In 1989, I began consulting for a number of companies in the infomercial industry. I had a fairly extensive background in both direct response marketing and the entertainment industry. Both were very essential elements utilized in my new consulting role. I immersed myself in every aspect of the business—from show creation to creating product, telemarketing scripts, back-end programs, and additional marketing avenues. This early information that I learned was essential in my education. But it wasn’t until I created my own product (a perfume called Curiosity) produced my own infomercial, purchased the media time, and created my own back-end marketing programs that I really learned all aspects of the business from the trenches.

The following report is a compilation of what I learned from my hands-on experience,and the experience of others in the business who shared their startling insights with me confidentially. You’ll notice I don’t talk about any of their actual campaigns, just the lessons learned.

This report contains the most important information I’ve learned over the past 15 years in this business. It’s never been printed in any book, report, or literature previously. In fact, fewer than 10 people in the world probably know it. This isn’t an exaggeration. When I printed this information in the final issue of The Infomercial Marketing Report, the most successful company in the industry, The Guthy-Renker Corporation, made this mandatory reading for all of their employees. Everything in this report is based solely on what has been proven to work in the real world. Companies have literally spent millions of dollars discovering the secrets I lay before you. Properly applied, this inside information will be a gold mine to your marketing efforts.

Steven Dworman


These networks are such an incredible testing ground. For example,companies that present a product in multiple appearances during just one weekend can often double or triple their sales from their first to their last appearance simply by paying careful attention to the sales impact of specific on-air comments and then incorporating more of these revenue generating claims and statements.

At one of my seminars, Joe Sugarman told a story about a print ad for a watch that he ran in The Wall Street Journal. The ad pulled in a lot of business, but the watch manufacturer was upset that the ad didn’t feature the eight other models in which the watch was available (e.g.,children’s styles, woman’s styles, different colors). To placate the manufacturer, Joe created a new multiple selection ad and ran it and his original ad as an A-B split in The Wall Street Journal. The new multiple selection ad achieved a response rate that was only one-third that of Joe’s first ad. Anytime you try to sell more than one product in a single ad, you dissipate the emotional intensity you’ve carefully built up for the main product. The only exception I’ve seen to this rule was a brilliant 30-minute show created and produced by Eric Stilson. With a male and female host showcasing four or five various new products, the show was designed to identify which product—if any—might generate ahigh enough response rate to justify its own infomercial.As a benchmark,Stilson inserted into the newshow a successful direct response ad that he had run repeatedly during the previous year.By comparingthe new products’sales performance against the known commodity’s results,Stilson was able to identifyone of his most successful products ever…a product he didn’t think had a chance in hell before testing.









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