Chile Travel Packages - The Why Not Factor - Your Secret to Success

Is it the features? Is it the price? Is it the value? But what really sells you in the end, trying to get the best deal that you can, you go from dealer to dealer? Don't you, now usually when you go car shopping you start with a budget in mind? Let's go car shopping. Let's go on a little flight of fancy.

And you look the best in it -don't you, feels the best, you buy the car that looks the best, emotions always come into play, try as you might?

All of the above, they will tell you, naturally! Or the photographer showing incomparable quality, exceptional quality, unmatched packages, the cheapest price, what are they looking for? Put yourself in your clients' shoes.

Can we? We would like to think that we fit the bill in all of the above but do we? Can they really tell the difference, but in reality?

Or what I call the best Why-Not, the best sales presentation, then it boils down to the best salesperson! When in your clients' eyes there are too many similarities to really tell, what happens.

Or your Mission Statement, often it is call a "USP" (Unique Sales Point). It is the one thing that compels people to buy from you instead of from your competitors. Defines the nature and purpose of your business. Your Why-Not!

Is much more than both of the others put together - yet simpler. Your Why-Not!

It stands for

Why Hire You - No Other Temptations

Then you must make it so that there can be - No Other Temptations! You must answer the question for your clients - Why Hire You?

The exciting part of it is that anyone reading it will get a clear picture of the personality of the company and what you stand for.

Personality shows emotion and a human side.

USP's and Mission Statements are documents and documents are cold and impersonal.

It will tell the client what you will do for him or her, more importantly.

- a unique and compelling claim or offer - that's targeted like a laser to give you a direction. You have to come up with a specific Why-Not! Ish; trying to be all things to all people is fool¬. Too often a company fails because it doesn't know who it is trying to serve.

" "Why-Not, and when they hear the answers that they are looking for they will exclaim! " Why would someone buy from us? It answers the question "What is our reason for being?

S for different product lines or services that you offer. Ent Why-Not; but this is not to say that you can't have two or three differ¬!

All studios need a clear sense of where they are trying to go and what they want to be in order for the diverse elements to pull in a uniform direction. . S and you must define this yourself because your entire marketing and operational success is built upon the Why-Not! There are many different kinds of Why-Not!

And what you stand for, what you are going to do, what you are doing is providing your prospective clients is a clear cut picture of who you are .

Why do you want to do this?

Just teasing with you. Why-Not!

We then strive to be like these individuals and yet the very nature of success demands authenticity. Their qualities and attributes are polished to a bright shine and then professionally presented to the rest of us. One reason is that our society makes celebrities out of people who are unique or who have special abilities.

So what's the secret?

" " Then he would quickly follow up with "Why should you be immoral? "Why should you be moral, my first year Philosophy Prof loved to ask? Improving yourself requires polishing what's great about you and proudly presenting it to the world. And being truly happy, being successful, being authentic and true to ourselves is the only chance we have of being liked. We ALL have something special to give. We are ALL unique. It's simple really.

" "The correct answer is Why Not, then with a smile on his face and a glint in his eye he would say!

" Is obviously "broad choice. . Their Why-Not! Some companies position themselves as having the best selection or broadest array of buying options.

" Is "low price" or "low markup. But their Why-Not, other companies may offer more limited selection!

. "Quality" or "exclusivity" is its Why-Not! But still reasonable price, so instead they offer the finest quality at a higher, another company may decide they don't want to be known for just price or selection.

S' encompass three elements: Most Why-Not!

A purpose/role element 1.

What is the purpose of the company, in a nutshell? A.

Specializing in species which are on the endangered species list, i am going to take nature photographs. I.

What role are you going to play? B.

And how the effects of man are playing out in these animals lives, my experiences, my goal is to raise awareness of these precious animals by writing books and articles about them. Ii.

A boundaries element 2.

In the example above you might write something like. This element defines what you will and will not do.

My goal is to depict the plight of endangered speices but not demean them or make light of their existence. I will write books and articles to serious journals and magazines but I will not do greeting cards and postcards.

A values-based/philosophical element 3.

What do you settle for, and one last question: If you don't stand for something? What will be your legacy? What do you want to be known for? What do you stand for? Here are some more questions to ask yourself.

Shouldn't be used. Any answer which does not fall in line with your Why-Not! Is the road map which you and your employees can follow anytime there is a question that surfaces out of the ordinary. Your Why-Not! Ble; generally it is better to keep it as simple as possi¬. This can be as long as 10 pages or as short as one sentence. Concise overall goal for you and your company, it is important to have a clear. The principal features are usually a broad definition of the basic business code of conduct and the scope of the organization.

Without fear of repercussion, immediately, they would be empowered to do the same, if you have employees. But it is the right course, maybe not immediately, this course of action will always work to your favour. Without hesitation and with a smile - you give her money back or offer to retake them. They are great shots, as far as you are concerned, but you are torn, states that you guarantee 100% satisfaction. Your Why-Not! Jones comes in and complains that she doesn't like her photographs and you look at them and they are as good as they are going to get. Another example would be if you own a portrait studio and Mrs.

It can be used as an ad and it should be used in all your ads, as a matter of fact. Your employees and your clients, can stand alone as an advertisement that sells your company to you. Basically your Why-Not!

S' A few more points about Why-Not!

There is no right or wrong type; there are many different formats.

It remains fairly stable over time.

A balance must be struck between too wide and too narrow a definition; it may be expressed at different levels of abstraction.

Policies and guidelines, strategic thrust, s' include objective. Some Why-Not!

They describe your products in terms relevant to your customers.

" They are only concerned with "What's In It For Them, whenever people buy. With different benefits, differentiate - explain how your product is different than the competition's.

Effectively choose pricing and positioning strategies.

These strategies may be based on the fact that:

You are an expert in your field. 1.

You have degrees or education in your specialty. 2.

You may finish your products with better quality or more expensive finishes. 3.

You may frame each print. 4.

or uses of the photograph or in the photographing, specialty, distance, safety, you may have an escalating hourly fee depending on the degree of difficulty, 5.

Steps to develop your Why-Not:

Keep in mind:

- There is no right or wrong statement for your organization just as there is no best or most appropriate format.

The words can be fine-tuned later; - Focus on the concept not on the words.

It's important that you stay away from platitudes, from mother-hood-it is, at least to some degree, - Most Why-Nots' suffer.

Faster or meaner than the competition inevitably leads to surprises and the realization that you and your colleagues are just about on par with the quality of the people with whom you are competing, to assume that you are smarter, services and ideas, in the competitive marketplace of goods. And will do a better job, will work harder, - The greatest flaw of most Why-Nots are that the implicit message is the "we" are smarter.

It will be refined and reworked later so try to open up and be creative now. This is a first attempt at development of a Why-Not so it is important to build in new ways of viewing things at the beginning. Try to build creativity into your work, - Although it is difficult.

To give you an idea as to how a Why-Not can look I'll show you one of mine.

Old Masters Portrait Studio Why-Not is:

It is our goal to provide service to the customer that is unsurpassed in the industry so that all of our customers will want to come back year after year. Using the finest materials that we can find, the image will be technically perfect and of excellent quality. Old Masters Portraits Studio desire is to create an exciting and memorable image for each and every one of our customers.

We will be happy if our clients are happy and our clients will be happy if we are happy. It is imperative that we charge a price that provides value to the client and a good return on our efforts.

Writing your Why-Not
Start by answering the following questions.

What is the purpose of our organization? 1.

What is our reason for being? 2.

What are we going to photograph and why? 3.

Begin to filter in the following questions, after spending some time on the first three questions.

Who do we serve? A.

What do we do best? B.

What are some of our weaknesses? C.

What kinds of programs and services do we provide or should we provide? D.

What outcomes do we hope to achieve? E.

Plish; what do we hope to accom¬? F.

What would happen if our organization did not exist? G.

What is special about the way we operate? H.

What do I or our shareholders want? Where do we or should we provide our product or service? I.

From the previous exercise you can now put together a Unique Selling Proposition or Mission Statement that will give you a direction and major driving force for your company. J.