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“How to Transform a Boring Message Into A Killer Cover Letter”

The AIDA formula is as old as dirt. It was taught when I was in school over a decade ago. And it’s still being taught for good reason - it works! When you apply it to your cover letter, it has the power to transform a regular cover letter into an attention-grabbing “Killer Cover Letter” that’ll make your phone ring off the hook.

AIDA is an acronym. It stands for Attention, Interest, Desire, and Action. It describes the process marketers want to take their prospect through in order to make a sale.

In this case, the prospect is the hiring manager and you’re selling yourself in the sense that you want the hiring manager to contact you for an interview. So I’m going to show you how to grab the hiring manager’s attention, create interest, arouse desire, and ultimately get him or her to take action (pick up the phone and call you for an interview).

By the way, I’ve tested this killer “System” so I know it works. Ready to get started?

Attention

The first thing you need to do is grab the reader’s attention. You must get the reader’s attention before he or she can become interested and desirous of your offer to come in for an interview. We’re all busy and we all have several things going on in our lives. So how do you cut through the clutter and grab the reader’s attention?

There are several ways actually. One way is to create an attention-grabbing opening sentence or headline as copywriters call it. Think of it like the headlines in newspapers and magazines. You choose which articles to read by quickly glancing at the headlines, don’t you?

So why not put an attention-grabbing headline on your cover letter? Most cover letters don’t have an attention-grabbing opening sentence so the mere fact that your cover letter even has a headline separates you from the pack and draws attention to your message, wouldn’t you agree?

Let’s say you’re walking along a crowded street and you spot a friend of yours on the other side of the street. Let say his name is Joe. How do you get Joe’s attention? You could start jumping up and down and yelling, “Hey! Over Here!” That might work.

A better way would be to yell “Hey Joe! Over Here!” That’d be more likely to catch Joe’s attention, wouldn’t it? Because he hears his name. Personalization increases response dramatically.

Now let’s take that thought and apply it to your headline. Adding personalization to your headline is a great idea. Use the recipient’s name right there in the headline. It makes the message more personal and increases the chance the message is read.

Let’s take that one step further. Say you’re looking for a job as a nurse and you know the hiring manger’s name is Susan. Susan is understaffed and looking for nurses. So give Susan an attention-grabbing headline to open your cover letter.

How about this, “Susan, Finally! A Nurse Who Can Do More Than Take A Temperature! But don’t stop there. Make it big and bold. Remember, it’s a headline. Make sure Susan notices the headline. Grab Susan’s attention.

How could Susan possibly not notice that headline strategically placed at the top of your cover letter? And you can take that simple concept and apply it to a cover letter to any hiring manager for any job.

Now that you’ve grabbed the reader’s attention with the opening sentence. Now we’ll get them interested, arouse desire, and get them to take action. Let’s get moving.

Interest

The next step is get the reader interested in what you have to offer. In this case, since you’re applying for a job, the goal is to get the reader interested in you, right?

So how do you do that? You feed them interesting facts. Like how much money you saved your previous employer. By telling them how you were at top of your class. Or that you were one of the top salespeople and the qualities you possess that enabled you to become a top performer.

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Look at your past. There have to be some accomplishments you can talk about. And you must possess some strengths that enabled you to achieve those accomplishments. Don’t keep them to yourself. Tell the hiring manager. Create enough interest to make the reader want to know more. How else can they make an informed decision? You’re not helping anyone by holding back.

Desire

You’ve grabbed the reader’s attention and created interested, now you’ll arouse desire by describing the benefits the company will get if it “buys” what you’re selling (which is you). What are the benefits of hiring you?

You’ve got a proven track record. You possess qualities that have made you successful in the past and will continue to make you successful in the future. The hiring manger will be congratulated for making such an outstanding hiring decision. Those are some general ideas. I’m sure you can think of some that are more specific to you and your situation.

Fill in the details that apply to your situation. Do you have some special certification or accreditation? Do you have a specialized degree? Do you have unique and relevant experience that make you an ideal candidate for the job? Surely, there are several benefits you can use to sell the hiring manager on bringing you in for an interview.

Even if you’re trying to switch careers, my killer “System” will get you noticed. You’ll get interviews just because the hiring manger wants to meet someone who’d send such a creative cover letter.

Action

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All that’s left now is to get the reader to pick up the phone and call you. Don’t leave the reader hanging. You’ve grabbed their attention, created interest, and aroused desire. Now tell them what to do next. And don’t be timid. I like to use a subheadline - a headline within the letter. It looks like this:

Here’s What To Do Next

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Can you be any clearer than that? I don’t think so. You could also use something like: “Here’s How To Schedule An Interview With Me ”

Then give them your contact information - all of it. Your phone number, fax number (if you have one), mailing address, email address, cell phone, etc. People are different and you don’t know what their preferred method of communication is so make it easy for them to “order” an interview with you.

Some people will want to pick up the phone and call you. Others prefer email. So give them multiple ways to contact you. That increases the chance they’ll contact you for an interview. And that’s what you want, isn’t it?

So there you have it, the AIDA formula. Apply it to transform stale, boring cover letters into Killer Cover Letters that’ll get the phone ringing off the hook.

Here’s What To Do Next

Hey, haven’t you seen that somewhere before? Well, if you liked this article, you’ll absolutely love my Killer Cover Letter “System.” You can get all the details at: www.CoverLetterGuru.com

To Your Extreme Success,

Robert A Phillips

About the Author

Robert is an author, speaker, and real estate entrepreneur(both on & offline). Robert applied his direct response marketing skills to develop a Killer Cover Letter System that produced 3 job offers in 72 hours. Please visit www.CoverLetterGuru.com to find out more about Robert’s Killer Cover Letter “System.” To request your FREE Report send a blank email to report@CoverLetterGuru.com

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Last year, in the Islamic Financial Forum in Dubai, Brad Bourland, chief economist for the Saudi American Bank (SAMBA), breached the embarrassed silence that invariably enshrouds speakers in Middle Eastern get-togethers. He reminded the assembled that despite the decades-long fortuity of opulent oil revenues, the nations of the region - excluding Turkey and Israel - failed to reform their economies, let alone prosper.

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Structural weaknesses, imperceptible growth, crippling unemployment and deteriorating government financing confined Arab states to the role of oil-addicted minions. At $540 billion, said Bourland, quoted by Middle East Online, the combined gross domestic product of all the Arab countries is smaller than Mexico’s (or Spain’s, adds The Economist).

According to the Arab League, the gross national product of all its members amounted to $712 billion or 2 percent of the world’s GNP in 2001 - merely double sub-Saharan Africa’s.

Even the recent tripling of the price of oil - their main export commodity - did not generate sustained growth equal to the burgeoning population and labor force. Algeria’s official unemployment rate is 26.4 percent, Oman’s 17.2 percent, Tunisia’s 15.6 percent, Jordan’s 14.4 percent, Saudi Arabia’s 13 percent and Kuwait sports an unhealthy 7.1 percent. Even with 8 percent out of work, Egypt needs to grow by 6 percent annually just to stay put, estimates the World Bank.

But the real figures are way higher. At least one fifth of the Saudi and Egyptian labor forces go unemployed. Only one tenth of Saudi women have ever worked. The region’s population has almost doubled in the last quarter century, to 300 million people. Close to two fifths of the denizens of the Arab world are minors.

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According to the Iranian news agency, IRNA, the European Commission on the Mediterranean Region estimates that the purchasing power parity income per head in the area is a mere 39 percent of the EU’s 2001 average, comparable to many post-communist countries in transition. In nominal terms the figure is 28 percent. These statistics include Israel whose income per capita equals 84 percent of the EU’s and the Palestinian Authority where GDP fell by 10 percent in 2000 and by another 15 percent the year after.

Faced with ominously surging social unrest, the Arab regimes - all of them lacking in democratic legitimacy - resort to ever more desperate measures. “Saudisation”, for instance, amounts to the expulsion of 3 million foreign laborers to make room for indigenous idlers reluctant to take on these vacated - mostly menial - jobs. About one million, typically Western, expat experts remain untouched.

The national accounts of Arab polities are in tatters. Saudi Arabia managed to produce a budget surplus only once since 1982. Per capita income in the kingdom plunged from $26,000 in 1981 to $7000 today. Higher oil prices may well continue throughout 2003, further masking the calamitous state of the region’s economies. But this would amount to merely postponing the inevitable.

Arab countries are not integrated into the world economy. It is possibly the only part of the globe, bar Africa, to have entirely missed the trains of globalization and technological progress. Charlene Barshefsky was United States Trade Representative from 1997 to 2001. In a recent column published by the New York Times, she noted that:

“Muslim countries in the region trade less with one another than do African countries, and much less than do Asian, Latin American or European countries. This reflects both high trade barriers … and the deep isolation Iran, Iraq and Libya have brought on themselves through violence and support for terrorist groups … The Middle East still depends on oil. Today, the United States imports slightly more than $5 billion worth of manufactured goods and farm products from the 22 members of the Arab League, Afghanistan and Iran combined - or about half our value-added imports from Hong Kong alone.”

Indeed, Jewish Israel and secular Turkey aside, 8 of the 11 largest economies of the Middle East have yet to join the World Trade Organization. Only two decades ago, one of every seven dollars in global export revenues and one twentieth of the world’s foreign direct investment flowed to Arab pockets.

Today, the Middle East’s share of international trade and FDI is less than 1.5 percent - half of it with the European Union. Medium size economies such as Sweden’s attract more capital than the entire Middle Eastern Moslem world put together.

Some Arab countries periodically go through spastic reforms only to submerge once more in backwardness and venality. Oil-producers attempted some structural economic adjustments in the 1990s. Jordan and Syria privatized a few marginal state-owned enterprises. Iran and Iraq cut subsidies. Almost everyone - especially Lebanon, Egypt, Iran and Jordan - increased their unhealthy reliance on multilateral loans and foreign aid.

Young King Abdullah II of Jordan, for instance, dabbles in deregulation, liberalization, tax reform, cutting red tape and tariff reductions. Aided by a free trade agreement with America passed by Congress in 2001, Jordan’s exports to the United States last year soared from $16 million in 1998 to $400 million.

A similar nostrum is being administered to Morocco, partly to spite the European Union and its glacial “Barcelona Process” Euro-Mediterranean Partnership. But, as everyone realizes, the region’s problems run deeper than any tweaking of the customs code.

The “Arab Human Development Report 2002″, published in June last year by the United Nations Development Program (UNDP), was composed entirely by Arab scholars. It charts the predictably dismal landscape: one in five inhabitants survives on less than $2 a day; annual growth in income per capita over the last 20 years, at 0.5 percent, exceeded only sub-Saharan Africa’s; one in six is unemployed.

The region’s three “deficits”, laments the report, are freedom, knowledge and manpower. Arab polities and societies are autocratic and intolerant. Illiteracy is still rampant and education poor. Women - half the workforce - are ill-treated and excluded. Pervasive Islamization replaced earlier militant ideologies in stifling creativity and growth.

In an article titled “Middle East Economies: A Survey of Current Problems and Issues”, published in the September 1999 issue of the Middle East Review of International Affairs, Ali Abootalebi, assistant professor of political science at the University of Wisconsin, Eau Claire, concluded:

“The Middle East is second only to Africa as the least developed region in the world. It has already lost much of its strategic importance since the Soviet Union’s demise … Most Middle Eastern states … probably do, possess the necessary technocratic and professional personnel to run state affairs in an efficient and modern manner …. (but not) the willingness or ability of the elites in charge to disengage the old coalitional interests that dominate governments in these countries.”

The looming war with Iraq will change all that. This is the fervent hope of intellectuals throughout the region, even those viscerally opposed to America’s high-handed hegemony. But this may well be only another false dawn in many. The inevitable massive postwar damage to the area’s fragile economies will spawn added oppression rather than enhance democracy.

According to The Economist, the military buildup has already injected $2 billion into Kuwait’s economy, equal to 6 percent of its GDP. Prices of everything - from real estate to cars - are rising fast. The stock exchange index has soared by one third. American largesse extends to Turkey - the recipient of $5 billion in grants, $1 billion in oil and $10 billion in loan guarantees. Egypt and Jordan will reap $1 billion apiece and, possibly, subsidized Saudi oil as well. Israel will abscond with $8 billion in collateral and billions in cash.

But the party may be short-lived, especially if the war proves to be as decisive and nippy as the Americans foresee.

Stratfor, the strategic forecasting consultancy, correctly observes that the United States is likely to encourage American oil companies to boost Iraq’s postbellum production. With Venezuela back on line and global tensions eased, deteriorating crude prices may adversely affect oil-dependent countries from Iran to Algeria.

The resulting social and political unrest - coupled with violent, though typically impotent, protests against the war, America and the political leadership - is unlikely to convince panicky tottering regimes to offer greater political openness and participatory democracy.

War will traumatize tourism, another major regional foreign exchange earner. Egypt alone collects $4 billion a year from eager pyramid-gazers - about one ninth of its GDP. Add to that the effects of armed conflict on traffic in the Suez Canal, on investments and on expat remittances - and the country could well become the war’s greatest victim.

In a recent economic conference of the Arab League, Egyptian Minister of State for Foreign Affairs, Faiza Abu el-Naga, pegged the immediate losses to her country at $6-8 billion. More than 200,000 jobs will be lost in tourism alone. Egypt’s Information and Decision Support Centre (IDSC) distributed a study predicting $900 million in damages to the Jordanian economy and billions more to be incurred by oil-rich Saudi Arabia.

The Arab Bank Federation foresees banking losses of up to $60 billion due to contraction in economic activity both during the war and in its aftermath. This may be too pessimistic. But even the optimists talk about $30 billion in foregone revenues. The reconstruction of Iraq could revitalize the sector - but American and European banks will probably monopolize the lucrative opportunity.

War is likely to have a stultifying effect on the investment climate.

Saudi Arabia and Egypt each attract around $1 billion a year in foreign direct investment - double Iran’s rising rate. But global FDI was halved in the last two years. This years, flows will revert to 1998 levels. This implosion is likely to affect even increasingly attractive or resurgent destinations such as Israel, Turkey, Iraq and Iran.

Foreign investors will be deterred not only by the fighting but also by a mounting wave of virulent - and increasingly violent - xenophobia. Consumer boycotts are a traditional weapon in the Arab political arsenal. Coca-Cola’s sales in these parched lands have plummeted by 10 percent last year. Pepsi’s overseas sales flattened due to Arabs shunning its elixirs. American-franchised fast food outlets saw their business halved. McDonald’s had to close some of its restaurants in Jordan.

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Foreign business premises have been vandalized even in the Gulf countries. According to The Economist “in the past year overall business at western fast-food and drinks firms has dropped by 40% in Arab countries. Trade in American branded goods has shrunk by a quarter.”

These are bad news. Multinationals are sizable employers. Coca-Cola alone is responsible for 220,000 jobs in the Middle East. Procter & Gamble invested $100 million in Egypt. Foreign enterprises pay well and transfer technology and management skills to their local joint venture partners.

Nor is foreign involvement confined to retail. The $35 billion Middle Eastern petrochemicals sector is reliant on the kindness of strangers: Indian, Canadian, South Korean and, lately, Chinese. Singapore and Malaysia are eyeing the tourism industry, especially in the Gulf. Their withdrawal from the indigenous economies might prove disastrous.

Nor will these battered nations be saved by geopolitical benefactors.

The economies of the Middle East are off the radar screen of the Bush administration, accuses Edward Gresser of the Progressive Policy Institute in a recently published report titled “Blank Spot on the Map: How Trade Policy is Working Against the War on Terror”.

Egypt and most other Moslem countries are heavily dependent on their textile and agricultural exports to the West. But, by 2015, they will face tough competition from nations with contractual trade advantages granted them by the United States, goes the author.

Still, the fault is shared by entrenched economic interest groups in the Middle East . Petrified by the daunting prospect of reforms and the ensuing competitive environment, they block free trade, liberalization and deregulation.

Consider the Persian Gulf, a corner of the world which subsists on trading with partners overseas.

Not surprisingly, most of the members of the Arab Gulf Cooperation Council have joined the World Trade Organization a while back. But their citizens are unlikely to enjoy the benefits at least until 2010 due to obstruction by the club’s all-powerful and tentacular business families, international bankers and economists told the Times of Oman.

The rigidity and malignant self-centeredness of the political and economic elite and the confluence of oppression and profiteering are the crux of the region’s problems. No external shock - not even war in Iraq - comes close to having the same pernicious and prolonged effects.

About the Author

Sam Vaknin ( http://samvak.tripod.com ) is the author of Malignant Self Love - Narcissism Revisited and After the Rain - How the West Lost the East. He served as a columnist for Central Europe Review, PopMatters, and eBookWeb , and Bellaonline, and as a United Press International (UPI) Senior Business Correspondent. He is the the editor of mental health and Central East Europe categories in The Open Directory and Suite101.

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The biggest secret of conducting a successful lease purchase business is to have a plan. I know don t grown. You need to know what you want to do however, before you can do it.

So secret number 1 is to have a plan of action. Set up daily goals for yourself. (For example, I want to make 50 calls today, or I want to spend 20 minutes on the telephone, or I want to send out 75 emails, you get the idea). Just be sure that your goals are realistic.

Secret number 2 is to Write down everything you want to accomplish on Monday, Tuesday, etc., the time you want to do what (for example 8 a.m. to 9 a.m.- work on FSBO sites). Have a To do list, and update it every day.

Secret number 3 is to have a tickler file. A tickler file will help keep you organized, keep your desk clean, and be sure you don t forget to do something. Remember a tickler file tickles your memory. It is a accordion file with 31 days, you make up the manila folders with the months (or you can buy them with the months on the files already), and put your to do list for the next day in the tickler file, meetings for a particular day of the month in the tickler file. It is especially great for things you do on a consistent basis. For more information on what a tickler file is and how to use it, check the article on our website at http://www.homebusinesssolutions.com/articles

Secret number 4 is to have a chron file. A chron file will help you find information quickly. It contains all correspondence you have generated for a month by date. It is a great time saver. Keep it in your desk or in a stand up on your desk.

Secret number 5 is to set up a good filing system. I am not going to go into detail on how this is done in this article, as this was already done in a previous article and can be found on our website in our article archives.

Secret number 6 is to have a good telephone script. Be sure your script asks for all the information you need to make an informed decision as to whether or not there is a deal, and whether or not it is a good deal. You want this information before you leave for an appointment. Remember you don t make an appointment unless you are going to get a contract signed.

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Secret number 7 is to make the calls and send the emails. You need to make the calls and to send your emails out on a consistent basis. In any business you need to continuously market to get new business.

Secret number 8 is to follow up. After you have made your telephone calls -follow up. Send a letter, a brochure, a newsletter, whatever you decide works best for you. But if you don t follow up, you will lose a ton of business. I can guarantee it.

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Secret number 9 is to have fair agreements and contracts. Your contracts and any and all of your agreements must be fair to all parties. If they are not, again, I guarantee you will have problems on a number of fronts.

Secret number 10 is to only do good business. We can t emphasize this enough. It has to be a good deal for the seller, a good deal for the tenant buyer and a good deal for you. All parties must be happy and feel they got what they wanted. If not, again I can guarantee you will have problems, and will not be in business for very long.

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Secret number 11 is to stick to your plan. Remember the plan you made up to start with, well follow it. It s what you made it up for. So use it. Study it. If you need to revise it, do so. However, if you aren t going to follow it and do so religiously you are not going to be in business for a very long.

Remember the #1 secret of the Ya Ya Lease Purchase Hood is to implement that plan.

Copyright 2003 DeFiore Enterprises

About the Author

Interested in having your own successful, home based creative real estate investing business? Chuck and Sue have been helping folks start successful home based businesses for over 17 years, and we can help you too! To see how, visit http://www.homebusinesssolutions.com

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