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companies of every type when substantial revenue-generating activities are desired and the company retaining me
has a very limited amount to spend. On many occasions I ve produced big bundles of profits just by sending out a
properly crafted letter requesting action by the prospective buyer.
Can it be this easy? Yes!
The specific action I request the buyer to take depends on the needs and desires of my client. From a sales
dynamics perspective, nearly everything imaginable is possible using back-end marketing. If a company is in a
severe cash bind (like now), I can usually produce tens of thousands of dollars  often much more  in prepaid
(or the equivalent) orders for almost any client in just a matter of weeks.
Over the last four weeks, for example, as I write this report  we provided a little company with a delightful
$250,000 worth of business (of which $175,000 was pure profit) in four weeks  just by writing a compelling
letter to their old customers. Total cost to produce and mail the letter: $12,000.
A larger company is using a post-purchase marketing program to generate $70,000 a day in orders  just by
mailing a simple three-part letter I wrote for them. Cost of the letter: 50¢ per piece mailed  and yet every 100
letters mailed out to the client s existing customers produced more than $10 profit per letter. Restated another
way, every $50 the client invested grossed $1,000 and netted $500.
The client I m referring to happens to be substantial, relative to the size of his customer list. Subsequently, he
mailed to his 250,000 customers five times over or 1.25 million letters  and he achieved equally predictable
results.
Despite results like these, I have to go to great lengths to overcome the  pooh-poohing many businesses
impulsively assign to back-end marketing.
The dynamics of post-purchase marketing are as easily applied to a retail store as they are to a manufacturing
or high-tech company s broader marketing program  and with equally desirable profit expectations.
A small, high-fashion clothing store once came to me with an assignment to increase their average sale per
customer by doubling their current yield, but they only had a few thousand dollars to work with. By developing a
continuous system that started with the first sale and followed up with that customer six more times per year, we
actually tripled the number of transactions per customer per annum and improved profit performance by nearly
12%  which on millions of dollars of sales amounted to a considerable sum.
On another occasion, a jewelry firm which was technically insolvent came to me for one last-ditch attempt to
keep them out of bankruptcy court. They had misjudged the marketability of 10 items and spent all their cash
trying to promote them with no success  $80,000 of their cash was tied up in useless, nonmoving merchandise
and only $1,000 in funds was available to market with.
I created a way for them to convert all their nonmoving inventory into $80,000 worth of cash and, in the
process, spawned a new marketing concept that, in a 12-month stretch, accounted for $658,000 worth of new,
profitable sales for the client.
These kinds of impressive sales and profit achievements are available to most businesses. I only do for
clients what they should be doing for themselves: I teach them how much more responsive and profitable a
customer can be when he or she becomes properly and continuously worked.
Whether the entrepreneur asks a customer to come in and make a specific purchase, send for a specific
product or service, or allows a sales rep to pay a call, predictable results can be expected from various back-end
marketing concepts I ve been using for years.
To bring the concept of post-purchasing marketing into an easy-to-understand perspective, let me emphasize
the crucial points to observe:
1) Every customer (or prospect) name that can identified and captured, including address, city, state,
zip, etc., is priceless to the business person. And the corollary: For every customer name that
goes uncaptured, a company will lose money every year. It s that simple.
2) Most customers never expend anything close to their full purchasing capacity on the first
transaction, for a number of reasons. First, they want to see how well the company and its
product or services perform. They want to feel valuable and appreciated, so they wait to see how
they are treated and how they are communicated with during and after the sale. Also, their needs
change and usually grow after that initial purchase. By merely understanding the growth
phenomenon and capitalizing on it through direct, one-on-one types of communication with that
customer, the successful marketer can communicate personally with each customer and compel
them to action over and over again.
3) A key determinant for the more analytically-minded marketer to remember is the  marginal net
worth of each customer. This statistic signifies the total stored profit value represented by a
customer or prospect. To understand the meaning of  marginal net worth, let s look at a typical
customer that is currently untapped as a post-purchase marketing prospect.
They come and go after only one sale, and that s the last time they re seen. As a neglected entity,
they may return, but then again they may not. It s totally unpredictable since their names are
uncaptured and they re no longer communicated to either by phone or letter.
 Compare this with the company that understands and fully capitalizes on post-purchase [ Pobierz całość w formacie PDF ]