ALL Students Must Complete THREE (3) of the Following Case Studies

Entrepreneurship 12 D Block Citadel High School B. Rawding January 2009 Case Studies

Outcomes Covered: UE2, UE6, OK2, OK3, OK4, PW2, PW4, MC5, DI2, DI4, DI9 This is part of an exam that has been designed to be completed in TWO (2) hours. To finish on time you must prepare yourself by reading the case studies before coming to the exam. You may highlight passages or write in the margins and bring this booklet with you. You must sign and submit it to the instructor at the end of the exam and any attempt to use this booklet to cheat will result in a 0 for the whole exam. Failure to submit this booklet at the end of the exam will result in a 0 being awarded for this section. The instructor will not be responsible for lost booklets and will not provide replacements.

ALL students must complete THREE (3) of the following case studies

Case Study # 1 – “George Gerpheide Case Study” p. 2

Case Study # 2 – “E Joseph Cossman:: ENTREPRENEUR WITH A MISSION” p. 5

Case Study # 3 – “From 19th to 1st place in 18 months!” p. 7

Case Study # 4 – “Sundae Sales Get Sweeter!” p. 11 2

Case Study # 1 George Gerpheide Case Study

Dr. George E. Gerpheide formed Cirque Corporation in 1991 and its predecessor, Proxima, Inc. in 1988, to further develop and commercialize GlidePoint® technology, which he had previously developed. As founding president, Dr. Gerpheide was the guiding force behind taking Cirque from a small start-up basement business to a respected, multimillion-dollar corporation known throughout the world. He has been responsible for:

 Initially developing GlidePoint® technology on which he holds five patents

 Assembling and leading a technical team

 Attracting team members with key financial, sales, and marketing skills

 Securing over $2 million in private funding

 Negotiating technology license agreements

 Formulating corporate strategic and growth planning

Prior to founding Proxima and Cirque, Dr. Gerpheide founded and operated Quality Microcomputer Instrumentation (QMI), an engineering design firm, and Aquila Instruments, Inc. a geophysical equipment company. He was a Visiting Scientist at MIT's Artificial Intelligence Laboratory, where he was part of a team which developed a dexterous robotics hand. Dr. Gerpheide served as Adjunct Assistant Professor in the Mechanical Engineering Department at the University of Utah, where he specialized in motion control, sensing systems. Dr. Gerpheide initiated and coordinated a research experiment to investigate growth of protein crystals in micro-gravity in conjunction with Utah State University for the Space Shuttle Challenger, Mission 41-B.

Dr. Gerpheide holds a Ph.D. in Computer Science from the University of Utah (1981), where he was a Graduate Research Fellow and IBM Fellow. He also holds a B.S.E.E. degree from MIT (1975), where he was a National Merit Scholar. He is a member of the Institute of Electronic Engineers (IEEE).

During the startup years, the company was operating in the founder's basement on a shoe string budget, and at times did not have the funds to make the meager payroll. While the inventor saw great potential, the markets need was not yet established. Potential customers were not interested, and most computers did not have a graphical user interface - a Windows operating system. 3

The Challenges

Cirque's greatest challenge to date occurred when the company was very small and fragile. A laboratory prototype of the proprietary GlidePoint® touchpad technology had just been developed. This was prototype number 26, following a string of unsuccessful attempts to produce what would be become the first commercially successful touchpad technology.

Operating out of the basement on a shoe-string budget, the company employed several part-time engineers and technicians and had no significant funding behind it. At that time, the technology was visualized for use by manufacturers of notebook computers, who could build it into their keyboards. Another hopeful market was keyboard manufacturers themselves who could build the pointing technology directly into their desktop computer keyboard. Unfortunately, while the inventor saw the potential for this technology, the markets need was not yet established or apparent. Not only that, but the current prototype was a large mass of jumbled wires and circuitry which obviously could not be manufactured at low cost or in the size required for a portable computer.

The company had no success marketing the concept to portable computer manufacturers, who at that time were not even providing Windows operating systems on their computers. There was no money to meet the meager payroll. A keyboard company who had expressed initial interest after evaluating some prototypes had just said no. The founders had just returned from walking the floor at the Comdex trade show exhibiting the large suitcase full of electronics and the demonstration portable computer had just failed. Prospects looked bleak.

The Successful Solution

The founders persevered. If you play blackjack long enough, you will eventually get the winning hand. In this case, a lucky break came when a very large manufacturer of portable computers finally responded after a long period of silence. The enthusiasm and vision of this first customer lead to initial money for further engineering followed by a significant technology license. This provided the spring board for all of the company's operations which allowed it to go on to become the leading provider of touchpad technology. Cirque created an entirely new category of products in the retail computer market with its line of GlidePoint® pointing devices and keyboards.

From its humble beginnings in 1991 with four employees, Cirque now employs a workforce of 65 and continues the work to improve the technology. Recently named to Inc. magazines "500 Fastest Growing Private Companies" in America, as well as to the "Utah 100" - the fastest growing public or private companies in the state, Cirque embodies the vision and dedication of the founders to the mission of providing a more "human approach" to computer interfaces.

Determination, perseverance and seed funds from UTFC gave the company needed time. Patented GlidePoint® touchpad technology was to become the first commercially 4 successful technology of its kind, and is now available as both packaged peripheral products to the retail market and modules in component form to mobile computer manufacturers. About one-half of the touchpads found in mobile computers, including those available from dominant market players such as Compaq, NEC, Micron and Sharp, incorporate Cirque GlidePoint technology.

While the past three years have generally seen few developments in pointing device technologies, Cirque has continued to make advances, improving the sensitivity, responsiveness, and feel of GlidePoint technology. Innovative products and product features have been and will continue to be introduced to meet evolving consumers needs. With continuing research and development, Cirque Corporation is committed to advancing touchpad technology to the mainstream, and believes that the touchpad will soon become the pointing device of choice for computer users.

The Vision

The company shares the vision of Bill Gates, Chief Executive Officer of Microsoft, who believes that consumers will be surrounded by "smart appliances" such as interactive televisions, miniature personal computers, "smart home" controls, advanced communications products and other home and office technologies with simple, pictorial user interfaces. Dr. Gerpheide believes that touchpad technology will be used to control many of these devices. Cirque shares the ideal pursued by Microsoft, Apple and other industry leaders: Graphical interfaces to simplify the human-to-computer relationship on complex machines. Focusing on the input device, Cirque plans to use its touchpad experience to continue to improve cursor control in the retail and OEM markets.

The management of Cirque Corporation regards the employees more as family members than as "9-5 employees". As a research and development engineering enterprise, the work requires a level of commitment beyond what is normally expected. Employees are encouraged not only to work hard but also to "play hard" - take time off to be with family, take an extended vacation after a rigorous project has been completed. Meals are provided for employees who work long into the night on a deadline. Because the work environment is open, friendly, and inspiring, it is a rare weekend or evening when the building is closed and dark.

The management team implements unique award systems to acknowledge employees for a job well done, the most interesting being "The Golden Pig", which is the gold tone plated skull from the luau pig in celebration of the completion of the "Kahuna" project. The previous recipient presents the Golden Pig to an employee who has gone well beyond the call of duty. In addition, the company supports employees with additional or advanced education and flex hours to complete studies.

Even as the inventor and creator of Cirque Corporation and of GlidePoint® technology, Dr. Gerpheide typically resists praise given specifically toward him. During company meetings or announcements, he gives all credit to the employees for their hard work, dedication to task, and commitment to the company's successes. 5

Dr. Gerpheide initiated and coordinated a research experiment to investigate growth of protein crystals in micro-gravity in conjunction with Utah State University for the Space Shuttle Challenger, Mission 41-B, and was present to witness the take-off in Florida. Dr. Gerpheide also spends time each week mentoring grade school children at Eastwood Elementary School.

Case Study # 2: “E Joseph Cossman:: ENTREPRENEUR WITH A MISSION”

Experience, and the ability to apply so many diverse experiences, enabled E Joseph Cossman to become a millionaire many times over. Perhaps you haven't heard of "The Messiah of the free enterprise system" (Wall Street Journal) because he has not specialized in one single product or specialty throughout his life. His specialty is MARKETING.

Since emerging as a soldier in the Second World War, Joe has proven that taking calculated risks is fun and profitable. He didn't have a fancy college marketing degree, in fact he started into business with his high school degree from Braddock, PA and his experiences growing up in his father's neighborhood grocery store. Three years in the army in Europe was another kind of experience that led him to think about exporting as his first entrepreneurial opportunity.

His first "risky venture" resulted from reading in a classified ad in the newspaper that soap powder was available in quantity. He knew that this was valuable to postwar Europe and other countries, so he made contact with people he had met and ended up with an order for $180,000...and no soap. His efforts to make this sale work demonstrate his ability to make things happen, a story in itself, but the net result was he did it, and netted $30,000 at a time when he was earning $35/week at his regular job.

Mail-order is the field that is most closely aligned with this entrepreneurial thinker. When he started his business in 1947 there was very little activity in the mail order field. But soon it was growing fast because it met a definite need of people who were hungry for scarce products. When he began there were no credit cards or 800 numbers or computers, and people read the newspapers for mail-order product availability.

Cossman moved to California and set up his office on Sunset Boulevard in Hollywood with the dream of working for himself and becoming a "millionaire". His philosophy "There are many ways of taking a product, and by giving it a twist you can turn it into a money-maker" is demonstrated in the 20+ products that he took to market and sold at least a million of each. He was the first to market 14 balloons for $1.00, not as balloons but as 5 giant animals...an idea with a "twist". You may remember the Plastic Ant Farm, the Spud Gun, Fly Cake, etc. Each product has its own story and experiences that helped develop my personal "philosophy of business". 6

Each year he sought out a new product to introduce at the national trade fairs as an innovative toy or aid to your lifestyle. Some didn't do so well. For example, he bought the entire inventory of 4 million high quality prints of 48 of the world's greatest paintings that had been sitting in a warehouse since 1937. And although he offered them for only $.50 each it took a number of years to find a market. At the same time he found phenomenal success with selling plastic Shrunken Heads for $2.98. The ideas that did succeed far outweighed the losses. And the experience was the real teacher.

One story he tells is about the billboard he set up outside his office on Sunset Boulevard. There he put out a new message every week that demonstrated his humor and salesmanship, an image that he encouraged. Whenever big company executives came to visit, they were publicly welcomed on the sign. Many of his sayings have become famous and can be found on the Internet when you search his name. For example

 "Obstacles are things a person sees when he takes his eyes off his goal"  "Love is a friendship set to music"  "Middle age is when your broad mind and narrow waist begin to change places"  "Luck is what happens when preparation meets opportunity"  "To be without some of the things you want is an indispensable part of happiness"

Cossman believes that "ideas are a person's greatest asset". He quotes Harvey Firestone, the great industrialist who said,

"Capital isn't so important in business. Experience isn't so important. You can get both of those things. What is important is ideas. If you have ideas, you have the main asset you need, and there isn't any limit to what you can do with your business and your life. They are any man's greatest asset- ideas."

Cossman says "Most of our products are the result of our own ideas. In the long run, you're on your own, so let your judgment be your guide. But keep this in mind..a new idea is a delicate thing. It can be killed by a sneer or worried to death with a frown. Treat your own ideas like children - coddle them, keep them away from the chill of adverse criticism, have faith in them - and they'll grow up into strong, mature products to support you in your old age."

Sharing his marketing ideas is the "mission" he has demonstrated through so many of his actions in later life. Joe decided to retire from his search for products that built his entrepreneurial empire when he was only 50. But it didn't take long to learn that sitting in the sun is no way of life for an entrepreneurial mind.

So he wrote two books to share his experiencesand in promoting the books learned that others wanted him to share his experiences personally. Thus started his first seminar in 1963 that had standing room only...in fact people were backed up in the hallways. And this new career resulted in presenting live seminars to over 50,000 people all over the US and selling the course for home study purposes. 7

Leading universities offered Cossman's "10 Step Entrepreneur Program" to their students. At the same time Joe decided to fulfill his lifelong dream of going to college. Showing their respect for his expertise, Pepperdine University gave him credit for his years of experience, and enrolled him in a masters degree program. Joe conducted a research study of program graduates at Pepperdine to see if his course had made any difference in the success of these students. He was pleased to discover that those who reported being successful entrepreneurs also reported being more likely to have completed all the work of his course and used what they had learned in his program. The Regents of the University awarded E. Joseph Cossman a Master of Business Administration degree in 1977.

Graduates of his programs like to share the motivation and creative ideas they discovered in his courses. Joe's students are the success stories that he enjoys telling now. Since he "retired" in 1963 Joe has taught and advised thousands of today's entrepreneurs. He created the Future Millionaires Club in a number of cities to bring his graduates together on a regular basis to support each other.

He has published several books including "How I Made $1.000.000 in Mail Order (And You Can Too), a real recipe for success. (Published by Fireside, Simon and Schuster)

"I am constantly encouraging people to clear off their kitchen tables and start an enterprise that they can control, not one that controls them. Lack of education, lack of money, lack of business connections, lack of business knowledge are not important.

What is important is that we live in a country where over 200 million people speak the same language, 200 million people use the same currency , and you can ship a package from Los Angeles to New York without going through one foreign border or paying any duty on that package. This country is conducive to making money. Once you learn this lesson and make your first deal, you really appreciate the tools available to you in the United States."

Case Study # 3 From 19th to 1st place in 18 months! by Joe Gracia

Tracy owned a small, Midwest travel agency providing escorted motor coach vacation packages to senior travelers.

She was spending a great deal of money on her marketing--a variety of small space ads in a number of local newspapers, radio spots, flyers, direct mail, etc. She was even paying to have her company name and logo on a local bowling alley's score sheets. 8

Lots of marketing activity and expense; but very little results. She was only getting about 10 prospects calling her each week, and many of those were already clients who just had some questions about the travel packages they had seen in her ads. About 1 out of 10 callers actually signed up for a tour--not enough to pay for all of her monthly marketing costs.

You must know what is producing results and what isn't The first recommendation we always make to our new clients is to have them add a tracking code to all of their marketing pieces, so they can determine which pieces are producing results and which ones are not.

By doing this, Tracy found that her very best marketing vehicle was the local Sunday newspaper travel section. We weren't surprised. One of the best places to advertise your product or service is exactly where people are looking for that type of product or service. Travel in the travel section, autos in the auto section, etc.

May sound obvious, but we frequently see business owners placing their ads in odd places thinking that all eyes are equal. They aren't.

Tracy was receiving absolutely nothing from her ad on the local bowling alley score sheets. Not surprising, since bowlers are focused on bowling and having a good time with their friends, not on travel packages.

Since there are quite a few travel agencies that offer motor coach tours in Tracy's market, the Sunday paper's travel section has a special area set aside specifically for motor coach tours. This meant that Tracy's ad was surrounded by her competitors. She was lost among them. We recommended that Tracy stop spending money on her other ads, since they weren't producing anything for her, and invest that money in a bigger ad for the travel section. This helped Tracy stand out from her competitors.

We Improved Tracy's Marketing Strategy Next we looked at Tracy's marketing strategy. It was weak.

Tracy was using the common, One-Step strategy. She was running ads with the name of her business as the headline along with the names, descriptions and prices of two or three of her motor coach travel packages. At the bottom of her ad was her address and her phone number. The Call to Action at the bottom said, "Call for more information."

We explained to Tracy why she was getting so little response to her ads. When people are considering buying a travel package--or most any product or service--they want information. What kind of information do they want? Information about what kinds of tours are available. What are the itineraries? What's included? How much will it cost? When is it available? And they also want to know about the company behind the travel packages. Are they reliable, honest, or ethical? Is there some sort of guarantee? 9

Other than a name and a price for each tour, none of Tracy's ads, or her competitors' ads, answered any of these questions. They all expected their prospects to "Call for more information," to find this out. Most people won't do that. They just turn the page or just toss the marketing piece away. It's just not worth the time and effort.

We gave Tracy's ad a magnetic and compelling offer "But, how can I possibly fit all of that information into my small ad?" Tracy asked.

"You can't," we told her, "but, you can fit an enormous amount of information into an envelope and mail it to them."

"I don't understand," Tracy said, "if hardly anyone is calling now from my ad, who am I going to send all of this information to?"

I flipped the question back to Tracy, "Who would you like to send all of your information to?"

"I'd love to send it just to seniors who are currently looking for information about motor coach travel vacations. Those are my target prospects."

"Excellent." I replied. "That's exactly who you're going to send your information to."

"How will I get their names and addresses?" Tracy asked.

"By attracting just those people to your ad with a powerful magnetic headline that will compel them to contact you and give you their names and addresses." I explained.

"Right now your headline says, 'TRACY'S TRAVEL TOURS!' That's not going to attract anyone. Your name is not important to your prospects. It's only important to you.

"If you want your prospects to contact you, you must offer them something they are looking for. It must be relevant to your product or service and it must be enticing. It should be an offer they can't refuse."

Tracy was beginning to get very interested. "Like what?" she asked.

I then explained to Tracy how to turn her ad into a powerful magnet that would get just the right prospects calling her instead of her competitors.

"This is what I suggest for your new ad headline. 'CALL FOR YOUR FREE BOOKLET: 101 TRAVEL TIPS FOR SENIORS.' You'll then add what's called a subhead under your headline in a smaller size font. It will say, 'ESPECIALLY WRITTEN FOR SENIORS WHO LOVE TO TRAVEL.'

"In the middle of the ad you'll include a bulleted list that will tell them a little about what 10 they'll receive in their free booklet. For instance . . . -- 5 ways to save money on your vacation -- 6 things you must do before you leave on your vacation -- 8 tips for protecting your valuables while on vacation, etc.

"At the bottom of your ad, you will tell them that they will also receive your latest catalog of motor coach tours. You'll let them know that it's a four dollar value, but they will get it . . . for free, if they call today.

"And you will also tell them exactly what they have to do to receive their free booklet and free catalog. ‘Call Today. Ask for Our Free Booklet, 101 Travel Tips for Seniors.'

"Don't forget to put your tracking code next to your phone number so you can ask them for the code when they call. Lay it out like this, '555-5555 Ask for Extension 10.' This is not a real extension number, just a fictitious code so you can tell which ad your callers are responding to.

"Most people will ask for Extension 10 when they call. If they don't, you will just ask them for the Extension code next to the phone number. I can't stress how important it will be to your success to know exactly how many calls are coming in from each of your marketing pieces."

Tracy looked puzzled. "I don't get it? You didn't leave any room in my ad for a description of my tours. Don't I get to promote my tours in my advertising?"

"Trying to sell your products or services in your advertising is one of the biggest mistakes most small business owners make.

"There is never enough room to do that effectively in a small ad, but more importantly, the people who see your ads don't know, like and trust you or your company enough to make a buying decision at this point. They have too many questions.

"They need more information from you about you and your tours. They also need time to absorb it, and they need to be contacted up to seven times before most of them will feel comfortable enough with you to buy.

"You advertising should be used exclusively to attract prospects to your business. Those prospects will provide you with their names and addresses--or e-mail addresses-- so you can send them helpful information, as well as information about your tours.

"The people out in your marketplace who are looking at your ads are not all prospects. Most of them are strangers who have no interest in what you are selling. You can't sell to strangers, but you can sell to prospects.

"Once these prospects contact you for your free booklet and catalog, you now have unlimited opportunities to convert them into lifetime customers by simply following up 11 with them from time to time with more information and special offers on your vacation packages.

Tracy was a little uneasy with our recommendations. She had never heard of running ads that didn't try to sell your products before, but she agreed to give it a shot.

The results of Tracy's strategy make-over The next Sunday she replaced her ineffective, One-Step ad, with the magnetic ad we suggested. She put in all of the elements that we recommended.

We also had Tracy set a goal for her new ad. She said she would be happy if she could double her calls to 20 per week. So that was her goal.

The day after her ad ran, we received a phone call from a very excited client. "We can't believe it! The phone has been ringing off the hook, non-stop all day," she said. "We've already received 157 calls for our free booklet and catalog," she told us, "and it's only 2 o'clock!"

Over the next few weeks, about 40% of those prospects converted into customers. Since her tours sold for $500 - $1,000, and most of her new customers were couples, Tracy was thrilled with her results. We were excited for Tracy and what this meant for the future of her business. Her sales exploded overnight, and she became the number one motor coach tour operation in her market within 18 months.

Case Study # 4 - Sundae Sales Get Sweeter! by Joe Gracia

Frank, the owner of one of the most popular custard stands in our area, came to us with the following question.

"Is there any way to increase my custard sundae sales without spending a lot of money on expensive media advertising?"

Frank explained to us that he had two varieties of sundaes; lower-priced, Basic Sundaes, and higher-priced, Specialty Sundaes.

After looking at Frank's signage above his ordering counter, I asked, "Frank, which sundaes do you currently sell more of, your Basic Sundaes, or your Specialty Sundaes?" 12

"Definitely our lower-priced, Basic Sundaes. Our customers prefer to buy the lower- priced sundaes because they are very cost conscious."

I knew from experience that business owners often make assumptions about their customers' buying habits that aren't true, and I was pretty certain that was the case here.

"Frank, if I could show you how to get your customers to start buying a lot more of your higher-priced Specialty Sundaes, instead of your lower-priced, Basic Sundaes, would that make you happy?"

"It sure would," Frank said. "but I don't think that's possible. Like I said, our customers are very price conscious, they don't go for the higher-priced sundaes."

"Well, Frank, you can test our idea very inexpensively. If it turns out as I believe it will, you will begin to make a lot more money on your sundae sales. Are you willing to give it a try?"

"Sure! What's your idea?"

Our idea was actually quite simple. Once we saw the type of menu board Frank was using to promote his products, we knew that he was losing a ton of money.

Frank's signs were of the old-fashioned, mom and pop variety. He was using those black display case boards with the white letters you often see in office building lobbies.

Lots of small businesses use these types of display boards as inexpensive, and easy to maintain menu boards. They are sufficient to a point, but they have serious drawbacks that cost these business owners a lot of money.

PROBLEMS ARE ALWAYS TREMENDOUS OPPORTUNITIES IN DISGUISE

We love discovering problems in our clients' businesses. Why? Because problems always cost a business owner time and money, and by solving those problems we can help our clients save a great deal of time and make them a lot more money.

If you can't find a problem, then you can't create a solution, which means you can't increase your sales.

Every recommendation we offer to our clients is the solution to a problem within their businesses. Quite often, our clients weren't even aware that they had a problem -- in other words, an opportunity to increase their sales.

Immediately, we discovered two major problems that were preventing Frank's customers from buying more of his Specialty Sundaes.

PROBLEM ONE: NO SUNDAE DESCRIPTIONS 13

The first problem we saw was that he was only listing the names of his sundaes, since there was no room for a description of each sundae.

While this wasn't a problem for his Basic Sundaes, after all, everyone knows what's in a Pineapple Sundae, or a Hot Fudge Sundae, it was a huge problem with his Specialty Sundaes.

Many of his Specialty Sundaes had fun, 'creative' names, like The Lala Palooza, The Zombie and The Razzana.

Maybe Frank and his staff, and a few of his long-time customers, knew what those sundaes were, but we were certain that most of his customers didn't have a clue.

Frank had assumed that his customers knew what those sundaes contained, or if they didn't, they would simply ask.

People don't buy what they don't understand. And few are going to ask. They will take the path of least resistance and just buy what they are familiar with -- Pineapple Sundaes, Hot Fudge Sundaes, etc.

PROBLEM TWO: NO PICTURES

We've all heard that a 'picture is worth a thousand words.' Well, that saying is especially true when it comes to food. When you show pictures of desserts in restaurants, you will sell a lot more desserts.

Some restaurants are even more savvy, and actually display the desserts or bring them right to your table for you to see.

The bottom line -- visuals sell!

Frank had never really thought about his menu system. The plain white letters on the black display boards had been his system since the day his business opened. He never considered adding pictures to his menu.

THE SOLUTION

Our experience in marketing, and our knowledge of how people buy, made it clear to us, that these two problems -- obscure sundae names with no descriptions, and no pictures of the sundaes themselves -- were making it nearly impossible for Frank's customers to order his higher-priced sundaes.

Having pinpointed the problems, the solution was relatively easy.

We suggested that Frank take pictures of each of his Specialty Sundaes, and have them 14 enlarged. Frank then had two large signs made to be placed at both ends of his ordering counter, above his cashiers to make it easy for his customers to see the Specialty Sundaes and what they contained.

The heading at the top of each sign said, 'SPECIALTY SUNDAES,' in big, bold, red letters. Below that he displayed a large photo of each Specialty Sundae with the name and a list of the ingredients of each sundae along with the price, right next to each photo.

Frank left his basic sundae sign as it was, just plain text without pictures.

The signs looked fantastic -- because the sundaes looked irresistible!

Where do you think Frank's customers' eyes were drawn to when they stepped up to the counter to order a sundae -- the plain text Basic Sundaes, or the Specialty Sundaes with the large colorful, mouth-watering photos and complete descriptions of ingredients?

Obvious, isn't it?

There was no missing those Specialty Sundae signs when you walked into Frank's custard stand. His customers' eyes were drawn to them like a magnet.

Here's what Frank had to say a few months later.

"Amazing! Our Specialty Sundaes have now become our best sellers. Oh, sure, we get a few people who stick to their favorite basics, but most of our customers are now ordering our Specialty Sundaes. And you wouldn't believe the compliments we've been getting about our new 'picture signs!'

"The most amazing thing is that many of our customers are complimenting us on the addition of all of our 'NEW' sundaes. We've had these Specialty Sundaes for years, but apparently many customers never noticed them.

"Now that my customers can see pictures of our Specialty Sundaes and a list of the ingredients, they don't seem to mind the higher prices. I never would have believed it."

Never assume that your customers won't buy a higher-priced item. Don't assume that they know what's included, or the features and benefits of your products or services. You have to spell it out for them. And, don't forget the incredible power of pictures.

A picture is not only worth a thousand words, it's also worth thousands of dollars in increased sales.