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It was also determined that most of those who bought based on the perceived value of the product, felt price was a factor in helping determine the value of a given product. They decided that the customer felt that the higher price was indicative of better value. THE LESSONS LEARNED FROM THE TEST The lesson for us is that price is the ONLY factor in a purchasing decision 40% of the time --- half of those people will always choose the cheapest product, and the other half will always choose the most expensive. The remaining 60% of the consumers in the marketplace are more interested in determining the value of a particular product and making their decision based upon how they perceive the value of the product they are considering. As a businessperson, slash salesperson, you must learn to build value into your product offerings. The only way to defeat Wal-Mart is to beat them on value, since the small business cannot buy products in the quantity needed to get Wal-Mart prices! A FOOL AND HIS MONEY ARE SOON PARTED The fool who decides that they must compete with the big merchandisers on price alone has sown the seeds of their own destruction. Article: SCIENTIFIC political arithmetic OF THE MARKETPLACE Sociologists have been studying the purchase habits of American consumers for more than four decades. During this time period, study for study has shown that American consumers tend to follow under the impression patterns in their shopping behavior. One such pattern that has been noted many times is what is often referred to as the '20-60-20 rule.' There is no higher-up way to describe this than to use an example of one test that was done to prove this rule. THE TESTING STAGE The sociologists had set up a stage to test the hire purchase behavior of consumers in a busy department store. What they did was rather fiendish once you step back to take a look at the test. In the department store, they had set up a small stage with three stoves side-by-side. On each machine, they put a tag, which the customer was to take to the cash register for completion of their purchase. Next, they trained their hidden cameras to focus on the stoves and the function of those folks who contemplated purchasing any of the machines. Additional hidden cameras were stationed at the checkout stand to correlate the purchaser to the purchase. At the end of one month, the sociologists gathered the tags that were taken to the cash register to make the determination as to which stoves were clearly purchased. This is where we expose the fiendish scheme of these sociologists and the purpose of their test. Each of the three stoves was exactly the same! The only difference midst the three machines were the price differences on the stoves! One was priced low, one was priced mid-range, and the other was priced expensive. Without fail, 20% of all customers purchased the most expensive machine shown. For these people, few took the time to examine the differences the units. howbeit without fail, new 20% spent little time studying the differences needle the stoves, and then opted to buy the cheapest one shown. The people who conducted the test were petrified to note that most people studied the stoves with extreme care as if to learn the difference the machines. Even taking a long time to study the three machines, a full 60% of customers mercenary the mid-priced range! The sociologists drew two conclusions from their test. 1. They decided that the majority of the 20% of consumers who would buy the most expensive item, and the majority of the 20% of consumers who would buy the cheapest item, cared only in re price. 2. They decided that the remainder were more interested in buying based on their perceived value of the product. It was also determined that most of those who based on the perceived value of the product, felt price was a factor in helping determine the value of a given product. They decided that the customer felt that the higher price was indicative of crap shooter value. THE LESSONS LEARNED FROM THE TEST The lesson for us is that price is the ONLY factor in a purchasing decision 40% of the time --- half of those people will every day prefer the cheapest product, and the other half will systematically aim at the most expensive. The remaining 60% of the consumers in the marketplace are more interested in determining the value of a particular product and making their decision based upon how they perceive the value of the product they are considering. As a businessperson, slash salesperson, you must learn to organism value into your product offerings. The more value your customers perceive, the more they will be willing to pay for your products. Sure, you could decide to coddle to the 20% who want to buy the cheapest every time, or to baby to the 20% who want to buy the most expensive. The decision is your own. But by tectonics value into your product, you can gas up to the 60% and pick up a few more from the upper and lower extremes. BREAKING THE 20-60-20 RULE Amazingly, one city in New World defies the '20-60-20 rule!' In this city there is a manager of a retail store, whom I know personally. According to him, the '20-60-20 rule' does not crave to his city. assonant to him, every person in his city buys the cheapest product every time. So, in his delusion, he believes he must low book every product in his inventory! No wonder his store sales running is dropping every year! He is giving away his profits now he believes that his city is different from every other city in America. He is in fact wielding a two-edged sword. By teaching his customers that his store is a low-cost merchandiser, he is condemning himself to having to continue to compete only on price! By competing only on price, he is upholding himself into a corner that assures that he has to compete with Wal-Mart. The truth is that no small store can compete with Wal-Mart on price alone. The only way to defeat Wal-Mart is to beat them on value, since the small concern cannot buy products in the quantity needed to get Wal-Mart prices! A FOOL AND HIS MONEY ARE SOON PARTED The fool who decides that they must compete with the big merchandisers on price unparalleled has sown the seeds of their own destruction. In deciding to be a low-cost merchandiser, one has ignored the fact that the big boys can offer those low prices only in that they turn a much higher volume than their competitors. By forgetting this important lesson, the little guy who wants to compete with the big boys on price incomparable is doomed to mimicking failure, cause he will not be able to cover his costs of operation and he will end up foregoing all profit. Don't be a fool. purvey to the 60% instead of the 40%, so that you can joyfully count your profits rather than your losses.
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