Page 126 - Selling the Invisible: A Field Guide to Modern Marketing - PDFDrive.com

inspires them less than vague marching orders and no road map.
So follow every mission statement with a concrete statement of measurable

objectives. Give people a clear target so they can see how achieving those
immediate objectives will help them achieve the mission.

Draw a clear map.And after every mission statement, add an objectives
statement.

When to Can a Mission Statement

The test of a mission statement is simple. A mission statement must cause
change; it must change how people in your company act.

Three weeks after you reveal your mission statement to everyone, ask five
employees: Have you done anything differently in the last three weeks because
of what the mission statement says?

And are you likely to change anything that you do in the next three weeks?
If you get ten no’s, throw out your mission statement.
If your mission statement isn’t producing, fire it.

What Really Sells

In the factories we make perfume,” Revlon founder Charles Revson once said.
“But in the stores we sell hope.”

So do we all. Everywhere, people are buying happiness, or the hope of it.
Happiness is so important in our country that its pursuit is considered an
inalienable right—together with the right to life itself—in our Declaration of
Independence.
People want to smile. And will pay handsomely for it.
Sit in on a group of magazine editors reviewing the best-selling covers of the
year. The best-sellers are almost always happier and more hopeful.
Sit in on a review of a test of different direct mail letters for the same service.
The most upbeat letter almost always wins. (This is why one noted direct mail
copywriter advises writers, “Never write when you are worried.”)
My wife once recommended a typically sad Swedish film to a co-worker. Her
co-worker said, “Forget it. If I want to be unhappy, I can just open my
checkbook.”
Samsonite once created a brilliant, award-winning ad showing its luggage