Many successful organizations have survived turbulent economic conditions and fierce competitive environments by consistently nurturing a niche, and the loyal consumers in the niche community. It is possible to expand and grow business in addition to the niche. Unfortunately, several other organizations have lost their identities in an effort to copy the competition, rebrand themselves, or casually jettison a loyal constituency due to change in focus. Let's compare and contrast a few recognized examples.
You've got questions, we used to have the answers
There was a time when car audio enthusiasts would flock to Radio Shack for speakers, wires, radios, antennas, and a variety of other electronic components to install, replace, or upgrade the audio in old cars. This helped many transition from eight track tapes to cassette tapes, and cassettes to CDs. It also helped many to upgrade the basic systems that were originally installed in the automobile. Gradually the new models of automobiles that rolled off the assembly line had much improved audio systems. Demand for car audio upgrades diminished significantly, and the stores stopped carrying the components for do-it-yourself audio enthusiasts. However, the demand will remain as long as there are aging vehicles on the roads, and cycle as frequently as new technology is introduced. Broadcasting the availability of such components at Radio Shack could have been a way to retain this niche of automotive audio enthusiasts, and the ongoing sales, if Radio Shack had retained consistent to this commitment.
The car audio components are only one small part of a sweeping change that occurred at Radio Shack. The devoted tribe of Ham Radio Operators were suddenly without a resource, as Radio Shack virtually abandoned the product. In an effort to rebrand the company and become more like Best Buy or Circuit City, Radio Shack dropped many products and brands. Once known for wires, fuses, transistors, resistors, and all of the ingredients for electronic home cooking, Radio Shack stores replaced many of the component shelves with commodity consumer electronics like cell phones, televisions, and DVD players. The lesser known, and lower cost brand name products that once adorned the shelves, were replaced by the same brands that could be found in Best Buy or Circuit City. The once loyal customers of Radio Shack realized that the lesser known brands had actually been manufactured by the same factories that produced the famous brands, and did not mind paying a little less for a different label. After all, the loyal fans of Radio Shack were audio, video, and electronic enthusiasts, who proudly distinguished themselves from the flocks that followed brand names in retail stores. How bitter it must have been to bring questions, only to be betrayed as the Mecca of answers was turned to the dark side of commodity consumerism, brand names, and retail aisles.
Radio Shack enjoyed a period of rebirth and renewed revenue growth as a primary distribution mechanism for cell phones, and cell phone accessories. Indeed, for a period of time, it appeared that the rebranding and consumer retail strategy was working. The stores enjoyed significant profitability as demand for cell phones exploded. And then came the sweeping and devastating change, as cell phone companies began to open their own stores. Suddenly Radio Shack was competing with the cell phone companies, and competing with cell phone stores that could give away phones, accessories, or cherished free minutes. The Golden Age of cell phone dominance diminished, and the revenue disappeared with it.
Unfortunately, as the wave of cell phone dominance subsided, it revealed a very weak underlying commodity strategy that could not replace the revenue. Having introduced similar brands and products as Best Buy and Circuit City, the differentiation was gone. Why shop at Radio Shack for the same products, and less selection? That was a consumer question for which Radio Shack did not have any answers. Many of the devoted following of audio enthusiasts, Ham Radio Operators, and do-it-yourself home electronics experts had already been forced to find other resources. The niches had been lost, and as a result of not having anything to go back on, many stores were lost too.
The good news for Radio Shack is that it may not be too late to return to the Golden Age of Gadgets. The economy is cyclical, and we are in a period that many consumers would eagerly consider a lower cost, lesser known brand. As each generation continues to live longer, there is a growing appetite for niche products designed for different age groups. It is much easier for local stores to supply these niche products, if the local stores leverage a well executed supply chain solution to minimize inventory and maximize access.
Thinking differently
Let's contrast the Radio Shack strategy to the Apply way. Apple computer company has long been surrounded by fierce competition. The battle for market dominance has taken many forms, and used many allies. Operating systems, software solutions, accessories, microprocessors, and a host of other tactics have been used to wage this ongoing war of technology and formats. Despite overwhelming dominance of market for personal computers, the competitors have been unable to eliminate Apple. In spite of the competition, Apple has not only survived the bitter struggle, but is enjoying a magnificent period of renewed growth.
How is it that Apple could not be eradicated from the computer landscape? The most commonly recognized understanding is the fanatical loyalty of Apple enthusiasts. Graphic artists, musicians, and several paradoxically-challenged IT administrators remained devoted to the imperishable brand. Some of the devoted claimed loyalty for the stability of the operating system, and some for the utilities. With the introduction of the flavor-colored iMac computers, the loyal following surged with new masses who simply appreciated the ability to choose a color. The combined design and marketing campaign may have been as transparent as the colorful casings, but it was at least equally as effective.
Expanding on the foundation of success, Apple introduced the iPod. Once again, a tremendous flood of new and loyal believers converted to Apple. Even the traditionally proud Personal Computer devotees could be spotted with bright wires connecting them to their favorite iTunes. Apply quickly became the dominant force in personal portable audio entertainment. Even as new consumers contemplated converting to Apple, the company has never lost focus on the devoted and loyal followers that helped it survive and thrive. Even going so far as to partner with the perceived enemy of Intel, Apple has expanded technology, without sacrificing the operating system or any of the niche staples embraced by loyalists.
Not satisfied with returning to glory, or dominating the niche of personal portable audio entertainment, Apple used the newfound experience to aggressively attack another area of technology. Just as cell phones contributed to the second Golden Age of Radio Shack, the iPhone is a strong foray into the area of personal portable communication for Apple. Fortunately for Apple, the iPod niche remains strong, and the niche of devoted Apple computer users continues to grow stronger by the day. The iPhone may be a flash in the pan, or a long term strategic success, but in either case, Apple continues to expand niche support and a foundation for continuous success.
Question your niche, and think differently
You have a niche too, perhaps several of them. Your product, brand, or services have a following. It may be based on loyal consumers who appreciate specific features that you provide. It may be a niche following based on geographic region, age group, or some other demographics. The niche may be a result of association with a brand, as with Nike, Mercedes, or Polo. The niche may be the result of unparalleled services, as with the Automobile Association of America, or the National Service Alliance. In any case, identify and nurture your niche of loyal clients, because those customers are your foundation.
The necessity to support your niche is not limited to the consumer environment. On a much more personal level, you may be in a very competitive environment in your place of employment, in government, or in an association. Be aware of the niche of loyal constituents, friends, supporters, and followers who have a personal interest in your success. You should be equally interested and invested in the success of your supporters. This mutual awareness and continuous effort can result in a sense of loyalty and commitment that survives challenge, and is the future for your success.
PS - Good luck Radio Shack, and best wishes in the search to rediscover your niche. Your loyal consumers look forward to your next Golden Age of Gadgets
______________________________________________________
Words of Wisdom
"The ability to focus attention on important things is a defining characteristic of intelligence."- Robert J. Shiller, Irrational Exuberance
"The key to realizing a dream is to focus not on success but significance - and then even the small steps and little victories along your path will take on greater meaning."- Oprah Winfrey, O Magazine, September 2002
"It's really hard to design products by focus groups. A lot of times, people don't know what they want until you show it to them."- Steve Jobs, BusinessWeek May 25, 1998
______________________________________________________
"The only gripe I have with the authors of The Trusted Advocate is that they (or anyone else) didn't write and publish this book many years ago. Its fresh and almost revolutionary approach to its topic is decades overdue.
Some of us may start reading this volume somewhat skeptical about the authors' opening thesis that the way we are habituated to define "success" is entirely illusory. But any doubts will be quickly dispelled as their highly readable analysis of the inseparable relationship between real success and the twin concepts of authenticity and integrity unfolds. And more than that - they make it easy for us to internalize what we have read as we are gently provoked to practically apply the knowledge to our own individual situations.
Moreover, it will be a great pity if this book will be read only be sales professionals in the narrow sense. In effect, we are all salespeople - whether our need is to "sell" the ideas we believe in, to secure the best terms for the services we need, or just to convince our boss to give us a raise. Simply put, applying the concepts presented in this book will help to make the world a better place. Period."
- Azriel WinnetAuthor Hodu.com (Israel), Your Gateway to Better Communication Skills
The Trusted Advocate: Accelerate Success with Authenticity and Integrity is available now online in hardcover and paperback from www.Amazon.com (Hardcover), www.Amazon.com (Paperback), www.BarnessndNoble,com, www.Borders.com, www.Target.com, www.Buy.com, ,www.iUniverse.com, and many other fine booksellers.
About the Author:
John Mehrmann is author of The Trusted Advocate: Accelerate Success with Authenticity and Integrity, the fundamental guide to achieve extraordinary sales and sustain loyal customers. John Mehrmann is a freelance writer and President of Executive Blueprints Inc., an organization devoted to improving business practices and developing human capital.
www.ExecutiveBlueprints.com provides resource materials for trainers, sample Case Studies, and educational articles. http://www.InstituteforAdvancedLeadership.com provides self-paced tutorials for personal development and tools for trainers. Presentation materials, reference guides and exercises are available for continuous development.
Showing posts with label Radio Shack. Show all posts
Showing posts with label Radio Shack. Show all posts
Saturday, August 16, 2008
Measuring the Benefits of Sales Catalogs
What to Victoria Secret, DELL, Staples, Radio Shack, and Montgomery Ward have in common? Each of these companies has used the catalog to achieve a dominant position in a competitive marketplace. Each organization has used the catalog in a slightly different manner, but each has achieved the ultimate goals of market-share and profitability. How did they do it?
Several organizations have made the mistake of measuring the effectiveness of a sales catalog by the direct number of sales that come through toll free numbers or other order mechanisms associated with the catalog. Montgomery Ward is an example of a once proud company that failed to measure the effectiveness of the catalog properly, and subsequently suffered the consequences.
Montgomery Ward built an empire around the catalog, using it as a means to communicate with potential consumers in extended geographic regions, and orders from other local store owners. The Montgomery Ward catalog kept the brand name fresh in the hearts and minds of consumers. The catalog alerted consumers to upcoming sales events, special discounts, and reminded them of purchases associated with changing seasons. Back-to-school, holiday shopping, and lawn maintenance welcomed shoppers with seasonal specials and compelling limited time deals. Even if the consumers did not take advantage of the seasonal sales event, it reminded them of the items available at Montgomery Ward stores, and thereby reminded them to shop there when the next need should arise.
Unfortunately, Montgomery Ward opted to eliminate the catalog in a rebranding effort. The rebranding effort included shedding the appearance of a general merchant and discount catalog store by cancelling the catalog distribution. The focus of the rebranding effort was to develop a reputation as a multi-faceted boutique retailer, offering an assortment of brand names and styles at higher prices. To underscore a commitment to the company rebranding effort, the company made significant investments to redesign many of the stores. New lights, new carpet, new displays, and new brand name products adorned the redesigned stores, but the public did not come. Montgomery Ward advertised the grand reopening of the redesigned stores, even as it closed other locations in an effort to reduce overall expense. Unfortunately, while the stores were being remodeled, consumers started searching for other shopping locations, and became accustomed to other retail experiences. Montgomery Ward did not have a catalog to maintain communication and customer awareness during this transition, and as a result, the stores reopened to thunderous apathy.
The Sales Catalog is more than customer communication. It is also a tremendous tool for the retail sales associates. Radio Shack was once an exceptional example of the catalog as a tool for both consumers and retail sales associates. The catalog was a reference tool for identifying and comparing options. The catalog was an easy way to search for products, and inevitably be introduced to others. How many remote control toys were sold as a result of searching for electronic components? It is not very likely that an unrelenting demand for remote control toys has been enough to sustain this product line as a staple of the electronics chain of stores, but much more likely that the constant reminder and accessibility has sustained impulse buys for several generations. Unfortunately, Radio Shack opted to replace the catalog with an efficient online Internet ordering utility. While this online utility greatly simplifies the search and purchase of a specific item, it has also removed the vast quantity of impulse buy options that tempted consumers at home, and in the stores. The online utility is useful to sales associates in the store to look-up an item, but sales associates are far less likely to spend idle time thumbing through Internet pages to look at products and features than they spent lazily flipping through a catalog on the counter. If the sales associates are not thumbing through your web site during idle time, then it is even less likely that your consumers are doing it.
Staples is a marvelous case study of a retail sales organization that has learned to maximize the catalog, Internet, and promotional advertisements. Staples sells office equipment. The product from Staples includes paper, pens, staplers, chairs, computers, printers, software, cables, and virtually anything that someone might need to run a business at the home or office. Students also use staples for supplies. These commodity items are not differentiated product brand names, and for the most part, are readily available from many retail outlets. The differentiation comes not from the brand names, but from the overall execution of the consumer communication, including the use of the catalog. The retail sales experience at Staples is a dedicated attention to the consumer, using the web utility and the catalog to maximize efficiency.
Staples uses the Internet utility for itemized search and order fulfillment. Store associates frequently use the same application that is available to the general public, as a means to order specific items that may be temporarily sold out, or otherwise out of stock, at the retail location. The catalog is used for research and comparison. At businesses, schools, government, and home offices, the catalogs arrive on a consistent basis, and are a valuable reference tool. Many business establishments keep the catalog from Staples within easy reach, making the store a constant resource for supplies. The marketing and promotional messages in newspapers and other local advertisements are a constant reminder at home, just in case you missed the catalog at an office. Staples uses these methods of communication to remain at the forefront of consideration in any event that office supplies are needed. That was easy.
A manufacturer brand that utilizes the catalog effectively is the very brand that effectively utilized the Internet as a means to dominate personal computing. DELL, often recognized for prowess in leveraging the Internet experience and direct online customer sales model, uses the catalog to effectively maintain relationships and customer loyalty. With the web interface, DELL allows each consumer to customize the features of a computer, and have it built to individual specifications. The Internet is indeed a powerful utility for DELL, but the interest in features, colors, accessories, and brand is nurtured by an exceptional orchestration of catalog and promotional advertising. Once purchasing from DELL, it is likely to expect to consistent delivery of catalogs to home or office. Although it is not likely that a consumer will immediately purchase another computer, there is an enticing array of other products to tempt the consumer. The catalog includes printers, extended service plans, carrying cases, and a growing variety of consumer electronic devices. As new technology refreshes the capabilities of the equipment in the catalog, the consumer is able to keep pace with pricing and features. The lure of accessories and peripheral electronic items is a constant opportunity for additional revenue, and the ability to monitor changing technology enables the consumer to plan the next purchase. Because DELL is providing the specification, features, colors, and pricing in the catalog, when the consumer does decide that it is time to upgrade the computer again, the planning and expectations have already been established by the options communicated in the catalog. The catalog becomes the standard by which all other purchases are compared, and the Internet utility makes it easy to complete the customized ordering process. This is a powerful combination.
Any mention of the effective use of catalogs would be incomplete without an acknowledgement to the most recognized and dominant force in catalog history, and that title belongs exclusively to Victoria Secret. The catalog that has launched the careers of many models, set the standard for fashionable lingerie, and maintained a prestigious iconic status in the routines of comedians worldwide. The mere mention of the Victoria Secret catalog in a comedian's repertoire elicits immediate recognition that the catalog is as anticipated by men, as it is for women. The Victoria Secret catalog has become a statement and lifestyle, far exceeding mere branding of a retail store. As a result of continuous and exceptional use of the catalog, the product from Victoria Secret is conveys a sense of confident sensuality and romance, regardless if the product is a garment, lotion, candle, or cream. To be listed in the Victoria Secret catalog is more valuable than advertising the factory producing the product. In this case, the catalog is the brand, and the retail store is an outlet for fulfilling the demand.
Catalogs are not only intended for distribution to facilitate consumer communication, branding, or to create demand. Many automobile manufacturers produce catalogs specifically for the showroom. This method enables a focused distribution, by physically handing a copy of the catalog to visiting consumers. These catalogs typically include much more detailed information, specifications, lifestyle focused graphics, and an expectation that the recipient of the catalog is already a brand enthusiast. These catalogs are essentially enhanced brochures, and are very effective for the small targeted community that receives them.
Catalogs are not for everyone. Catalogs are effective communication tools for establishing and maintaining a brand, for generating demand, and to nurture relationships with loyal consumers. Catalogs can be highly effective when coordinated with promotional advertising, Internet utilities, retail stores, and consumer registration. When used effectively and consistently, catalogs empower repeat business and recurring revenue beyond the measurements associated with an immediate direct sale. Creating an alluring catalog is an art form, and formatting a functional one requires organization and planning. When done properly, the catalog becomes a viral marketing piece that is often handed from person to person, or picked up and perused by potential future consumers, which is something that does not typically occur with electronic catalogs. When considering the strategy for using a catalog, review the examples of the masters in marketing and communication for this media. Learn from the achievements of Victoria Secret, DELL, and Staples. Then, reflect on your coordinated communication and marketing strategy as a means to identify relevance to your growing base of loyal consumers. Measure the overall impact to your business, not just the limited direct sales, and listen carefully to the feedback of your clients. Perhaps one day your name will be listed on the catalog walk of fame.
______________________________________________________
Words of Wisdom
"If you don't find it in the index, look very carefully through the entire catalogue."- Sears, Roebuck, and Co., Consumer's Guide, 1897
"The key part of your brand is a quality product. Creating exceptional content is the number one thing."- Rufus Griscom, Building Buzz for your Web Project
"The more elaborate our means of communication, the less we communicate."- Joseph Priestly
______________________________________________________
"John Mehrmann has a great vision for strategies and down to earth sort of tactical ways of running his business. I had lots of fun collaborating with John and his team. I would welcome the opportunity to work with him again at anytime. Best of luck, John!" - Jimmy Truong (Cuong Truong) Group Manager, CTO, Toshiba America Information Systems, Inc
The Trusted Advocate: Accelerate Success with Authenticity and Integrity is available now online in hardcover and paperback from www.Amazon.com (Hardcover), www.Amazon.com (Paperback), www.BarnessndNoble,com, www.Borders.com, www.Target.com, www.Buy.com, ,www.iUniverse.com, and many other fine booksellers.
About the Author:
John Mehrmann is author of The Trusted Advocate: Accelerate Success with Authenticity and Integrity, the fundamental guide to achieve extraordinary sales and sustain loyal customers. John Mehrmann is a freelance writer and President of Executive Blueprints Inc., an organization devoted to improving business practices and developing human capital. www.ExecutiveBlueprints.com provides resource materials for trainers, sample Case Studies, and educational articles. http://www.InstituteforAdvancedLeadership.com provides self-paced tutorials for personal development and tools for trainers. Presentation materials, reference guides and exercises are available for continuous development.
Several organizations have made the mistake of measuring the effectiveness of a sales catalog by the direct number of sales that come through toll free numbers or other order mechanisms associated with the catalog. Montgomery Ward is an example of a once proud company that failed to measure the effectiveness of the catalog properly, and subsequently suffered the consequences.
Montgomery Ward built an empire around the catalog, using it as a means to communicate with potential consumers in extended geographic regions, and orders from other local store owners. The Montgomery Ward catalog kept the brand name fresh in the hearts and minds of consumers. The catalog alerted consumers to upcoming sales events, special discounts, and reminded them of purchases associated with changing seasons. Back-to-school, holiday shopping, and lawn maintenance welcomed shoppers with seasonal specials and compelling limited time deals. Even if the consumers did not take advantage of the seasonal sales event, it reminded them of the items available at Montgomery Ward stores, and thereby reminded them to shop there when the next need should arise.
Unfortunately, Montgomery Ward opted to eliminate the catalog in a rebranding effort. The rebranding effort included shedding the appearance of a general merchant and discount catalog store by cancelling the catalog distribution. The focus of the rebranding effort was to develop a reputation as a multi-faceted boutique retailer, offering an assortment of brand names and styles at higher prices. To underscore a commitment to the company rebranding effort, the company made significant investments to redesign many of the stores. New lights, new carpet, new displays, and new brand name products adorned the redesigned stores, but the public did not come. Montgomery Ward advertised the grand reopening of the redesigned stores, even as it closed other locations in an effort to reduce overall expense. Unfortunately, while the stores were being remodeled, consumers started searching for other shopping locations, and became accustomed to other retail experiences. Montgomery Ward did not have a catalog to maintain communication and customer awareness during this transition, and as a result, the stores reopened to thunderous apathy.
The Sales Catalog is more than customer communication. It is also a tremendous tool for the retail sales associates. Radio Shack was once an exceptional example of the catalog as a tool for both consumers and retail sales associates. The catalog was a reference tool for identifying and comparing options. The catalog was an easy way to search for products, and inevitably be introduced to others. How many remote control toys were sold as a result of searching for electronic components? It is not very likely that an unrelenting demand for remote control toys has been enough to sustain this product line as a staple of the electronics chain of stores, but much more likely that the constant reminder and accessibility has sustained impulse buys for several generations. Unfortunately, Radio Shack opted to replace the catalog with an efficient online Internet ordering utility. While this online utility greatly simplifies the search and purchase of a specific item, it has also removed the vast quantity of impulse buy options that tempted consumers at home, and in the stores. The online utility is useful to sales associates in the store to look-up an item, but sales associates are far less likely to spend idle time thumbing through Internet pages to look at products and features than they spent lazily flipping through a catalog on the counter. If the sales associates are not thumbing through your web site during idle time, then it is even less likely that your consumers are doing it.
Staples is a marvelous case study of a retail sales organization that has learned to maximize the catalog, Internet, and promotional advertisements. Staples sells office equipment. The product from Staples includes paper, pens, staplers, chairs, computers, printers, software, cables, and virtually anything that someone might need to run a business at the home or office. Students also use staples for supplies. These commodity items are not differentiated product brand names, and for the most part, are readily available from many retail outlets. The differentiation comes not from the brand names, but from the overall execution of the consumer communication, including the use of the catalog. The retail sales experience at Staples is a dedicated attention to the consumer, using the web utility and the catalog to maximize efficiency.
Staples uses the Internet utility for itemized search and order fulfillment. Store associates frequently use the same application that is available to the general public, as a means to order specific items that may be temporarily sold out, or otherwise out of stock, at the retail location. The catalog is used for research and comparison. At businesses, schools, government, and home offices, the catalogs arrive on a consistent basis, and are a valuable reference tool. Many business establishments keep the catalog from Staples within easy reach, making the store a constant resource for supplies. The marketing and promotional messages in newspapers and other local advertisements are a constant reminder at home, just in case you missed the catalog at an office. Staples uses these methods of communication to remain at the forefront of consideration in any event that office supplies are needed. That was easy.
A manufacturer brand that utilizes the catalog effectively is the very brand that effectively utilized the Internet as a means to dominate personal computing. DELL, often recognized for prowess in leveraging the Internet experience and direct online customer sales model, uses the catalog to effectively maintain relationships and customer loyalty. With the web interface, DELL allows each consumer to customize the features of a computer, and have it built to individual specifications. The Internet is indeed a powerful utility for DELL, but the interest in features, colors, accessories, and brand is nurtured by an exceptional orchestration of catalog and promotional advertising. Once purchasing from DELL, it is likely to expect to consistent delivery of catalogs to home or office. Although it is not likely that a consumer will immediately purchase another computer, there is an enticing array of other products to tempt the consumer. The catalog includes printers, extended service plans, carrying cases, and a growing variety of consumer electronic devices. As new technology refreshes the capabilities of the equipment in the catalog, the consumer is able to keep pace with pricing and features. The lure of accessories and peripheral electronic items is a constant opportunity for additional revenue, and the ability to monitor changing technology enables the consumer to plan the next purchase. Because DELL is providing the specification, features, colors, and pricing in the catalog, when the consumer does decide that it is time to upgrade the computer again, the planning and expectations have already been established by the options communicated in the catalog. The catalog becomes the standard by which all other purchases are compared, and the Internet utility makes it easy to complete the customized ordering process. This is a powerful combination.
Any mention of the effective use of catalogs would be incomplete without an acknowledgement to the most recognized and dominant force in catalog history, and that title belongs exclusively to Victoria Secret. The catalog that has launched the careers of many models, set the standard for fashionable lingerie, and maintained a prestigious iconic status in the routines of comedians worldwide. The mere mention of the Victoria Secret catalog in a comedian's repertoire elicits immediate recognition that the catalog is as anticipated by men, as it is for women. The Victoria Secret catalog has become a statement and lifestyle, far exceeding mere branding of a retail store. As a result of continuous and exceptional use of the catalog, the product from Victoria Secret is conveys a sense of confident sensuality and romance, regardless if the product is a garment, lotion, candle, or cream. To be listed in the Victoria Secret catalog is more valuable than advertising the factory producing the product. In this case, the catalog is the brand, and the retail store is an outlet for fulfilling the demand.
Catalogs are not only intended for distribution to facilitate consumer communication, branding, or to create demand. Many automobile manufacturers produce catalogs specifically for the showroom. This method enables a focused distribution, by physically handing a copy of the catalog to visiting consumers. These catalogs typically include much more detailed information, specifications, lifestyle focused graphics, and an expectation that the recipient of the catalog is already a brand enthusiast. These catalogs are essentially enhanced brochures, and are very effective for the small targeted community that receives them.
Catalogs are not for everyone. Catalogs are effective communication tools for establishing and maintaining a brand, for generating demand, and to nurture relationships with loyal consumers. Catalogs can be highly effective when coordinated with promotional advertising, Internet utilities, retail stores, and consumer registration. When used effectively and consistently, catalogs empower repeat business and recurring revenue beyond the measurements associated with an immediate direct sale. Creating an alluring catalog is an art form, and formatting a functional one requires organization and planning. When done properly, the catalog becomes a viral marketing piece that is often handed from person to person, or picked up and perused by potential future consumers, which is something that does not typically occur with electronic catalogs. When considering the strategy for using a catalog, review the examples of the masters in marketing and communication for this media. Learn from the achievements of Victoria Secret, DELL, and Staples. Then, reflect on your coordinated communication and marketing strategy as a means to identify relevance to your growing base of loyal consumers. Measure the overall impact to your business, not just the limited direct sales, and listen carefully to the feedback of your clients. Perhaps one day your name will be listed on the catalog walk of fame.
______________________________________________________
Words of Wisdom
"If you don't find it in the index, look very carefully through the entire catalogue."- Sears, Roebuck, and Co., Consumer's Guide, 1897
"The key part of your brand is a quality product. Creating exceptional content is the number one thing."- Rufus Griscom, Building Buzz for your Web Project
"The more elaborate our means of communication, the less we communicate."- Joseph Priestly
______________________________________________________
"John Mehrmann has a great vision for strategies and down to earth sort of tactical ways of running his business. I had lots of fun collaborating with John and his team. I would welcome the opportunity to work with him again at anytime. Best of luck, John!" - Jimmy Truong (Cuong Truong) Group Manager, CTO, Toshiba America Information Systems, Inc
The Trusted Advocate: Accelerate Success with Authenticity and Integrity is available now online in hardcover and paperback from www.Amazon.com (Hardcover), www.Amazon.com (Paperback), www.BarnessndNoble,com, www.Borders.com, www.Target.com, www.Buy.com, ,www.iUniverse.com, and many other fine booksellers.
About the Author:
John Mehrmann is author of The Trusted Advocate: Accelerate Success with Authenticity and Integrity, the fundamental guide to achieve extraordinary sales and sustain loyal customers. John Mehrmann is a freelance writer and President of Executive Blueprints Inc., an organization devoted to improving business practices and developing human capital. www.ExecutiveBlueprints.com provides resource materials for trainers, sample Case Studies, and educational articles. http://www.InstituteforAdvancedLeadership.com provides self-paced tutorials for personal development and tools for trainers. Presentation materials, reference guides and exercises are available for continuous development.
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