What do you think?
Rate this book
Продавая незримое: Руководство по современному маркетингу услуг
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.
272 pages, Hardcover
First published January 1, 1997
423 people are currently reading
13927 people want to read
About the author
Harry Beckwith
34 books68 followersHarry Beckwith heads Beckwith Partners, a marketing firm that advises twenty-three Fortune 200 clients and dozens of venture-capitalized start-ups on branding and positioning. A Phi Beta Kappa graduate of Stanford, Beckwith is an internationally acclaimed speaker. He is the bestselling author of five books, which, collectively, have been translated into twenty-three languages.
Ratings & Reviews
Friends & Following
Create a free account to discover what your friends think of this book!
Community Reviews
Displaying 1 - 30 of 265 reviews
March 9, 2008
Sound bytes on how to sell services, which is drastically different than selling a product.
Key points, borrowed from others reviews:
1) Simplify access to your work! [Learn how to create executive summaries, tables of contents, hyper-links, etc.--don't assume that everyone knows your value and is willing to spend time digging into your work.]
2) Quality, speed, and price are *not* in competition, they must be offered simulaneously and at full value.
3) What is your promise or value proposition? Are you just showing up, or does every day offer a chance for you to show your value in a specific way?
4) Don't just be the best in your given vocation, *change it* for the better and redefine what "best" means!
5) Sell your relationship (and your understanding of the other person's needs), not just your expertise in isolation. Your boss or client has three choices and you are the last: to do nothing, to do it themselves, or to use you. Focus on being the first choice every time.
6) Execute with passion--and if you are a super-geek or nerd that does not have a high social IQ, form a partnership with a super-popular person and put them in front.
Key points, borrowed from others reviews:
1) Simplify access to your work! [Learn how to create executive summaries, tables of contents, hyper-links, etc.--don't assume that everyone knows your value and is willing to spend time digging into your work.]
2) Quality, speed, and price are *not* in competition, they must be offered simulaneously and at full value.
3) What is your promise or value proposition? Are you just showing up, or does every day offer a chance for you to show your value in a specific way?
4) Don't just be the best in your given vocation, *change it* for the better and redefine what "best" means!
5) Sell your relationship (and your understanding of the other person's needs), not just your expertise in isolation. Your boss or client has three choices and you are the last: to do nothing, to do it themselves, or to use you. Focus on being the first choice every time.
6) Execute with passion--and if you are a super-geek or nerd that does not have a high social IQ, form a partnership with a super-popular person and put them in front.
September 10, 2021
Powerful, practical advice on marketing and selling services and intangibles. Overall, one of the best books I’ve read on sales and marketing. The short lessons are easy to read, yet thought-provoking and entertaining. Most lessons contain examples from the sales and marketing efforts of companies, or anecdotes from the author’s experience. The examples and stories work well for illustrating his points, but I prefer to see claims backed by broader research and statistical evidence.
Some of my favorite parts were about selling relationships rather than expertise. I also liked the advice about making your brand known and your services comfortable, because people buy what they’re familiar with. I’m a huge fan of value-based pricing over hourly pricing, so I enjoyed the lessons on pricing based on experience rather than time. There are several tips for maintaining client relations, and I liked the point about telling your clients what you’ve done for them. I really liked the point that you don’t win people with service quality, but with the merchandising of your service quality.
I read this because it was recommended on BizCraft Episode 6 – All about pricing. Later, a friend who runs a successful IT services company recommended it. I wish I had read it a year ago when I first heard about it.
Here are my notes. The quotes are straight from the book.
Getting Started
• “The core of service marketing is the service itself.”
• “Create the possible service; don’t just create what the market needs or wants. Create what it would love.”
Surveying and Research
• “Have a third party do your surveys” because clients won’t tell you their true feelings.
• Conduct oral surveys rather than written ones because people say more and you can hear tone of voice.
Marketing is Not a Department
• “In planning your marketing, don’t just think of your business. Think of your skills.”
• “In most professional services, you are not really selling expertise - because your expertise is assumed, and because your prospect cannot intelligently evaluate your expertise anyway. Instead, you are selling a relationship.”
• Most clients aren’t choosing between you and your competitors; they’re choosing whether to use any service at all rather than do it themselves or do nothing.
• “Be professional - but, more importantly, be personable.”
Anchors, Warts, and American Express
• “Familiarity breeds business. Spread your word however you can.” People choose services based on familiarity, not objective attributes.
• “Take advantage of the Recency Effect [bias towards most recent data]. Follow up brilliantly.”
• “Forget looking like the superior choice. Make yourself an excellent choice. Then eliminate anything that might make you a bad choice.”
• “[People don’t] choose a good experience; they [choose] to minimize the risk of a bad experience.” “Yes, build the quality into your service - but make it less risky, too.”
• Eliminate fear by offering a trial period or test project.
• “Rather than hide your weaknesses, admit them.” Being honest and trustworthy increases conversion rate.
Positioning and Focus
• Position yourself as an expert in the hardest task in your industry, and it will imply that you can also handle simpler tasks.
• Take advantage of the Halo Effect. “Say one positive thing, and you will become associated with many.”
Ugly Cats, Boat Shoes, and Overpriced Jewelry
• The Picasso Principle: “Don’t charge by the hour. Charge by the years.” When a woman objected to Picasso’s price, claiming that a painting only took him three minutes, he replied, “No, it took me all my life.”
• The Carpenter Corollary to the Picasso Principle: “Charge for knowing where.” A carpenter charged $2 for hammering and $43 for knowing where to hammer.
Monogram Your Shirts, Not Your Company
• “In service marketing, almost nothing beats a brand.”
• “A service is a promise, and building a brand builds your promise.”
Benefits of having a brand
• Word of mouth spreads easier and farther.
• More clients convert because they’re comfortable with brand names.
• Branded services spend less time and money in the selling process (there’s less effort required in following up).
• “Give your prospects a shortcut. Give them a brand.”
• “Your greatest competition is not your competition. It is indifference.”
• “Say one thing.” “Saying many things usually communicates nothing.”
• “Prospects do not buy how good you are at what you do. They buy how good you are at who you are.” When asked to rank criteria, clients put trust and relationship above performance.
• “People will trust their eyes far before they will ever trust your words.” “What do your visibles say about the invisible thing you are trying to sell?”
• “Offer quality without creating that perception of quality and you have failed the client, and yourself.”
• “Advertising is publicity.” Advertising can be as effective as (or more than) word-of-mouth for raising awareness.
• “Don’t sell your service. Sell your prospect.” Find out what they want, what they need, and who they are.
Nurturing and Keeping Clients
• When you think you’ve earned a client’s business, they think you’ve only earned the right to earn their business.
• “Failures are obvious but most successes are invisible…[so] advertise your successes. Show your client what you have done. If you beat the deadline...make sure the client knows. If you came under the estimate...make sure the client knows. If you are especially proud of something you did, make sure the client knows.”
• “Create a feeling of satisfaction by showing the client how you are satisfying others. Communicate your successes: new clients, new successes, new awards, new recognitions, new testimonials, growth in staff and revenues.”
Summing Up
Think of staying in a hotel. “We do not see the quality; we see the symbols of quality that say ‘clean room.’ It is not the hotel’s service quality that wins us; it is the hotel’s merchandising of its quality.”
Some of my favorite parts were about selling relationships rather than expertise. I also liked the advice about making your brand known and your services comfortable, because people buy what they’re familiar with. I’m a huge fan of value-based pricing over hourly pricing, so I enjoyed the lessons on pricing based on experience rather than time. There are several tips for maintaining client relations, and I liked the point about telling your clients what you’ve done for them. I really liked the point that you don’t win people with service quality, but with the merchandising of your service quality.
I read this because it was recommended on BizCraft Episode 6 – All about pricing. Later, a friend who runs a successful IT services company recommended it. I wish I had read it a year ago when I first heard about it.
Here are my notes. The quotes are straight from the book.
Getting Started
• “The core of service marketing is the service itself.”
• “Create the possible service; don’t just create what the market needs or wants. Create what it would love.”
Surveying and Research
• “Have a third party do your surveys” because clients won’t tell you their true feelings.
• Conduct oral surveys rather than written ones because people say more and you can hear tone of voice.
Marketing is Not a Department
• “In planning your marketing, don’t just think of your business. Think of your skills.”
• “In most professional services, you are not really selling expertise - because your expertise is assumed, and because your prospect cannot intelligently evaluate your expertise anyway. Instead, you are selling a relationship.”
• Most clients aren’t choosing between you and your competitors; they’re choosing whether to use any service at all rather than do it themselves or do nothing.
• “Be professional - but, more importantly, be personable.”
Anchors, Warts, and American Express
• “Familiarity breeds business. Spread your word however you can.” People choose services based on familiarity, not objective attributes.
• “Take advantage of the Recency Effect [bias towards most recent data]. Follow up brilliantly.”
• “Forget looking like the superior choice. Make yourself an excellent choice. Then eliminate anything that might make you a bad choice.”
• “[People don’t] choose a good experience; they [choose] to minimize the risk of a bad experience.” “Yes, build the quality into your service - but make it less risky, too.”
• Eliminate fear by offering a trial period or test project.
• “Rather than hide your weaknesses, admit them.” Being honest and trustworthy increases conversion rate.
Positioning and Focus
• Position yourself as an expert in the hardest task in your industry, and it will imply that you can also handle simpler tasks.
• Take advantage of the Halo Effect. “Say one positive thing, and you will become associated with many.”
Ugly Cats, Boat Shoes, and Overpriced Jewelry
• The Picasso Principle: “Don’t charge by the hour. Charge by the years.” When a woman objected to Picasso’s price, claiming that a painting only took him three minutes, he replied, “No, it took me all my life.”
• The Carpenter Corollary to the Picasso Principle: “Charge for knowing where.” A carpenter charged $2 for hammering and $43 for knowing where to hammer.
Monogram Your Shirts, Not Your Company
• “In service marketing, almost nothing beats a brand.”
• “A service is a promise, and building a brand builds your promise.”
Benefits of having a brand
• Word of mouth spreads easier and farther.
• More clients convert because they’re comfortable with brand names.
• Branded services spend less time and money in the selling process (there’s less effort required in following up).
• “Give your prospects a shortcut. Give them a brand.”
• “Your greatest competition is not your competition. It is indifference.”
• “Say one thing.” “Saying many things usually communicates nothing.”
• “Prospects do not buy how good you are at what you do. They buy how good you are at who you are.” When asked to rank criteria, clients put trust and relationship above performance.
• “People will trust their eyes far before they will ever trust your words.” “What do your visibles say about the invisible thing you are trying to sell?”
• “Offer quality without creating that perception of quality and you have failed the client, and yourself.”
• “Advertising is publicity.” Advertising can be as effective as (or more than) word-of-mouth for raising awareness.
• “Don’t sell your service. Sell your prospect.” Find out what they want, what they need, and who they are.
Nurturing and Keeping Clients
• When you think you’ve earned a client’s business, they think you’ve only earned the right to earn their business.
• “Failures are obvious but most successes are invisible…[so] advertise your successes. Show your client what you have done. If you beat the deadline...make sure the client knows. If you came under the estimate...make sure the client knows. If you are especially proud of something you did, make sure the client knows.”
• “Create a feeling of satisfaction by showing the client how you are satisfying others. Communicate your successes: new clients, new successes, new awards, new recognitions, new testimonials, growth in staff and revenues.”
Summing Up
Think of staying in a hotel. “We do not see the quality; we see the symbols of quality that say ‘clean room.’ It is not the hotel’s service quality that wins us; it is the hotel’s merchandising of its quality.”
March 22, 2009
What I enjoyed most about this book was the idea that services should be viewed as something to sell, just like a product. I found I wanted to hand it to several local businesses and even some larger corporations, because if more people behaved like this, we'd all enjoy our business interactions so much more.
My only complaint is that in business terms, it's been awhile since it's been written. I'd love to see it revised and include a chapter on the internet. Though, to be fair, I got my copy from the library, and this may exist but I don't know it.
I'll add that I am in no way a marketing type; I read this for research for a character I'm writing. So I'll add that this book is very accessible for a layman.
My only complaint is that in business terms, it's been awhile since it's been written. I'd love to see it revised and include a chapter on the internet. Though, to be fair, I got my copy from the library, and this may exist but I don't know it.
I'll add that I am in no way a marketing type; I read this for research for a character I'm writing. So I'll add that this book is very accessible for a layman.
May 19, 2011
BEST BUSINESS BOOK I'VE READ YET.
All you wedding industry business owners - put this on your must-read list. It's packed full of good stuff. Not to mention it's written with us in mind.
Take the title: "Selling the Invisible." Those of us who are selling a service are doing just that - selling something that, at the time it is purchased, is invisible. I love how Beckwith starts the book: "So as a service marketer...you face prospects almost shaking with worry, and sensitive to any mistake you might make. That is where your marketing must start: with a clear understanding of that worried soul." Recognizing how the potential client who walks into my office must feel -- they want to remember the most amazing day of their lives and are willing to spend thousands of dollars to do so but there are no guarantees -- really humbles me and makes me want to do whatever I can to help eliminate their fears and uncertainty.
Over and over again while I read this book, my belief in the power of blogging was confirmed. Blogging is so powerful because it helps form a connection with potential clients that can grow trust within their hearts and eliminate the fears and uncertainty they are faced with when hiring a wedding photographer. Blogs give the business owner the opportunity to demonstrate integrity and consistency which are foundational if we are going to ask clients to trust us. As Beckwith says, "A service is a promise....What you really are selling is your honesty." I can't tell you how many times I've been hired by couples without even meeting them or how many times they have walked into my office already sold because my blog has removed all obstacles for them already. They feel they can trust me. What an honor. I really take that seriously. And it makes me want to do whatever I can to continue to build trust in them throughout the course of our working relationship through amazing customer service.
Beckwith explores so many different areas of marketing -- getting customer feedback, knowing your client & what you are selling, positioning and focus, pricing, naming and branding, communicating and selling -- all with the service industry in mind. His chapters are short and to the point with the point literally spelled out in bold faced type at the end of each one. There is just a wealth of information in this book and it really inspired me.
All you wedding industry business owners - put this on your must-read list. It's packed full of good stuff. Not to mention it's written with us in mind.
Take the title: "Selling the Invisible." Those of us who are selling a service are doing just that - selling something that, at the time it is purchased, is invisible. I love how Beckwith starts the book: "So as a service marketer...you face prospects almost shaking with worry, and sensitive to any mistake you might make. That is where your marketing must start: with a clear understanding of that worried soul." Recognizing how the potential client who walks into my office must feel -- they want to remember the most amazing day of their lives and are willing to spend thousands of dollars to do so but there are no guarantees -- really humbles me and makes me want to do whatever I can to help eliminate their fears and uncertainty.
Over and over again while I read this book, my belief in the power of blogging was confirmed. Blogging is so powerful because it helps form a connection with potential clients that can grow trust within their hearts and eliminate the fears and uncertainty they are faced with when hiring a wedding photographer. Blogs give the business owner the opportunity to demonstrate integrity and consistency which are foundational if we are going to ask clients to trust us. As Beckwith says, "A service is a promise....What you really are selling is your honesty." I can't tell you how many times I've been hired by couples without even meeting them or how many times they have walked into my office already sold because my blog has removed all obstacles for them already. They feel they can trust me. What an honor. I really take that seriously. And it makes me want to do whatever I can to continue to build trust in them throughout the course of our working relationship through amazing customer service.
Beckwith explores so many different areas of marketing -- getting customer feedback, knowing your client & what you are selling, positioning and focus, pricing, naming and branding, communicating and selling -- all with the service industry in mind. His chapters are short and to the point with the point literally spelled out in bold faced type at the end of each one. There is just a wealth of information in this book and it really inspired me.
February 26, 2016
Don't charge by the hour. Charge by the years.
My first impression of the book? If there is a book that says the word "service" couple million times, it's "Selling the Invisible: A Field Guide to Modern Marketing". At one point it started to be so ridiculous that I was beyond annoyed – I was certain that English language simply must have other words that could be suitably used instead of "service". Thesaurus gives me 32 synonyms and not all of them are equivalent but I felt like Mr. Beckman was purposely trying to make me hate the word. I even felt sorry for the poor narrator, Jeffrey Jones, who probably still goes to therapy because of this word-abuse.
But let's focus a bit more on the other aspects of the book now. I started
There's little point in killing an idea by saying it might fail. Any idea might fail. If you're doing anything worthwhile at all, you'll suffer a dozen failures. Start failing so you can start succeeding.
First of all, it's a very short book (the audiobook is less than 2 hours long) and therefore it doesn't have the luxury to beat around the bush. The chapters / subchapters are usually very short and try to get to the point very fast. Often so fast, that I didn't even register that the chapter was over and this subject is done and closed now. Which was okay at times but more than one occasion I was left with a feeling that I wish it went more in-depth and explored some ideas further.
Building your brand doesn't take millions. It takes imagination.
Secondly, as you may have figured out already, "Selling the Invisible" tries to be the kind of book that gives out short pointers to people who are already in the business and try to think outside the box. Bear in mind, that I'm not an economy nor business major (although my family is very business-oriented) and while I'm in the business, I cannot consider myself an expert.
Nevertheless, I found very little new information from "Selling the Invisible". Yes, there were some interesting pointers and some sentences were formed nicely into slogans that one could print on a poster or shout from rooftops. But it wasn't revolutionary. And while it tried to be innovative and push you to step further, I wasn't left with a rush of inspiration nor motivation after finishing this book. I didn't feel like my way with dealing with customers changed. No, what I felt was more in the lines of "Great, I still have to figure this shit out myself."
I can't figure out which baffles me more: that it's a best-seller or that is marketed as "an eye-opener".
Yes, I, too, had hopes that maybe, just maybe it actually holds valuable and even life-altering information. In a way, it does (I mean, in a way every book does) but it didn't really leave with a lasting impression. I've already forgotten most that was discussed in "Selling the Invisible" and some bits that have stayed with me still have to face the endless battles of the real world business. Do they stay relevant? Are they really that universal?
Overall, I hope there's a better book on marketing / selling out there. Forever the optimist.
August 10, 2014
I've read this thing probably 5 times. As is often the case though you need to re-read these things from time to time. It's one of the first marketing books I read that specifically addresses the challenges of a 'service' business. Marketing a service is a unique challenge given the intangible nature of what you're dealing with. This is a quick read, and while not as entertaining as other authors it Beckwith does impart some important tips and ideas.
September 9, 2016
Work in marketing? Read this book. Work in customer service? Read this book. Work in sales? Read this book. Starting your own business? Read this book! (Borrowed a copy from our CEO, read it cover to cover, then bought a copy for myself.)
September 1, 2017
4 starts because I wanted more but this book is designed to deliver sound bites and is rather good one.
Straight to the point with the confidence of an expert reminds old and new in service business the basics of marketing.
Straight to the point with the confidence of an expert reminds old and new in service business the basics of marketing.
Read
September 7, 2007This is probably the easiest book I've ever read. The chapters are divided into sections that are incredibly small, which makes it a breeze to get through. But I think that's also its biggest weakness: you feel like you're being hit with so much that there's no way you could take it all in. And so no matter what you do take from this book, you feel as though it's not enough. Nevertheless, there was a lot of useful info in here. It's a good example of how marketing, due to human behavior, is not just common sense. Overall, this is a good book to introduce someone to marketing.
October 13, 2015
Quite a few years old now, this book still has plenty of relevance and tips for service marketers. I keep it handy on the shelf and full of Post-it flags!
October 15, 2012
Loy Machedo’s Book Review – Selling the Invisible by Harry Beckwith
Harry Beckwith is a Phi Beta Kappa graduate from Standford University, the author of books which have sold over 1.2 Million Copies in 24 languages and among the World’s Five Best Speakers on Sales and Marketing as per a 2009 Poll of 13,000.
Among the books he has authored,
• Selling the Invisible: A Field Guide to Modern Marketing
• You, Inc.: The Art of Selling Yourself
• What Clients Love: A Field Guide to Growing Your Business
• Unthinking: The Surprising Forces Behind What We Buy
• The Invisible Touch: The Four Keys to Modern Marketing
I have read two.
You, Inc. and now this one Selling the Invisible.
Beckwith's style of writing is essentially mini-essays ranging from half a page to maybe a couple of pages. In all his books, his standard is the same - The language is simple, straightforward and each little piece contains a nugget of marketing truth.
Selling the Invisible focuses on the core problem of Service Marketing – Service Quality. It suggests how to learn what you must improve, with examples of techniques that work. There are not many examples and anecdotes in the book, however the ones that are mentioned – McDonald’s Super-Fast Service, Standard Processes, Super-Clean Environment & World Class Experience; FedEx’s Supremacy in Logistic and the Disneyland Experience of Magic does drive home the point very effectively.
The one question that Harry did ask and which stopped my whole world dead on its tracks was when he stated ‘Define the Business You Really Are In’. That question by itself opened the flood gates of reality and made me really think. It was more like paraphrasing the age of question ‘Who are you?”
Divided into eleven sections with multiple one- to three-page chapters in each section, Beckwith’s book gives bite-sized lessons on what clients and prospects (that is, potential clients) want, expect, and find persuasive.
Highlights
These are the highlights of the Nuggets Beckwith parts with.
Regarding Your Basic Service
1. Assume your service is bad. It can't hurt, and it will force you to improve.
2. Let your clients set your standards.
3. Ignore your industry's benchmarks, and copy Disney's.
4. Big mistakes are big opportunities.
5. Don't just think better. Think different.
6. The first rule of marketing planning - always start at zero.
7. Create the possible service; don't just create what the market needs or wants. Create what it would love.
Regarding Market Research
1. Always have a third party conduct quality satisfaction surveys.
2. Survey, survey, survey.
3. Beware of written surveys; it's far better to conduct oral surveys, as you have a chance to clarify any misunderstandings.
4. Beware of focus groups - they often reveal more about group dynamics than about how individuals think.
Regarding Marketing
1. Every act is a marketing act. Make every employee a marketing employee.
2. "In most professional services, you are not really selling expertise - because your expertise is assumed, and because your prospect cannot intelligently evaluate your expertise anyway. Instead you are selling a relationship."
3. Before you try to satisfy "the client", understand and satisfy the person.
4. Often, your client will face the choice of having you perform the service, or doing it themselves. Therefore, often your biggest competitors are your prospects.
5. Make technology a key part of every marketing plan.
6. Study each point of contact with your client - your receptionist, your business card, your building, your brochure, your web site, your invoices. Then improve each one significantly.
7. Be professional - but, more importantly, be personable.
Regarding Planning
1. You'll never know the future, so don't assume that you should. Plan for several possible futures. (p.59)
2. In successful companies, tactics drive strategy as much or more than strategy drives tactics. Do anything.
3. Execute passionately. Marginal tactics executed passionately almost always outperform brilliant tactics executed marginally.
4. Do it now. The business obituary pages are filled with planners who waited.
5. Have a healthy distrust of what experience has taught you.
6. Don't let perfect ruin good.
How Prospects Think
1. Appeal only to a prospect's reason and you may have no appeal at all.
2. Familiarity breeds business. Spread your word however you can.
3. Take advantage of the Recency Effect. Follow up brilliantly.
4. The best thing you can do for a prospect is eliminate their fear. Offer a trial period or test project.
Positioning and Focus
1. Stand for one distinctive thing that will give you a competitive advantage.
2. To broaden your appeal, narrow your position.
3. In your service, what's the hardest task? Position yourself as the expert in this task and you'll have lesser logic (the idea that if you can do the hardest thing well, you must be able to do everything well) in your corner.
4. Don't start by positioning your service. Instead, leverage the position you have.
5. Positioning statements should address the following six points:
• who
• what
• for whom
• against whom
• what's different
• so...? (p. 114)
6. Choose a position that will reposition your competitors; then move a step back toward the middle that will cinch the sale.
7. In positioning, don't try to hide your small size. Make it work by stressing its advantages such as responsiveness and individual attention.
Pricing
1. Setting your price is like setting a screw: a little resistance is a good sign.
2. Beware the deadly middle. If you price in the middle, what you are saying is "We're not the best, and neither is our price, but both our service and price are pretty good." Not a very compelling message.
3. Don't charge by the hour. Charge by the years (of experience).
4. In services, value is a given. And givens are not viable competitive positions. If good value is your best position, improve your service.
Naming
1. Give your service a name, not a monogram.
2. Generic names encourage generic business.
3. Never choose a name that describes something that everyone expects from the service. The name will be generic, forgettable and meaningless.
4. Be distinctive - and sound it.
5. In service marketing, almost nothing beats a brand.
6. A service is a promise, and building a brand builds a promise.
7. Invest in and religiously build, integrity. It is the heart of your brand.
8. A brand is money.
9. Give your prospects a shortcut. Give them a brand.
Communicating and Selling
1. Your first competitor is indifference.
2. Say one thing.
3. After you say one thing, repeat it again and again.
4. Don't use adjectives. Use stories.
5. Attack your first weakness: the stereotype the prospect has about you.
6. Create the evidence of your service quality. Then communicate it.
7. Seeing is believing. Example: even when people know the tricks used by the grocery industry to make ripe oranges appear orange, they still are buy fruit with the most orange-looking peel exterior.
Check your peel.
1. If you are selling something complex, simplify it with a metaphor.
2. You don't listen to clichés. Your clients won't either.
3. In presentations, get to the point or you will never get to the close.
4. Tell people - in a single compelling sentence - why they should buy from you instead of someone else.
5. You cannot bore someone into buying your product.
6. If you want publicity, advertise.
7. Make your service easy to buy.
8. Above all, sell hope.
Nurturing and Keeping Clients
1. Watch your relationship balance sheet; assume it is worse than it is, and fix it.
2. Don't raise expectations you cannot meet.
3. To manage satisfaction, you must carefully manage your customer's expectations.
4. Keep thanking your clients.
5. Out of sight is out of mind.
Unlike books Execution: The Discipline of Getting Things Done by Ram Charan, Built to Last from authors like Jim Collins and Influence by Robert Caildini; the only drawback if you are seeking to find any is that there are no statistics or no research to back what the author states. But that having been said, does not dilute the impact this book has in all its entirety.
Overall Summary
So the moment of truth.
If you are looking for a simple yet interesting read, profound reflection and easy to understand language, this book has them all. I liked the book and I believe if the author did ever come with another book, given his reputation in my eyes, I would surely be among the many who would go and subscribe to his wisdom.
Overall Rating
7 out of 10.
Loy Machedo
Loymachedo.com
Harry Beckwith is a Phi Beta Kappa graduate from Standford University, the author of books which have sold over 1.2 Million Copies in 24 languages and among the World’s Five Best Speakers on Sales and Marketing as per a 2009 Poll of 13,000.
Among the books he has authored,
• Selling the Invisible: A Field Guide to Modern Marketing
• You, Inc.: The Art of Selling Yourself
• What Clients Love: A Field Guide to Growing Your Business
• Unthinking: The Surprising Forces Behind What We Buy
• The Invisible Touch: The Four Keys to Modern Marketing
I have read two.
You, Inc. and now this one Selling the Invisible.
Beckwith's style of writing is essentially mini-essays ranging from half a page to maybe a couple of pages. In all his books, his standard is the same - The language is simple, straightforward and each little piece contains a nugget of marketing truth.
Selling the Invisible focuses on the core problem of Service Marketing – Service Quality. It suggests how to learn what you must improve, with examples of techniques that work. There are not many examples and anecdotes in the book, however the ones that are mentioned – McDonald’s Super-Fast Service, Standard Processes, Super-Clean Environment & World Class Experience; FedEx’s Supremacy in Logistic and the Disneyland Experience of Magic does drive home the point very effectively.
The one question that Harry did ask and which stopped my whole world dead on its tracks was when he stated ‘Define the Business You Really Are In’. That question by itself opened the flood gates of reality and made me really think. It was more like paraphrasing the age of question ‘Who are you?”
Divided into eleven sections with multiple one- to three-page chapters in each section, Beckwith’s book gives bite-sized lessons on what clients and prospects (that is, potential clients) want, expect, and find persuasive.
Highlights
These are the highlights of the Nuggets Beckwith parts with.
Regarding Your Basic Service
1. Assume your service is bad. It can't hurt, and it will force you to improve.
2. Let your clients set your standards.
3. Ignore your industry's benchmarks, and copy Disney's.
4. Big mistakes are big opportunities.
5. Don't just think better. Think different.
6. The first rule of marketing planning - always start at zero.
7. Create the possible service; don't just create what the market needs or wants. Create what it would love.
Regarding Market Research
1. Always have a third party conduct quality satisfaction surveys.
2. Survey, survey, survey.
3. Beware of written surveys; it's far better to conduct oral surveys, as you have a chance to clarify any misunderstandings.
4. Beware of focus groups - they often reveal more about group dynamics than about how individuals think.
Regarding Marketing
1. Every act is a marketing act. Make every employee a marketing employee.
2. "In most professional services, you are not really selling expertise - because your expertise is assumed, and because your prospect cannot intelligently evaluate your expertise anyway. Instead you are selling a relationship."
3. Before you try to satisfy "the client", understand and satisfy the person.
4. Often, your client will face the choice of having you perform the service, or doing it themselves. Therefore, often your biggest competitors are your prospects.
5. Make technology a key part of every marketing plan.
6. Study each point of contact with your client - your receptionist, your business card, your building, your brochure, your web site, your invoices. Then improve each one significantly.
7. Be professional - but, more importantly, be personable.
Regarding Planning
1. You'll never know the future, so don't assume that you should. Plan for several possible futures. (p.59)
2. In successful companies, tactics drive strategy as much or more than strategy drives tactics. Do anything.
3. Execute passionately. Marginal tactics executed passionately almost always outperform brilliant tactics executed marginally.
4. Do it now. The business obituary pages are filled with planners who waited.
5. Have a healthy distrust of what experience has taught you.
6. Don't let perfect ruin good.
How Prospects Think
1. Appeal only to a prospect's reason and you may have no appeal at all.
2. Familiarity breeds business. Spread your word however you can.
3. Take advantage of the Recency Effect. Follow up brilliantly.
4. The best thing you can do for a prospect is eliminate their fear. Offer a trial period or test project.
Positioning and Focus
1. Stand for one distinctive thing that will give you a competitive advantage.
2. To broaden your appeal, narrow your position.
3. In your service, what's the hardest task? Position yourself as the expert in this task and you'll have lesser logic (the idea that if you can do the hardest thing well, you must be able to do everything well) in your corner.
4. Don't start by positioning your service. Instead, leverage the position you have.
5. Positioning statements should address the following six points:
• who
• what
• for whom
• against whom
• what's different
• so...? (p. 114)
6. Choose a position that will reposition your competitors; then move a step back toward the middle that will cinch the sale.
7. In positioning, don't try to hide your small size. Make it work by stressing its advantages such as responsiveness and individual attention.
Pricing
1. Setting your price is like setting a screw: a little resistance is a good sign.
2. Beware the deadly middle. If you price in the middle, what you are saying is "We're not the best, and neither is our price, but both our service and price are pretty good." Not a very compelling message.
3. Don't charge by the hour. Charge by the years (of experience).
4. In services, value is a given. And givens are not viable competitive positions. If good value is your best position, improve your service.
Naming
1. Give your service a name, not a monogram.
2. Generic names encourage generic business.
3. Never choose a name that describes something that everyone expects from the service. The name will be generic, forgettable and meaningless.
4. Be distinctive - and sound it.
5. In service marketing, almost nothing beats a brand.
6. A service is a promise, and building a brand builds a promise.
7. Invest in and religiously build, integrity. It is the heart of your brand.
8. A brand is money.
9. Give your prospects a shortcut. Give them a brand.
Communicating and Selling
1. Your first competitor is indifference.
2. Say one thing.
3. After you say one thing, repeat it again and again.
4. Don't use adjectives. Use stories.
5. Attack your first weakness: the stereotype the prospect has about you.
6. Create the evidence of your service quality. Then communicate it.
7. Seeing is believing. Example: even when people know the tricks used by the grocery industry to make ripe oranges appear orange, they still are buy fruit with the most orange-looking peel exterior.
Check your peel.
1. If you are selling something complex, simplify it with a metaphor.
2. You don't listen to clichés. Your clients won't either.
3. In presentations, get to the point or you will never get to the close.
4. Tell people - in a single compelling sentence - why they should buy from you instead of someone else.
5. You cannot bore someone into buying your product.
6. If you want publicity, advertise.
7. Make your service easy to buy.
8. Above all, sell hope.
Nurturing and Keeping Clients
1. Watch your relationship balance sheet; assume it is worse than it is, and fix it.
2. Don't raise expectations you cannot meet.
3. To manage satisfaction, you must carefully manage your customer's expectations.
4. Keep thanking your clients.
5. Out of sight is out of mind.
Unlike books Execution: The Discipline of Getting Things Done by Ram Charan, Built to Last from authors like Jim Collins and Influence by Robert Caildini; the only drawback if you are seeking to find any is that there are no statistics or no research to back what the author states. But that having been said, does not dilute the impact this book has in all its entirety.
Overall Summary
So the moment of truth.
If you are looking for a simple yet interesting read, profound reflection and easy to understand language, this book has them all. I liked the book and I believe if the author did ever come with another book, given his reputation in my eyes, I would surely be among the many who would go and subscribe to his wisdom.
Overall Rating
7 out of 10.
Loy Machedo
Loymachedo.com
April 16, 2023
Published in 1997, the nonfiction title, "Selling the Invisible: A Field Guide to Modern Marketing," by Harry Beckwith, left a really favorable impression on me when I first read it, in 2005 or so.
Rereading this book in 2023, I can confidently say that this information remains entirely relevant, while also saying that the details in the book leave the book feeling really dated. The examples read more like history lessons than anything else. The chapters were dull, and after 90 pages, I had to start skimming and skipping sections, or I'd have DNF'd.
Predating the rise of the internet, there is -- of course -- no discussion in this book of social media, influencers, or the use of influencers to highlight a brand's authenticity, or even any discussion of brand authenticity, or why that is important to customers.
The basic information that you can gain from this book: that trust takes time to build, that service businesses are all built on relationships, that brand names are important, that advertising is important -- this all reads like common sense marketing to me, not like a revelation.
The constant, enforced intimacy with modern marketing principles is a consequence of social media, the rise of TED talks, and how swiftly relevant information can spread in the era of the internet.
"Selling the Invisible" is a good primer on marketing basics. Thankfully for me, since I'm in the process of decluttering belongings, this is a book I can let go of.
3.5 stars rounded up to four.
Rereading this book in 2023, I can confidently say that this information remains entirely relevant, while also saying that the details in the book leave the book feeling really dated. The examples read more like history lessons than anything else. The chapters were dull, and after 90 pages, I had to start skimming and skipping sections, or I'd have DNF'd.
Predating the rise of the internet, there is -- of course -- no discussion in this book of social media, influencers, or the use of influencers to highlight a brand's authenticity, or even any discussion of brand authenticity, or why that is important to customers.
The basic information that you can gain from this book: that trust takes time to build, that service businesses are all built on relationships, that brand names are important, that advertising is important -- this all reads like common sense marketing to me, not like a revelation.
The constant, enforced intimacy with modern marketing principles is a consequence of social media, the rise of TED talks, and how swiftly relevant information can spread in the era of the internet.
"Selling the Invisible" is a good primer on marketing basics. Thankfully for me, since I'm in the process of decluttering belongings, this is a book I can let go of.
3.5 stars rounded up to four.
January 5, 2021
Sadece ürün satmak çoğu durumda artık geçerli değil. Hayatımıza giren pek çok dijital yenilikle müşteriye hizmet sunmanın ve memnuniyet yaratmanın yeni fethedilecek kaleler inşa ettiği günümüz pazarlama dünyasında, “back to basics” işe yarıyor. Bu kitap hizmet pazarlamasının tüm zamanlar için geçerli ve insanı algılayan, kavrayan temel taşlarını hatırlamak için önemli bir fırsat sunmakta.
Kolay okunur ve akıcı. Özetini çıkartıp arada göz atmanın hep faydası olacak bir içerik.
Örnekleri ve yazıldığı dönem hızlı akan zamana yenik düşse de içeriği güncel ve bugün ve gelecekte geçerli.
Kolay okunur ve akıcı. Özetini çıkartıp arada göz atmanın hep faydası olacak bir içerik.
Örnekleri ve yazıldığı dönem hızlı akan zamana yenik düşse de içeriği güncel ve bugün ve gelecekte geçerli.
July 25, 2017
Продавать надо уметь. И в первую очередь - себя :)
Много интересных фишечек, которые можно спроецировать и применить в чем угодно.
Много интересных фишечек, которые можно спроецировать и применить в чем угодно.
June 19, 2018
This book is most interesting in the world
June 4, 2023
Love the unusual format and pace of this book and it's stuffed full of really actionable advice.
November 25, 2019
Основні ідеї: продавати не просто послуги, а їх видимі атрибути; продумувати гарантію на послуги як на товари. Багато думок стосуються загального маркетингу, без прив'язки до послуг. Приклади застарілі, стосуються 50-70х років. Жодних ідей про маркетинг цифрових послуг.
February 5, 2023
(The English review is placed beneath the Russian one)
Я решил перечитать эту книгу, ибо что-то мне подсказывало, что в предыдущий раз, я дал слишком низкую оценку. Увы, но если первый раз я книгу прочитал полностью, то сейчас я бросил чтения на 97 странице (русского издания). Я просто не смог заставить себя читать дальше. Даже удивительно, что я вообще прочёл эту книгу, когда читал её в первый раз. Наверно, в тот момент я ещё мало что знал о маркетинге и о социальной психологии, ибо в этой книге очень много социальной психологии и очень мало самого маркетинга. Более того, в российском издании эту книгу нарекли книгой №1 по маркетингу услуг. Да, в книге говорится об услугах, однако много применимо также и к маркетингу не связанному с предоставлением услуг.
С моей точки зрения, книга бессмысленная или практически бессмысленная и для маркетологов и для людей никакого отношения к маркетингу или бизнесу не имеющих. Первые не найдут в книге ничего полезного для себя, а вторые совершенно не поймут суть маркетинга. Так почему же такой высокий рейтинг и так много восторженных отзывов у этой книги? Я думаю, это связано с тем, что автору искусственно создали образ «эксперта» в маркетинговых вопросах, а также то, что книга очень просто написана. Она настолько понятна для не посвящённого в маркетинг читателя, что её могут читать даже школьники. Какой вывод они сделают из прочитанного? Что маркетинг очень неконкретная профессия, которой не понятно кто занимается в фирме и не понятно кто за маркетинг отвечает. 4P, Майкл Портер, логистика, ценообразование, позиционирование и пр., как бы идут фоном, т.е. еле заметны. Да, со многим, что пишет автор, я согласен, но как он пишет, именно это является главной моей претензией.
Если после того, как человек прочтёт эту книгу, спросить, что же он понял и сможет ли он, не открывая больше книгу, реализовать всё то, что только что прочитал на практике, я очень сомневаюсь, что у него хоть что-то получится. Книга совершенно не запоминающаяся. Когда я преступал к чтению во второй раз, я помнил только об истории с Пикассо, а когда я бросил читать на странице 97, я не вспомнил ничего, за исключением пары моментов. Причина этого в том, как написана книга. Книга небольшая по формату и поэтому каждая новая тема занимает, фактически, 1-2 страницы. Получается, автор пытается уместить целую тему на 1-2 страницах, а иногда даже 0,5 странице. К примеру, он берёт такую противоречивую тему как «ошибочность системы VAL» и умещает все свои аргументы на двух страницах. Как он объясняет, что эта система ошибочна? Да так и пишет, что «аура научности обладает потрясающей способностью дурачить людей» и в качестве примера и приводит VAL. И всё. А зачем что-то добавлять, когда это самоочевидно. Или нет? Возможно, мы говорим о разных вещах, ибо полное название не VAL, а VALS ("Values and Lifestyles"), но в книге переводится VAL как «ценности, отношения, стиль жизни». Учитывая, что о VALS пишут в каждом учебнике по маркетингу, такой вывод о VAL/VALS выглядит довольно странным. Разумеется, многие маркетологи в своих книгах, вообще не ссылаются ни на какие иные источники, кроме своего собственного опыта и это вполне допустимо. Но в данном случаи автор вообще не приводит аргументов. Он просто говорит, что VAL ошибочна и точка.
Или на странице 47 автор утверждает «фокус-группы не работают». Сильное утверждение, не правда? Сколько страниц автор уделяет этому вопросу? Практически 0. Настолько мало, что я могу подсчитать количество слов, сколько он использовал касаемо этого вопроса. 110 слов. 110 слов, чтобы объяснить, почему фокус-группы бесполезны. Смело. Ещё один пример связан с так называемым заблуждением, что стратегия важнее тактики. Автор уделяет этому вопросу одну страницу, а в качестве примера приводит компьютеры Apple Macintosh. Да-да, те самые компьютеры, что привели Apple к угрозе банкротства, когда только благодаря Microsoft, компания не оказалась банкротом. И это успех? Успехом был iPod, iPhone и iPad, после которого компания Apple стала знаменитой на весь мир, а не только среди креативного класса, которые и были главными потребителями компьютеров Macintosh (абсолютным лидером была и есть Microsoft). Так что нет, автор совершенно не убедил меня в том, что тактика важнее стратегии. Как раз наоборот, стратегия задаёт направления тактике. Но даже допустим. Как можно такой вопрос уместить на ОДНОЙ странице?!
И последнее. Не могу не вставить один абзац из прошлой моей рецензии на эту книгу: Автор пишет, что «если вы решили для себя, что не можете предложить качество, скорость и цену, вы просто не хотите прикладывать никаких усилий, чтобы стать лучше». Логически всё может выглядеть правильно: чем выше качество, скорость обслуживание и чем ниже цены, тем лучше. Однако на ум приходят многие компании, которые, не стесняясь, заявляют, что сервис у них "никакой", но зато клиент получает возможность путешествовать по стране на самолёте, практически, по цене такси. Как известно, это компании Ryanair и Southwest Airlines, которые предлагают свои услуги по самым низким ценам, но в тоже время компании практически не имеют высоко сервиса. Так что, быть всем для всех, как пишет Джек Траут, ещё никому не удавалось.
Но не стоит сосредотачиваться на темах VAL/VALS, фокус-группах и Macintosh, ибо дело не в них, а как я сказал, дело в самом подходе автора к написанию книги. Если бы книга была бы написана в 2020, то многие люди сказали бы, что эта книга является сборником постов из Facebook, ибо главы в книге очень короткие. Да, я думаю, успех книги частично связан с те, что в некоторых случаях автор пишет вполне правильные вещи, с которыми трудно не согласится. И можно даже сказать, что книга является хорошим способом напомнить многие вопросы. Я бы согласился с этим, если бы книга была более сфокусирована на маркетинге, а не выходила за пределы этого предмета, вторгаясь на территорию социальной психологии. Получается типичная привычка многих авторов бизнес-литературы, когда заканчиваются собственные мысли, заимствовать их у других авторов и в других отраслях.
В общем, я рекомендую пропустить эту книгу и тем, кто только собирается знакомиться с маркетингом и/или бизнесом и кто вообще никак не связан и не будет связан с темой маркетинга. Книга содержит несколько опасных или неоднозначных или спорных заявлений, которые могут создать искажённое представление о маркетинге.
I decided to reread this book because something told me that, the previous time, I gave too low a rating. Alas, the first time I read the book in its entirety, but now I gave up reading on page 97 (of the Russian edition). I just couldn't bring myself to read any further. At that time, I probably knew very little about marketing and social psychology because this book contains a lot of social psychology and very little about marketing itself. Moreover, in the Russian edition, this book was called the number one book on marketing services. Yes, the book talks about services, but a lot also applies to non-service marketing.
From my point of view, the book is meaningless or practically meaningless for marketers and people who have nothing to do with marketing or business. The former will not find anything useful in the book for themselves, and the latter will not understand the essence of marketing at all. So why such a high rating and so many rave reviews for this book? I think it has to do with the fact that the author has artificially created the image of an "expert" in marketing matters as well as the fact that the book is very simply written. It is so clear to the uninitiated reader of marketing that it can be read even by schoolchildren. What conclusion will they draw from what they read? They will conclude that marketing is a very unspecific profession, and which is not clear who is in charge of marketing in the firm. 4P, Michael Porter, logistics, pricing, positioning, etc., seem to go in the background, i.e., barely noticeable. Yes, I agree with much of what the author writes, but as he writes, that is my main complaint.
If, after a person reads this book, you ask him what he has understood and whether, without opening the book again, he will be able to put everything he has just read into practice, I doubt very much that he will be able to do anything at all. The book is not at all memorable. When I started reading the second time, I could recall only the story with Picasso, and when I stopped reading on page 97, I remembered nothing but a couple of things. The reason for this is the way the book is written. The book is small in format, so each new topic is 1-2 pages long. It turns out the author tries to fit an entire topic into 1-2 pages, and sometimes even 0.5 pages. For example, he takes such a controversial topic as "the fallacy of the VAL system" and fits all his arguments into two pages. How does he explain that this system is wrong? He just writes that "the aura of science has a terrific ability to fool people" and cites the VAL as an example. That's it. And why add anything when it's self-evident? Or is it? Perhaps we're talking about different things, for the full name is not VAL, but VALS ("Values and Lifestyles"), but the book translates VAL as "values, attitudes, lifestyles." Given that VALS is written about in every marketing textbook, this conclusion about VAL/VALS seems rather strange. Of course, many marketers in their books do not cite any sources other than their own experience, and this is perfectly acceptable. But in this case, the author makes no argument at all. He simply says that the VAL is wrong, period.
Or on page 47, the author states: "focus groups don't work." That's a strong statement, isn't it? How many pages does the author devote to this issue? Practically zero. So few that I can count the number of words he used regarding this issue. 110 words. 110 words to explain why focus groups are useless. That's bold. Another example relates to the so-called fallacy that strategy is more important than tactics. The author devotes a page to this question, giving as an example the Apple Macintosh computers. Yes, yes, the very computers that brought Apple to the brink of bankruptcy when only thanks to Microsoft the company did not go bankrupt. So this is success? The success was the iPod, iPhone, and iPad, after which Apple became famous, not only among the creative class, which was the main consumer of Macintosh computers (the absolute leader was and is Microsoft). So no, the author has not convinced me that tactics are more important than strategy. On the contrary, the strategy gives direction to tactics. But even so. How can such a question fit on ONE page?
One last thing. I can't help but insert a paragraph from my previous review of this book: The author writes that "if you have decided for yourself that you cannot offer quality, speed, and price, you simply don't want to put any effort into becoming better. Logically it might look right: the higher the quality, the speed of service, and the lower the prices, the better. However, many companies come to mind that do not hesitate to declare that their service is "not good," but the customer gets to travel around the country by plane, almost at the price of a cab. As you know, these companies are Ryanair and Southwest Airlines, which offer their services at the lowest prices, but at the same time, the companies have almost no high service. So, to be all things to all people, as Jack Trout writes, no one has yet succeeded.
But don't focus on VAL/VALS, focus groups, and Macintosh, for that is not the point, but as I said, the point is the author's approach to writing the book. If the book had been written in 2020, many people would have said that the book was a collection of Facebook posts because the chapters in the book are very short. Yes, I think part of the success of the book has to do with the fact that, in some cases, the author writes quite the right things that are hard to disagree with. And you could even say that the book is a good way to remind many of the issues. I would agree with that if the book were more focused on marketing rather than going beyond that subject, invading the territory of social psychology. It turns out to be a typical habit of many authors of business literature when they run out of their own thoughts, to borrow from other authors and in other fields.
In general, I recommend skipping this book also to those who are just getting acquainted with marketing or business and who are not and will not be connected to the subject of marketing in any way. The book contains several dangerous, ambiguous, or controversial statements that can create a distorted view of marketing.
Я решил перечитать эту книгу, ибо что-то мне подсказывало, что в предыдущий раз, я дал слишком низкую оценку. Увы, но если первый раз я книгу прочитал полностью, то сейчас я бросил чтения на 97 странице (русского издания). Я просто не смог заставить себя читать дальше. Даже удивительно, что я вообще прочёл эту книгу, когда читал её в первый раз. Наверно, в тот момент я ещё мало что знал о маркетинге и о социальной психологии, ибо в этой книге очень много социальной психологии и очень мало самого маркетинга. Более того, в российском издании эту книгу нарекли книгой №1 по маркетингу услуг. Да, в книге говорится об услугах, однако много применимо также и к маркетингу не связанному с предоставлением услуг.
С моей точки зрения, книга бессмысленная или практически бессмысленная и для маркетологов и для людей никакого отношения к маркетингу или бизнесу не имеющих. Первые не найдут в книге ничего полезного для себя, а вторые совершенно не поймут суть маркетинга. Так почему же такой высокий рейтинг и так много восторженных отзывов у этой книги? Я думаю, это связано с тем, что автору искусственно создали образ «эксперта» в маркетинговых вопросах, а также то, что книга очень просто написана. Она настолько понятна для не посвящённого в маркетинг читателя, что её могут читать даже школьники. Какой вывод они сделают из прочитанного? Что маркетинг очень неконкретная профессия, которой не понятно кто занимается в фирме и не понятно кто за маркетинг отвечает. 4P, Майкл Портер, логистика, ценообразование, позиционирование и пр., как бы идут фоном, т.е. еле заметны. Да, со многим, что пишет автор, я согласен, но как он пишет, именно это является главной моей претензией.
Если после того, как человек прочтёт эту книгу, спросить, что же он понял и сможет ли он, не открывая больше книгу, реализовать всё то, что только что прочитал на практике, я очень сомневаюсь, что у него хоть что-то получится. Книга совершенно не запоминающаяся. Когда я преступал к чтению во второй раз, я помнил только об истории с Пикассо, а когда я бросил читать на странице 97, я не вспомнил ничего, за исключением пары моментов. Причина этого в том, как написана книга. Книга небольшая по формату и поэтому каждая новая тема занимает, фактически, 1-2 страницы. Получается, автор пытается уместить целую тему на 1-2 страницах, а иногда даже 0,5 странице. К примеру, он берёт такую противоречивую тему как «ошибочность системы VAL» и умещает все свои аргументы на двух страницах. Как он объясняет, что эта система ошибочна? Да так и пишет, что «аура научности обладает потрясающей способностью дурачить людей» и в качестве примера и приводит VAL. И всё. А зачем что-то добавлять, когда это самоочевидно. Или нет? Возможно, мы говорим о разных вещах, ибо полное название не VAL, а VALS ("Values and Lifestyles"), но в книге переводится VAL как «ценности, отношения, стиль жизни». Учитывая, что о VALS пишут в каждом учебнике по маркетингу, такой вывод о VAL/VALS выглядит довольно странным. Разумеется, многие маркетологи в своих книгах, вообще не ссылаются ни на какие иные источники, кроме своего собственного опыта и это вполне допустимо. Но в данном случаи автор вообще не приводит аргументов. Он просто говорит, что VAL ошибочна и точка.
Или на странице 47 автор утверждает «фокус-группы не работают». Сильное утверждение, не правда? Сколько страниц автор уделяет этому вопросу? Практически 0. Настолько мало, что я могу подсчитать количество слов, сколько он использовал касаемо этого вопроса. 110 слов. 110 слов, чтобы объяснить, почему фокус-группы бесполезны. Смело. Ещё один пример связан с так называемым заблуждением, что стратегия важнее тактики. Автор уделяет этому вопросу одну страницу, а в качестве примера приводит компьютеры Apple Macintosh. Да-да, те самые компьютеры, что привели Apple к угрозе банкротства, когда только благодаря Microsoft, компания не оказалась банкротом. И это успех? Успехом был iPod, iPhone и iPad, после которого компания Apple стала знаменитой на весь мир, а не только среди креативного класса, которые и были главными потребителями компьютеров Macintosh (абсолютным лидером была и есть Microsoft). Так что нет, автор совершенно не убедил меня в том, что тактика важнее стратегии. Как раз наоборот, стратегия задаёт направления тактике. Но даже допустим. Как можно такой вопрос уместить на ОДНОЙ странице?!
И последнее. Не могу не вставить один абзац из прошлой моей рецензии на эту книгу: Автор пишет, что «если вы решили для себя, что не можете предложить качество, скорость и цену, вы просто не хотите прикладывать никаких усилий, чтобы стать лучше». Логически всё может выглядеть правильно: чем выше качество, скорость обслуживание и чем ниже цены, тем лучше. Однако на ум приходят многие компании, которые, не стесняясь, заявляют, что сервис у них "никакой", но зато клиент получает возможность путешествовать по стране на самолёте, практически, по цене такси. Как известно, это компании Ryanair и Southwest Airlines, которые предлагают свои услуги по самым низким ценам, но в тоже время компании практически не имеют высоко сервиса. Так что, быть всем для всех, как пишет Джек Траут, ещё никому не удавалось.
Но не стоит сосредотачиваться на темах VAL/VALS, фокус-группах и Macintosh, ибо дело не в них, а как я сказал, дело в самом подходе автора к написанию книги. Если бы книга была бы написана в 2020, то многие люди сказали бы, что эта книга является сборником постов из Facebook, ибо главы в книге очень короткие. Да, я думаю, успех книги частично связан с те, что в некоторых случаях автор пишет вполне правильные вещи, с которыми трудно не согласится. И можно даже сказать, что книга является хорошим способом напомнить многие вопросы. Я бы согласился с этим, если бы книга была более сфокусирована на маркетинге, а не выходила за пределы этого предмета, вторгаясь на территорию социальной психологии. Получается типичная привычка многих авторов бизнес-литературы, когда заканчиваются собственные мысли, заимствовать их у других авторов и в других отраслях.
В общем, я рекомендую пропустить эту книгу и тем, кто только собирается знакомиться с маркетингом и/или бизнесом и кто вообще никак не связан и не будет связан с темой маркетинга. Книга содержит несколько опасных или неоднозначных или спорных заявлений, которые могут создать искажённое представление о маркетинге.
I decided to reread this book because something told me that, the previous time, I gave too low a rating. Alas, the first time I read the book in its entirety, but now I gave up reading on page 97 (of the Russian edition). I just couldn't bring myself to read any further. At that time, I probably knew very little about marketing and social psychology because this book contains a lot of social psychology and very little about marketing itself. Moreover, in the Russian edition, this book was called the number one book on marketing services. Yes, the book talks about services, but a lot also applies to non-service marketing.
From my point of view, the book is meaningless or practically meaningless for marketers and people who have nothing to do with marketing or business. The former will not find anything useful in the book for themselves, and the latter will not understand the essence of marketing at all. So why such a high rating and so many rave reviews for this book? I think it has to do with the fact that the author has artificially created the image of an "expert" in marketing matters as well as the fact that the book is very simply written. It is so clear to the uninitiated reader of marketing that it can be read even by schoolchildren. What conclusion will they draw from what they read? They will conclude that marketing is a very unspecific profession, and which is not clear who is in charge of marketing in the firm. 4P, Michael Porter, logistics, pricing, positioning, etc., seem to go in the background, i.e., barely noticeable. Yes, I agree with much of what the author writes, but as he writes, that is my main complaint.
If, after a person reads this book, you ask him what he has understood and whether, without opening the book again, he will be able to put everything he has just read into practice, I doubt very much that he will be able to do anything at all. The book is not at all memorable. When I started reading the second time, I could recall only the story with Picasso, and when I stopped reading on page 97, I remembered nothing but a couple of things. The reason for this is the way the book is written. The book is small in format, so each new topic is 1-2 pages long. It turns out the author tries to fit an entire topic into 1-2 pages, and sometimes even 0.5 pages. For example, he takes such a controversial topic as "the fallacy of the VAL system" and fits all his arguments into two pages. How does he explain that this system is wrong? He just writes that "the aura of science has a terrific ability to fool people" and cites the VAL as an example. That's it. And why add anything when it's self-evident? Or is it? Perhaps we're talking about different things, for the full name is not VAL, but VALS ("Values and Lifestyles"), but the book translates VAL as "values, attitudes, lifestyles." Given that VALS is written about in every marketing textbook, this conclusion about VAL/VALS seems rather strange. Of course, many marketers in their books do not cite any sources other than their own experience, and this is perfectly acceptable. But in this case, the author makes no argument at all. He simply says that the VAL is wrong, period.
Or on page 47, the author states: "focus groups don't work." That's a strong statement, isn't it? How many pages does the author devote to this issue? Practically zero. So few that I can count the number of words he used regarding this issue. 110 words. 110 words to explain why focus groups are useless. That's bold. Another example relates to the so-called fallacy that strategy is more important than tactics. The author devotes a page to this question, giving as an example the Apple Macintosh computers. Yes, yes, the very computers that brought Apple to the brink of bankruptcy when only thanks to Microsoft the company did not go bankrupt. So this is success? The success was the iPod, iPhone, and iPad, after which Apple became famous, not only among the creative class, which was the main consumer of Macintosh computers (the absolute leader was and is Microsoft). So no, the author has not convinced me that tactics are more important than strategy. On the contrary, the strategy gives direction to tactics. But even so. How can such a question fit on ONE page?
One last thing. I can't help but insert a paragraph from my previous review of this book: The author writes that "if you have decided for yourself that you cannot offer quality, speed, and price, you simply don't want to put any effort into becoming better. Logically it might look right: the higher the quality, the speed of service, and the lower the prices, the better. However, many companies come to mind that do not hesitate to declare that their service is "not good," but the customer gets to travel around the country by plane, almost at the price of a cab. As you know, these companies are Ryanair and Southwest Airlines, which offer their services at the lowest prices, but at the same time, the companies have almost no high service. So, to be all things to all people, as Jack Trout writes, no one has yet succeeded.
But don't focus on VAL/VALS, focus groups, and Macintosh, for that is not the point, but as I said, the point is the author's approach to writing the book. If the book had been written in 2020, many people would have said that the book was a collection of Facebook posts because the chapters in the book are very short. Yes, I think part of the success of the book has to do with the fact that, in some cases, the author writes quite the right things that are hard to disagree with. And you could even say that the book is a good way to remind many of the issues. I would agree with that if the book were more focused on marketing rather than going beyond that subject, invading the territory of social psychology. It turns out to be a typical habit of many authors of business literature when they run out of their own thoughts, to borrow from other authors and in other fields.
In general, I recommend skipping this book also to those who are just getting acquainted with marketing or business and who are not and will not be connected to the subject of marketing in any way. The book contains several dangerous, ambiguous, or controversial statements that can create a distorted view of marketing.
March 3, 2024
Finished it in one sitting. This was such a great distillation of service-centric marketing. HIGHLY recommend for anyone marketing in an ambiguous B2B space. It’s practical, but offers great, high-level advice that can be applied to a variety of challenges.
May 12, 2024
It is a straight to the point book with a very focused objective. It gives interesting highlights about marketing services.
April 30, 2018
Customers usually can’t “sense” (see, smell, hear, touch) a service before buying, unlike a product
In the future service marketing will only grow in importance as manufacturing products become commoditized so only way for product company to compete is 1) cut costs or 2) add value (which often means services - i.e. personalized Levi jeans, Amazon cloud, Apple iTunes)
The core of service marketing is the service itself
Most services offered in the market are really bad (putting callers on hold, delivering later than promised)
Assume your service is bad. It can’t hurt, and it will force you to improve.
Often what a service provider is good isn’t actually useful for customer (architects like complex, winded buildings that aren’t actually convenient). Who is setting your standards? Your ego, your industry, or your clients? Remember that most services suck, so your “industry standards” are probably below client expectations
View mistakes as opportunities to demonstrate your commitment to customer
Highest level of service - surprising the customer (positively)
If your marketing is bad, your clients won’t tell you. They’ll just not buy. How to know what to improve? Ask
Don’t ask your clients, “what don’t you like about us?” Don’t want them to start thinking negatives and regretting their decision. Ask “how can we improve”
Every act is a marketing act. Every employee is a marketing person.
Many clients do not have the expertise to tell the relative quality of your service. So when you are selling a service, you are selling a relationship.
Your prospects have three options: using your service, using a competitor’s service, or doing it themselves/not doing it at all. And often, it’s easiest to choose the third option. So your competitors are not only other companies, they also include your prospects themselves
Make technology a key component of your marketing plan. Adapt.
Study each point of contact your company has with the client/prospect. And improve each one significantly
Business is like high school. It is a popularity contest. Be professional, but more importantly, be personable
Execute passionately. Marginal tactics executed with passion will always beat outstanding tactics without passion.
Do it now. The graveyard of business are full of planners who waited
Don’t focus on being the superior choice. Be a good enough choice, then eliminate any negatives (not applicable to all industries imo)
Tell the truth. Even if it hurts, it will help because you will be seen as more sincere
The similar the services, the more important the differences become
Sometimes to broaden your appeal, you must narrow your position. Don’t be afraid of sacrifice
In your service, what is the hard stuff task? Position yourself as the expert in this task and you will naturally be seen as capable at lesser tasks
One positive thing will be associated with many; don’t be afraid to focus
Every service is different. If you can not discern the differences, look harder
Your prospects establish your position. You can only establish your position statement. Take small steps to narrow gap between your position and position statement (customers will not believe it if you try big step)
Take a position (maybe extreme or new) that repositions your competitors (as dull, uninspired, too corporate, etc) then move back toward the middle (alleviating customer’s fears) to cinch the sale
A clear focus will better allow your customers and employees to spread the word, because they know what makes you special
When setting price, you want about 20% of prospects to be resistant to it. Half of those would have been resistant no matter what. The other half shows you’re not lowballing yourself. If 25%+ are complaining, then consider scaling back
In pricing, beware of the deadly middle. Either high price to be premium or low price to mass appeal
Beware of rock bottom. No matter how low you go, your prospects can likely find a cheaper option (or do it themselves). You can be low price, but don’t adopt a low cost penny-pinching mentality
Picasso principle - “$10,000?! But it only took you three minutes to draw that!” “No, it took me all my life.”
Similarly: A handyman charges $2 for hammering and $98 for knowing where to hammer. Charge for knowing where
Good Value is not a position. It is presupposed
Monograms (like IBM) are not memorable. Give your service a distinctive name, not a monogram or generic dribble
The strength of a service brand is in its integrity to fulfill the service promise. It is not artful packaging, slick advertising, or branded merchandise.
Communication
Say one thing. Saying many things is equivalent to saying nothing. Address your market’s first need; give it one good reason
Favorite song principle - say one thing, then say it over and over again
Use stories, not adjectives
Attack the stereotype people have of your industry (your company doesn’t fall into it)
If you think your promotional material is silly or unprofessional, it probably is. But keep in mind who is target demographic
Clients don’t buy how good you are at what you do. They buy how good you are at who you are.
Sometimes it’s better to understate. Say little as opposed to too much
People trust what they see over what you say. Think about what image you’re presenting. If you have no visual cues then you have no place in client’s mind
Get to the point or you will never get to close. Tell people in one compelling sentence why they should buy from you
Be vivid in your marketing. Come up with new terms and descriptions because they arouse curiosity. Avoid cliches
If you want editors to write about you, then give them something interesting. Give them a story. Not just why your services are good
Talk about him, not about you
Above all, sell hope
Manage client satisfaction by managing expectations
Keep thanking clients
Make sure the client how good you did. Because by themselves, they can’t easily tell how good they have it but can easily tell when something goes wrong
To sell a service you must risk yourself. You risk sounding pushy, you risk getting rejected, but it must be done to sell effectively
In the future service marketing will only grow in importance as manufacturing products become commoditized so only way for product company to compete is 1) cut costs or 2) add value (which often means services - i.e. personalized Levi jeans, Amazon cloud, Apple iTunes)
The core of service marketing is the service itself
Most services offered in the market are really bad (putting callers on hold, delivering later than promised)
Assume your service is bad. It can’t hurt, and it will force you to improve.
Often what a service provider is good isn’t actually useful for customer (architects like complex, winded buildings that aren’t actually convenient). Who is setting your standards? Your ego, your industry, or your clients? Remember that most services suck, so your “industry standards” are probably below client expectations
View mistakes as opportunities to demonstrate your commitment to customer
Highest level of service - surprising the customer (positively)
If your marketing is bad, your clients won’t tell you. They’ll just not buy. How to know what to improve? Ask
Don’t ask your clients, “what don’t you like about us?” Don’t want them to start thinking negatives and regretting their decision. Ask “how can we improve”
Every act is a marketing act. Every employee is a marketing person.
Many clients do not have the expertise to tell the relative quality of your service. So when you are selling a service, you are selling a relationship.
Your prospects have three options: using your service, using a competitor’s service, or doing it themselves/not doing it at all. And often, it’s easiest to choose the third option. So your competitors are not only other companies, they also include your prospects themselves
Make technology a key component of your marketing plan. Adapt.
Study each point of contact your company has with the client/prospect. And improve each one significantly
Business is like high school. It is a popularity contest. Be professional, but more importantly, be personable
Execute passionately. Marginal tactics executed with passion will always beat outstanding tactics without passion.
Do it now. The graveyard of business are full of planners who waited
Don’t focus on being the superior choice. Be a good enough choice, then eliminate any negatives (not applicable to all industries imo)
Tell the truth. Even if it hurts, it will help because you will be seen as more sincere
The similar the services, the more important the differences become
Sometimes to broaden your appeal, you must narrow your position. Don’t be afraid of sacrifice
In your service, what is the hard stuff task? Position yourself as the expert in this task and you will naturally be seen as capable at lesser tasks
One positive thing will be associated with many; don’t be afraid to focus
Every service is different. If you can not discern the differences, look harder
Your prospects establish your position. You can only establish your position statement. Take small steps to narrow gap between your position and position statement (customers will not believe it if you try big step)
Take a position (maybe extreme or new) that repositions your competitors (as dull, uninspired, too corporate, etc) then move back toward the middle (alleviating customer’s fears) to cinch the sale
A clear focus will better allow your customers and employees to spread the word, because they know what makes you special
When setting price, you want about 20% of prospects to be resistant to it. Half of those would have been resistant no matter what. The other half shows you’re not lowballing yourself. If 25%+ are complaining, then consider scaling back
In pricing, beware of the deadly middle. Either high price to be premium or low price to mass appeal
Beware of rock bottom. No matter how low you go, your prospects can likely find a cheaper option (or do it themselves). You can be low price, but don’t adopt a low cost penny-pinching mentality
Picasso principle - “$10,000?! But it only took you three minutes to draw that!” “No, it took me all my life.”
Similarly: A handyman charges $2 for hammering and $98 for knowing where to hammer. Charge for knowing where
Good Value is not a position. It is presupposed
Monograms (like IBM) are not memorable. Give your service a distinctive name, not a monogram or generic dribble
The strength of a service brand is in its integrity to fulfill the service promise. It is not artful packaging, slick advertising, or branded merchandise.
Communication
Say one thing. Saying many things is equivalent to saying nothing. Address your market’s first need; give it one good reason
Favorite song principle - say one thing, then say it over and over again
Use stories, not adjectives
Attack the stereotype people have of your industry (your company doesn’t fall into it)
If you think your promotional material is silly or unprofessional, it probably is. But keep in mind who is target demographic
Clients don’t buy how good you are at what you do. They buy how good you are at who you are.
Sometimes it’s better to understate. Say little as opposed to too much
People trust what they see over what you say. Think about what image you’re presenting. If you have no visual cues then you have no place in client’s mind
Get to the point or you will never get to close. Tell people in one compelling sentence why they should buy from you
Be vivid in your marketing. Come up with new terms and descriptions because they arouse curiosity. Avoid cliches
If you want editors to write about you, then give them something interesting. Give them a story. Not just why your services are good
Talk about him, not about you
Above all, sell hope
Manage client satisfaction by managing expectations
Keep thanking clients
Make sure the client how good you did. Because by themselves, they can’t easily tell how good they have it but can easily tell when something goes wrong
To sell a service you must risk yourself. You risk sounding pushy, you risk getting rejected, but it must be done to sell effectively
December 27, 2015
Meh it was okay. Sure there are a bunch of great one liners in the book that feel awesome but there is no 'how' presented at all. After reading this you're still left wondering how to do any of what the author says is good.
Also the author never really backs up his thoughts. The examples provided come across like stories where a friend of a friend did something awesome that you saw on the Internet.
In short they feel right but not like they hold up to intense scrutiny.
Finally there are a few items that seem to be contradictory. The author says write a mission statement then says keep it secret so the competition doesn't f ind out but also tell employees so they know.
It can't be secret if you tell employees and really that's what you should be doing. Fearing what the competitors will do because of your mission means you're not looking at your mission for direction anymore you're looking at your competition which means you're following them.
Bad idea.
I don't think this book is really worth your time unless you just like quotes with no action to back them up.
Also the author never really backs up his thoughts. The examples provided come across like stories where a friend of a friend did something awesome that you saw on the Internet.
In short they feel right but not like they hold up to intense scrutiny.
Finally there are a few items that seem to be contradictory. The author says write a mission statement then says keep it secret so the competition doesn't f ind out but also tell employees so they know.
It can't be secret if you tell employees and really that's what you should be doing. Fearing what the competitors will do because of your mission means you're not looking at your mission for direction anymore you're looking at your competition which means you're following them.
Bad idea.
I don't think this book is really worth your time unless you just like quotes with no action to back them up.
June 12, 2018
Takeaways:
Ignore your industry's benchmarks, and copy Disney's. (p. 9)
In most professional services, you are not really selling expertise - because your expertise is assumed, and because your prospect cannot intelligently evaluate your expertise anyway. Instead you are selling a relationship. (p. 42)
Often, your client will face the choice of having you perform the service, or doing it themselves. Therefore, often you biggest competitors are you prospects. (p.45)
The best thing you can do for a prospect is eliminate their fear. Offer a trial period or test project. (p.98)
Beware the deadly middle. If you price in the middle, what you are saying is "We're not the best, and neither is our price, but both our service and our price are pretty good." Not a very compelling message. (p.134)
Say one thing. (p. 171)
After you say one thing, repeat it again and again. (p.175)
Tell people - in a single compelling sentence - why they should buy from you instead of someone else. (p. 199)
Ignore your industry's benchmarks, and copy Disney's. (p. 9)
In most professional services, you are not really selling expertise - because your expertise is assumed, and because your prospect cannot intelligently evaluate your expertise anyway. Instead you are selling a relationship. (p. 42)
Often, your client will face the choice of having you perform the service, or doing it themselves. Therefore, often you biggest competitors are you prospects. (p.45)
The best thing you can do for a prospect is eliminate their fear. Offer a trial period or test project. (p.98)
Beware the deadly middle. If you price in the middle, what you are saying is "We're not the best, and neither is our price, but both our service and our price are pretty good." Not a very compelling message. (p.134)
Say one thing. (p. 171)
After you say one thing, repeat it again and again. (p.175)
Tell people - in a single compelling sentence - why they should buy from you instead of someone else. (p. 199)
November 25, 2019
Marketing advice for those with low attention spans.
On the one hand, lots of business books are just a single idea repeated over and over again, and at least I wouldn't accuse this book of being one of those. On the other hand, this book had so many superficial ideas that I don't think I'll remember any of it in a few weeks. Worse, I also don't think I encountered something I hadn't heard already.
I might recommend this to someone who has never read a book about marketing before and suddenly ends up in a marketing role. But that's a pretty low bar...
On the one hand, lots of business books are just a single idea repeated over and over again, and at least I wouldn't accuse this book of being one of those. On the other hand, this book had so many superficial ideas that I don't think I'll remember any of it in a few weeks. Worse, I also don't think I encountered something I hadn't heard already.
I might recommend this to someone who has never read a book about marketing before and suddenly ends up in a marketing role. But that's a pretty low bar...
December 15, 2023
Ngoi sao tre Oscar cau thu| Luongson
Ngôi sao trẻ Oscar cầu thủ đang là mẫu tên được săn đón nóng bỏng trên thị trường chuyển nhượng mùa hè năm nay. Cầu thủ 21 tuổi người Brazil này đang khoác áo CLB Chelsea và là một trong các cầu thủ trẻ triển vọng nhất toàn cầu bây giờ. Hãy Phân tích chi tiết về cầu thủ này trong bài viết dưới đây của Lương Sơn TV.
Oscar cầu thủ đến với Chelsea từ mùa giải 2012-2013 mang giá chuyển nhượng 25 triệu bảng. Tại đây, anh nhanh chóng khẳng định được tuấn kiệt của mình và trở thành cột trụ không thể thiếu trong đội hình tuyệt vời của Chelsea. Oscar ghi được 38 bàn thắng và mang 27 đường kiến tạo sau 5 mùa giải khoác áo Chelsea. Anh đoạt chức vô địch Premier League 2 lần, quắp Liên đoàn Anh một lần, Europa League một lản cùng đội bóng áo xanh link trực tiếp bóng đá Luongson
Mùa giải 2015/2016, Oscar cầu thủ khởi đầu có tín hiệu đi xuống phong thái. Anh ko còn được HLV Conte tin tưởng dùng thường xuyên. Tháng 12/2016, CLB Thượng Hải SIPG bất ngờ chiêu tập cầu thủ người Brazil mang giá 60 triệu bảng, mức phí kỷ lục của bóng đá Trung Quốc khi bấy giờ.
Tại Thượng Hải SIPG, Oscar cầu thủ lấy lại phong thái đỉnh cao. Anh ghi được 55 bàn và 44 kiến tạo sau 5 mùa giải, trở nên trụ cột chẳng thể thiếu của đội bóng. Cùng có sự dẫn dắt của HLV Ljungberg và Vitor Pereira, Oscar giúp SIPG giành chức quán quân Giải quán quân đất nước Trung Quốc mùa 2018 và Siêu cúp đất nước Trung Quốc 2019.
hiện giờ, hiệp đồng của Oscar cầu thủ sở hữu Thượng Hải SIPG sẽ hết hạn vào tháng 12/2024. Bên cạnh đó, đa dạng nguồn tin cho biết cầu thủ người Brazil muốn sắm 1 thử thách mới ở châu u. Chelsea, Juventus, Barcelona và PSG đều giãi bày sự để ý tới Oscar. Họ mong muốn sở hữu được sự dùng cho của cựu cầu thủ Chelsea.
1 số giây phút đáng nhớ trong sự nghiệp của Oscar:
World Cup U20 2011: Oscar lập cú đúp trong trận chung kết giúp Brazil đánh bại bồ Đào Nha 3-2 để quán quân. Bàn thắng thứ hai của anh đặc biệt đẹp mắt lúc vượt qua 2 hậu vệ trước khi sút tung lưới.
Champions League 2012: Oscar cầu thủ lập hat-trick trong chiến thắng 6-1 trước Juventus để giúp Chelsea vào bán kết. Đây là hat-trick đạt kỷ lục nhanh nhất lịch sử Champions League.
World Cup 2014: Oscar ghi bàn thắng mở tỷ số trong chiến thắng 3-1 của Brazil trước Croatia ở lượt trận trước hết. Đáng tiếc anh không thể giúp đội tuyển vào đến chung kết do thất bại trước Đức.
Giải quán quân đất nước Trung Quốc 2018: Oscar lập cú lưu ban trong trận đấu cuối cùng mang Guangzhou Evergrande, qua ấy giúp Thượng Hải SIPG lần đầu quán quân giải siêu việt Trung Quốc.
Xem thêm bài viết: Việt Nam đã thành lập đoàn thể thao để tham gia tranh tài tại Đại hội Thể thao Châu Á.
Đời tư cá nhân
Ngoài bóng đá, Oscar cầu thủ còn được biết tới là một người chồng, người cha cái mực. Anh kết hôn sở hữu Ludmila Lima và có hai người con. Gia đình luôn khích lệ anh đeo đuổi mê say bóng đá. Oscar cũng thường xuyên dành thời kì cho các hoạt động trong khoảng thiện.
Ở tuổi 31, Oscar vẫn còn hồ hết tiềm năng để phát huy. Anh đang ở độ tuổi chín muồi và đỉnh cao phong độ. Oscar cầu thủ hoàn toàn với thể trở lại Premier League hay La Liga để tỏa sáng. Dù ở đâu, ngôi sao người Brazil cũng sẽ là sự bổ sung to cho bất kỳ đội bóng nào. Các CLB to Châu u đang rất náo nức giành được chữ ký của Oscar trong mùa hè này.
phong cách chơi bóng
Oscar cầu thủ là 1 tiền vệ công có công nghệ cá nhân xuất sắc. Anh sở hữu thể chơi ở phổ quát vị trí khác nhau như tiền vệ trung tâm, tiền vệ tấn công hay thậm chí là hậu vệ cánh. Oscar mang kỹ năng dẫn bóng, chuyền bóng và đặc thù là sút bóng rất tốt. Cú sút xa xác thực của anh đã tạo ra đa dạng bàn thắng đẹp mắt.
Thành tích cá nhân
Oscar cầu thủ từng đoạt giải Cầu thủ trẻ tuyệt vời nhất World Cup U20 năm 2011. Anh cũng lọt vào đội hình tiêu biểu Premier League mùa giải 2014-2015. Tại Thượng Hải SIPG, Oscar là MVP Giải vô địch quốc gia Trung Quốc 2018 và lọt vào Đội hình tiêu biểu mùa giải 5 lần liên tục.
Sức ảnh hưởng:
Oscar cầu thủ là một trong những cầu thủ Brazil nức danh nhất tại Trung Quốc. Anh được người hâm mộ Trung Quốc yêu mến sở hữu biệt danh Tiểu Chiến Thần. Trên mạng thị trấn hội Weibo của Trung Quốc, Oscar mang hơn 5 triệu người theo dõi. Điều đấy chứng tỏ sức ảnh hưởng to của anh đối mang bóng đá Trung Quốc.
nhiều khả năng Oscar sẽ trở lại Châu u thi đấu 1-2 năm trước khi giải nghệ. Chelsea được xem là người tìm việc sáng giá nhất chiêu tập anh, bởi mối quan hệ phải chăng đẹp giữa 2 bên. Đào tạo viên Graham Potter cũng rất mong muốn có thêm một tiền vệ chất lượng như Oscar. Tuy nhiên, mức phí chuyển nhượng cho Oscar với thể sẽ rất cao.
như vậy, qua bài viết trên có thể thấy Oscar là một cầu thủ trẻ triển vẳng, từng gắn bó mang Chelsea và giành phổ biến danh hiệu. Sau đấy anh sang Trung Quốc thi đấu cho Thượng Hải SIPG và tiếp tục đạt được rộng rãi thành công. Giờ đây, nhiều CLB lớn đang muốn có chữ ký của Oscar để nâng cao sức mạnh cho đội hình. Chắc chắn rằng Oscar sẽ là bản giao kèo lớn nhất mùa hè năm nay nếu như anh quyết định trở lại Châu u thi đấu.
Bài viết đã phân phối thêm các thông báo chi tiết về cá tính chơi bóng, thành tích, sức tác động và kế hoạch ngày mai của Oscar cầu thủ. Kỳ vọng những thông tin này giúp người đọc với cái nhìn đông đảo và sâu sắc hơn về tiền vệ anh tài người Brazil này.
Xem thêm cùng https://luongson.news
Link trực tiếp Bóng đá UEFA Champions League
Link trực tiếp Bóng đá UEFA Europa League
Ngôi sao trẻ Oscar cầu thủ đang là mẫu tên được săn đón nóng bỏng trên thị trường chuyển nhượng mùa hè năm nay. Cầu thủ 21 tuổi người Brazil này đang khoác áo CLB Chelsea và là một trong các cầu thủ trẻ triển vọng nhất toàn cầu bây giờ. Hãy Phân tích chi tiết về cầu thủ này trong bài viết dưới đây của Lương Sơn TV.
Oscar cầu thủ đến với Chelsea từ mùa giải 2012-2013 mang giá chuyển nhượng 25 triệu bảng. Tại đây, anh nhanh chóng khẳng định được tuấn kiệt của mình và trở thành cột trụ không thể thiếu trong đội hình tuyệt vời của Chelsea. Oscar ghi được 38 bàn thắng và mang 27 đường kiến tạo sau 5 mùa giải khoác áo Chelsea. Anh đoạt chức vô địch Premier League 2 lần, quắp Liên đoàn Anh một lần, Europa League một lản cùng đội bóng áo xanh link trực tiếp bóng đá Luongson
Mùa giải 2015/2016, Oscar cầu thủ khởi đầu có tín hiệu đi xuống phong thái. Anh ko còn được HLV Conte tin tưởng dùng thường xuyên. Tháng 12/2016, CLB Thượng Hải SIPG bất ngờ chiêu tập cầu thủ người Brazil mang giá 60 triệu bảng, mức phí kỷ lục của bóng đá Trung Quốc khi bấy giờ.
Tại Thượng Hải SIPG, Oscar cầu thủ lấy lại phong thái đỉnh cao. Anh ghi được 55 bàn và 44 kiến tạo sau 5 mùa giải, trở nên trụ cột chẳng thể thiếu của đội bóng. Cùng có sự dẫn dắt của HLV Ljungberg và Vitor Pereira, Oscar giúp SIPG giành chức quán quân Giải quán quân đất nước Trung Quốc mùa 2018 và Siêu cúp đất nước Trung Quốc 2019.
hiện giờ, hiệp đồng của Oscar cầu thủ sở hữu Thượng Hải SIPG sẽ hết hạn vào tháng 12/2024. Bên cạnh đó, đa dạng nguồn tin cho biết cầu thủ người Brazil muốn sắm 1 thử thách mới ở châu u. Chelsea, Juventus, Barcelona và PSG đều giãi bày sự để ý tới Oscar. Họ mong muốn sở hữu được sự dùng cho của cựu cầu thủ Chelsea.
1 số giây phút đáng nhớ trong sự nghiệp của Oscar:
World Cup U20 2011: Oscar lập cú đúp trong trận chung kết giúp Brazil đánh bại bồ Đào Nha 3-2 để quán quân. Bàn thắng thứ hai của anh đặc biệt đẹp mắt lúc vượt qua 2 hậu vệ trước khi sút tung lưới.
Champions League 2012: Oscar cầu thủ lập hat-trick trong chiến thắng 6-1 trước Juventus để giúp Chelsea vào bán kết. Đây là hat-trick đạt kỷ lục nhanh nhất lịch sử Champions League.
World Cup 2014: Oscar ghi bàn thắng mở tỷ số trong chiến thắng 3-1 của Brazil trước Croatia ở lượt trận trước hết. Đáng tiếc anh không thể giúp đội tuyển vào đến chung kết do thất bại trước Đức.
Giải quán quân đất nước Trung Quốc 2018: Oscar lập cú lưu ban trong trận đấu cuối cùng mang Guangzhou Evergrande, qua ấy giúp Thượng Hải SIPG lần đầu quán quân giải siêu việt Trung Quốc.
Xem thêm bài viết: Việt Nam đã thành lập đoàn thể thao để tham gia tranh tài tại Đại hội Thể thao Châu Á.
Đời tư cá nhân
Ngoài bóng đá, Oscar cầu thủ còn được biết tới là một người chồng, người cha cái mực. Anh kết hôn sở hữu Ludmila Lima và có hai người con. Gia đình luôn khích lệ anh đeo đuổi mê say bóng đá. Oscar cũng thường xuyên dành thời kì cho các hoạt động trong khoảng thiện.
Ở tuổi 31, Oscar vẫn còn hồ hết tiềm năng để phát huy. Anh đang ở độ tuổi chín muồi và đỉnh cao phong độ. Oscar cầu thủ hoàn toàn với thể trở lại Premier League hay La Liga để tỏa sáng. Dù ở đâu, ngôi sao người Brazil cũng sẽ là sự bổ sung to cho bất kỳ đội bóng nào. Các CLB to Châu u đang rất náo nức giành được chữ ký của Oscar trong mùa hè này.
phong cách chơi bóng
Oscar cầu thủ là 1 tiền vệ công có công nghệ cá nhân xuất sắc. Anh sở hữu thể chơi ở phổ quát vị trí khác nhau như tiền vệ trung tâm, tiền vệ tấn công hay thậm chí là hậu vệ cánh. Oscar mang kỹ năng dẫn bóng, chuyền bóng và đặc thù là sút bóng rất tốt. Cú sút xa xác thực của anh đã tạo ra đa dạng bàn thắng đẹp mắt.
Thành tích cá nhân
Oscar cầu thủ từng đoạt giải Cầu thủ trẻ tuyệt vời nhất World Cup U20 năm 2011. Anh cũng lọt vào đội hình tiêu biểu Premier League mùa giải 2014-2015. Tại Thượng Hải SIPG, Oscar là MVP Giải vô địch quốc gia Trung Quốc 2018 và lọt vào Đội hình tiêu biểu mùa giải 5 lần liên tục.
Sức ảnh hưởng:
Oscar cầu thủ là một trong những cầu thủ Brazil nức danh nhất tại Trung Quốc. Anh được người hâm mộ Trung Quốc yêu mến sở hữu biệt danh Tiểu Chiến Thần. Trên mạng thị trấn hội Weibo của Trung Quốc, Oscar mang hơn 5 triệu người theo dõi. Điều đấy chứng tỏ sức ảnh hưởng to của anh đối mang bóng đá Trung Quốc.
nhiều khả năng Oscar sẽ trở lại Châu u thi đấu 1-2 năm trước khi giải nghệ. Chelsea được xem là người tìm việc sáng giá nhất chiêu tập anh, bởi mối quan hệ phải chăng đẹp giữa 2 bên. Đào tạo viên Graham Potter cũng rất mong muốn có thêm một tiền vệ chất lượng như Oscar. Tuy nhiên, mức phí chuyển nhượng cho Oscar với thể sẽ rất cao.
như vậy, qua bài viết trên có thể thấy Oscar là một cầu thủ trẻ triển vẳng, từng gắn bó mang Chelsea và giành phổ biến danh hiệu. Sau đấy anh sang Trung Quốc thi đấu cho Thượng Hải SIPG và tiếp tục đạt được rộng rãi thành công. Giờ đây, nhiều CLB lớn đang muốn có chữ ký của Oscar để nâng cao sức mạnh cho đội hình. Chắc chắn rằng Oscar sẽ là bản giao kèo lớn nhất mùa hè năm nay nếu như anh quyết định trở lại Châu u thi đấu.
Bài viết đã phân phối thêm các thông báo chi tiết về cá tính chơi bóng, thành tích, sức tác động và kế hoạch ngày mai của Oscar cầu thủ. Kỳ vọng những thông tin này giúp người đọc với cái nhìn đông đảo và sâu sắc hơn về tiền vệ anh tài người Brazil này.
Xem thêm cùng https://luongson.news
Link trực tiếp Bóng đá UEFA Champions League
Link trực tiếp Bóng đá UEFA Europa League
March 8, 2015
Selling something invisible like services are very different from selling a physical product.
This book illustrated from the branding, marketing and selling points of view on how a service product should be positioned and sell it in the end.
A simple great reference book which i enjoy reading.
This book illustrated from the branding, marketing and selling points of view on how a service product should be positioned and sell it in the end.
A simple great reference book which i enjoy reading.
September 9, 2011
Stopped on page 92 of 250.
January 27, 2012
The dust jacket calls this "the best thing ever written on the subject," and "the best book on business ever written." I agree. Don't miss it!
August 12, 2014
Pazarlama/ marketing hakkinda genel bilgi. Basarili bir calisma.
May 7, 2017
Typical marketing book, offers a lot of useful advices but nothing spectacular.
Displaying 1 - 30 of 265 reviews