Selling the Invisible: A Field Guide to Modern Marketing by Harry Beckwith

By Harry Beckwith

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Your brochure. Your public appearances. A sales call or presentation. Just a few points of contact—the moments that decide whether or not you get the business. Then, ask: What are we doing to make a phenomenal impression at every point? Don’t squander one point of contact. It may be your only one. The points of contact continue once the person becomes a client. But again, the moments are surprisingly few. A call here and there. A meeting now and then. A few points of contact. Did you get everything possible from those points of contact?

Every service company should have a director of technology who studies and regularly tells management how new technologies can be used for competitive advantage. In addition, every internal review of a company’s marketing should ask four questions that have not been typical of marketing reviews until now: In our industry, are we second to none technologically? Among service industries, and compared with firms of our approximate size, are we second to none technologically? Are we doing all we need today to be second to none two years from now?

MARKETING IS NOT A DEPARTMENT Marketing Is Not a Department A Twin Cities business-to-business company has excellent service, strong salespeople, award-winning sales collateral, and a problem: The company believes that sales and marketing are for the sales and marketing people. As a result, that company is carrying an enormous marketing liability. Their CFO is negligent, unresponsive, and rude. People who deal with the CFO have a tainted view of the company, even though the CFO is the only bad apple they’ve tasted there.

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