Retailing Tips

8 Killer iPhone 3G Alternatives

Tue, 22 Jul 2008 11:29:24 -0500

Although the iPhone has sold over 1 million in three days, it's not for everyone. Marin Perez at InformationWeek has provided a list of 8 iPhone alternatives.

1. BlackBerry Bold
The BlackBerry Bold is generating much pre-launch buzz due to its snazzy redesign, integrated Wi-Fi, 3G-network capabilities, and assisted GPS. Fitting for a RIM device, the handset will have a full, physical QWERTY keyboard that will make shooting off e-mails a breeze. The Bold, reviewed here, is expected to be released in August or September.

2. HTC Touch Pro
If you're a fan of touch-screen interface but still need a physical keyboard, the HTC Touch Pro may be your next smartphone. The Windows Mobile handset uses the TouchFlo interface to navigate programs, browse through the Web, and flip through photos and contacts. It also packs a slide-out, five-row QWERTY keyboard for composing e-mails, and editing documents.

The Touch Pro also has Wi-Fi, GPS, Bluetooth support, a 3.2-megapixel camera, and 3G-network capabilities. HTC's Touch Diamond also packs in all these features, but it ditches the physical keyboard.

3. LG Voyager
If a physical keyboard is your desire, reach for the LG Voyager, which also has a touch interface. While not necessarily a "smartphone," -- it's not able to add independent apps -- the Voyager does have a 3G data connection, an HTML Web browser, a digital player for music and videos, and a microSD memory slot that holds up to 8 GB of storage. Corporate e-mail capability is not native to the device, but can be achieved using the Voyager's RemoSync application.

4. LG Dare
Another option for Verizon Wireless subscribers is the LG Dare, which is clearly aimed at the casual market, but has features and a design that may make mobile professionals look twice. This small touch-screen phone has a large screen with haptic (touch) feedback, and the handset sports a stylish finish.

It also packs a full HTML browser that uses Verizon's EVDO Rev. A network, a microSD slot, and Bluetooth capabilities. The phone also bests the iPhone with a 3.2-megapixel Shneider-Kreuznach certified lens, face-detecting technology, and video-recording capabilities.

5. Nokia N96
In terms of sheer power and features, the Nokia N96 and Samsung Omnia are arguably better than Apple's handset.

Nokia's latest flagship in its N series is a powerhouse. It has full Internet browsing capabilities over Wi-Fi or high-speed data networks, and is compatible with corporate e-mail. Its 16 GB of internal memory can be expanded via microSD slot.

The Symbian-powered device has assisted-GPS, a document viewer, Bluetooth capabilities, and is capable of receiving mobile television. It also has an impressive 5-megapixel camera with Carl Zeiss optics, and a front-facing camera for video calls.

6. Samsung Omnia
Announced the same day as the iPhone 3G, the Omnia sports a 3.2-inch WideQVGA display that's navigated by touch. The Windows Mobile device has an auto-rotating accelerometer, handwriting recognition, a 5-megapixel camera, built-in GPS and Wi-Fi, and it will have 3G-network capabilities.

7. Samsung Instinct
For Sprint subscribers, the Samsung Instinct provides a legitimate alternative to Apple's handset. Since its unveiling in mid June, the Instinct has been flying off the shelves. The touch-screen device features a large display, expandable memory, a multimedia player, 3G-data capabilities, and is capable of receiving corporate e-mails.

8. Garmin Nuvifone
If there's a wildcard in the deck, it's from Garmin, which will be rolling out its first mobile phone later this year. Well known for its personal navigation and smartphone market. The Nuvifone will pack a large touch-screen display, built-in Wi-Fi, e-mail capabilities, and a Web browser. Because it's coming from Garmin, the phone is expected to offer excellent turn-by-turn navigational services.

How Will Wireless Be Affected by the Economic Downturn?

Fri, 18 Jul 2008 10:08:19 -0500

An interesting article by Mark Lowenstein provides his analysis of how the wireless industry will be affected by the economic downturn.

The wireless industry has been relatively unaffected by the economic downturn as operators report solid first quarter numbers in the first quarter. The spectrum auction in the U.S and Canada has also exceeded expectations. However with problems in the financial, auto and retail sectors, it is worth taking a closer look at the wireless industry in the second quarter.

In the U.S, the industry has been taking uncharacteristically proactive steps as a hedge. For example, the "unlimited" plans are getting more customers into predicable, post-paid pricing plans and have greater potential for voice ARPU stabilization/accretion than dilution. Additionally, having more customers in these sorts of plans potentially reduces costs, as there are fewer calls into customer care. The pricing of smartphones around the $200 price point is ideal for mass market adoption of a wireless device.

If the economic situation worsens or is prolonged, it is unlikely that people will give up their wireless subscriptions because cellular has become "a must have" for just about everyone. In fact, wireless subscriptions could see an initial uptick, as households consolidate their number of "lines."

Lowensteins view of those areas likely to be affected are:

Handset replacement rates: U.S. handset replacement rates average 1.7 years--among the most aggressive in the world. A slowdown in the handset replacement rate would be a natural result of consumer caution, and could affect the 2008 holiday season, for starters.
3G Broadband subscriptions. Mobile broadband subscriptions have grown at a 50 percent or greater annual clip for several years running. This market could start running out of steam if times are difficult.
Mobile applications. We have already seen a leveling off in the growth of personalization applications such as ringtones and wallpaper. Mobile gaming has been stagnant. The most vulnerable categories are those that require an ongoing subscription.
Appetite for risk. When times get tough, you focus on the fundamentals. Operators will be less willing to take risks on new applications, and will be more cautious with initiatives that are high on the risk/reward scale.

Some longer-term affects will most likely be greater-than-usual pressure on suppliers. We have already started to see a slight decrease in handset ASPs--this despite a growing percentage of smartphone sales. There will also be an opening for equipment vendors with particularly aggressive pricing. Second, there will be a reduction in capex spending plans. 3G might not get as widely built out, there could be less need to increase data network capacity, and we could see a delay in 4G rollout plans.

Click here to read full article.

How to Sell to Anyone

Thu, 22 May 2008 09:57:52 -0500

Everyone is faced with a difficult customer to whom we are required to sell. Kelley Robertson, author of Stop, Ask and Listen, lists four key types of people and how to improve your selling techniques with them.

Direct Donna. Donna is very direct in her approach. She tends to be forceful and always wants to dominate or control the sales call. Her behavior is aggressive, she points at you while she talks, interrupts your to challenge you, and she seldom cares about hearing the details of your new product or service. Instead, she demands that you “cut to chase” and “tell me the bottom line.” Donna is very results-focused and goal-oriented and hates wasting time.
To achieve the best sales results with this individual you need to be more direct and assertive. Tell her at the beginning of the sales call or meeting that you know how busy she is and how valuable her time is. Tell her that you will “get right to the point” and focus your conversation on the results she will achieve by using you product or service. Resist the temptation to back down if she confronts you because you will lose her respect. To Donna, it is not personal, it’s just business.
Lastly, be direct in asking for her business—you don’t have to dance around this issue.
Talkative Tim. Tim is a gregarious and outgoing person but very ego-centric. He is often late for your meetings and his constant interruptions and long stories cause your sales calls to go beyond the scheduled time. He appears to be more concerned with listening to himself talk which is frustrating because you don’t always get enough time to discuss your solution.
Relationships are very important to Talkative Tim so invest more time in social conversation. Even if you don’t see the point in this, he will appreciate the gesture and will like you more. This person often makes buying decisions on intuition and how he feels about the sales person.
Be careful not to challenge Tim because he will feel rejected and when this happens he will “shut down” and become unresponsive. During your sales presentation, tell him how good your solution will make him look to others in the company or how his status or image will improve. In other words, appeal to his ego.
Steady Eddie. Soft-spoken, Eddie is a “nice” fellow who seems more focused on his team and coworkers than on his personal results. He is very quiet compared to some of your other prospects and can be difficult to read. But most frustrating is his reluctance to make a buying decision. Eddie’s mantra seems to be “I’m still thinking about but thanks for following up.”
Structure and security is important to these people and it is difficult for Eddie to make changes. He often contemplates how the decision will affect other people within the organization. That means you need to slow down the sales process, demonstrate how your solution will benefit the team, and remove as much risk from the decision-making process as possible. Soften your voice and make sure your sales presentation flows in a logical manner. Use words like “fair” “logical” and “your team” in your presentation.
Analytical Alice. She reads every point and specification about your product or service and regardless of how much information you give Alice, she always wants more, including written guarantees and back up documentation. She is very difficult to read and it is extremely difficult to get her engaged in an open conversation because personal feelings and emotions do not enter the picture when Alice makes a decision.
Whenever possible, give Alice a written, bullet-point agenda of your meeting—beforehand. Ideally, email it to her a few days in advance so she can prepare herself. Make sure it is completely free of typos, spelling mistakes and punctuation errors. When you meet, follow the agenda in perfect order and if you make any type of claim, have supporting documentation available for her to read.
While the approach to use with each of these people may not make sense to you or seem completely rational, it is critical to recognize that how you naturally and instinctively sell may not be the best way to get results with someone else. Modifying your approach and style, even briefly, will help you better connect with your customers and prospects which means you will generate better sales.

Click to see article

5 Ways to Boost Profits

Mon, 28 Apr 2008 10:01:27 -0500

Brad Sugars of Entrepreneur.com lists some great steps to boost profits for a start-up business. Here is the excerpt from his article.

Take the high road on pricing. Many startups think they need to undercut their competitors to bring people in the door. That's a recipe for failure. If your only appeal is a low price, there will be no reason for customers to come back to you if they find a source that's even cheaper. And you won't make the profits you need to stay in business.To develop your pricing, look at your costs and break-even point. Then look at your competitors' pricing levels, particularly the business that's been around the longest. Don't be afraid to be the highest in the market or to increase your prices if they're too low, but offer better a product and/or value to justify your rates.
Push high-margin products and services. Different brands, SKUs or service offerings have different profit-making potential. Knowing the margin difference between Product A and Product B is critical for shaping your profit plan. One tire retailer I know significantly boosted his bottom line by pushing a lesser-known tire brand that had a bigger margin than the one with a household name. The dollar value of those sales was smaller, but he put more money in his pocket.
Dump the discounts. I once coached a men's clothing store that regularly ran a 20 percent off promotion on men's suits. If someone bought a $500 suit, the store lost $100 in profit. I counseled instead to give away a $100 shirt that cost $50. Customers perceived it as the same dollar value, but the store retained more money (and margin). The same concept can be used in any industry. For a computer store, the giveaway might be an hour or two of a technician's time. For a beauty salon, it might be an eyebrow waxing. Offers like these help draw customers or close sales without taking such a big bite of the profits.
Cross-sell/upsell high-profit items. In last month's column, I talked about a hardware store that created a checklist of add-on items like brushes and drop cloths for customers who bought paint. Those items helped increase the profitability of paint sales because they had higher margins. In another case, I worked with a TV store that drove profits to a new level by improving the way it sold service warranties. This skyrocketed from one in 10 customers to one in four, becoming a key profit center.
Put your product mix on a diet. Imagine you're a jewelry store with 25 percent of your inventory tied up in stock that sells once or twice a year. By getting rid of those slow-moving items, you can put the money into merchandise with the highest turnover. The same principle applies to service businesses. If you're a day spa with body wraps that attract only a handful of clients per week, put more resources into facials or other services that will keep your appointment book filled.

To read more click here...

Make Your Ads Workhorses - tough economic times demand productive ads

Fri, 18 Apr 2008 09:57:39 -0500

Successful marketing campaigns have several essential elements in common to turn prospects into customers, according to Kim Gordon of Entrepreneur.com:

Stimulate a response - Every ad must direct a customer to do something, such as visit your website or contact you by phone but you must give them excellent reasons to do it.
Open minds - We are always looking for the latest and greatest versions of goods and services. This could easily be done by differentiating your company or simply promoting a special product your competitors do not have.
Engage the right peope - Make sure your ads have immediate appeal to your targeted prospects to which your prospects can easily relate. Buzzwords and images always help.
Ring true - Make your advertising claims credible and show them tools where they can find more information about your products and services.

Recession Pricing Do's and Don't

Mon, 25 Feb 2008 08:41:42 -0600

A recent article by Reed Holden and Mark Burton provides some helpful tips to compete on pricing during an economic downturn or recession. Here are some pricing do's and don'ts for a recession:

DO:

Define the value you offer to your customers. Any knowledge of the value you deliver to your customers gives you greater control over, and confidence in, your pricing. Interview your customers to find out how they view your products and services.
Create a range of low-to high-value offerings.
Bundle your products and services--and establish price accordingly--which enables you to appease both cost-conscious and value-conscious customers without cutting prices.
Control company costs and reduce inefficiencies. Streamlining your company's processes and expenses is good for business in any economy. Reducing prices to generate more sales will not improve your business in the long term.
Invest in innovation to offer something unique. Funnel funds into R&D so you have new products and services that give you negotiating flexibility with customers and sales growth. Innovation gives you an edge when customers are seeking something new to lift up their own financial prospects during an economic downturn or when coming out of one.

DON'T:

Discount your products or services in order to compete. Getting into a price war with your competitors--without adjusting the value of the product or service--will just send you and your competition swirling into a downward pricing death spiral where no one wins.
Reduce prices on your high-value products and services. During a recession, a better strategy is to keep high-value products priced appropriately, but focus on selling more low-value products and services.
Play poker with price-driven customers. When cost-driven customers threaten to take their business elsewhere, either: (1) confidently point out the unique value your product and service offers, which justifies the price you charge, or (2) let the customer take his business and badgering to your competitor instead.

To view their article, click here...

67% Reported Lower Sales this Holiday Season as Compared to Last Season

Fri, 22 Feb 2008 10:24:49 -0600

Although the sample size for the poll on this website was small, iQmetrix conducted an independent report of over 150 retailers and found that U.S profits this year compared to last year dropped 22.23%, meanwhile for Canada profits have dropped 35.14% for the holiday season. This shows that the wireless retailing industry is becoming more competitive than ever before.

Google Phone Poll Results

Tue, 22 Jan 2008 09:18:04 -0600

Will there be a Google Phone in 2008?

55% said Yes

27% said No

18% said Not Sure

Although there is no Google Phone yet, Google announced it had developed a new mobile OS called "Android". Android is Linux-based and open source, and aspects of the platform will be made available to handset manufacturers for free under the Apache license.

Google has partners with Motorola, HTC, Samsung and LG. This confirms the recent rumors that Google would not be developing the hardware of its own.

Data Collection at the Point of Sale

Wed, 19 Dec 2007 14:40:18 -0600

Gathering data at the point of sale is difficult and you can end up with incomplete records if the consumer doesn’t want to share information.

Denise Hopkins, the vice president of marketing and product development for Experian Marketing Services suggests the only way around this problem is to equip your retail salesperson with answers to common questions.

For example, you want the shopper’s phone number or Zip code. Many people will not give up this information unless they know what it will be used for.

The apparent reason is the company needs the data to send out more targeted offers for products and sales. If you salesperson does not know this and gives a wrong or incomplete response, this can fuel distrust.

Another idea is to offer an incentive for providing information. A coupon redeemable on the next purchase is a great idea and will allow the shopper to quickly reap the benefits of participating.

The goal is to make a persuasive case by showing the value to the person, this will lead to a stronger customer relationship – and better ROI.

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