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Selling the Invisible: A Field Guide to Modern Marketing Hardcover – Mar 1 1997


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Product Details

  • Hardcover: 272 pages
  • Publisher: Business Plus (March 1 1997)
  • Language: English
  • ISBN-10: 0446520942
  • ISBN-13: 978-0446520942
  • Product Dimensions: 13.3 x 2.3 x 20 cm
  • Shipping Weight: 249 g
  • Average Customer Review: 4.5 out of 5 stars  See all reviews (99 customer reviews)
  • Amazon Bestsellers Rank: #87,370 in Books (See Top 100 in Books)

Product Description

From Amazon

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.

From Library Journal

"Don't sell the steak. Sell the sizzle." In today's service business, author Beckwith suggests this old marketing adage is likely to guarantee failure. In this timely addition to the management genre, Beckwith summarizes key points about selling services learned from experience with his own advertising and marketing firm and when he worked with Fortune 500 companies. The focus here is on the core of service marketing: improving the service, which no amount of clever marketing can make up for if not accomplished. Other key concepts emphasize listening to the customer, selling the long-term relationship, identifying what a business is really selling, recognizing clues about a business that may be conveyed to customers, focusing on the single most important message about the business, and other practical strategies relevant to any service business. Actor Jeffrey Jones's narration professionally conveys these excellent ideas appropriate for public libraries.?Dale Farris, Groves, Tex.
Copyright 1997 Reed Business Information, Inc. --This text refers to the Audio Cassette edition.

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In a free-association test, most people-including most people in business-will equate the word "marketing" with selling and advertising: pushing the goods. Read the first page
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1 of 1 people found the following review helpful By Alexander Hristov on March 1 2003
Format: Hardcover
Ra-ra books are those kinds of books that are full of good(?) intentions and motivational speech ("you can do it", "yeah", "believe", "position", "improve your service"), but then offer no practical advice on how exactly to achieve these goals.
I am the owner of a small service business, so I read these kinds of books not for personal enjoyment, career advancement or writing amazon.com reviews, but to find insight about how to improve my business.
This book conveyed no additional information and when reading it I had a strange deja-vu feeling that many fragments and anecdotes I had already read before. What is worse, the book is filled with anecdotal evidence - someone did that and succeded, someother didn't and failed, but anecdotal evidence is even worse than no evidence, since you don't know the context, the economy, the market and all the conditions that influenced the outcome. Nowadays you can find anecdotal "evidence" to support just about anything. Some of the world oldest men and women are smokers, but surely this does not mean that you should smoke as much as you can.
There are no statistics, no research (the author even tells in one of the so-called falacies to distrust everything that begins with "the resarch shows") no proof whatsoever of anything. Compare this to books like Cialdini's "Influence" or Caples' "Tested Advertising Methods".
The chapters are one or two page anecdotes ending each one with a supposeldy profound moral. For example, "when choosing a name, choose one that sounds well", "find out what clients are really buying","planning is an imprecise art". No advice is given, however, about what makes a name sound well, how to exactly find what clients are really buying, etc. Of course, the typical references to McDonalds, Federal Express and Disney are also there. "Be like them", the author preaches.
A great disappointment after all these stellar reviews here. 1 star is too much.
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Format: Hardcover
There are several hundred books available on the market about selling. Most of these books are based on tangible products, something the consumer can see, feel and recieve an almost immediate satisfaction after the purchase.
This books is one of the few available about selling services. When a consumer purchases a service from you or your company, they are paying for your promise to deliver someting in the future. This is especially true in the world of finance and insurance industry. A financial advisor sells a fund and the buyer expects to recieve x amount of interest on his in vestment at a later date. In the insurance industry, a client buys an automobile insurance policy but will probably never see the benefits of the sinsurance policy until he or she has an accident. How do you sell something that has no immediate benefit to the client? Read "Selling the Invisible".
There are twelve very easy to read chapters with many short examples (lacking a little bit on the proof side). I do believe it is an excellent book but it is too North American oriented to be carried over one to one for european, asian or middle-eastern markets. There will have to be a few cosmetic adjsutments made to be able to adapt to other makets but it is still a catalyst to start doing things differently.
The chapters and some of the main messages of those I recieved from the author Harry Beckwith:
Planning - 1.) Accept the limititations of planning 2.) Don't value planning for its result;the plan 3.)Don't plan your future plan your people. 4.)Do it now. The business obituary pages are filled with planners who waited. 5.)Beware of focus groups; they focus on today and planning is about tomorrow. 6.)Don't let the perfect ruin good. 7.)Don't look to experts for all your answers.
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Format: Hardcover
"Selling The Invisible" by Harry Beckwith is a great book for those who market services. Beckwith tells us selling a service amounts to selling a promise. Beckwith says prospects want to minimize the risk of a bad experience and are often incapable of evaluating the quality of a service. For example, few people know if the tax advice they receive is the best advice possible.
So, improving your skills at your service often doesn't lead to enhanced profitability. Being better at what you do won't lead to more sales. (Beckwith says flatly that in money management, for example, investment skill ranks lower than the skill in acquiring and retaining assets to manage. Clients, too, actually rate money management skill lower than desire to build a relationship, which is surprising. That clients rate trust high isn't surprising.)
Some of the advice I especially liked in "Selling The Invisible":
* Improve your points of contact. Beckwith says we should evaluate every point at which our company interacts with a client-phone calls, business cards, meetings, etc. Beckwith says we should aim to make a phenomenal impression at every point of contact. And, this isn't difficult to do, given that most organizations have relatively few points of contact.
* The greatest value in a plan isn't the plan that results. It's the thinking that went into it.
* Focus groups aren't good, because the results are dependent upon group dynamics. Rather, seek independent, oral surveys from your customers.
* Ask: What are you good at? Beckwith says too many companies define themselves by their industry, which tends to pigeonhole their thinking. Beckwith suggests doing something, learning from it, and then adjusting appropriately.
* Service companies are selling a relationship.
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