ScientificAdvertising.com The maker may say that he has no distinctions. He is making a good product, but much like others. He deserves a good share of the trade, but he has nothing exclusive to offer. However, there is nearly always something impressive which others have not told. We must discover it. We must have a seeming advantage. People don't quit habits without reason. There is the problem of substitution and how to head it off. That often steals much of ones trade. This must be considered in ones original plan. One must have foresight to see all eventualities, and the wisdom to establish his defenses in advance. Many pioneers in the line establish large demands. Then through some fault in their foundations, lose a large share of the harvest. Theirs is a mere brand, for instance, where it might have stood for an exclusive product. Vaseline is an example. That product established a new demand, then almost monopolized that demand through wisdom at the start. To have called it some different brand of petroleum jelly might have made a difference of millions in results. Jell-O, Postum, Victrola, Kodak, etc., established coined names which came to typify a product. Some such names have been admitted to the dictionary. They have become common names, though coined and exclusive. Royal Baking Powder and Toasted Corn Flakes, on the other hand, when they pioneered their fields, left the way open to perpetual substitution. So did Horlicks Malted Milk. The attitude of dealers must be considered. There is a growing inclination to limit lines, to avoid duplicate lines, to lesson inventories. If this applies to your line, how will dealers receive it? If there is opposition, how can we circumvent it? The problems of distribution are important and enormous. To advertise something that few dealers supply is a waste of ammunition. Those problems will be considered in another chapter. These are samples of the problems which advertising men must solve. These are some of the reasons why vast experience is necessary. One oversight may cost the client millions in the end. One wrong piece of strategy may prohibit success. Things done in one way may be twice
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