches. It seems strange until you consider current controversies from opponents competing for "truth" & rejecting each other. How will you compete when people are comfortable with lies?

If nature or society pressures salmon to spawn, "SHOULD" &/or "CAN" beliefs could inspire actions.

Belief Formation: 'I should spawn, but can I? Previous adults haven't returned, so how would we know spawning is still possible? When we left, some eggs remained. Do fry come from those? Are scientists lying about unproductive eggs?'

Integrate INFORMATION into Belief FORMATION.

While deciding & planning, what do salmon believe about themselves, responsibilities & conditions? What are their preparation criteria? Do they want or believe they need help? What would ensure proficient goal achievements, so salmon decide to act?

Salmon might reject piranhas as unnecessary consultants or extreme escorts because salmon adequately survived danger & fulfilled opportunities for years. Ocean-bound salmon haven't seen bears. Salmon don't return to oceans & report bear troubles.

Danger awareness OR upstream swimming could be manageable until concurrent difficulties emerge. Simultaneous mental AND physical exertions cause exhaustion.

Though salmon don't survive spawning experiences or bear encounters, bears have observed case studies &/or experiences with salmon. Would sensible salmon go unprotected because they reject piranhas without bear experiences? Are salmon like many humans prioritizing pride over physical safety?

Salmon could be deluded about probabilities of spawning successfully since their parents spawned. While living in oceans, adults don't see bears eating salmon. Would they be convinced by bear attack videos or pictures of rotting fish scraps eaten by scavengers? When unprepared salmon learn bears are real, it's too late to avoid danger.

Salmon could think their population indicates their parents were safe enough to spawn.

Counter Argument: If swimming upstream is easy & safe, why aren't thousands preparing to spawn? Females can have thousands of eggs. Males have milt for thousands of offspring. In safe conditions, hundreds of adults could propagate thousands of offspring. Logical questions can prompt reconsideration of beliefs & options.

(Advertise observable facts, so skeptics notice customers' successes & reassess confirmation biases about unsolvable problems.)

If salmon don't implement protective or preventative actions, bears are apt to attack. Salmon won't get second chances. Piranha might save salmon by doing "extreme" things to bears.

Protection drones might be invented if piranhas' successes are judged as extreme. If bears witness piranha attacks, salmon might avoid extreme actions with remote-controlled passive drones to scare, but not attack bears. (Remote-controls require thumbs? It's an analogy!)

Would bears learn to identify drones & attack salmon? Would bears invent drones to hunt & serve-up prey?

Attack drone marketers might compare passive drones to drone (male) bees without stingers. 'You won't be protected if drones can't attack enemies.' Passive drone marketers would exploit any cases of "extreme actions". Bears would judge any salmon defenses as extreme violence.

Optimal protection could seem extreme or minimal depending on biases. If salmon want full protection without controversy, should they avoid danger (change spawning practices), risk danger by using minimal measures or ensure safety despite criticism of violence?

Testing is necessary but should salmon start with maximum measures then decrease, or minimum then increase? Depending on criteria, the same results seem inadequate or excessive.

Marketers could avoid consultations but recommend products & procedures with testimonials &/or case studies. But without collaboration, how would retailers & customers find resources to maximize effectiveness without excessiveness?

How Would You Counter Objections Of Extreme Practices?

Piranhas won't attack bears on land. Bears might be attacked while drinking or crossing rivers peacefully. How would piranhas or drones differentiate peaceful bears from predators? Though bears don't warn prey, should bears be warned about piranhas?

If piranha recruitment is salmons' only effective, efficient protective & preventative action, "STEP-1" could be hiring one piranha as a test. If that piranha goes with the first salmon contingent & makes an example of a bear, other bears could attack while the piranha is busy.

Some bears would think they'll defeat any fish because they've defeated many. How many piranhas would be necessary to cause bears to stay away? How many piranha-bear case studies would "prove" piranhas caused bears to stop attacking?

After piranhas would be accepted as escorts, should they consult with salmon to maximize plans & resources? Would communication devices help fish exchange questions & answers or report expected plus unexpected results? Fish-to-fish communication devices can inspire confidence & reduce stress. If salmon didn't request help, reducing stress would conserve energy. Salmon could be more productive & enjoy traveling.

(If people don't actively use products/services, benefit availability is like insurance. Though insurance premiums might seem wasted, financial protection is reassuring.)

Would communication/in-transit consultations help piranhas adjust current & future offers? In-progress incremental tests can bring quick results & adjustments instead of waiting to learn afterward or acting based on historically different conditions. Direct observational & experiential applications can preserve emerging benefits while actions are functional.

Piranhas might survive even if salmon become prey, but without salmon spawning, the customer-base would shrink. Piranha should interview salmon while they evaluate positives & negatives plus record testimonials. Did salmon feel personally secure? Were they uncertain about achieving their goal? Did they understand how & why products & actions were/weren't efficacious?

Salmon might think they're safer in numbers because they can overwhelm bears. It'd only work because some salmon are caught while others swim past. Salmon might object to recruiting predatory fish while justifying how they prey on smaller fish.

As Our World Churns, So Do We!

How will defend yourself & customers who use products for unintended purposes?

Whichever niche you choose, you'll need to defend customers to yourself & others. If you switch away from unprofitable niches, how would you justify your prior defense? How would you justify switching?

Advantage offers demonstrate loyalty to customers, so they justify integrating your store because they prefer specific products, principles & practices. What do niche members stand for/against? How do you support their stance? Passion for people motivates people's mutual support.

If you lose or don't have a passionate affinity for your niche, products/services & insightful knowledge, how will you continue day-after-day. You might logically defend choices to yourself & others, but you should have emotive energy.

Zig Ziglar said enthusiasm means "I Am Sold Myself". Selling includes internal & external logic & emotion.

Jim Collins's Hedgehog Concept is based on understanding 3 intersecting circles: "what you can be the best in the world at, what you are deeply passionate about, and what best drives your economic or resource engine."

Your dedication grows from your passion for profitably developing your talents & insightful knowledge to help people create & maintain advantages. Compelling offer descriptions boost rapport by expressing your dedication & connecting your passion to consumers' passion. Rapport attracts customers & holds them in your orbit as integration increases.

Express how benefits combine into advantages & why these are important for customers, plus why customer integration is advantageous for them & you. Customer integration means you're united, so continued integration builds & maintains more advantages.

Establish Your Niche. Join The Team.

If you offer similar products, differentiate from competitors with insightful knowledge for specific people's goals. If you don't have testimonials or case studies, refer to product reviews. Without identifying people, advise checking news reports, especially about people who disregarded warnings.

People might be confident about success despite hazards & be unprepared until you present indications with precautions & remedies. As you create customer satisfaction, present testimonials & case studies about using insightful information with criteria to diagnose & overcome problems.

Discount product-price offers show discounters lack facts about products & consumers' conditions. That price focus shows concern about money. Insufficient facts show discounters aren't teammates concerned about consumers' results.

Thank you for using my blog. Please let me know if I should clarify anything.

Copyright 2024 Dennis S. Vogel All rights reserved.

When you compete against big businesses with big budgets you need powerful marketing strategies & tactics. You'll find them here- https://thriving-small-businesses.blogspot.com/

Create New Familiarity with Effective, Efficient Offers

Though customer integration won't bring instant riches, it connects consumers' lives to retailers by building incremental success & reciprocal benefits. It optimizes customers' conditions with customized advantages beyond generic 'What's In It For Me?' offers of trading products & money.

After observing local successful advertising, check marketers’ social-media & mass-media outreach for examples of integration with people’s lives.

Even if you refuse integration, make advantage offers like urgent care prescriptions including: 1) indications: understanding what to solve &/or prevent; 2) contraindications: determining what not to use or stop doing; 3) prognosis: expectations to determine if treatments are effective & complete.

Insightful knowledge makes offers advantageous, so customers confidently, comfortably do necessary things to optimize long-term advantages.

Comfort Is Added Value

Naturally comfortable emotions can seem logical because they feel compatible. What makes your offers fit so naturally in customers' lives, anything less wouldn’t make sense? How can you make results completely advantageous? Advantage offers bring as much satisfying accomplishment as customers can afford.

Favorite authors/performers understand fans & magnetically attract people who feel naturally comfortable connections. Even if their criteria are nonverbal, fans' devotion feels so deeply vital, they defend its relevance.

Customer integration offers connect to & protect what people want to preserve, add value to or create.

When people experience benefits through viewing, hearing &/or reading creators’ samples, nascent connections start bridging gaps. People want to complete & maintain those connections to avoid losing those gains. When you integrate your store into people's lives, there's value people don't want to lose.

Offer Knowledge to Create New Familiarity

Unfamiliarity seems uncomfortably threatening enough to disintegrate people's achievements. People cling to comfortable, familiar things, so explain how offers connect effectively, efficiently with people's lives.

Ill-advised familiar things can feel "objectively" &/or subjectively compelling because people equate familiarity with safe expectations.

People might prefer familiar stressors over uncertainties. Progress could bring relief but entails confronting unknowns.

Mixed (Yes? Maybe?) emotions disrupt people's commitments to benefit creation & maintenance. Consider how uncertainties affect approach/avoid (accept/reject) dynamics of interpersonal rapport & reputations.

Build your reputation & rapport (reasons to purchase) by decreasing uncertainties. People avoid stress of potentially foolish mistakes by rejecting uncertain challenges that threaten internal peace (self-rapport).

Case study testimonials & descriptive risk-reversal (refund/exchange) offers can inspire comfort by settling uncertainties. I don’t mean ‘Product $32 with 30-day return policy’. Product returns are energy/time-consuming hassles.

Advantage offer descriptions help people with cognitive labor by clarifying purchase decisions. Explain how advantageous products achieve goals, so product returns are only necessary for defects.

Offer Example: ‘Before storms hit, (advantage) seems optional. Prevention preserves your (benefit) so you don’t need to deal with problems or hassle with insurance adjusters. (Store) inspires comfort & confidence with these product & service criteria: __. What are your criteria for (result)? Whether you've set (advantage) goals or want guidance, (Store) has information & advice about goal-setting & achievement plus optimal product choices. Discounters profit by taking money from people who tolerate low-quality standards. Do discounters conform to your criteria? (Store) offers necessities for (advantage) goals. Defective products can be returned for refunds or exchanges. Now it’s up to you to accept this offer, so you can confidently experience (advantage). Will you choose a product supplier & service collaborator like (Store)?’

Cognitive labor can become cognitive friction for consumers having insufficient information & insights to optimize labor. Suboptimal methods, tools & materials lead to excessive effort wearing people down like friction.

People think decisions are wrong if energy, time &/or products are wasted. Criteria can predetermine potential waste plus preserve resources.

It’s easy to think good decisions bring good processes & results. "Good" is a contextual judgment, so help people recognize contextual criteria.

People might give up or deviate from plans if unrealistic project criteria indicate failure.

Since people tend to rationalize emotional purchases, explain logical justifications for desires & prices. Add logic for comparing competitive offers plus avoiding buyers' remorse.

Customer integration includes the logic of 'Let's be sure we create & maintain the right advantages' so customers are assured they won't regret purchases.

Potential regrets can establish tipping points away from your offers. Don't expect people to make tipping points favor you; you're responsible for establishing emotional & logical tipping points. Explain pleasures plus pain reductions, so people will know what they'll lose if they don't buy from you.

Successfully Prepare For Safety & Danger

If prevention/solution attempts &/or opportunity fulfillments are misperceived as successful, failures might not be perceived until second chances aren’t practical.

If second chances are possible after preventions & solutions fail, people might await literal or perceptual storms passing &/or product availability. “Storms” could be whatever diminishes results, wastes investments &/or obstructs recovery.

As people succeed, confidence preserves personal reserves. Failures undermine reserves, so people lose confidence & are unmotivated to risk anything.

Would better products & methods produce resilient enough advantages to encourage people to try again? What would be people's resilience criteria? Which case study testimonials would demonstrate resilience?

You can create case study projects for publicity & easy confirmation. Which businesses & consumers would work with you to produce resilient advantages? Steps could be recorded & you could offer insightful knowledge for adapting steps for people’s needs & abilities. Include what-ifs, so people recognize actions to do or avoid & to assure progress.

If second attempts can be productive, people might not know whether to: 1) choose products according to current skills or available tutorials; or 2) check product availability to determine which skills to learn.

Guide purchases & learning simultaneously based on needs & goals, so customers avoid delays by preparing themselves & conditions while opportunities can be optimized.

People might prepare without defining full preparation. It isn’t pessimistic to consider what-ifs. Even if customers buy all supplies & plan optimal steps, what-ifs indicate when to ask for guidance about potential interruptions.

Won't Get You There

Since June 2022 without human stereotypes, we've extended Marshall Goldsmith’s bear salmon analogy about avoiding success delusion.

When starting journeys, salmon might be optimal but only spawn once possibly because of genetics or self-sacrifice in suboptimal conditions. They seem to sense success in finding natal rivers & dash upstream without eating. They’re equipped for spawning but barely equipped for threats or obstacles.

Anthropomorphized salmon might think they’re safer in shallow rivers between rocks where sharks & lamprey eels can’t attack from below.

Salmon are optimized for swimming & males might fight others in water. Bears & birds grab fish from above. Salmon can’t escape those attacks by diving into river silt or turning in tight spaces.

Though seized fish seem to fight, they’re trying to swim away which doesn’t work in air. Fish might successfully escape or fight bigger water-dwelling predators & expect similar future success.

While swimming in rivers, salmon are in predators' familiar territory. Predators have evolved into riverbed territory, but salmon hatch, leave & return to spawn then die.

Evolution is nature’s way of experimenting, optimizing & keeping what works. Learning about options improves survival but as conditions change, salmon don’t stay to explain life lessons to hatchlings.

As discounters come & go, show how you & customers can adapt & thrive together.

Jim Collins Offers Good Insights.

His Hedgehog Concept is inspired by hedgehogs' effective self-protection against foxes. However, SUVs could hit rolled-up hedgehogs while foxes watch for threats & flee. While crossing highways, hedgehogs should be aware of other threats even during fox attacks.

One method can fail against other threats if rolled-up hedgehogs become caked with mud & blinded while successfully resisting foxes. Testing & practice are vital to develop methods for changing opportunities & threats.

Imperfect performances seem wasteful but appropriate unsuccessful attempts are better than perfect methods mismatched for conditions. Example: Bears catch salmon swimming over rocks.

Could outdated, rolled-up retailers convince consumers there's nothing to fear in pursuing opportunities? Rolled-up retailers survive against big competitors until consumers want different offers.

Hedgehogs might roll-up differently in wet weather or for nonlethal nuisances. It could be wise for hedgehogs to keep an eye open, listen & be sensitive to ground vibrations to monitor if foxes attack, leave or crowd around.

Would walking away & monitoring for threats & opportunities be better than trying to run? Which weather conditions are threats or increase vulnerability to other threats? Which weather conditions reduce predators’ abilities?

There are issues to consider in adapting Hedgehog Concept 3 circles based on conditions to achieve goals & prevent problems.

What indicates conditions can’t be sufficiently suppressed or assets can’t be adequately adapted? How easily could vulnerabilities be decreased? Which criteria would reveal if efforts should be expended or suspended as vulnerabilities increase or fade? What would indicate too much &/or outdated reliance on established abilities? What indicates other options are necessary?

Retailers might inadvertently discover their Hedgehog Concept 3 circles are effective. Without knowing reasons, it's hard to know how to increase effectiveness & efficiency. Insightful evaluation is better than luck. Resilience requires adapting resources & testing methods while conditions change.

Thank you for using my blog. Please let me know if I should clarify anything.

Copyright 2023 Dennis S. Vogel All rights reserved.

When you compete against big businesses with big budgets you need powerful marketing strategies & tactics. You'll find them here- https://thriving-small-businesses.blogspot.com/

Can We Be ‘THERE’ Successfully Despite What’s Changed?

Since established common methods aren’t necessarily optimal, monitoring product & condition changes is important.

Analysis Example: (Result) was optimal when (positive condition) because (products & efforts) created & maintained (benefit) but it was disrupted by (negative cause). (Upgraded products & methods) can eliminate (negative effect) & make (upgraded benefit) practical. Recreating (original benefit) wouldn’t overcome (current condition).

Changing conditions disrupt effective practices making product & method updates necessary. Best practices sustain functional hope & beliefs about influencing current conditions. Insights come from cause & effect observations plus developing theories. People might theorize nothing is better than effects they’ve created.

Analogy: Since chemical compounds vary in reactivity, people might interpret reactions as maximums. Catalysts can increase positives & decrease negative effects. Your advantage offers should bring catalytic effects for expanding benefits into advantages &/or reducing deficiencies.

I’m still emphasizing importance of people’s ‘THERE’. Though a goal (there) might seem unachievable or ordinary, retailers should avoid assumptions.

Example: People didn’t understand why I (teenager) wanted to be a he-man. I never wanted a huge physique. I didn’t want to be scrawny. He-man bodies were possible, so I figured a few inches of muscle should be easy. I was frustrated until I learned each inch required hours of exercise. I had some knowledge (exercise instructions) without catalytic tips about diet, repetitions & rest. Each incremental inch was a temporarily motivational ‘THERE’ which became an unsatisfactory ‘HERE’ because my long-term ‘THERE’ seemed out-of-reach. I was frustrated by minimal increments until I learned other requirements. I realized combining increments & adjustments could get me ‘THERE’ but I didn’t have specifics. I didn’t get enough information from manufacturers’ equipment exercise charts.

Integrate your store into customers' lives with specific guidance toward success & encouragement to set more goals.

Back to Bears

I’m using an analogy to avoid stereotypes & sensitive issues. It may seem lame, but hopefully isn’t offensive. Please adapt this with your understanding of customers’ self-perceptions, needs & opportunities.

In WHAT GOT YOU HERE WON’T GET YOU THERE, Marshall Goldsmith & Mark Reiter explored Success Delusion starting with: "The bear was about to clamp onto an unsuspecting airborne salmon jumping upstream. [UNUM’s] headline read: YOU PROBABLY FEEL LIKE THE BEAR. WE’D LIKE TO SUGGEST YOU’RE THE SALMON."

Bears plod ahead without apparent knowledge-based plots. For biologists to help without interfering, they’d need answers before offering options. Do bears habitually go to rivers remembering they’ve eaten fish or notice fish while drinking water? Do bears intentionally hibernate or become sleepy after eating? Some fish parts aren't digestible so survival isn't assured by consuming numbers of fish. How do bears know if they've eaten enough pounds? If bears benefit more from fish eggs, how do they identify females?

How Can Customers Most Effectively Define Plus Fulfill Desires, Needs & Intentions?

Subconscious minds operate habitually when trying to increase or decrease feelings. Bad habits form when negative effects aren’t APPARENT. Cause & effect theories might lead to using incompatible products & methods.

Incompatibilities are apparent AFTER negative effects start. By persevering based on theories (magic thinking), people might waste resources because they believe any product versions bring desired effects. If people accept reality too late, they might not have resources for productive actions.

Discounters push cheap products which may be enough for people who identify & temporarily settle issues. Help customers compare methods & product quality to desires, needs, expectations & obstacles. Determine what can be prevented or repaired by analyzing which causes & effects started problems.

As an optimization specialist, offer attractive options to appeal to people expecting high-quality benefits. Which personalization options are practical? Personalization promises thorough benefits plus pride fulfillment, so people have extra incentive to invest for long-term quality.

Though pride & confidence are intangible, you can motivate people to build & preserve those as benefits. Stress can increase if intangible benefits fade, so ask questions to understand what could & should affect customers' goals. People want benefits of certainty from the best sources so explain how you’ll help avoid losses &/or create benefits.

Best Versions of Better

In Good to Great, Jim Collins’s first Hedgehog Concept circle is what you can be best at. Explain why your offers are the best options for specific results. To create best results for your business & customers, develop a category of options & optimize the best options for specific customers’ lives.

Hedgehog Concept genetic encoding is ONE success criterion. Salmon & bears have major problems despite genetic fitness for natural conditions but humans change nature. Anthropomorphized salmon could be more successful with help defining threats & obstacles plus opportunities to advance.

Be your category opportunity authority by helping people recognize plus use effective, efficient implementation resources. People might perceive positive indicators as total successes while disregarding negative evidence. Confirmation biases seem to indicate familiar things added up to previous success.

Analogy: People notice 7+4+9=20 is still valid without realizing -8 is emerging & changing conditions. Maybe people had the best genetic encoding closely fitting positive factors until negatives reached level -8. Or people might try imitating successful practitioners whose genetics were optimal for other goals.

Bears might return to the same river & semi-submerged logs. It’s not a good combination as wet, rotten logs become weaker & fish-eating bears become heavier.

Consumers might be so eager to fulfill passions, they might not think about combining resources to overcome emerging conditional forces. Emerging forces can erode resources plus hamper or stop efforts.

Since success encoding isn’t automatic, define importance of concepts (examples: normal, results & high-quality).

Your Hedgehog Concept best at, passion & economic engine can be adjusted based on niche members’ passions.

Customer Integration strategies connect resources to fulfill customers’ needs/desires. Customer Integration tactics integrate results & benefits into people’s lives. Your Hedgehog Concept differentiates your store by optimizing those results & benefits into advantage offers.

How does your Hedgehog Concept fit local consumers’ conditions & marketplace gaps?

What can you uniquely offer to fulfill needs better than competitors? Competitors might have the same suppliers as you or stock generically similar products. Without your help, people might try inferior products for general problem categories.

Position your store based on how you apply knowledge to products & needs. Use your knowledge to help customers diagnose problems plus evaluate products & tasks to develop precise solutions.

Product comparisons (different ingredients & specifications) won’t always indicate how to get the best results. Some customers need somebody to ask the right questions & make suggestions.

People might plan ahead without anticipating changes including product availability & compatibility. Since completion can be incremental or delayed, do customers’ goals, resources & methods fit past, current plus emerging conditions? People might combine modernity with tradition, example: Family recipes, inherited bake-ware & new ovens might be incompatible.

For your Customer Integration Hedgehog Concept, be the best at bridging gaps & protecting vulnerabilities in local people’s conditions. How do competitors’ weaknesses & vulnerabilities leave consumers’ vulnerabilities unprotected? Do competitors offer high-quality products for filling those gaps or just short-term or partial solutions?

Explain how short-term or partial solutions cost more because excess maintenance & remediation require more resources. Explain how you fill or prevent gaps better.

Motivate Customers with Your Passion

The second Hedgehog Concept circle is what you’re deeply passionate about. When your enthusiasm connects with customers’ priorities, customers can emotionally feel & logically notice your understanding. Discounters are passionate about profits more than quality, so customers might be frustrated because products fail too soon to fulfill passions.

Offer Example: ‘Your desire for (benefit) might be passionate or mild interest. Invest money, time & energy into top-quality. If you sink resources into cheap products & ineffective methods, you’ll have more stress & less enjoyment. (Store) customizes kits based on your satisfaction standards for (benefit).’

Biologists say hibernation is more than sleeping, so bears need nutrients from salmon. Bears are well-equipped for land-based foraging.

Bears hold slimy, wiggling fish while enduring fast-flowing rivers plus walking between & on slippery rocks. Despite wounds & miserable conditions, bears need many fish over the course of multiple days.

Whether bears eagerly gorge on fish or just satiate hunger, biologists might encourage bears with effective methods or nutrition information. Anthropomorphized bears might complain, “Our sprained knees make fishing harder.” Biologists could yell, “Those bears have problems too. If you don’t eat enough fish, things will be worse!”

If frustrated people quit, what can you offer to inspire high enough interest to encourage customers to reach for higher fulfillment?

Offer top-quality inventory, motivation & guidance to attract customers to you as a subject authority. Offer knowledge for evaluating product specifications plus quality &/or interpreting problem or opportunity indications. Motivated people might proceed if they recognize problems or opportunities, plus have necessary skills. Skillful people can advance when they’re motivated to learn information & buy products.

Success depends on boosting people’s motivation, knowledge & skill levels. Your advantage offers should motivate people to perceive, pay attention to, believe & prioritize your offers.

Thank you for using my blog. Please let me know if I should clarify anything.

Copyright 2022 Dennis S. Vogel All rights reserved.

When you compete against big businesses with big budgets you need powerful marketing strategies & tactics. You'll find them here- https://thriving-small-businesses.blogspot.com/

Review Conditions & Define Expectations, So Customers Achieve Total Success.

Diversity, Equity & Inclusion are important. Notice: Understanding isn’t listed. Since I won’t ever understand all issues, I’m avoiding potential discriminatory stereotypes.

This analogy may seem lame, but hopefully won’t offend anybody. Please adapt this analogy with your understanding of how customers perceive themselves, their needs & opportunities.

In WHAT GOT YOU HERE WON’T GET YOU THERE, Marshall Goldsmith & Mark Reiter wrote about Success Delusion with this analogy: "The bear was about to clamp onto an unsuspecting airborne salmon jumping upstream. [An UNUM] headline read: YOU PROBABLY FEEL LIKE THE BEAR. WE’D LIKE TO SUGGEST YOU’RE THE SALMON."

Because of how people choose to perceive reality, they might overestimate skills & underestimate vulnerabilities. When conditions seem familiar, people might think they’ve accounted for all threats. After people have been ’THERE’, done that, they feel ready for it again.

I'm expanding this concept for retailing.

After using inferior products, people might claim success without considering results won’t last long. Project kits should specify completion criteria for judging success.

Though total quality depends on EACH input, people skimp on (seemingly minor) methods or products. Discounters set manufacturers’ quality standards & are less concerned about results than consumers, so differentiate with your concern about result quality.

Offer Example: ‘Before you start (project), (Store) consultations will review what’s practical & necessary for your budget & long-term success. Discounters push products to boost their profitability. (Store) inventory is chosen for your success in local conditions.’

Why Doesn’t Satisfaction Last?

Let’s anthropomorphize salmon.

Salmon stop eating when returning to spawning rivers & deplete even the best food. The healthiest salmon decline without maintenance in dangerous conditions. Keeping stomachs full depends on what goes in & how fast it’s used.

Their abilities to prepare are limited. They would thrive if they’d accept incremental knowledge & products as they progress & conditions evolve.

Though people follow instructions, they might expect benefits without looking at conditions upstream. After fulfilling requirements (without considering obstacles), people feel entitled to satisfaction (metaphorical full stomachs) without maintenance.

People might feel ready to benefit from results, but low product quality limits duration & numbers of uses.

Example: Since mowers vibrate, vibrations make cheap materials & fasteners more vulnerable to friction. As parts are damaged & overheat during normal use, cheap mowers can’t cut as much grass as good mowers.

Normal Doesn’t Mean Safe

In Jim Collins’s Hedgehog Concept, genetic encoding is ONE success criterion. Salmon & bears genetically fit natural conditions & do normal things with different results.

Since success encoding isn’t automatic, define importance of concepts (normal, results & high quality).

Offer Example: ‘Even when you do (methods) correctly, results depend on product quality. Normal local conditions might not fit discount product specifications. (Product) users are satisfied because at (Store) products & instructions are matched to goals. Because (product) is high quality, (Manufacturer) confidently warranties it for 5 years. Plus, (Store) offers guidance for choosing & using best (product) versions for your needs. If your needs change, let’s review differences & make adjustments.’

Offer successful results by helping people compare value criteria.

People overconfidently assume whoever/whatever got them ‘HERE’ is enough to keep them ‘HERE’ or help them return.

They might feel insulted if you imply they’re wrong. Explain how changing conditions disrupt ‘HERE’, so different resources & methods are necessary for stability.

Example: ‘In this case study, he used (product & method) 6 years ago because (condition change) caused (negative result). He’s been enjoying (benefit) 9 times per month because the quality is high & maintenance is easy.’

People figure they’re logical, but react emotionally. Show your store is the best source for specific benefits by integrating it with emotional reactions to logical conditions.

Example: ‘Let’s consider which factors we can optimize, so you can prioritize those factors you can make appealing & comfortable. I understand you’ve noticed (opportunity & problem) & you want (benefit). As (season) starts, (problem) increases, so you’ll need (products & methods) to create (benefit) to fit your criteria & optimize (opportunity).’

Economics was developed based on rational humans deciding what’s best. Distracted, stressed humans don’t always think logically about causes & effects.

If causes can’t be eliminated, how much cause reduction meaningfully reduces effects? If risk acceptance is necessary, what’s the most serious risk? What’s the best way to tame emotional reactions to that risk?

Back to the Analogy

People & salmon feel compelled to fulfill purposes despite difficulties & risks. Offer physical resources plus condition-specific guidance for lower difficulties & risks plus higher benefits. That fits reality because nobody can remove all risks.

Example: Sedentary living includes health problems plus possible furniture & building collapse. When we leave home to find risk reductions, we increase other risks. In effect, we tell people if they insist on doing ABC, at least reduce risks by doing X, Y & Z.

Salmon leave favorable conditions & return to what seems safe. They survived before but this time they’re adults swimming upstream. It’s different for hatchlings swimming downstream undetected in shallow water. When salmon return, they & river conditions are different.

You can explain emerging risks to persuade people to prepare based on current information, but desires, memories & society are influential. With social proof, salmon advance together confidently because they're successfully fulfilling their prime directive. They feel ready for more risks.

Maybe lamprey eels have latched on, but haven't killed them. Bear spray offers for $X seem meaningless because after evading a bear they think they can evade every bear anywhere. Beware of humans & eagles!

Logically people realize past success DOES NOT guarantee future success in medications, investments, retailing, etc. Emotionally people feel they’re in control.

If you believe or act as if your success is guaranteed to last or increase, why would you expect consumers to change stores, products &/or methods? Adjust your attitude before expecting anybody to adjust theirs.

Though rivers are shallower than lakes & oceans, fish are built for water, so what could go wrong?

Salmon skillfully, successfully swim for survival needs until CHOMP! If salmon were sentient, unawareness of bears might seem like functional hope.

Since salmon are deep water predators, they’re unfamiliar with rivers (except as hatchlings) & land-based predators. Salmon use more energy than usual while swimming upstream. Their previous swimming didn’t fully prepare them for swimming upstream & jumping while evading predators.

CHOMP Happens but Isn’t Inevitable.

Since CHOMP hasn’t happened to them yet, some will figure CHOMP only happens to others. Fatalistic fish might think CHOMP happens no matter what, so preparation won’t help.

Define avoidable & unavoidable problems, so resources are devoted to diminishing vulnerability to unavoidable problems.

Compared to fish, bears aren't as inhibited or vulnerable in those conditions. Starving salmon are vulnerable because of diminished energy & shallow water, but they MAN up - no pain, no gain.

Does pain include known &/or unknown risks? Which pain avoidance efforts reduce gain? Which gain methods cause less pain? How can pain & risks be reduced without significantly reducing progress?

To avoid misdirected advancements, it’s important to define what gains are & aren’t, so people don’t take on unnecessary pain & risks.

Stephen R. Covey wrote about leadership, management, effectiveness & efficiency in THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE. His analogy was managers improving working practices & conditions while pushing workers to efficiently hack through the wrong jungle. They didn’t want the leader to stop their ineffectiveness.

Customer integration includes fully effective, efficient offers. Earn repeat business with advantage offers of leadership & project management, so purchases & projects won't waste people’s money, time & energy. Preserve people’s motivation, so they’ll eagerly take on more projects.

Guide project scheduling for starting, reaching milestones & evaluating preliminary results. What would indicate it’s time to detour or change speed?

It’s important to focus on short- & long-term positive & negative effects. Immediate inconveniences might distract attention away from emerging problems.

An analogous salmon might think, “Just a little further, I can make it. It’s shallow here but I can jump.” CHOMP! “Something isn’t quite right!”

Salmon wouldn’t recognize bears as threats to avoid or which behaviors increase hazards, so jumping would seem inconveniently necessary. Fast-flowing, cloudy water is analogous to pressure for quick action. As people respond quickly, perception is limited plus internal & external resistance increase.

Whether customers are illogically certain or uncertain about opportunities & problems, your advantage offer should include clarity.

Offer Example: ‘It’s time to check for (problem) because it interferes with (opportunity). (Store) has checklists for guiding you to maximize effectiveness & efficiency. Here’s a sample: (Symptom) indicates you should (method) with (product). (Reduced symptom) indicates progress, so you should continue (method) until resolution. (Unusual symptom version) indicates an additional problem; you can test (product 1 & method 1). (Reduced symptom) indicates a successful test, so you should adjust (method 1). (Advanced symptom) indicates you should stop (method 1) & start (method 2) with (product 2). (Resolved symptom) indicates you should start the next step.’

Thank you for using my blog. Please let me know if I should clarify anything.

Copyright 2022 Dennis S. Vogel All rights reserved.

When you compete against big businesses with big budgets you need powerful marketing strategies & tactics. You'll find them here- https://thriving-small-businesses.blogspot.com/

Be a Market Leader by Leading Customers to Benefits.

In The Discipline of Market Leaders, Michael Treacy & Fred Wiersema wrote about product leadership as offering superior products & experiences.

Let’s add personal leadership because you should lead customers to benefits instead of hoping they’ll determine how products are beneficial. Your basic offer should be: Though your current condition is__, we can increase your benefits with these products & methods. As your current condition changes, we’ll use innovative products plus techniques to maximize positive changes & minimize negative changes.

Be persuasive by presenting benefits to match people’s goals & leading customers to choose & use products to achieve goals.

Show you believe customers deserve the best, by optimizing your store so your offers produce the best results. In Good to Great by Jim Collins, the first circle of the Hedgehog Concept is what you can be best in the world at. Let’s focus on making your offers are the best options for specific results.

To create the best results for your business & customers’ lives, develop a category of options & optimize the best option for each customer. Which resources make that option possible? How will you acquire & integrate those resources? What could interfere with that option? How will you reduce or eliminate that interference?

Even if you have the indisputable best offer according to the most authoritative criteria, you need to build a mental path to your door.

Analogy: After electricity is generated by combining factors, it follows the path of least resistance. After lightning finds paths from clouds to land, the Earth adds power.

Your offers should have enough power to get through mental resistance & integrate with the power of people’s desires for benefits. It can be like people comparing pictures. When offer descriptions match people’s goal visualizations, people believe your offer fits gaps between current conditions & goals.

While monitoring consumers’ conditions, present information so consumers recognize what they have & need for achieving goals. Offer resources to empower people to complete their desired conditions.

Offer Example: ‘You may be frustrated by incomplete projects because something disrupted your plans. Let’s review your progress, so we can reduce obstacles plus add products & information you haven’t found yet. (Store) has (products) & plans for adjusting your conditions. Together we’ll identify what will complete your building project.’

Analogy: Electricity isn’t successfully conducted, when there’s a gap because there isn’t a sufficient conductor &/or the power is too low to jump the gap. Let’s consider products to be conductors & information to be power.

Show you’re part of the circuit of resources people need to achieve goals.

Needs/desires > compelling offers of products plus implementation & maintenance methods > goals

After connecting facts & feelings to show you understand people’s goals, you can use facts to connect goals to your offers.

Offer Example: ‘Are your lawn mower & lawn well-matched? Does your mower fit your physical needs? At (Store), let’s consider facts other retailers ignore. Whether lawn mowing is an act of pride or just a necessary task, (product) makes it easy & quick with less noise. People are quickly tired from pushing mowers over uneven lawns. (Product) has quick adjustment levers for smooth performance whether you push or use self-propulsion. Its wide deck cuts more grass in less time than narrow mowers. It can get close to objects to reduce your need for edge trimming. (Store) includes preventative maintenance plans to sharpen blades & secure other parts. With products & service from (Store), you’ll have fewer hassles plus more time & energy after effective, efficient mowing.’

When people are distracted & distressed, their mental energy is like static electricity.

When mental energy (attention, interest & desire) flows through integrated connections, people can recognize & use coordinated (synchronized) values you create. Distracted people need benefits of coordinated products with goal-focused methods.

Coordination includes information to organize what customers already have & add what they need.

Customer integration builds value & establishes mental links so consumers perceive that value.

The 22 Immutable Laws of Marketing

Al Ries & Jack Trout wrote about creating categories & being first. Some laws are:

The Law of the Category If you can’t be first in a category, create a new category to be first in.

The Law of the Mind It’s better to be first in minds than be first in the marketplace.

The Law of Perception Marketing isn’t a battle of products; it’s a battle of perceptions.

The Law of Focus The most powerful marketing concept is to own a word in prospects’ minds. Focus your business practices on a cohesive concept.

If you don’t have time to read/listen to the whole book, you can do an internet search for summaries.

Let’s add some meaning to these laws. To effectively use these, you need to be categorized as being ahead of competitors in prioritizing consumers’ benefits. What do consumers perceive you to be focusing on? Show you want to profit by optimizing their results instead of just pushing products.

Since goal achievement is a journey, busy people prefer smooth, direct routes. It can be disrupting like driving over potholes when people struggle to make products & results conform to expectations.

Too many businesses focus on selling products instead of the benefits of reducing problems. You can be categorized & perceived as a specialist by offering precise kits. Align kits with customers’ goals so people check with you first when desires & needs emerge. You can be first on consumers’ lists if your store offers total integration to connect people to ideal conditions.

Even if you establish product leadership among stores, it’s important to inspire consumers to accept you as a leader, so you can lead them to great results.

Mediocre advertising is basically, ‘You have (problem), I have products.’ It’s like pointing & saying, ‘Go get it.’ That isn’t leadership. The value of leadership is diagnosing problems, finding resources & planning solutions plus preventing recurrence.

To lead people to use optimal resources, you might have to convince people to push aside failure. People might give up & think they can’t afford more efforts after unsuccessful attempts.

Offer Example: ‘When you need basic (project) results & can’t afford to hire professionals, you still need specialized information. If you’ve been disappointed, let’s determine what went wrong & make corrections. We won’t find fault. We’ll identify obstacles. Let’s compare your results & conditions with plans that fit your goal. We’ll find what fills the gap between your goal & current conditions.’

You Can Do What They Did.

Testimonials can describe what worked, so people can compare their attempts with successful efforts. Detailed testimonials can renew hope & desires because people learn other options can be applied or adjusted. Compelling offers renew hope & you can lead hopeful people by showing how results are possible.

When projects don’t work, people don’t always think about trying again with different products or methods. When you offer plans, show people there are ways they haven’t tried. It’s vital to remember people can believe what’s possible when they know how it’s done.

Offer Example: ‘Your frustration is understandable. Let’s work together at (Store), by using plans & checklists to determine what didn’t work & why. Instead of finding fault, we’ll find better options with products & techniques that fit your conditions, expectations & goals. Let’s focus on long-term benefits of high quality products to overcome negative conditions. Complete results are possible with the right knowledge & planning, so you succeed. These are important considerations because (Store) offers results instead of just pushing products.’

Be bold when you compare your store with competitors, so people recognize how your strong value fits their lives. Bold comparisons are more apt to establish consumers’ attention, interest & desire, so your offers inspire action. Identify when & why products are necessary, plus offer support for maximizing benefits.

Offer Example: ‘The right plans & resources make things work FOR YOU, so things are less apt to happen TO YOU. Good results can happen randomly, but when you want the BEST results, you need to make the best happen. Some retailers assume you just need products. They brag about selection or prices, but they don’t mention the cost of low quality, incomplete results. Since product selections only matter when you get the right results, let’s work together to select products for the support you need. When you have __ & __, you’ll be ready to create (benefits). At (Store), we’ll combine the right product versions & be sure you know the best methods for lasting benefits. Projects shouldn’t cause more stress than the relief you expect from your goals. When we know which results you need to create & problems you need to avoid, we can plan your benefits. Since (season) & (weather) are almost here, limited supplies are becoming available. It’s time to be sure you get the results you deserve.’

Thank you for using my blog. Please let me know if I should clarify anything.

Copyright 2021 Dennis S. Vogel All rights reserved.

When you compete against big businesses with big budgets you need powerful marketing strategies & tactics. You'll find them here- https://thriving-small-businesses.blogspot.com/

Offer the Best Results for Specific People

Making profitable kits is challenging & necessary to surpass competitors & preclude consumers’ procrastination.

Customer integration can include project kits. It’s offering superior value & helping consumers recognize that value as necessary for their goals. If you can’t do full service projects for customers, what will exceed competitors & establish momentum for customers?

Which project steps or aspects overwhelm customers? You can nudge people out of procrastination & hesitation by offering completed steps as modules for people to connect. If some project steps are difficult for novices, customers can add those as modules as they finish easier steps.

If people aren’t confident in their abilities & potential solutions, product name & price ads won’t overcome procrastination. Inspire action by describing how you help people combine knowledge & products to create & maintain benefits.

People don’t want to fail & might tolerate problems instead of risking wasted efforts & money. Consumers hesitate when risks & frustrations of failure feel worse than risks & frustrations of problems.

Identifying problems & prescribing products won’t be enough if people need guidance about methods. There are ranges of added value factors between identifying problems & maintaining improvements. You can specialize in factors throughout that range & create people’s best options.

You determine how completely your offers improve customers' conditions with the number of factors you fulfill. You can adjust your specialty with increasing knowledge as conditions & suppliers’ offers change.

Offer Beneficial Patterns

As lives are disrupted, dysfunctional patterns are established when people react instead of plan.

Even if people need help struggling through weeks of work & household responsibilities, their struggles can be divided into progressive steps. Explain how better products & methods reduce struggles.

Since people might be frustrated while they learn methods, encourage them to focus on increasing effectiveness & efficiency when they do recurrent tasks. Their invested time & efforts produce smoother patterns & better results.

People are often overwhelmed even in familiar conditions but organized thinking becomes even harder in the face of new problems.

Many offers can be framed as relieving stress &/or adding enjoyment. Preliminary offers can show new patterns are beneficial, so people are confident enough to make changes. After people experience samples of what’s possible, subsequent offers of customized kits can create fuller benefits.

Retailers, that don’t help people with full options, aren’t people’s best options.

As competition intensifies, your success depends on building people’s confidence in their ability to keep progressing.

Customer integration creates people’s best options for important results retailers can profitably sell.

We’re building up to integrating the 3 circles of the Hedgehog Concept in Good to Great by Jim Collins. Those circles contain what: 1. you can be best in the world at; 2. you’re deeply passionate about; & 3. drives your economic engine.

In this global economy, you shouldn’t brag about being the absolute best but you can explain why: 1. your offers are the best options for specific results; 2. those results are important to specific people; & 3. your profitable prices are justified.

Show You Care About What’s Important to Customers.

Discount retailers study consumer behavior to increase sales, decrease services & determine price points. As a specialist, you should show you study consumers’ desires & needs to determine the most effective, efficient options. You can confirm that in your advertising & consultations.

In consultations, you can validate insights from consumer complaint & advice blogs. By comparing local problems & conditions with conditions, problems & solutions people described in blogs, you can learn what’s important to people. When you add those insights to suppliers’ product lists, you can develop plans for potential project kits for customers.

When you describe potential benefits of those kits to customers, you can ask about their perceived value. You might also learn what consumers misunderstand. Are they confused about terminology? Do they know how to choose & use products? Do they need guidance about best practices?

If people have trouble describing problems, you can use those blog posts for clarification. Example: ‘I think somebody else had a similar need. As I read this, please determine if it fits your challenges.’

To fully optimize customers’ results, you might need to ask sensitive questions.

Consultation Example: ‘I can help you achieve your goal if I know more about your conditions. You might be uncomfortable with sensitive questions. I hope you won’t be offended. How comfortable are you on ladders? If projects include ___, would you object? Can you lift & carry ___ pounds? Since this is a rainy season, can you finish this project in __ hours? Do you have __ hours to learn to use these tools & materials? Before you buy a kit, you can read instructions & determine if any restrictions would interfere with you using these tools & materials. After you read these instructions & review your goal & conditions, let’s compare kits. We can ask & answer each other’s questions & customize a kit. To do it, I might ask about your life, so we can be specific enough to design the best results.’

Your Hesitation Could Cause Consumers To Hesitate.

You can test offers to determine what will attract buyers. Even if a limited (the first 5 to respond) offer starts overwhelming your fulfillment ability, negative effects would be restricted.

If you hesitate about offering full value, consumers might hesitate about buying less than they need. By offering benefit ranges, you can guide customers to choose what’s necessary for optimal results.

Offer Example: ‘After you notice (problem), you need reliable information from (Store) to find the most effective solution. There are loads of conflicting insights & information, so you might wonder which insights & information are valid for your goals & needs. Since your goals are important, let's be sure you have the most effective, efficient products & information. Let’s review your goals & conditions to determine whether you should adjust goals, conditions or both. Until you know about available products & compatible methods, you can’t accurately evaluate options. Project kits from (Store) include full instructions & consultations you need for optimal results. You get optimal results when you explore possibilities & invest in the best options. If you find obstacles during projects, bring your questions because service from (Store) continues, so your progress will continue.’

Encourage People to Consider All Factors

Compare long-term results if rivals don’t sell high quality products & provide optimal service.

Offer Example: ‘(Contractor) will consult with you & evaluate your conditions, so together we achieve your goals & prevent problems. Old plumbing might not fit current codes because problems are inevitable from old technology. (Contractor) does complete projects, so you have full benefits. Some businesses aren’t real competitors because they don’t do complete projects. They claim to finish in one day, but do they help you avoid future problems? Some offer patented quick drains, but if old drain pipes are partially blocked &/or corroded inside, you’ll have problems. It costs more to do the right things in the right ways, but shoddy projects will cost you more money later & cause excess stress. Those hydrotherapy jets only relieve stress when you have the right installation results.’

More Value Means More Opportunities

Some durable goods retailers might have infrequent consumer contact & limited integration opportunities. Chet Holmes advised developing the broadest possible view of your business, so you can offer the ultimate benefits to customers. This should include offering related benefits plus preventing & solving problems. (You can do an Internet search for Chet Holmes & broadest possible view.)

Example: Furnace contractors offer comfort by moving air, so they include filtration & humidity control for air quality. Let’s use local retail examples.

Though furniture lasts for years, long-term benefits require maintenance. Some customers need frequent furniture cleaning because they have allergies. Pet dander & fur cling to & get into upholstery & cushions. Incorrect cleaning methods are suboptimal & can ruin furniture. Small tears & worn spots can become big problems. Furniture retailers can offer cleaning & mending or work with service providers.

These services could be advertised to all consumers, so furniture stores would get some income & be ready to replace furniture.

Outdoor furniture & grill stores can offer patio/deck cleaning equipment & awning repair kits or work with service providers. Outdoor games could entertain children who wait for meals.

Hot tubs or inflatable pools/bounce houses (sales or rentals) could be logical recreation accessories.

Ask about people’s plans & expectations. How many children & adults will be invited? How much space is available? Will neighbors buy or rent different products & open their yards for bigger activities? Do people prefer to spend a few hours grilling & eating meals or would they like full days of activities? If they want different activities over a span of days, do you have convenient ways to pack/unpack rental products? Do you have product varieties for different adventures each day?

Thank you for using my blog. Please let me know if I should clarify anything. Copyright 2021 Dennis S. Vogel All rights reserved. When you compete against big businesses with big budgets you need powerful marketing strategies & tactics. You'll find them here- https://thriving-small-businesses.blogspot.com/