Donald Miller

The post-purchase process plan does the same thing a prepurchase process plan does, in the sense that it alleviates confusion. When a customer is looking at the wide span between themselves and the integration of a complicated product, they’re less likely to make a purchase. But when they read your plan, they think to themselves, Oh, I can do that. That’s not hard, and they click “Buy Now.”

We get frequent questions about how many steps a process plan should have. The answer varies, of course, but we recommend at least three and no more than six. If doing business with you requires more than six steps, break down those steps into phases and describe the phases.

As I mentioned in chapter 5, CarMax rarely advertises the solution to their customers’ external problems, that is, the need for a used car. Instead, they focus on their customers’ internal problem, the fear of interacting with a used-car dealer, and they alleviate this fear with an agreement plan.

The best way to arrive at an agreement plan is to list all the things your customer might be concerned about as it relates to your product or service and then counter that list with agreements that will alleviate their fears.

For instance, your process plan might be called the “easy installation plan” or the “world’s best night’s sleep plan.” Your agreement plan might be titled the “customer satisfaction agreement” or even “our quality guarantee.” Titling your plan will frame it in the customer’s mind and increases the perceived value of all that your brand offers.

What fears do your customers have related to your industry? What agreements could you make with them that would alleviate those fears? Feel free to use the notes feature of your BrandScript, where there is more room, to document your agreement plan. Use the plan section, then, to document the title of your plan.
• Do you share unique values with your customers? Can those values be spelled out in an agreement plan?

The reason characters have to be challenged to take action is because everybody sitting in the dark theater knows human beings do not make major life decisions unless something challenges them to do so.

Heroes need to be challenged by outside forces.

If our calls to action are soft, they will not be noticed.

My friend knows the fastest way to grow a company is to make the calls to action clear and then repeat them over and over. He’s made millions simply buying companies, creating stronger calls to action, and then selling the company after their revenue increases.