THU

THE ARRANGEMENT OF THE SELLING APPEAL

HUS far, our study of the six elements of the selling appeal has concerned itself with the specific purpose served by each of the elements. By reason of this study, we now are able to decide, in planning any given advertisement or sales letter, which of the six elements should be given chief emphasis, and what relative degree of emphasis should be given each of the other elements we deem it advisable to employ.

We are able to decide, for example, that Description and Explanation should be given chief emphasis, if the prospect knows little, or nothing, concerning the points of superiority which distinguish our product; we are able to decide that Proof should be given chief emphasis, if the prospect, already acquainted with the points of superiority which distinguish our product, is delaying purchasing the product because he lacks concrete evidence as to its superiority; we are able to decide that Persuasion, Inducement, and Clincher, should be given chief emphasis, if the prospect, already having formed a buying decision, is delaying purchasing the product because of a tendency to procrastinate. In each of the above cases, we likewise are able to decide what relative degree of emphasis should be given elements of the selling appeal which we properly regard, for the purpose of the advertisement or sales letter under consideration, as being subordinate in importance to the one element given chief emphasis.

In brief, in planning any given advertisement or sales letter, we are able to decide what elements are to enter into the advertisement or letter, and to decide just what degree of emphasis is to be given each element; we are able to decide what material is to enter into any given advertisement or letter.

It remains for us in this chapter to go a step farther and to consider the means of developing these elements, of presenting this material, in such a way that it will make as clear and direct an impression as possible upon the prospect.

To sum up:

Our study thus far has had to do with the selection of material. Our study in this chapter has to do with the presentation of this material once it has been selected.

The human mind, before arriving at a conclusion, is accustomed to follow certain established paths, or thought sequences. The material that enters into our advertisement or sales letter, will most likely make a clear and direct impression upon the prospect, if it is developed along these mental paths of "least resistance." It is these mental paths that the prospect's mind is accustomed to traveling; hence, it is over these mental paths that his mind is able to travel with least effort. The mental paths of "least resistance" are as follows:

(1) FROM RESULT TO CAUSE

(Giving first the result, then the cause that produced it.)

(2) FROM CAUSE TO RESULT

(Giving first the cause, then the result produced.)

(3) FROM GENERAL TO PARTICULAR

(Stating a general principle, then showing its application to a particular conclusion.)

(4) BY STRIKING EXAMPLE

(Giving a specific, striking example illustrative of your conclusion, then the conclusion itself.)

(5) PARALLEL DEVELOPMENT BY COMPARISON

(Linking your product with products already classified by the prospect as necessary or desirable; or linking-with action he already has taken or willingly would take the action you seek to have him take.)

(6) BY EXPERIENCE OF USER

(Getting the prospect to buy because other men have profited by buying.)

(7) NARRATIVE

Consider, in the first place, the development:

(1) From Result to Cause.

(2) From Cause to Result.

In selling coffee to a retail grocer, the coffee merchant develops his selling appeal From Result to Cause when he says:

Result

Cause

You can save 10 per cent on all Elite coffee that you buy before October 1.

This saving is made possible because last year, before coffee prices started skyhigh, our agent in Brazil signed up in advance for thousands of pounds of the new coffee crop. So the coffee we now have for sale to a limited number of old customers was bought at the old prices.

Here the reduction in price was made possible (caused) by the purchase of thousands of pounds of Brazilian coffee the year before. If the selling appeal first had dealt with the timely purchase of Brazilian coffee, and then had taken up the consequent reduction in price to the grocer, the development would have been From Cause to Result, as follows:

Cause

Result

Last year this time our foreign buyer was in Brazil looking over the coffee market. He got the idea then that coffee was going up in price-skyhigh. So he cabled us permis

sion to place a big order for future delivery.

The size of the order staggered us a bit at the time. Now we 're mighty glad we told him to go ahead and buy.

The net result is this: You are going to save just 20 per cent on every pound of coffee you buy from us. Our supply won't meet the demand, but we are going to see to it that our old customers are served-at very near the old prices.

Of course we can't hold open an offer of that kind too long. So just take your pencil and write on the back of this how many pounds you want for immediate delivery. Then slip the paper into the addressed envelope and start it on its way.

You'll find prices and grades quoted on the card we have inclosed.

The "result" you seek to emphasize has to do with the benefit to the prospect; the cause that makes this result possible has to do with some foresight on the part of the seller or with some merit of the prod

uct. Hence it is that the selling appeal preferably is developed From Result to Cause, as in this way in the beginning paragraphs of the letter you show to the prospect an opportunity for gain that likely will at once compel his interest.

The development From Cause to Result, really, is effective only when the foresight of the seller, or merit of the product, presents a situation obviously advantageous to the prospect. Then he at once glimpses its bearings upon his needs or desires. Thus, the Willys Overland Company, in developing the central selling point of "economy plus comfort,' starts out by telling of a newly invented three-pointed spring. Not until later does it stress the benefit to the prospect that results from this type of construction. In this case, one contemplating the purchase of an automobile reads with interest of the invention marking a departure from the accepted principles of construction. He feels at once that such a principle applied might well be of benefit to him.

Akin to development From Result to Cause, is the development From Predicament to Remedy. This latter development consists in placing the prospect in a predicament, then showing him that he can extricate himself by purchasing your product.

The following letter is developed in accordance with this plan.

It was on a local between Philadelphia and Trenton.

I sat in a smoker which was half a baggage car. At Frankford an automobile tire was thrown on a yard or two of its plain Kraft wrapper flapping in the breezes. With my pocket camera I took a picture of it-see inclosed. And I said to the baggage man: "Does this happen often?" "Nearly every day," he replied, "we carry tires with wrappers loose, torn-and rubber exposed."

Predicament

Remedy

So I wondered: "Does it pay a manufacturer to spend millions in building a reputation, and then-to save a cent or two on each tire-send his product broadcast over the land-improperly protected against light, dirt and exposure?"

Plain Kraft paper-even of a 50 pound basis-won't stand the strain of shipping. But 30 pound Kraft-reinforced with yarn and water proofed-will do the trick to perfection. Test the strength of the sample inclosed. Wrap it tightly around your wrist. Note the firm, strong, neat job it makes.

Tell us, please, the size rolls you use-diameter, width and core. We'll send you enough—without expense and obligation -enough for a thorough trial.

Give Angier's Tirewrap the opportunity to prove its worth to you as it has already done to Goodrich, Michelin, McGraw and others. The postcard is for your convenience.

In the above letter, the result or "predicament," you stress, i. e., the loss to him through "sending his product broadcast over the land, improperly protected against light, dirt, and exposure," is an unpleasant result; the cause leading to the unpleasant result, his using some product other than the one you want him to use.

The following letter is likewise developed from Predicament to Remedy:

Dear Sir:

Predicament

Remedy

You are busy. You have n't time for a hundred and one really important things you would like to "get at." Shorthand dictation with all its interruptions and annoyances and distractions, for example, eats up a lot of valuable time.

Not that you would n't get away from a system that is inconvenient, limited in dictation speed and in the production of finished typewriting, to say nothing of its costing away above par— Of course you would-if you knew a probably better way. All right, then, consider the Dictaphone on the basis of its accomplishment with thousands of other business men. The men who dictate to the Dictaphone appreciate its value as a personal asset-in conserving time; in getting the thing done instantly; in being always available, unlimited in speed and capacity; absolutely accurate-in short, because it is the ideal private secretary, with no human failings.

You need the Dictaphone in your business. And we want you to give us the opportunity to prove it-it won't cost you anything.

We install the system, train your dictators and stenographers in its use without any interruption of your current work. If we don't prove it will save you its cost we will take it out and thank you for having given us the opportunity. Just give us the chance.