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The transformation from a manufacturing-based economy to one that's all about service has been well documented. Today it's estimated that nearly 75 percent of Americans work in the service sector. Instead of producing tangibles--automobiles, clothes, and tools--more and more of us are in the business of providing intangibles--health care, entertainment, tourism, legal services, and so on. However, according to Harry Beckwith, most of these intangibles are still being marketed like products were 20 years ago.
In Selling the Invisible, Beckwith argues that what consumers are primarily interested in today are not features, but relationships. Even companies who think that they sell only tangible products should rethink their approach to product development and marketing and sales. For example, when a customer buys a Saturn automobile, what they're really buying is not the car, but the way that Saturn does business. Beckwith provides an excellent forum for thinking differently about the nature of services and how they can be effectively marketed. If you're at all involved in marketing or sales, then Selling the Invisible is definitely worth a look.
Book Description
(NOT FOR SALE IN US AND CANADA) The essential guide to marketing services, that has become a business classic. Many companies who claim to be selling products are really selling services. What used to be a product-driven economy is now replete with services. But unlike products, you can?t touch services, hear or see them. Services are mainly just promises that somebody will do something. They are invisible. So how do you sell, develop and make them grow? This international bestseller, now in paperback, answers that question with insights on how the markets for services work and how customers think and behave towards your offering. When it comes to marketing and selling, the difference between products and services can be enormous. A treasury of bite-sized, practical and intelligent strategies, based upon the author?s extensive experience, Selling the Invisible will open your eyes to new ideas that will enhance the value and profitability of any company in today?s service market. The book begins with the core problem of services marketing: service quality. It then suggests how to learn what you must improve, with examples of what works. It then moves on to services marketing fundamentals: defining what business you really are in and what people really are buying; positioning your service; understanding customers and buying behaviour; and communicating your service.
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You can't touch, hear, or see your company's most important products. . . . So how do you sell, develop, make them grow? That's the problem with services.
This "phenomenal" book, as one reviewer called it, answers that question with insights on how markets work and how prospects think. A treasury of hundreds of quick, practical, and easy-to-read strategies, Selling the Invisible will open your eyes to new ideas in this crucial branch of marketing, including:
*Why focus groups, value-price positioning, discount pricing, and being the best usually fail
*The vital role of vividness, focus, "anchors," and stereotypes
*The importance of Halo, Cocktail Party, and Lake Wobegon effects
*Marketing lessons from black holes, grocery lists, the Hearsay Rule, and the fame of the Matterhorn
*Dozens of proven yet consistently overlooked ideas for research, presentations, publicity, advertising, and client retention . . . and much more.
Based on the author's twenty-five years of experience with thousands of business professionals, this book delivers its wisdom with unforgettable and often surprising examples--from Federal Express, Citicorp, and a growing Greek travel agency to an ingenious baby-sitter, Fran Lebowitz, and the colors of oranges and lemons.
The first guide of its kind and a book already causing a sensation in the business community, Selling the Invisible will help anyone marketing a service, a product, or a career. Read it, and you almost certainly will understand why two advance readers call it the best book on business ever written.
Customer Reviews:
If you sell a non-tangible product or service, buy this book.......2007-08-06
It is much easier to sell a book than it is to sell life insurance. Why? Because the customer can hold and touch and see the book. You can't hold, touch or see insurance. (The policy is not the insurance.)
Beckwith understands selling intangibles better than anyone and he tells how in this book. It is in my top ten of business and marketing books for people who sell services. Even if you sell products, you will learn some valuable information. Well worth the money.
Short and Easy to Read.......2007-05-17
This book was suggested reading by our Marketing Department. As an Engineer, I decided to read it to find out more about marketing. The book was easy to read and understand. It summarized the basics of good client service. Most things were obvious, but probably not done nearly enough. For example, the book recommended thanking your clients as often as possible.
Not your typical book on selling........2007-03-07
This is one of the best books I have ever read on the subject of selling a service or services.
My company is a small-time operation. I own a computer service and repair business. Essentially, I am the company. That's why this book is perfect for me.
Beckwith's guide taught me what is most important about what I do and how to focus on that, and then sell it. It also showed me what customers look for, what they don't care about, and the benefits of knowing these things.
If I could go back in time and give myself a copy of this book when I was just starting out, my income would probably be double what it is today. Simply purchasing this book and making a few minor changes has already made a huge difference the bottom line.
Can't go wrong reading this one!.......2006-12-27
This is another one of those classics. The fundamental message is timeless, and while some of the companies mentioned have changed the lessons behind the stories are still relevant. The book is made up of a series of anecdotes that each delivers a punch, consisting of good solid advice. Harry was ahead of his time offering insights on the "new" world of service in 1997 when the book was published, and offering that even service companies have brand equity to care for. There are good essential marketing skills included here that many of us may have forgotten. I reread this book again recently and was reminded of a few things that are worth re-applying to my own marketing efforts and the work I do for clients. You can't help but become a better marketer after reading this.
Selling the Invisible: The Art of War.......2006-09-05
Harry Beckwith's Selling the Invisible reminds me of Sun Tzu's The Art of War in that it is not so much a manual on its subject as it is a primer on how to think about its subject. Knowing nothing of service marketing when I started to read it, I found many of its precepts counterintuitive (selling relationships?) but with the numerous examples aided by my own observation of the things Beckwith talks about, my eyes were opened in a way Sun Tzu's first readers must have been. Beckwith understands the core of service marketing is the service itself and focusing on the consumer's needs, not clever marketing designed to separate the customer from his cash or dazzle him with an empty sales pitch for unwanted products (take notice, Apple). This relationship to the customer and understanding his or her needs defines the successful business and indeed IS the successful business. Beckwith illustrates this with many practical strategies relevant to any service business.
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The beauty of marketing is that it happens when we're looking but not noticing. Before you know it, we're using Yahoo! as a search engine, even though serious researchers will tell you that Alta Vista and Dogpile are better. We're buying products that cost more and perform worse, simply because the marketing and branding of those products tells us there's a value there, even if objective analysis tells us otherwise. In The Invisible Touch, Harry Beckwith tells us the obvious--what was right in front of our faces. But because of the blinders we wear, because of the way we've been educated, socialized, or just plain bamboozled, we can't see it as clearly as he can. Thus, in each of his "four keys to modern marketing"--price, branding, packaging, relationships--he offers counterintuitive information that could make or break a business plan. For example, he explains in great detail why a higher price is better than a lower one; why every business, from Apple Computer to the U.S. Army, is a brand-name to be cherished and nurtured; why the orangest orange sells better than the least orange orange, even if both pieces of fruit taste exactly the same; and why the best service providers always remember your name and what you like to drink. This is a business book, but one that everyone who works for a living should read. Pick any page, and you'll find insights that could make you a better teacher, a better salesperson, a better employee in any trade. Beckwith drives home the idea that we're all in the business of marketing ourselves, and we're in that business every waking hour. --Lou Schuler
Book Description
The beauty of marketing is that it happens when we're looking but not noticing. Before you know it, we're using Yahoo! as a search engine, even though serious researchers will tell you that Alta Vista and Dogpile are better. We're buying products that cost more and perform worse, simply because the marketing and branding of those products tells us there's a value there, even if objective analysis tells us otherwise. In The Invisible Touch, Harry Beckwith tells us the obvious--what was right in front of our faces. But because of the blinders we wear, because of the way we've been educated, socialized, or just plain bamboozled, we can't see it as clearly as he can. Thus, in each of his "four keys to modern marketing"--price, branding, packaging, relationships--he offers counterintuitive information that could make or break a business plan. For example, he explains in great detail why a higher price is better than a lower one; why every business, from Apple Computer to the U.S. Army, is a brand-name to be cherished and nurtured; why the orangest orange sells better than the least orange orange, even if both pieces of fruit taste exactly the same; and why the best service providers always remember your name and what you like to drink. This is a business book, but one that everyone who works for a living should read. Pick any page, and you'll find insights that could make you a better teacher, a better salesperson, a better employee in any trade. Beckwith drives home the idea that we're all in the business of marketing ourselves, and we're in that business every waking hour. --Lou Schuler
Download Description
Service businesses sell something that cannot be seen or heard. They offer an experience--and to make that experience truly exceptional they must first understand people and how to satisfy them. In this indispensable volume, Harry Beckwith provides a treasury of quick, practical, and entertaining strategies. Applying the study of human nature to the real world of business, 'The Invisible Touch' will open your eyes to this crucial branch of marketing with four key concepts: *Price: Its seductive power--from Uma Thurman's Five-Dollar Milk Shake to the Mansion at Turtle Creek *Brand: The triumph of Red Pepper, Opium, Yahoo!, and the inscrutable A-AI AC Delco Jani Express Cleaning Service 500 *Packaging: Looking at the pretty mousetraps of Disneyland, the ugly Butterfly Effect, and a tale of oranges and heels
*Relationships: A consideration of Jim Marinelli's magic one word, Laura Nyro's folly, the madness of Tom Peters, and further ripples of the Lake Wobegon Effect. Based on the author's extensive business experience, this book delivers its wisdom with unforgettable and often surprising examples--from the regrowth of a bitten Apple to Camden Yards' grand-slam face-lift, to the three eternal lessons of a twenty-year-old coffee commercial. Thorough, informative, and easily implemented, 'The Invisible Touch' shows you how to market a service and, most important, how to keep happy, loyal clients with you forever.
Customer Reviews:
The Invisible Touch "Can't Touch This" Selling The Invisible.......2006-02-19
It's going to take a lot of SELLING to cause The Invisible Touch to touch Selling The Invisible. It appears that Harry Beckwith follow-up book is good but not as GREAT as Selling The Invisible. Perception Is Reality and I do believe there are some very interesting concepts to salvage from this book. It still has the down to earth approach where he offers putting listening over researching. This book just seems so fundamental in the basics and therefore would be a great book for someone who needs a beginners approach. But if you're looking for new insight study The Wizard of Marketing or go back to Selling The Invisible.
Your Servant, Deremiah, *CPE
First, see what may have been "invisible" previously...........2005-07-20
Having read this book when it was first published several years ago (2000), I recently re-read it, this time finding it even more thought-provoking than before. Harry Beckwith is an exceptionally clear, innovative business thinker. He fully understands the nature and extent of what is widely referred to as "the invisibility of the obvious." His thoughts about four "key" marketing concepts (i.e. price, brand, packaging, and relationships) are not head-snapping revelations. Rather, they are valuable reminders of what many readers already know but tend to forget or ignore.
According to Beckwith, research does not expose the truth; it blinds us to it. Research supports mediocre ideas and kills great ones. Therefore, "ignore hard evidence. Soft evidence is much more valuable." Here are some other ideas which put some white caps on my gray matter:
On best practices: Ignore others'; create your own.
On leadership: People don't lead. Purposes do.
On mediocrity: There are no ordinary jobs. There are only people who insist on performing them in ordinary ways.
On pricing: The more a product or service costs, the better it seems. Push prices higher. Higher prices don't just talk; they tempt. If people come for your price, they will leave for someone else's.
On branding: Your business is your brand. Look for a brand that people can see, smell, taste, touch, feel, or hear -- or better yet, experience all five. Look for a name that makes the prospect, not you, sound important. Brands trump quality.
On packaging: Look as great as you are. ("Where do service businesses err? They spend timid -- and end up looking timid.") Create the environment that will create in your clients the crucial feeling: their feeling of importance. Your package is your service.
On building relationships: Inorder to make and keep a sale, make and keep a powerful connection. Create an "oasis" for your customers. Refuse bad business -- and get rid of it fast. Choose the clients who are most like you. Avoid "blind dates." To gain loyal clients, find loyal people. Seek clients you would want as friends. Go slowly. Relationships take time. To build trust, build consistency -- in everything you do. Sacrifice is the cement of human relationships. Nothing bonds someone to you more.
Granted, as suggested earlier, these are not head-snapping revelations but they do challenge a reader to re-evaluate her or his own core concepts and basic assumptions about marketing. Years ago, Peter Drucker asserted that "The purpose of every business is to create and then keep customers." In this volume, Beckwith shares his own ideas about HOW to accomplish those two objectives. I agree with him that "We cannot wait for the Absolute Truths, of which there are so few. We must settle for some Apparently Useful Premises: assumptions that usually produce good results."
Those who share my high regard for this book are urged to check out all of Beckwith's other books as well as Theodore Levitt's The Marketing Imagination, Jason Jennings Think Big, Act Small, Gary Harpst's Six Disciplines for Excellence, and Seth Godin's All Marketers Are Liars.
Focus on Customer Satisification and not Price Discounting.......2005-02-19
Market Research has limits. The end result of any market research project can be engineered to give a predictable outcome. For example, in a sampling of 18 people - questions were ask about a specific product likes and dislikes and a conclusion drawn about the product. Next, the pool size was increased to 500 people with the similar characteristics found in the first 18 person sample and surprising the same marketing research results were achieved. So, marketing decisions driven by market research can be hazardous, if absolute faith in the conclusions of the Research are followed. Also, too further break down reliance on market research, Beckwith states that people exhibit the Heisenburg principle meaning people change their behavior when they are being studied. Beckwith concludes, soft research is better than hard research and the bottom line is to listen to the customer.
The Marketing has fallacies. Best practices make an invitation to ordinariness. Instead of following Best practices, innovate and create best practices.
Focus on satisification and equate quality too price believing that customer who have perspection of receiving quality will pay a higher price. Price discounting works in special cases. Price discounting is designed too acquire new customers and destroy competitor profit margins causing them to collaspe. For most companies discounting only attracts the wrong type of customer.
Focus on achieving customer satisification rather than cutting price. Customers, who are bargin hunters will flee to businesses that offer lower price. These type of customers are always looking for cheaper product and customer loyalty is a function of price. For every one large discount store, it destorys 100 smaller businesses while attract high volume of customers at low prices and profit margins. These companies expect people to buy more product because of the lower price and profit off the higher volume of sales. So, the lower profit margin per product is offset by higher volume of products sold. The only way to combat the discount business model is to offer better service, more specialized products, and a stronger focus on meeting customer expectations. Rather than seeking larger numbers of people, emphasis a business model with a selective group of customers with more disposable money, and selective tastes for products and services; stay on the upper pyramid of product and service differentiation. For example, Boston Market thought, if they offer discount coupons, they would increase foot traffic into their stores and the clientele would love their food. So they offer coupons and increased traffic, slowed down service time per customer, fustrated the clientele that should have become their loyal customers and attracted the wrong type of customer. Boston Market stock valued at $41 share price plummetted to 33 cents, as the company cut its coupons and the clientele seeking discount priced food fled. The prime customer was also fed up with delayed service and the company entered Chapter 11.
Build Brand as a mental expection that the customer believes he will get. Branding has become the most effective when customers nolonger are willing to do comparative pricing and analysis and instead select a product because of its brand. Brand is the symbol that people associate with a specific expectation which is often better than reality. Brand can create an expectation so strong that the customer ignores diminished quality and value in the product or service. Brand represents the symbol companies seeks to position in the minds of the customer.
Packaging adds beauty to the product and reinforces the brand.
Focus on the customer relationship. Seek customers like yourself. This does two things: 1) Increases understanding of the customer and predictablity of his responses 2) Reduces complaints and nonsolvable conflicts with unsatisified customers.
Common Sense and Great Examples: Overall, a Great Book!.......2003-08-15
As a small business owner, one of the most important factor in receiving (and keeping) business is marketing. Beckwith provides a lot of common-sense tools (that are frequently ignored by Fortune 500) companies that can be enormously benefectial--such as refering to a person's first name, and showing passion for one's work, true passion. Yet many of us forget how important common sense is when we are involved in our business. Beckwith's main advice is to remember the human touch--that you are dealing with humans. That means a certain style, a welcoming style, has to be imbedded in all that you do in your business. A very good book!
Michael
Exposes Assumptions.......2003-07-05
He's off completely though when he gushes over his European hiking pal. What if this hiking pal was a Subway sandwich guy, instead of a 2nd year law student...? Placebo effect in full force again. It depends on "who" is saying your name. How many Moms wish they could change their names?
What's the deal with the Carter-Reagan comparison? That wasn't even intelligent?!?!?!
The greatest insight, I thought, was the discovery that people first make decisions and then seek to justify them. I can see how understanding that concept can be useful. Find out what they've decided first, and then support it or try to change it... Absolutely Brilliant!!!!! I'm soooo guilty of that one.
Thanks Harry for another great treasure of insights. Didn't care for the repeat stuff from "What Clients Love", but you knocked a few out of the park. I'll pay to see that any time!
Average customer rating:
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The Invisible Customer
Brian Clegg
Manufacturer: Kogan Page
ProductGroup: Book
Binding: Paperback
 General
| Business & Investing
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Customer Service
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ASIN: 074943144X |
Book Description
In this in-depth look at the customer care element of e-business, Brian Clegg offers an innovative, hands-on guide to an oddly neglected but crucial topic. In today's digital Wonderland - where companies deal with customers they cannot see and less contact time is better - the old rules and skills no longer apply.
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The Invisible Customer
Cobus van Graan , and
Chris Crozier
Manufacturer: Trafford Publishing
ProductGroup: Book
Binding: Paperback
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ASIN: 1425122507 |
Book Description
Most businesses don't know how to identify the customers that are most important to them, they confuse quantity with quality, and don't properly understand where their future growth is going to come from. The classic idea that last year's top customers must be your most important customers is simply wrong: at best, it's a stay-where-you-are strategy. Understanding how to strategically target the right customers for the business's objectives and to build the right relationships with them leads to spectacular growth and long-term predictable business instead of the boom and bust cycles all too familiar to Sales Directors.
Most books about sales focus on sales training and soft skills, yet in many companies their biggest problems come from sales people being too good at selling - to the wrong customers. The wrong customers cost you money instead of making you money. If you don't recognise that, and direct your sales team accordingly, you will work harder and harder for the same returns. The Invisible Customer is for the CEO, National Sales Director/VP and the heads of support departments who want to understand how to align their organisation's resources and business objectives with the market opportunity, target the right customers, and build new business based on quality relations. CQM puts you in control: manage the sales process and the orders take care of themselves.
The Invisible Customer sets forth the principles of Customer Quality Management (CQM), an approach to sales strategy that focuses on identifying and developing customers with the greatest potential and then working on realising that potential. Well-known concepts like the 80/20 principle, and the simple truth that business is still about people and relationships, are framed as clear strategic guidelines with copious practical examples and case histories.
Book Description
Who will benefit from this customer service book "Invisible Profits: The Power of Exceptional Customer Service". Everyone who has any interaction with potential customers and clients and existing customers and clients will benefit from this valuable customer service book. In this complete guide to exceptional customer service you will learn: (a) How to know exactly what your customer expects - and how to give it to them every time. (b) How exceptional customer service generates exceptional profits- and how to train this concept to your customer service team (c) How to create a positive work environment that benefits customers and employees and generates profits (d) How to manage stressful situations more effectively- you'll even learn how to deal with difficult coworkers ! (e) How to recognize customers' signs and behaviors so that you can meet their needs before they even know what they are. (f) Key tactics that will instantly calm emotional customers so you can solve their problems productively. Customers leave happy and become lifelong , loyal purchasers. Here are just some employment positions within corporations and small businesses that will benefit from this book: customer service representatives, billing specialists, call centers, service professionals, service professional firms, retail stores, field service representatives, account managers, sales professionals, small business owners, technical and support personnel and managers who want customer service training in order to reinforce their skills and train their staff.
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Promiscuous Customers: Invisible Brand
Michael Bayler , and
David Stoughton
Manufacturer: Capstone
ProductGroup: Book
Binding: Paperback
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ASIN: 1841121592 |
Book Description
What's wrong with the Internet?
Customers on today's "Commoditised Internet" expect unprecedented levels of service: they are fickle and promiscuous.
Traditional branding makes matters worse, in a trading environment that is unsentimental and unforgiving.
If the interaction between customer and brand is unsatisfactory, the problems for business are far worse: the transparency of the market commoditises everything. These are the causes of the near-collapse of business on the Internet.
The question of value
How can we bring together value for the on-line customer with value for the enterprise, to create the profitable, sustainable business models of tomorrow?
The new radical paradigm
Bayler and Stoughton deliver a sophisticated new paradigm, the Marketspace, and a practical methodology, Modal Analysis, designed to help businesses build their future roles on a foundation of clear customer value.
They turn today's philosophy of failure on its head, with critical new insights such as:
"Stickiness" and "compelling content" are red herrings; meaning and trust are the true building blocks for customer satisfaction and loyalty.
Content is anything but King - the book rediscovers and defines the true value of information in digital trade.
Online brands, far from being controllable corporate assets, are out-of-control, and invisible.
The old mantras of channel, device and bandwidth make way for the new value enablers: P2P, XML, mobile, always-on and automation.
"Mind share" is redundant; automated digital services deliver the new Unconscious Loyalty.
Book Description
For decades, financial advisors and other professionals in advisory roles were told to fatten their book of business. A beefier Rolodex, it was preached, was the way to a bigger piece of the pie. This has proven to be untrue.
In The Invisible Bridge, author Rob Knapp exposes the existing link to better served clients and a more fulfilling career. By following his Supernova model of client service, readers will learn how to keep a leaner (and more profitable) business book. Implemented by Merrill Lynch and approved by MIT and Harvard School of Business, Knapp's Supernova model has been proven to deliver measurable income growth, client satisfaction, and a sense of fulfillment for financial advisors.
Book Description
This title ceased publication in August 2001. Both the Report and the Emerging Market Financing quarterly (published 2000-2001) have been replaced by a new quarterly, The Global Financial Stability Report. The new report was created to provide timely and comprehensive coverage of both mature and emerging financial markets as part of the IMF's stepped up tracking of financial markets.
Book Description
This title ceased publication in August 2001. Both the Report and the Emerging Market Financing quarterly (published 2000-2001) have been replaced by a new quarterly, The Global Financial Stability Report. The new report was created to provide timely and comprehensive coverage of both mature and emerging financial markets as part of the IMF's stepped up tracking of financial markets.
Book Description
This title ceased publication in August 2001. Both the Report and the Emerging Market Financing quarterly (published 2000-2001) have been replaced by a new quarterly, The Global Financial Stability Report. The new report was created to provide timely and comprehensive coverage of both mature and emerging financial markets as part of the IMF's stepped up tracking of financial markets.
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- Silent Selling: Best Practices And Effective Strategies In Visual Merchandising
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- The Agricultural Outlook, 1997-2001 (1997 Edition)
- The Beardstown Ladies' Little Book of Investment Wisdom
- The Blackwell Encyclopedic Dictionary of Organizational Behavior (Blackwell Encyclopedia of Management)
- The Business of Sustainable Forestry - Case Studies: Analyses And Case Studies
- The Business Strategy Game - A Global Industry Simulation, Player's Manual/Book and 3.5 Disk
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Books Index
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