SPIN Selling

he key to sealing the deal in any sales call is SPIN, an acronym that describes questions that explore the situation, problem, implication and the need-payoff of any sales situation.

Of course, asking the right questions is just one part of making a successful sale, but you won’t close any deal if you don’t set yourself up for success from the start.

Working in sales is not all about winning million-dollar deals every day, as any salesperson can attest. Instead, the daily grind of making a call after call is often less than inspiring.

Traditional sales techniques are lazy, often following the same approach. A salesperson opens a call relating to a client’s interests; investigates the client’s needs through open-ended questions; outlines the benefits of the product; handles potential objections; and then, closes the deal.

While this might be fine for small sales, the bigger fish are harder to catch. All sales, whether big or small, move through four basic stages: preliminaries, investigations, demonstration of capabilities and finally, commitment. Of the four sales stages, the one that definitely makes or breaks a deal is your investigations. It’s this phase in which a salesperson can really reach out to a prospective client and make a connection.

Closing a deal is the moment when you get a client to commit to purchasing your product. Any salesperson will tell you that closing well is something that keeps even the most seasoned seller up at night!

Being told by a real estate agent that you’ll lose a deal if you don’t decide within 24 hours, for example, is more likely to annoy you than make you sign!

In small sales, a closing technique can speed up negotiations, while in big deals, prospects often want to take it slow. First, you’ve got to accept that every sales attempt doesn’t have to result in an immediate win or loss. A phone call can be valuable in its own right, leading to a sale at a later time. For example, you could set the next appointment or schedule a live demonstration.

Forget about closing, or about making the same sales calls over and over. Making a sale actually depends on knowing your client’s needs, which are often quite complex.

Needs may begin as small issues which develop into real problems, that then gives way to a strong desire for a solution. But needs to develop differently in small-scale situations as opposed to large-scale situations. Because of these differences, salespeople must identify a client’s needs and treat them accordingly.

Customers that know precisely what they want have explicit needs, such as the need to change their old copier for one that can print double-sided.

But customers may also have implied needs that might be revealed as they talk with you about general concerns, such as an ever-increasing consumption of printer paper.

Good salespeople know how to sniff out implied needs. But making a big sale requires more than just being a good listener. The key is to turn an implied need into an explicit need!

An implied need is a signal that a client wants to buy, but it’s a weak signal and needs to be strengthened.In sum, if you can seize on such implied signals and then point them out as explicit needs to your client, you’ll be able to much more easily convince them to purchase a more expensive solution that they actually need.

The handy acronym SPIN can help you remember: situation, problem, implication and need-payoff.

A smart salesperson comes up with good questions for a prospective client that address each of these areas. To learn about your prospect, you’ll start out with questions that explore the situation and the problem.

Situation questions get you the straight facts, such as “What computer equipment do you use?” or “Who is your current internet provider?”While important, don’t bore your prospect with too many situations, Problem questions get to the heart of the matter, as it’s here where you’ll discover your prospective client’s difficulties or dissatisfactions.

Although your potential client may see his problems as inconsequential, it’s your job to highlight them and build them up, bringing into the conversation the consequences of these problems that your client might not have considered, such as overtime costs or employee turnover.

However, you don’t want to depress your prospect by focusing only on his problems! Instead, your next step is to turn the conversation around to the solutions that you offer, using need-payoff questions. If you master the SPIN strategy, you’ll excel in each phase of a sale.

But Bottom line is that you need to find a balance. Be friendly and keep things personal, but never forget where you are and who you are talking to.

Ask yourself: If I were in my client’s position, what would I want to hear?

The purpose of an opening line is simple; you just have to ask the right questions that will allow you to move to the next step. Always remember the difference between features and benefits, A product’s benefits or advantages, however, show how your product may help your customer.

One another thing is don’t let your client throw objections, and if there are objections, prevent them in first chance. Salespeople often misunderstand a client’s objections. Sometimes, objections are seen as a sign of actual interest in an offer, and so aren’t viewed necessarily as a problem.

The way to handle objections is a big topic in many sales training courses, and salespeople are typically taught to re-word a client’s objection in a way that can then be addressed, for instance.

Incorporating SPIN into your own sales strategy isn’t done overnight. Practice makes perfect. Yet always remember that newly acquired skills aren’t the best things to practice in crucial situations. Not only do you put bigger things at risk, but you’ll also feel unsure of yourself.

That’s why big accounts aren’t the best place to practice. Instead, try out new skills with smaller and safer accounts, such as well-known and regular customers, until you know them inside out.

Lead with story

The art of storytelling predates nearly every other human invention. It’s no surprise either, considering the amazing power that stories have to totally capture our attention and excite our emotions, transporting us into strange and captivating worlds. But stories aren’t just pleasant ways to pass the time or get a thrill; they’re also valuable tools. In fact, storytelling was among the first and best ways to impart valuable information and motivate behaviour. And that’s no less true today than it was during human prehistory.

Stories make the things memorable, 40 percent of us are visual learners, 40 percent are auditory learners and the remaining 20 percent are kinetic learners. Stories attract all three – a story’s imagery influences visual learners, the vocabulary appeals to auditory learners and the emotions and feelings connect with kinetic learners.

A successful story is comprised of only  three ingredients – context, action, and the result,

The next day, as he waited on his new license, National Car Rental employees agreed to drive him around – from his meeting to his hotel and then to another meeting. And they even drove him to the DMV to renew his license! A company’s values and culture are best spread through compelling stories, not vague slogans or hollow promises.

the context contains suspense in beginning, builds a connection, and with the flow, it comes to action and surprises, and at last the result comes in the form of conclusion.

Stories contain an amazing power of change. And if used properly, it can provide great results with it.

The power of storytelling captures loyal customers,.for example-Consider the story of Ray Brook, who was visiting Portland, Oregon for two busy days filled with meetings: Not living in Portland, he needed a car and decided to hire one from National Car Rental. Once he got to the counter he was shocked to discover that his driver’s license had expired a mere few days prior, meaning the company couldn’t legally lend him a vehicle. He was in trouble: how on earth was he going to make it to his meetings? 

Naturally, Brook was astounded by the quality of service they had provided him and so he wrote a letter to the CEO of National, commending their actions. Impressed, the CEO began using this story during speeches to his staff all across America. Brook’s story of staff going the extra mile became the new standard expected of National employees.

you could create a “story box” on your website, give customers self-addressed envelopes to encourage them to share their stories or even just scour customer review sites to glean stories about your company.

it keeps, employees motivated and inspired towards companies goals, and it makes them understand companies rules.

Marketing 3.0

Marketing seems easy today. You can enhance any photo into an advertisement with a few clicks, using a run-of-the-mill image processing program; you can use social media to spread your sales message around the world in a few seconds, with no printing or postage involved; and there’s decades’ worth of marketing research all translated into easy rules, ready for you to implement.

But here’s the bad news: while your knowledge has increased and those technologies have gotten better and better, your prospective clients have changed, too! Consumers are bombarded with shiny images and catchy slogans. They have become wary of false promises, and they’re no longer passive consumers of media – they want to participate. If you don’t engage them, they’ll simply stop listening!

Widely accessible technologies have transformed media sources into networks of exchange. People don’t sit idly by and consume their news, ideas and entertainment. Instead, they actively create them, marking our time as the age of participation.

New forms of advertising are marking the emergence of a new economy, in which an increasing number of people work in the creative sector as filmmakers, writers, website designers and so on. While these creative workers still represent a relatively small sector of society, they exert considerable influence through their lifestyles and opinions. In addition, these consumers have sophisticated desires that demand a new approach to business and marketing.

In this sense, creative people flip Abraham Maslow’s hierarchy of needs on its head.
According to Maslow, humans’ needs can be divided into levels. The most basic need is for survival, then safety, then love and belonging. Next comes boosting one’s self-esteem or ego, and last is self-actualization. A need higher up on the pyramid can only be satisfied once the one below it has been.

The thing is, the pyramid doesn’t hold up when applied to creatives. For them, making the world better while finding meaning, happiness and spirituality are stronger drives than the lust for material possessions. This is significant because the opinions of creatives guide the ideas and desires of others, especially through their use of social media.

So, as a corporation, it pays to avoid making enemies of creative people, such as by avoiding poor business practices or products that can land you in trouble.

On the other hand, it’s always beneficial to offer something that strikes a chord with the values and spiritual inclinations of creatives. If you can, you should carefully communicate it through marketing campaigns and follow through with it in your actions.

A useful way to look at our existence as humans is to view us as comprising four basic components: a physical body, a rational mind that analyzes the world, a metaphorical heart at the centre of our emotional needs and responses and, finally, the soul, our spiritual centre. Each of these fundamental elements has its own needs, and successful marketing means appealing to these needs. However, traditional marketing only actually targets two of the above components.

First, it appeals to the minds of customers with a clear brand identity. This happens when marketers find a way to insert their brand into the minds and memories of their customers. In saturated markets, achieving this requires companies to stand out, while also remaining relevant to their customers’ rational needs and desires.

Second, traditional marketing works hard to evoke emotions through the brand being marketed. To do this, marketers develop an excellent brand image. In ideal cases, this image goes straight to consumers’ emotional needs. Think of a pair of shoes made by a prestigious brand; these can satisfy a customer’s need for status or importance.

But Marketing 3.0 helps you go further by doing all of the above, while also targeting a third aspect: the soul.

By establishing brand integrity, a state you can only establish by building trust for your brand and working in accordance with the values communicated through your brand identity and image. These three aspects together make up the 3i.

A company can demonstrate its commitments by defining a mission, vision and values. Letting customers know that your company works for great things is vital, and the tool to get you there is a powerful mission that is well communicated. Here’s how to make it happen: First of all, your mission should involve presenting something that transforms your customers’ lives. To that end, it’s essential that companies work hard to produce innovative ideas that can truly make a difference.

Authentic values help you attract stellar employees who will happily deliver your values to customers. companies with strong values find it easier to attract talented and motivated employees and hold a competitive advantage when searching for talent. Furthermore, employees that work for a company they identify with are much more motivated and therefore more productive.

In fact, employees who live by the values of their companies make fantastic brand ambassadors. Whenever employees interact with customers, they build the brand’s public image. Therefore, the more they represent corporate values, the better.

It can be tempting to go for short-term profits to satisfy your shareholders, but you’re much better off resisting the urge. After all, short-sighted management is harmful.

Short-sighted management decisions damage your company’s long-term prospects, along with its stakeholders, who are the people your company affects, like its employees, neighbours and the general public.

A better strategy is to build a sustainable vision for your company and convince your shareholders that it works. In the end, a company’s value is mostly determined by its future performance and that performance is based on its corporate vision. Therefore, your vision needs to address sustainability.

Coaching Salespeople into Sales Champions

Great sales managers aren’t great because they close the most deals. Like a sports coach, a great sales manager pushes her team to achieve more every day.

That’s why a great sales manager is by default a great coach. The problem is that both hats require different skill sets. For example, a great coach is probably less concerned about quarterly sales goals than she is about an employee’s personal growth.

Yet a great sales coach can make the difference between whether your sales team is great or just average. And as we all know, a great sales team can make the difference between a successful, growing company and one that bites the dust.

Imagine you’re a sales manager who wants to grow her lead generation and sales efforts, but you’re struggling without a defined approach or game plan.

It’s clear you need advice, so you decide to enlist a consultant, a trainer and a’s important for you to discover precisely which type of support your salespeople really need 

Clearly, hiring a consultant and a trainer can be helpful, but too many managers underestimate the third step, which is coaching. That’s because after your training, a coach plays an instrumental role in ensuring you and your team understand your training and effectively apply it.

You’ll have to do the coaching on a daily or weekly basis. You’ll see, though, that these weekly coaching sessions will give you the chance to uncover and solve problems you might not have seen before.

So remember, if you’re going to undertake the challenge of both managing and coaching, it’s essential you learn how to switch between routine managerial work and the work of coaching.

The average manager juggles sales goals, tight deadlines and an unending list of problems. As a result, most of them work in constant fear of failing to meet targets.

The problem is that fear causes managers to worry about what might happen, instead of viewing issues through a rosier lens. So if you want to be an effective coach, you’ll first need to banish your fears.

focusing on the present is exactly what it takes to conquer your fears.

Being in the present moment doesn’t mean being shortsighted and ignoring what’s around the corner; it means that now gets priority. If you’re obsessed with meeting future goals, for example, you’ll struggle to remain in the present.

Reducing your focus on results means shifting your attention from the outcome to the process. After all, the result of an event is merely the product of an involved process.

Another strategy for focusing on process is

to let go of expectations. To do so, you’ll need to put your energy into creating possibilities, instead of fixating on what you think results should or will be.

possibility is something that can happen; an expectation is something you anticipate willhappen. For instance, you might expect your team to make a certain number of calls each day, but you could also give them the possibility to ask for assistance with difficult prospective clients.

Perhaps you think you know how to improve someone’s life, but the problem is that your idea of “better” might not exactly fit with the other person’s idea of “better.”

Therefore, it’s essential that you don’t push individuals to do more than they want to do.

Challenging salespeople to achieve more is a key aspect of coaching, as you want your team to be all it can be. However, coaching isn’t about just what’s attainable. In fact, it’s more about the wants and needs of each individual, and how you can help each person meet the challenges of their personal and professional goals.

It’s therefore key to customize your strategy to fit the individual goals and needs of the person you are coaching!

A great manager knows that when an employee asks for advice on a problem, the best approach is to let the salesperson solve it himself by asking the right questions. That’s because this strategy encourages employees to think for themselves and, by generating their own solutions, employees will feel empowered.

First of all it’s essential to avoid problem-focused questions, or questions that center on what’s wrong, as they only reinforce negative opinions. Instead, you should ask solution-oriented questions, as the answers will help you and your employee move forward.

Most of us tend to keep our distance from people we don’t know well or have a hard time trusting. For this reason, in a coaching relationship, it’s essential that you make your employee feel comfortable. It’s easy to earn an employee’s trust through enrolling, the art of deeply connecting with others by communicating in an authentic, honest and open way. It works like this.

Being a manager and a coach are two distinct roles, which means guiding your employees to success requires being able to easily switch from manager to coach, and back again

Once you’ve mastered this skill, you can overcome your fears and foster authentic conversations with your salespeople to set the foundation for a trusting and thus effective coaching relationship.

Four Seconds

Breathe in. Breathe out. It takes four seconds to take one deep breath – four seconds that are crucial to the quality of the decisions you make. Stress leads us to self-sabotage by, for instance, forgetting to prepare for important events or getting into arguments with those around us.
Many people respond to stress in self-defeating, counter-productive ways, such as yelling or starting an argument with someone. To create better habits you have to pause, breathe, and identify an area of focus. When you pause and breathe, this puts you in a state that allows you to make better decisions and consider the outcomes of your actions before you take them. In addition to the four-second breath, in a stressful situation, it’s a good idea to identify an area of focus, rather than a goal.

Goal setting is often accompanied by temptations to cheat or to take unnecessary risks, whereas an area of focus motivates you without offering up such negative temptations.

Living in a busy world, we need to be prepared for everything life throws at us. In fact, failing to prepare for the day ahead often results in costly blunders that waste time.
But how can you go about preparing for the unexpected? The secret is preparing for a process, rather than a solution. It’s impossible to be armed with a solution for an unpredictable event, but we can be prepared to manoeuvre through ambiguity. To do so, use the following three-step process. It will help you when you find yourself in a situation you weren’t prepared for, and are suddenly required to make a decision.
First: Pause, breathe in and out deeply for four seconds, and think. For instance, if you’re out sailing in your boat and run into a storm, breathe, and think.
Next, assess your options. Ask yourself: given the resources and information I have available to me, how can I get to my desired outcome? In this case, you have two options: continue sailing or swiftly make your way back to land.
Finally, make a decision and stick to it. Say to yourself: even if this isn’t ideal, it’s the best option given the circumstances. So, based on the judgement that the storm will soon pass and that the wind would be more violent if you turned back, you decide to continue sailing.
Taking just four seconds to pause and breathe once in a while will better position you to alleviate your stress and figure out how to proceed.

To improve your communication habits, focus on the content of the message and avoid arguing

you should use the best tool you have available: listening. Listening is a brilliant tactic as it doesn’t threaten the other person. On the contrary, they will feel heard, piquing their interest to listen to you. So if you want to bring your point home and even sway the other person, drop the arguing and start listening.

Expecting people to say and do what you would have said or done doesn’t usually end well since no one is a carbon copy of you! It’s a far healthier habit to treat people how they wish to be treated. To further reinforce your relationships, let people know what it is about them that you appreciate.

 Aim to replace gift-giving with a habit of telling people that you appreciate them just as they are – not for the favours they have done for you or the work they have done for your organization. This will encourage them to feel respected and loved, which will strengthen your relationship.
We’re continually learning new things in our working lives: a new language, a new technological skill or management technique. However, we often tap into bad habits that can hinder our own or others’ learning. So how do we stop this?
First, we have to understand that, in order to learn anything, we must have the opportunity to fail.

Learning is not about being perfect. Quite the opposite. It’s about recognizing when you’ve failed, and being able to adjust accordingly.

Example- manager of an organization. As a manager, you have to protect the organization, but blocking the chance for failure and self-recovery is a weak strategy if you want your employees to acquire new skills and improve their work.
So if an employee struggles in an important meeting, you should struggle how the employee performed in relation to your expectations of them, and what they can learn from this.
Besides making room for failure, you should also be prepared to share your successes if you want to optimize your work habits. This is because the achievements of an organization or any kind of venture don’t just boil down to the work of one person.
Also, knowing that you’ve contributed to success is highly motivating. And when you’re motivated, you work more effectively.
You’ll be able to optimize your work habits if you can neutralize negativity and accept criticism. show your understanding of the person’s negative emotions. Then, if you’ve felt similarly before, tell them about it. Lastly, don’t tell the person that they’re wrong. Rather, try to uncover what the person is positive about and focus on that.
Accept that you feel hurt or angry. Then place these feelings to one side. 

Next, realize that the person offering the criticism might not be the best communicator, so put your attention on the actual message, not the package. Then, try to take a neutral stance, by neither agreeing nor disagreeing. Then listen, and try to simply gather the information being offered. Finally, take a little break before you consider what the person said and decide after a little while if, what and how you can change.


Walmart is not just a retailer; it is a phenomenon. If Walmart were a country, its GDP would be greater than Norway’s. The company is the world’s largest commercial employer; and it manages just slightly fewer people than does the Chinese military.

How did Walmart become the largest retailer in the world? There are two core principles responsible for the company’s success: low prices and broad selection.

Let’s start with price. Walmart’s pricing policy is famous in its own right. The company’s policy is called EDLP – Every Day Low Prices – and Walmart works hard to deliver on that promise.

But how do they manage to do so? In a word, efficiency.Walmart is ruthless in taking every possible measure to cut its costs and lower its prices.

Scale also plays an important role in Walmart’s commitment to low prices. Buying and selling higher volumes of goods allow the company to reduce prices. This may seem counterintuitive, in that we typically assume that selling a product at a lower price leads to lower profits. But that’s not necessarily true, as Walmart knows well.

It’s also worth noting that there’s another advantage to scale. In Walmart’s case, the larger it becomes, the more bargaining power it has with suppliers. Walmart has such market clout that suppliers simply can’t afford not to place their products on the retailer’s shelves.

Thus, suppliers sell to Walmart at lower prices, which allows the retailer to pass on the savings to customers.

Walmart proved that a giant corporate-owned retailer could not only survive but thrive in rural areas. Walmart realized that customers would be willing to drive 70 miles or more to buy a significantly discounted lawn mower, for instance. By carrying a broad assortment of goods catering to every possible need, Walmart could reach customers who lived both near and far.

Walmart also introduced its own private labels, such as Sam’s Choice, to sell alongside popular national brands. Private label products are essentially equivalent to well-known brands but are less expensive, as the costs of advertising and marketing are considerably reduced.

It’s worth noting that although having a broad assortment of products benefits Walmart, there’s a drawback to having too much choice. That is, customers might get overwhelmed and consequently buy nothing at all.

Another factor that makes Walmart successful is its approach in working with suppliers.

Unlike many other retailers, Walmart doesn’t work with middlemen. This policy came at the urging of Walmart founder Sam Walton, who disdained distributors.

Thus Walmart developed its own supply chain capabilities and cultivated direct relationships with vendors.

In the early days, however, this wasn’t easy. Walmart’s negotiations with suppliers were ruthless, with each party fighting tooth and nail to get the better deal.

To change the situation for the better, the two managers created a Walmart/P&G team to improve communication and collaboration between their companies.

These kinds of close supplier relationships eventually became the rule and not the exception for Walmart. Even though the retailer never fully abandoned its ruthless negotiation style, Walmart has expanded its relationships with suppliers,particiWalmart’s focus on technological innovation has put it ahead of the competition, as it has made the retailer much more efficient, therefore enabling better service and lowering prices.

The company’s technology tracks every single item in its stores. And when shelves run empty, a computer automatically alerts a warehouse that an order needs to be placed and shipped. 

Ultimately these collaborative relationships have led to increased efficiency and lower prices.

Walmart’s eventual logistics mastery started with a simple problem. Since its first stores were located in rural, isolated areas in the southern United States, many distributors found it unprofitable to deliver goods to Walmart stores.

But Walmart made a virtue out of necessity: If no one wanted to deliver to its stores, the company would do it instead, setting up its own distribution centers, complete with a fleet of trucks.

Today, the scale of Walmart’s logistics empire is unprecedented. It has more than 40 regional distribution centers, each over one million square feet. And each distribution center works around the clock to deliver goods to between 75 and 100 stores within a radius of 250 miles.

You might wonder: how on earth can Walmart manage such an operation? Well, it all comes down to technology. Walmart from the start embraced state-of-the-art technology and supply chain innovations.

Walmart set up High Velocity Distribution Centers for fast-moving goods in any product category. When a store is aware that a product is running low, it sends data to the closest distribution center. Trucks are packed with the required goods and brought immediately to the Walmart shelf, with no time lost.

Importantly, this system generates unparalleled amounts of data, enabling astounding real-time inventory visibility, data which has an immediate impact on merchandise planning.

the retailer doesn’t simply keep its data to itself to benefit, but openly shares some information with its suppliers.

This way, suppliers not only know which products sell well but also can pull accurate information about which items sell well on which days and in which stores. This enables suppliers to plan their production more efficiently and better coordinate inventory levels with Walmart.

With this sort of streamlining, Walmart can reduce not only waste but also the labor costs associated with storing inventory, which all translates to cheaper prices for the end customer.

Tight relationships with loyal suppliers.An end-to-end logistics empire.State-of-the art technology. These are the reasons why Walmart is at the top of its game.

Walmart may be the biggest retailer in the world, but the company is still far from reaching its full potential.

There are still two large categories of potential customers to which Walmart hasn’t successfully reached out: residents in U.S. cities and international shoppers.

Walmart got its start in rural, lower-income areas. To grow, Walmart needs to expand to urban centers, especially as there are many underserved urban areas that lack access to fresh, affordable groceries,Since some 23 million consumers live in such areas, the strategy holds huge potential!

And while Walmart plans to open 300 stores in urban areas by 2016, success is not guaranteed. As of today there is not a single Walmart in New York City. And it’s easy to see why: Walmart Supercenters are gigantic, and the real estate costs alone would be astronomical!

There is a simple solution, however, which is to make the stores smaller. And that’s precisely why the company introduced Walmart Express in 2011. At just 15,000 square feet, these stores will still be able to offer three times the product selection of an ordinary grocer.

The company is also taking seriously its global expansion plans. Walmart International is already active in 26 markets, making it the third-largest retailer in the world, behind Walmart U.S. and Carrefour.

But there’s still more that the company could do to reach out to some 4 billion untapped global customers. The company’s long-term potential, especially in countries like China, India and Brazil, is huge.

For now, Walmart International has entered such markets but doesn’t yet dominate them. In the future, however, Walmart International might surpass its U.S. counterpart as the biggest retailer in the world.

How to reach out to new customers isn’t Walmart’s only challenge. A more serious challenge already looms: analysts expect Amazon to overtake Walmart as the world’s biggest retailer by 2024.

There are two reasons why this is a possibility. First, Walmart has criminally neglected e-commerce. And second, Amazon is beating Walmart at its own game when it comes to price and assortment.

Walmart’s online sales today hover near $6 billion, which is small when compared to Amazon’s $34 billion in annual sales. The question is, how could Walmart miss such an obvious source of revenue?

In part, Walmart has focused its attention on expanding its Supercenters, which in general perform quite well.

But there’s also another reason for Walmart ignoring the internet. A decade ago, when the retailer tried experimenting with online technologies, its core customers weren’t interested.

In 2004, Walmart launched an online music store to compete with iTunes. However, since the typical, low-income Walmart shopper didn’t yet have internet access, the project was a flop.

So Walmart has its reasons for coming late to the online game. But that’s not the only factor at play. The second reason Amazon may surpass Walmart is because it’s already surpassing the retailer at its core strengths, offering lower prices and a broader assortment of products.

Another comparison found that when it comes to assortment, Walmart “only” offered 96 different types of camcorders, whereas Amazon offered 2,016. And this trend holds true more generally, in that the online retailer offers approximately 14 times more products than Walmart! 

In other words, Amazon is not only a fierce competitor but also a worthy foe.

Content inc

Content creation is a modern way of marketing that facilitates entrepreneur to reach their specific target audience with very low cost of investment, being affordable,

it’s also a great tool for small business owners and start-ups. It doesn’t require to push a product forward so that before the market launch you can analyse the audience needs and can make them buy your product later.

Content writing is abolishing the traditional way of marketing called advertisements, according to the content council, that is a global non-profit organisation, their studies show 61 % of people are more likely to buy a company’s products when that company provides content that is uniquely tailored to a specific audience. and according to marketing hub content, 70 % of consumers prefer becoming familiar with a company through articles and content rather than advertisements.

For content writing first, you have to identify your sweet spot. A sweet spot is a combination of your knowledge, skills and passion.
For example entrepreneur, Andy Schneider’s passion is teaching and his unique skill is raising chickens in his backyard, so with this combination, he started taking regular meetings about backyard poultry in Atlanta. It takes some time to reach your target audience. Finding your sweet spot makes it easy to be consistent with the competition.

After finding out your sweet spot it comes to content design, it must be unique and different from other existing ones, and it must be catchy for audience .you can identify customer needs through social media and online surveys, and can offer unique services regarding your sweet spot to attract them to your platform.

Finding out a right platform is also a task, you must find out the channel suitable to get connected to your target audience, it may be -youtube, podcast, blog, word press website or a printed magazine.

For a successful business, it is important to keep in touch with the target audience, try to turn them into loyal ones and hold them, and analyse the business performance from time to time. You can use a content calendar to stay organised and on track, to deliver creative content over a long time period. for example, you might want to see if your content got the right amount of positive feedback, or if it increased sales over a certain period of time. By keeping track of such things, you’ll be able to learn and adjust.

To improve your business you can use SEO techniques, diversification, and can buy existing content assets. SEO is search engine optimization that increases the chances of getting your content picked.

Diversifying is simply adding different channels, to position yourself as an industry leader, who offers his audience more than just one blog or youtube channel, but it should be only expanded to another channel once your first channel has secured loyal audience.

And at last buying content assets, this is something where content providers who already have a platform as well as an audience in the area you’re looking to expand to. If you want to expand quickly, it makes sense to buy an existing asset and absorb their existing audience, rather than building a new one from the ground up.

There are many opportunities for generating income with your content right from the start, Once you’re up and running, you can experiment with different revenue streams to figure out what works. And don’t forget to listen to your audience. Opportunities can come from customer feedback or from someone who heard you speak at an event.

Why do we use it?

It is a long established fact that a reader will be distracted by the readable content of a page when looking at its layout. The point of using Lorem Ipsum is that it has a more-or-less normal distribution of letters, as opposed to using ‘Content here, content here’, making it look like readable English. Many desktop publishing packages and web page editors now use Lorem Ipsum as their default model text, and a search for ‘lorem ipsum’ will uncover many web sites still in their infancy. Various versions have evolved over the years, sometimes by accident, sometimes on purpose (injected humour and the like).