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92 Part II: Sharpening Your Marketing Focus

              An essential online ingredient

                               Without a brand, you have to build the case for your business before every
                               sale. Doing that is tough work in person and even tougher work online, where
                               you can’t be there to make introductions, inspire confidence, counter resis-
                               tance, or break down barriers.

                               People are buying everything online — from contact lenses to cars — without
                               the benefit of demonstrations or test-drives. Why? Because customers arrive
                               at e-businesses with confidence in the brands they are buying. If they don’t
                               see a brand they know, the odds of the online purchase occurring plummet.
                               But if they see a brand they know and like, then they’ll check the price and
                               terms, make their selection, and purchase the product.

                               Branding facilitates sales and spurs business success all the way from Main
                               Street to the cyberhighway.

              Six steps to brand management

                               Good brand management follows certain steps.

                                  1. Define why you’re in business.

                                      What does your business do? How do you do it better than anyone else?

                                      Refer to Chapter 5, which can help you put into writing the reason that
                                      your business exists and the positive change you aim to achieve.

                                  2. Consider what you want people to think when they hear your name.

                                      What do you want current and prospective employees to think about
                                      your business? What do you want prospects, customers, suppliers, asso-
                                      ciates, competitors, and friends to think?

                                      You can’t be different things to each of these different groups and still
                                      have a well-managed brand. The brand image held by each of these
                                      groups has to synch into one identity — one brand — that people will
                                      trust and believe.

                                      For example, if you want employees to think that you pay the very best
                                      salaries in your competitive arena, you can’t also expect customers to
                                      think that you provide the most bare-boned, low costs in the market.
                                      Likewise, you can’t have an internal company mind-set that says “econ-
                                      omy at any price” and expect consumers to believe that no one cares
                                      more about product quality and customer service than you do.

                                      Figure out what you want people to think when they hear your name.
                                      Then ask yourself whether that brand image is believable to each of the
                                      various groups with whom you communicate. If it isn’t, decide how you
                                      need to alter your business to make achieving your brand image possible.
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