Whenever possible choose to use a photo rather than an illustration in your marketing/advertising material.
Why?
Because study after study shows that photos sell better than illustrations (except in those situations where photos either can't clearly detail what you're trying to visually communicate or where photos could create anxiety ... like how implants are placed.
In one test of photo versus illustration, the photo ad increased response by 300%.
Copyright 2007 by Galen Stilson
Monday
Envelope Teaser Copy ... Not An Afterthought
Remember this ...
When you use envelope teaser copy, you are advertising the fact that there's advertising inside the envelope. So, you'd better be sure that the teaser copy says precisely what you want it to say and that it makes the reader WANT to open the envelope to get to the information inside.
If the teaser doesn't in some way compel the reader to look inside, he won't. In that case you would have been better off not using any teaser.
What kind of teaser copy works best? One that directly or indirectly promises a powerful benefit(s) to the recipient is always a good, safe choice. Example ...
Copyright 2007 by Galen Stilson
When you use envelope teaser copy, you are advertising the fact that there's advertising inside the envelope. So, you'd better be sure that the teaser copy says precisely what you want it to say and that it makes the reader WANT to open the envelope to get to the information inside.
If the teaser doesn't in some way compel the reader to look inside, he won't. In that case you would have been better off not using any teaser.
What kind of teaser copy works best? One that directly or indirectly promises a powerful benefit(s) to the recipient is always a good, safe choice. Example ...
Are you fed up with your dentures?If so, here's a solution you'll appreciate (see inside) ...
Teaser copy should always be treated as a major creative copy component, not an afterthought. You should spend as much time on it as you would the headline of an ad.
Copyright 2007 by Galen Stilson
Wednesday
There's A Fine Line Between
*Disguise* and *Deceit*
When you play the *disguise* game with your direct mail, you risk crossing the line into *deceit* territory. And it's a fine line.
Recognizing the difference is often a real problem.
Why?
Because you're playing on the recipient's home field ... and he's doing the officiating. And if he perceives it to be deceitful, then you get penalized and sent to the penalty box (the wastebasket) ... even if instant replay clearly shows that your intent was not truly deceitful.
It's true that I'm playing semantics. Let's face it, to disguise is to deceive. One disguises in order to hide ... to conceal ... to deceive.
In marketing, what's real in our prospect's mind is what's real. Even if, in reality, it isn't. And in the mind of most prospects, there's a difference between *disguise* and *deceit.* A little *disguise* is usually acceptable. A little *deceit* isn't.
So, if you're thinking about concealing the true contents of your direct mail by dressing up the envelope in an IRS look-alike costume or a phony-check-inside mask, or any other disguise ... remember that it might be perceived by some as just a disguise, but by others as deceitful (even if you intended it "just as a disguise").
Think about it.
And then decide that disguise in any form is not only risky ... it's also dishonest. My recommendation: Don't disguise or deceive. Always be truthful when creating your marketing/advertising ... just be sure to make that truth sing a happy and benefit-filled song.
Copyright 2007 by Galen Stilson
Recognizing the difference is often a real problem.
Why?
Because you're playing on the recipient's home field ... and he's doing the officiating. And if he perceives it to be deceitful, then you get penalized and sent to the penalty box (the wastebasket) ... even if instant replay clearly shows that your intent was not truly deceitful.
It's true that I'm playing semantics. Let's face it, to disguise is to deceive. One disguises in order to hide ... to conceal ... to deceive.
Please
Remember
This ...
Remember
This ...
In marketing, what's real in our prospect's mind is what's real. Even if, in reality, it isn't. And in the mind of most prospects, there's a difference between *disguise* and *deceit.* A little *disguise* is usually acceptable. A little *deceit* isn't.
So, if you're thinking about concealing the true contents of your direct mail by dressing up the envelope in an IRS look-alike costume or a phony-check-inside mask, or any other disguise ... remember that it might be perceived by some as just a disguise, but by others as deceitful (even if you intended it "just as a disguise").
Think about it.
And then decide that disguise in any form is not only risky ... it's also dishonest. My recommendation: Don't disguise or deceive. Always be truthful when creating your marketing/advertising ... just be sure to make that truth sing a happy and benefit-filled song.
Copyright 2007 by Galen Stilson
Sunday
Which Day(s) Should You Run Your Newspaper Ads?
Run newspaper ads on days when your office is open and your staff is available to answer the phone.
Responding to direct response dental ads is very often a spontaneous, emotional reaction that has a short sense-of-urgency lifespan. The longer the prospect has to wait to act on that emotion, the more likely it is that the emotion and urgency will fade. As emotion and urgency fade, so does the likelihood that the prospect will call to make an appointment.
If you have office hours on M-Th, then those are the days that make the most sense ... with Monday, Tuesday and Wednesday usually working best. Friday and Saturday are the least likely to produce because there is a two-to-three day lapse before the prospect can reach you. Remember ... time lapse equals loss of emotion and urgency.
Sunday -- because of increased circulation, high readership, and just a one day time lapse -- is worth testing.
Copyright 2007 by Galen Stilson
Responding to direct response dental ads is very often a spontaneous, emotional reaction that has a short sense-of-urgency lifespan. The longer the prospect has to wait to act on that emotion, the more likely it is that the emotion and urgency will fade. As emotion and urgency fade, so does the likelihood that the prospect will call to make an appointment.
If you have office hours on M-Th, then those are the days that make the most sense ... with Monday, Tuesday and Wednesday usually working best. Friday and Saturday are the least likely to produce because there is a two-to-three day lapse before the prospect can reach you. Remember ... time lapse equals loss of emotion and urgency.
Sunday -- because of increased circulation, high readership, and just a one day time lapse -- is worth testing.
Copyright 2007 by Galen Stilson
Wednesday
How Many Opportunities Are You Missing At Lunch?
At lunchtime, do you have an answering machine handle phone calls?
Many people have to make their calls before work, during lunch hour, or after work. If you open at 8:00, lunch from 12:00 to 1:00 and close your doors at 4:00, you don't leave much time for working people to call. You're really restricting your opportunities with these people.
And what happens when you're running an advertisement and the person reading the ad is persuaded by your words to call to set up an appointment ... at lunchtime. You've spent money to attract this person and what do you give him when he calls during lunch ... an answering machine saying that we can't talk to you now, we're eating. All of us.
It's the wrong message to send potential new patients.
Figure out an amicable schedule among staff members so that someone is answering the phone during lunch.
Copyright 2007 by Galen Stilson
"Hi, this is Dr. We-don't-answer-the-phone-at-lunchtime's office. I'm sorry but we are all at lunch until 1:00 PM. Your call is very important to us though, so please call back after 1:00."When I make a business call and get an answering machine with the above-type message, I'm not happy. Nor do I believe that the business really thinks that my call is very important ... otherwise someone would be assigned to answer the phone. And after I get that message, there's a good chance that I'll move on and try a competitor.
Many people have to make their calls before work, during lunch hour, or after work. If you open at 8:00, lunch from 12:00 to 1:00 and close your doors at 4:00, you don't leave much time for working people to call. You're really restricting your opportunities with these people.
And what happens when you're running an advertisement and the person reading the ad is persuaded by your words to call to set up an appointment ... at lunchtime. You've spent money to attract this person and what do you give him when he calls during lunch ... an answering machine saying that we can't talk to you now, we're eating. All of us.
It's the wrong message to send potential new patients.
Figure out an amicable schedule among staff members so that someone is answering the phone during lunch.
Copyright 2007 by Galen Stilson
Friday
Your Staff's Place In The Marketing Mix
Do you expect and encourage your staff to take an active role in your practice marketing?
If not, you should consider it.
Every member of your staff should be actively recommending your practice to friends and acquaintances whenever the opportunity presents itself. Who better to know how skilled you are and how patient friendly your practice is. And although it would be nice to think that staff would do this willingly, the likely reality is that few see themselves as a marketing arm of your practice.
How can you encourage and motivate your staff to take more of an active role in the marketing of your practice?
If you're concerned about how much the discount might cost, you can always put a total dollar limit on it ... say 10% discount with a total limit of $500. (Of course, the limit should be mentioned to the prospect by the staff member.)
This is a win-win-win situation. The power to offer discounts (and have a vested financial interest) gives the staff member more incentive and confidence in broaching the subject with people. The new patient gains immediate respect for the staff member as someone with influence in the practice. And because of the special personal discount the prospect is more likely to make an appointment, keep the appointment, and follow through on your recommendations.
I'm not one who often recommends to my clients the use of discounts to attract new patients. That's not the image we're normally trying to promote. BUT, when it comes to motivating referrals -- particularly from staff -- I consider it a valuable marketing tool with little downside (as long as the staff handles it with care and respect).
If you're not actively trying to get your staff involved in the marketing mix, give it some thought. I'm sure you (or your staff) can come up with a plan that will make everyone happy.
Copyright 2007 by Galen Stilson
If not, you should consider it.
Every member of your staff should be actively recommending your practice to friends and acquaintances whenever the opportunity presents itself. Who better to know how skilled you are and how patient friendly your practice is. And although it would be nice to think that staff would do this willingly, the likely reality is that few see themselves as a marketing arm of your practice.
How can you encourage and motivate your staff to take more of an active role in the marketing of your practice?
» Whenever you hire a new staff member, be sure to discuss their role in the overall marketing of the practice.To make this system even more effective, allow staff members the right to authorize a prospective patient up to a 5% or 10% or 15% discount on any work done during their first year or first procedure or whatever you're comfortable with. The staff member handwrites this discount percentage on the card and tells the prospect to be sure to present that card when s/he gets to the office to be sure to get the discount.
» Explain to the current staff that they can have a direct influence on the success of the practice through their personal word-of-mouth marketing. Encourage them to regularly recommend the practice.
» Make it worth the staff's time and effort. Develop some type of compensation package that remunerates staff members whenever they are responsible for bringing in new patients. It might be a flat dollar amount, a percentage of fees paid by the new patient (up to a given limit and within a certain time period), or any other number of options.
» Devise a system that makes it easy to track which new patients came through which staff member. There are any number of ways this can be accomplished but one of the easier ways is to give all of your staff professional business cards which they hand out to prospects (with instructions to the prospects to bring the card with them to their first appointment).
If you're concerned about how much the discount might cost, you can always put a total dollar limit on it ... say 10% discount with a total limit of $500. (Of course, the limit should be mentioned to the prospect by the staff member.)
This is a win-win-win situation. The power to offer discounts (and have a vested financial interest) gives the staff member more incentive and confidence in broaching the subject with people. The new patient gains immediate respect for the staff member as someone with influence in the practice. And because of the special personal discount the prospect is more likely to make an appointment, keep the appointment, and follow through on your recommendations.
I'm not one who often recommends to my clients the use of discounts to attract new patients. That's not the image we're normally trying to promote. BUT, when it comes to motivating referrals -- particularly from staff -- I consider it a valuable marketing tool with little downside (as long as the staff handles it with care and respect).
If you're not actively trying to get your staff involved in the marketing mix, give it some thought. I'm sure you (or your staff) can come up with a plan that will make everyone happy.
Copyright 2007 by Galen Stilson
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