Four Powerful Strategies to help achieve your Goals
Copyright ? 2006

We all have wishes. Wishes are goals, but goals with a
little snap, crackle, and pop. Goals provide the process
that can take you where you want to go, but too often they
don’t provide the inspiration to get you there. Wishes are
different. They have impact – like being struck by
lightning instead of by a lightning bug. They let you
dream. They let you soar. They let you tap into a source of
limitless possibility and boundless energy that gives you
the power to accomplish what you might otherwise never have
imagined. How we achieve our goals, are simplified by doing
the following:

Intensify Desire- Desire is the first step of goal
achievement and the foundation. Have you set personal or
business goals and failed to achieve them? Here is a
crucial question: WHY? The answer is simple; because we did
not have a strong enough desire. Some may argue with that.
But I did have a strong desire and still I didn’t get there.

How do you identify intense desire, passion? It’s what
keeps people working all hours, up early, late to bed. The
desire dominates conversation, thinking, actions. Take a
moment to think about the goals you’ve set for yourself.
How committed are you to achieving these goals? Under what
conditions would you give up? What if you could
significantly increase your desire to achieve these goals?
What if you wanted them so badly that you knew with
absolute certainty that you would absolutely, positively
never ever give up?

When you are truly 100% committed to reaching your goals,
you move from hoping to knowing. If you want something
badly enough, then quitting is simply not an option. You
either find a way or make one. You pay the price, whatever
it takes. By creating intense desire you can realize the
impossible dream. Develop a sincere desire to achieve the
goal. A wish or daydream has no substance; it is vague,
unformed, and unsupported by action. Desire puts action
into your plan.

Strong desire is success power. How to Intensify Your
Desire, how then can we intensify desire? Here are four
steps you can take to cultivate burning desire to achieve
any goal you set for yourself:

List The Benefits. Write down the benefits of achieving
your goal. What is in it for me? Identify exactly “Why” you
want to achieve this goal. List all the ways how will you
benefit personally. Why not do this exercise today with one
of your goals. Have you set a goal for your business to
make $X this month? Making money for the sake of it after a
while becomes mundane. There has to be something more. Make
a list of all the benefits from using that money. What
difference will it make to your family, your lifestyle,
your enjoyment of life, your business growth? What if one
of your goals is to develop a skill or awaken a dormant
talent or ability? Write down a huge list of the benefits
this will bring you and your loved ones, or your business.
The more you write, the more details your mind conjures up,
the greater the intensity of desire becomes. Once the list
gets past 20 or 30 benefits your goal becomes unstoppable.

Burn The Ships. If your goals are really important
enough to you, then you can start by burning the proverbial
ships, such that you have no choice but to press on. For
instance, if you want to launch your own business, you can
begin by making the commitment to quitting your job. Write
a letter of resignation, put it in a stamped envelope
addressed to your boss, and give it to a trusted friend
with firm instructions to mail the letter if you haven’t
quit your job by a certain date. If you don’t burn those
ships, you are sending the message to your subconscious
mind that it’s ok to quit. And when the going gets tough,
as it inevitably does for any worthwhile goal, you will
quit. If you really want to achieve your goals, then you’ve
got to burn those ships to the ground, and scatter the
ashes.

Feed Your Mind with Excellent Information. Inspirational
books and audio programs are one of the best fuel sources
for cultivating desire. If you want to quit smoking, read a
dozen books written by ex-smokers on how to quit the habit.
If you want to start a business, then start devouring
business books. Go to seminars on occasion. It is advised
that you feed your mind with some form of motivational
material, books, articles, audio programs for at least 15
minutes a day. This will continually recharge your
batteries and keep your desire impenetrably strong.

Use Mental Programming. This is a Neuro-Linguistic
Programming (NLP) technique that will help you associate
strong positive emotions to whatever goal you’re working to
achieve. Find some music that really energizes and inspires
you. Put on your headphones and listen to it for 15 to 20
minutes, and as you do this, form a clear mental picture of
yourself having already achieved the results you want. Make
your imagery big, bright, vivid, colorful,
three-dimensional, panoramic, and animated. Picture the
scene as if looking through your own eyes. This will help
you form a neuro-association between the positive emotions
elicited by the music and the goal you want to achieve,
thus strengthening your desire. This is a great way to
begin each day, and you can even do it while lying in bed
when you first awaken if you set things up the night
before. You should cycle the music periodically, since the
emotional charge you get will tend to diminish if you
listen to the same songs each time.

If you apply these four strategies, you’ll add so much fuel
to your desire that the fire will never burn out. You’ll
move towards your goals like a guided missile to its
target, and you’ll enjoy the process because you’ll be so
focused on the positive rewards instead of the difficulty
of the tasks. If you get enough positive energy flowing
into you, you’ll soon have positive results flowing out of
you. Desire is the great motivation. The powerful force
that drives you toward your goals.

Contents1. Introduction2. Current Keyword Listing3. Sales Process Benefits4. How Much Does Google Adwords Cost?5. Summary

1. Introduction

Google Adwords is a pay-per-click (PPC) program for advertising on Google. Advertisements appear on the right hand side of the Google Search page for chosen keywords and key phrases.  This report examines the benefits to the sales process and resulting traffic benefits for the Online Community ABC.

2. Current Keyword Listing

The appendix contains a full break down of all keywords / key phrases being used and the resulting Google Adwords position for the Online Community ABC.  These key words have been selected after an in-depth key word analysis to determine which will offer the most prominent position on Google and the most traffic.

3. Sales Process Benefits

Parent Company A has the data resources to generate upwards of 30,000 visitors per month.  To generate a similar level of relevant visitors solely using Google Adwords would cost in the region of £10,000 per month per project.  As a method for traffic generation this rules Google Adwords out as a financially viable option.

However, with a carefully researched Adwords strategy there are benefits to be had.  The attached appendix highlights the position each project website appears in for each keyword search.  This creates a level of visibility online which is important in raising search engine profile and establishing credibility as an online resource.

When the sales team is pitching a consultancy firm with a core competency for advising in financial risk they can direct the decision maker to the Sponsored Google Link for Online Community ABC currently residing in position 5 for key words ‘risk+financial’.  This demonstrates a commitment to driving targeted traffic directly relevant to the potential advertiser.

4. How Much Does Google Adwords Cost?

For the purpose of evaluation we have allocated a £5 daily spend for each project.  For Online Community ABC the average cost-per-click is £1.36.  After 3 clicks our daily budget is exhausted and our adverts disappear.  Large financial institutions have driven up the cost-per-click for these keywords.  However, it is still possible for Online Community ABC to achieve a comparative good listing against other advertising driven projects of which there are very few.

Online Community 123 has an average cost-per-click of 38p.  For the £5 spend per day Online Community 123 gets 15 click throughs.  This illustrates that it is much, much cheaper to establish a huge online presence with relatively small spend for a HR related project.

5. Geography

Google Adwords give the option to create country specific Google Sponsored links.  Currently, Parent Company ABC’s £5 per day spend creates adverts only seen in the US.  This creates a level of visibility for potential advertisers but the sales teams cannot communicate the benefits because they cannot see it.  For projects managed and sold on different sides of the Atlantic creating visibility for both is crucial to drive the sales process.

6. Summary

For continued evaluation, I recommend increasing the daily spend for Online Community ABC and changing the geographical region to US and UK for a period of 5 working days. 

This will facilitate a daily conversation between the sales team and to demonstrate benefits of Google Adwords and potentially integrate into the sales pitch.

Darren Henwood,Director,Heir-Q Marketing Consultancy,darren.henwood@heirq.com,http://www.heirq.com

Introduction

- “Marketing is an organizational function and a set of process for creating, communicating, and for managing customer relationships in ways that benefit the organization and its stakeholders” AMA (American Marketing Association’s, new definition of marketing 2004)

- “Marketing is a culture, an organizational function and a set of process for creating, communicating, and delivering value with customers and for interacting in relationships in ways that benefit the organization, its customers and other stakeholders” Evert Gummesson

The strategic marketing planning process flows from a mission and vision statement to the selection of target markets, and the formulation of specific marketing mix and positioning objective for each product or service the organization will offer. Leading authors like Kotler present the organization as a value creation and delivery sequence. In its first phase, choosing the value, the strategist “proceeds to segment the market, select the appropriate market target, and develop the offer’s value positioning. The formula – segmentation, targeting, positioning (STP) – is the essence of strategic marketing.” (Kotler, 1994, p. 93).

Market segmentation is an adaptive strategy. It consists of the partition of the market with the purpose of selecting one or more market segments which the organization can target through the development of specific marketing mixes that adapt to particular market needs. But market segmentation need not be a purely adaptive strategy: The process of market segmentation can also consist of the selection of those segments for which a firm might be particularly well suited to serve by having competitive advantages relative to competitors in the segment, reducing the cost of adaptation in order to gain a niche. This application of market segmentation serves the purpose of developing competitive scope, which can have a “powerful effect on competitive advantage because it shapes the configuration of the value chain.” (Porter, 1985, p.53).

The aim of this paper is to present Market Segmentation Strategy and the customer Relationship Management (CRM).

I-Market Segmentation Strategy:

According to Porter, the fact that segments differs widely in structural attractiveness and their requirements for competitive advantage brings about two crucial strategic questions: the determination of (a) where in an industry to compete and (b) in which segments would focus strategies be sustainable by building barriers between segments (Porter, 1985, p. 231).

Through market segmentation the firm can provide higher value to customers by developing a market mix that addresses the specific needs and concerns of the selected segment. Stated in economic terms, the firm creates monopolistic or oligopolistic market conditions through the utilization of various curves of demand for a specific product category (Ferstman, C., & Muller, E., 1993). This is an expanded application of the microeconomic theory of price discrimination, where the firm seeks to realize the highest price that each segment is willing to pay. In this case the theory’s reliance on price is broadened to include all 4 P’s of the marketing mix (Wilkie, 1990, P. 98). This application of microeconomic theory is particularly applicable to organizations active in product categories that are cluttered with competition. It is also useful where sufficiently large markets with distinct sets of value preferences are found, or when the organization chooses to proactively build a stronghold by creating value preferences among a set of consumers.

Segmentation as a process consists of segment identification, segment selection and the creation of marketing mixes for target segments. The outcome of the segmentation process should yield “true market segments” which meet three criteria: (a) Group identity: true segments must be groupings that are homogeneous within segments and heterogeneous across groups. (b) Systematic behaviors: a true segment must meet the practical requirement of reacting similarly to a particular marketing mix. (c) The third criteria refer to efficiency potential in terms of feasibility and cost of reaching a segment (Wilkie, 1990). In addition, Gunter (1992) recommends considering the stability of market segments over time and different market conditions.

I-1 – Segment Identification

The first stage of market analysis consists of segment identification. The analyst has the option of segmenting the market using different sets of criteria including personal characteristics of the consumer, benefits sought, and behavioral measures of the consumer (Wilkie, 1990, p. 101). Within these categories the options available are truly overwhelming and in many cases different segmentation approaches will steer strategy along very different paths. Utilizing multiple segmentation approaches is recommended by several authors (Porter, 1985; Gunter, 1992).

There is no recipe for choosing which variables to utilize when segmenting. The identification of segmentation variables is among the most creative parts of the segmentation process, because it involves conceiving dimensions along which products and buyers differ, that carries important structural or value chain implications.

Furthermore, “the greatest opportunity for creating competitive advantage often comes from new ways of segmenting, because a firm can meet buyer needs better than competitors or improve its relative cost position” (Porter, 1985, p. 247).

I-2 – Segment Evaluation

The second stage consists of evaluating the segments. The first element that needs to be defined is the criteria by which the segments will be evaluated.

Approaches vary with some suggesting a quantitative evaluation of the resulting segments (Sarabia, 1996), while others highlight other strategies for evaluation. A way to approach market segment evaluation is through the examination of a market structure by constructing a spatial model where similarities and dissimilarities are mapped. This representation of the market is then used in conjunction with demand estimating and forecasting models to determine possible positioning alternatives for a product (Johnson, R., 1995). This analysis can be enhanced by using a chi-squared trees analysis and correspondence analysis to generate compositional perceptual maps, which are “vital to understanding consumer brand positioning” (Bendixen, M., 1995).

Other elements should also be considered such as simplicity and potential adaptability of the segmentation structure across national boundaries. Kotler (1990) suggests considering three key factors: segment size and growth, segment structural attractiveness, and company objectives and resources. Porter (1985) proposes a similar approach but also recommends studying the firm’s resources and skills as reflected in the value chain, and their suitability to target market alternatives. Aaker (1995) bases his selection criteria on the SWOT analysis produced during the strategic marketing planning process. Berrigan & Finkbeiner (1992) propose a somewhat similar process that includes market structure analysis, market opportunity analysis, product portfolio analysis, resource capabilities analysis and competitive analysis.

I-3 – Targeting through marketing mix

The third stage of the market segmentation process is the creation of a specific market mix to fulfill the needs, as well as market conditions of each specific target

segment (Wilkie, 1990; Gunter & Furnham, 1992; Kotler, 1994). Although many authors limit the market segmentation process to market identification rather on the key elements of the entire process, most companies fail to give due importance to other stages in market segmentation such as product positioning and mix development (Sarabia, 1996).

Once the firm has chosen a market segment it must choose a generic competitive strategy. At this point it is also necessary to review the selected strategy across segments and explore general strategic approaches. In some cases it might become apparent that a counter-segmentation strategy is applicable. In other cases, the development of distinct mixes for each segment uncovers inconsistencies or lack of resources at the corporate level and so it is necessary to revert to the segment evaluation stage.

According to Kotler (1994, p. 293) the only sustainable generic strategy in a segmented market is differentiation. He explains that the only other generic competitive strategy alternative (low cost) is not sustainable in a segmented market. In addition, a strategy successful at differentiating must generate customer value, provide perceived value, and be difficult to copy.

At this point in the process the company selects those ways in which it will distinguish itself from its competitors. In most cases the differentiation involves multiple elements. In fact, “most successful differentiation strategies involve the total organization, its structure, systems, people, and culture.” (Aaker, 1996). One way to differentiate is through brand equity building. A strategy based on brand is likely to be sustainable because it creates competitive barriers. A brand strategy permits the strategist to work with complex concepts and not limit the differentiation strategy to just a few competitive differences. This approach is consistent and reinforces the STP approach. A successful brand strategy builds barriers to protect the selected position by creating associations of the positioning variables with the brand name in the prospect’s mind.

I-4-Positioning

Gunter and Furnham (1992) prescribe that after selecting target markets the strategist should develop positioning objectives to then develop them into a detailed marketing mix. However, Aaker (1996) recommends developing the positioning objective only after the brand identity and value proposition have been developed. In exploring the latter, it is useful to understand Aaker’s definition of positioning is “the part of the brand identity and value proposition that is to be actively communicated to the target audience and that demonstrates an advantage over competing brands.” Kotler

(1994) refers to it as the unique selling proposition. Explained in other words, the positioning statement is the point where the bundle of attributes join to form one concept which aims at capturing the essence of that which the target audience seeks in the product category.

The benefit of following Aaker’s recommendation lies in the expanded range of position alternatives. Three places are suggested in looking for brand position elements: the core identity (central, timeless essence of a brand), points of leverage within the identity structure (an attribute, sub-brand, special feature, or service), and the value proposition (benefits that drive relationships with target audiences).

According to Brooksbank (1994), the positioning strategy should include three components: customer targets, which are the product of the segmentation study; competitor targets, which are a product of the analysis of external environment; and competitive advantage, which is also a product of the environmental analysis.

II-Customer Relationship Management (CRM)

Online customers are different from those who are able to contact you and deal with you directly. They have a unique set of expectations. Generally, they expect immediate service, either by finding what they need on your site themselves; or, they may expect that the goods or services be delivered without delay.

CRM is the broad category of concepts, tools, and processes that allows an organization to understand and serve everyone with whom it comes into contact. CRM is about gathering information that is used to serve customers-basic information, such as name, address, meeting and purchase history, and service and support contacts. In a supplier relationship it might be procurement history, terms and conditions, or contact information. This information is then used to better serve the clients.

Customers need to be able to find out about your products and services and be able to make purchases. You need to track each customer’s activity in order to make offers of complimentary products and new products that you may provide.

Investors will have needs that relate to the operation of the business and the performance of their investment. Making some of that information available on the web site will accomplish two things: (1) investors will be better informed, and they will be able to find out the information they require without making specific inquires that take time to provide; (2) investors will get the same information at the same time.

Suppliers and partners want to be connected with your organization. Creating special places where these strategic partners can participate is valuable. Providing them with information, such as product promotions, press releases, and advertising campaigns will build strong relationships.

II-1-CRM and the customer life cycle

It takes ten times more effort and costs ten times more money to attract a new customer than to keep an existing customer. This “statistic” alone should be enough for companies to invest in CRM. Finding customers is the first step and the faster you get through the sorting process of qualifying prospects into customers; the faster will be the returns. A web environment adds to this process in a very positive way. You can provide the means for people visiting your site to select whether they are indeed right to be customers. Good design and clear information will aid in this goal.

The process starts with finding customers. The Internet allows you to attract customers in two ways: (1) getting them to find you through search engines, links, and alliances with other sites; and (2), by proactively finding them and sending material electronically. The number one way people find online businesses is through search engines. There are a number of general-purpose engines where you can be registered, such as Altavista, Google, Yahoo!, and MSN. Because each of the major engines works differently in the way they index information, it is advised that companies engage a person or company that has experience in this activity.

It is also important to find the specialty search engines that focus on your specific industry. Whether you are in the oil and gas, tourism, or agriculture industries, there are search engines that specialize in information focused on these markets. And is also valuable to have your site linked from other complimentary e-businesses.

II-2-Building value for the Customer

Now that you have found your customer, it is important to find ways to add value to the relationship. Keep in mind that value is in the mind of the customer. Find out what they perceive to be valuable by surveying them either online, by phone, or by regular mail. Even though you are using online techniques, do not forget the many other ways to connect with customers.

Another way to add value is to produce newsletters that can be delivered online or by mail. Newsletters can be related to product or service announcements and contain general industry information. E-newsletters are simple and inexpensive to produce and deliver. A good rule of thumb is to keep the newsletter small and to discuss only two or three concepts.

As you build the relationship with your online customer you will be able to solicit and build more profile information. Information about product preferences allows you to offer complimentary products or give specials on items of interest to a specific set of customers.

II-3-E-Loyalty

It is easy to get customers to visit your website for the first time. It is much more difficult to get them to return. You must create value for the return visitor.

As you gain more experience with online services you might use more sophisticated ways to build customer loyalty and strong relationships. Building customized or personalized sites for your customers to use will provide both added services and give customers a reason to return regularly to your e-business.

Ensuring you have good content can do this. Content can be unique articles about the industry or simply links to other sources of information. Content can also be tools that a visitor may find useful. Many real estate sites have mortgage calculators or home buying checklists that aid customers in using the service. Acknowledging the purchasing history of a customer and thanking them for the business when they return to the site can earn loyalty. One way to have customers return is to provide incentives for the second or subsequent purchases.

It is important to remember that an e-business is no different than a traditional business, when it comes to understanding the customer and delivering to expectations.

The first thing to get right is the creation of a web site that is easy for your visitors to use. It needs to be clear, concise, and include content that is appropriate for your visitor’s needs. Understanding your customers’ technology characteristics, including the type of hardware, software and connections they are likely to have, helps in the design of the site.

Online service can be as simple as FAQ’s (Frequently Asked Questions), or as complex as interactive text, voice, or video service delivered in real time. Here are a few ideas on how to deliver service and in what areas.

This is a favorite topic of mine, since I tend to become heavily involved with promotional activities with clients, as part of my consulting practice. Many of my clients are at a stage where gaining (or regaining) market traction is crucial to moving the company forward. So finding successful, profitable promotional programs is quite often one of the key activities that we’re concentrating on early in a consulting engagement.

Same old, same old doesn’t work

So what’s the best way to promote software and other technology products? If you’re asking that question, thinking there’s an actual answer, you are likely on a path to failure. One-size-fits-all promotional programs rarely work, and if they do, it’s probably just lucky. The most important thing to remember about promotion (and marketing in general) is that each company and product line is a unique situation. Even with the exact same company and product line, a promotional program that worked 12 months ago has a high chance of failure today. Markets are not static, particularly fast moving, high growth technology markets. And there is a wide range of market types within the high technology business sector. The proper promotional approach for a $100,000 software package with 1000 potential customers is far different from the best approach for a $49 software package with 5 million potential targets. If you find yourself falling back on some tried and true formula, you’re thinking “behind” the market, not “ahead” of it. I always chuckle a bit when I see ads for a new VP Marketing that is seeking candidates only from 10 specific software companies that have had recent success in a particular market. It’s very likely that one of those candidates will bring along the “formula” that made “Giant Software Company C” a huge success. Unfortunately, the strategy may be terribly inappropriate for their new company, particularly at a new time/market stage. This is an example of “shooting behind the market”—and with promotional programs, thinking ahead of the market is required.

The reason is what usually works in promotions are novel new approaches (or new spins on old approaches, or approaches from other markets). Once something works, others in the market take notice, and the copy-cat campaigns flood the communication channels, and greatly reduce a successful program’s effectiveness. Nothing works forever, so you need to constantly being trying to find the next new promotional program—again, out ahead of the market. It’s similar to when the coach of a sports team installs a new system for his team—it throws the competition off balance for a time, but they eventually adjust, and match or counteract what is providing the advantage.

First Art

So how do you approach finding a successful promotional program for your company—do you just guess? Well, not quite. I always say that promotion is a combination of “Art” and “Science”-with unfortunately, the Art coming first. The thing is, you will NEVER know with any level of certainty whether a promotional approach will be successful, until you do it. So there is a bit of Art in formulating the initial “test programs”. But of course you don’t guess. The initial program is put together utilizing the experience of the marketer, their past experience with programs in similar market conditions, a snapshot reading of the market conditions and product position currently, the amount of budget available, and of course the goals of the company. So up front, the key is to make small, intelligent bets.

Then Science

The key word in the above paragraph is “test”. This may be the most important concept in the whole topic of promotion-and unfortunately, one that is dramatically underutilized.

Marketing promotional programs are all too often put together haphazardly, without much analysis of the specific situation. Often they are designed in a certain way because the VP Marketing or CEO has always done it that way, or are comfortable with it. Executives without much marketing experience like to see print ads, because in their minds, that’s marketing promotion. Of if the VP Sales is involved, Trade shows might be what he’s used to. Or seminar promotions might be preferred, if the executive comes from a market with high price points. While all of these methods may be very applicable to an individual situation, they are, on average, some of the higher cost, lower return activities in the promotion bag of tricks. I see thousands (and sometimes millions) of dollars wasted on programs that have been given very little thought, prior to large execution expenditures. Worse yet, these programs are often approved and implemented with no ability to judge whether or not the chosen programs end up being a good investment for the company. This brings me to the measurement part of promotional marketing.

I’ve never been a big fan of marketing programs which aren’t measurable. When measurement doesn’t occur, it’s often because program implementation just isn’t thought through well enough, and accurate measures could have been put in place—but aren’t. Some programs however, such as “Image Advertising”, just don’t lend itself to correlating the program results to the corporation’s performance. While there is, again, a place for such programs, I recommend that they be left to those monster corporations who can afford ambiguous results within some segment of a very large budget. For the preponderance of companies out there for which every nickel counts, I highly recommend that you stubbornly stick to programs with results you can easily measure.

A question that often arises when my consulting practice engages with early stage companies is “How should we sell our product? Should we build a sales force, or sell through distributors, dealers or OEM partners?”

The answer, like most topics discussed in this forum, is rarely as simple or straightforward as the question itself. It depends—on a lot of different factors. First of all, if direct, does that mean building an expensive direct sales force, or a marketing driven model with direct sales from a website? If indirect, does it mean distribution through 11,000 mass retailers, or a select few, highly specialized, technical Systems Integrators? There are so many different options within the direct vs. indirect argument.

I will tell you upfront that I have a bias toward using multiple channels—direct and indirect—if at all possible. It’s always been my opinion that this is usually the best way of achieving the highest total return, from the high product development investments that are typical in the technology industry. But that’s a general rule, and one that won’t always hold up in individual cases.

Today, the options of adversting have been maximized by the modern technology. The traditional advertising techniques contained the advertising in the newspapers, radios and lately though television commercials. Covert advertising and Celebrity branding were two other tactics that are still being massively used by the big international brands, due to the fact that these prestigious brands need to highlight their products with the best bling available on the planet. Mainly, these two advertising strategies are most costly but in the end the marketer actually catches up with a large fraction of the target market. Advertising through SMS can some times become a real headache for the people but this scheme has shrunk the gap between the interested costumer and marketer. Being a vendor, you never know that may be your client is just an SMS away.

Now coming to the main course, Sequel advertising related in major with Television commercials and newspaper ads. This is basically a psychological technique which has been lately identified by the advertisers; indeed this enables the advertiser to influence the mind of the consumer for the vendor. Sequel advertising starts with a television commercial in the usual promotional style. People begin to respond to the commercial and sale-rate of the concerned product/product line begins to increase. As soon as the sale-rate begins to decline, the company launches a second add with the similar major elements (including similar scenario, same models, actors, colors, statements and taglines). The main aim of making similar ads is to leave a psychological effect on the mind of the interested people, and this is what Sequel advertising is all about. This influence boosts up the brand loyal people as the company offers them better deals in the 2nd add and people who didn’t respond to the first add also get curious about the new offerings. The major mental effect that this Sequel advertising tactic leave on the mind of the people is the commitment of the vendor to give them better and better services every time. In most of such advertisements, the advertiser creates a scenario or may be story that is continued throughout the advertising campaign and these continual scenario imposing techniques creates a psychosomatic effect on the minds of the people that increases the rate of new consumers rapidly. Usually a vendor continues such sequel advertising scenario for a particular time, season or until there is an extent of improvement in the service it has offered at the first place.

As soon as the vendor realizes that the quota of the consumers for the particular product/ service is completed or the scenario/story that has been the foremost ingredient of the sequel has now become old. A new sequel or add is launched. The new sequel can be for the same product/service or may be for a new product that the vendor considers more important than the preceding one. This technique has been used extraordinarily by telecommunication, electricity producing companies, mobile phone operators, food and beverage manufacturers etc.

Sequel advertising comprises of usual marketing techniques but with the more of the mind capturing ideology. This is a good way of communicating and interacting with the target audience, until and unless the scenario becomes a cliché.