Will people use this?

Anticipating the reader’s most likely, most basic objection and addressing it up front (see ‘Overcoming objections’ in chapter 13).

There are 34.6 million smartphones in the UK, and the number is growing all the time.

Quoting a specific number to establish authority (see ‘Be specific’ in chapter 13).

Describing a current trend to establish time scarcity: the reader needs to act now to seize the opportunity (see ‘Scarcity’ in chapter 13).

For younger people especially, the smartphone is the centre of social life.

They make plans with WhatsApp. They shoot movies, snaps and selfies to post on Twitter, Facebook, Instagram and Flickr. They update friends and family on Facebook.

And at the end of the night, they turn to Uber or a similar app to book a cab home.

Anticipating that bar and restaurant proprietors are likely to be aged 30–50 (chapter 4), this explains how prevalent digital technologies are in younger customers’ lives, and points out the central role they play in a night out (see ‘Give information’ in chapter 7).

However, going online with a smartphone really guzzles power.

An iPhone 6 battery lasts just 14 hours with heavy use. Older models have even less capacity.

So it’s no wonder 61% of under-30s have experienced a flat battery during the evening.

Clubbers can be out until 2am or later, but their phones may not make it past 9pm.

Giving more relevant background information (chapter 7) with more specific, concrete statistics for authority (chapter 13).

Encouraging the reader to see it from their customer’s side (see ‘Switch perspectives’ in chapter 9 and ‘See it from the reader’s side’ in chapter 11).

PowerHouse lets people recharge their smartphones quickly, easily and affordably, so they can get back online and enjoy all the services that make their night complete – no matter how late they stay out.

Presenting the product as the solution to a problem (see ‘Solve a problem’ in chapter 7).

Without the preceding information, this would have far less impact.

It also gives them a reason to come in, a reason to stay and a reason to recommend your establishment to their friends and family.

Moving on to subsidiary benefits (see ‘Family tree’ in chapter 7).

Presenting a set of three benefits (see ‘The magic of three’ in chapter 7).

Finally, PowerHouse helps keep people safe. A customer leaving a club with a usable smartphone can call a cab, stay in touch with friends and contact emergency services if they need to. By offering a charging service, you’re giving your customers – particularly women – a powerful reason to choose your club over competitors.

Taking another specific perspective that male proprietors, in particular, may not have considered (see ‘See it from the reader’s side’ in chapter 11).

Empathising with end users’ concerns (chapter 4).

What do I have to do?

Moving on to the reader’s most likely follow-up objection: ‘OK, it sounds good, but how much hassle is involved?’

Absolutely nothing.

Putting a short, sharp sentence in a paragraph on its own to give a key point maximum impact (see ‘Get rhythm’ in chapter 12).

Once you’ve signed a rental agreement with us, we’ll install and maintain your PowerHouse unit for you, and send you your share of the revenue with figures for your individual premises.

Helping the reader envisage how the service will work (see ‘Make it real’ in chapter 11).

Addressing the reader directly (see ‘Talk to your reader’ in chapter 11).

You don’t have to do any management, maintenance or admin, and neither do your staff.

There’s no minimum commitment, and you can finish the agreement with one month’s notice whenever you want.

Showing the reader that using the service will be hassle-free and commitment-light (see ‘Show that it’s quick and easy’ in chapter 8).

Using negative constructions selectively to point out bad things that won’t happen (see ‘Stay positive’ in chapter 11).

How much will my customers pay?

In the context of a night out in the city, charging a smartphone with PowerHouse is very affordable. An initial charge costs less than a drink.

Comparing a cost with a relevant larger one to make it seem relatively small (see ‘Reframe costs’ in chapter 14).

Using consistency to overcome anticipated price objections. If customers are happy to pay for drinks, they should be happy to pay for this too (see ‘Consistency’ and ‘Overcoming objections’ in chapter 13).

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