Sales and Sales Management Blog

August 29, 2008

Book Review: Words That Work: It’s Not What You Say, It’s What People Hear, by Dr. Frank Luntz

Imagine knowing the words, ideas, and concepts that influences people to buy, to make a choice, to solve a problem, to commit to your solution. Imagine being able to write or say something that immediately strikes a nerve; that people will remember and act upon. Imagine having the power that moves prospects, coworkers, employees, better yet your spouse, to your point of view.

Few of us in sales and marketing are writers–that is true wordsmiths. Few of us think we have the talent to be. Most of us really don’t aspire to be. But all of us yearn to–we must–influence those around us. We must be able to persuade, to move men and women to make choices, to pick up the phone, to exert more effort, to sign the contract, to buy the product, to commit to our goals, our vision, our solution. And most of us, if we’re honest with ourselves, are simply tossing darts, hoping that eventually we will hit on a phrase or a sentence that hits the mark.

Although we may never become a Faulkner or Hemingway, we can learn to use words in ways–or at least we can learn the words–that impact our audience. Instead of writing our typical drivel that hangs together loosely, which we vaguely hope will strike a nerve with someone, we can learn to tighten up our communication by learning what people really react to–and why.

Dr. Frank Luntz has given us a good gulp of these gems. His New York Times best-selling book, Words That Work (Hyperion, 2007), lays out his findings about words, ideas, concepts. Luntz is a linguist that gets it–who can take research and translate it into a format that we simpletons can not only grasp but actually use in our everyday lives.

Certainly, if you’re a political junkie as I am, you’ll love the book for its insights into how politicians influence the electorate. Luntz gives example after example of both the words that have worked and the words that have flopped. But don’t think of Words That Work as just a political book. It is, of course. But it is also a sales book, a marketing book, an everyday life book.

Some have been put off by the fact Luntz is a Republican pollster. If you don’t like his politics, don’t let that stand in your way. He gives positive and negative examples from all political points of view, but more importantly, if you view it as a political book as many have, you will miss the message of the book.

If you really want to improve your ability to communicate–whether in marketing, sales, or changing your kid’s mind, you’ll find a great deal of meat in Words That Work. From “The Ten Rules of Effective Language” to corporate and political case studies to understanding what people really care about, Luntz lays out the words, phrases and concepts that influence and change minds and backs them up from his studies with thousands of everyday men and women from across the country.

August 23, 2008

Great Strategy–But Was It Too Much?

No doubt the Obama campaign had a great strategy in building interest in his VP selection. Not only did he manage to get hundreds of thousands of cell phone numbers and email addresses he can now use to generate additional donations, but he dominated the news programs for almost the entire week. It put John McCain on the news sidelines and gave him an opportunity to put the Saddleback event behind him.

Hype works, no doubt. But timing in building excitement and interest in any announcement is critical, whether you’re dealing with a VP selection or a new product. Trying to maintain the interest and the excitement is one thing, but the end goal is to punctuate that interest and excitement with an announcement that not only lives up to the hype, but builds on it. Start building too early or drag it out too long and it doesn’t burst on the scene with a bang as intended.

But did he try to milk it too much? By Thursday morning almost all the commentators and pundits had come to the conclusion that Joe Biden was the selection, so when the announcement came instead of, “Wow! What a great (or lousy, depending on your view of Biden) choice,” a common reaction was, “OK, big deal, I figured he was it.”

For maximum impact, Obama waited too long. Certainly he was prepared to spice up the speculation by having someone leak out the information that Chet Edwards was on the short list, although no one seems to have taken that bait too seriously.

On the plus side he got the news all to himself for several days. On the downside, ultimately the announcement was something of a letdown for many since they figured the announcement was just a conformation of what they already ‘knew.’

Obama’s announcement garnered much of what he wanted, and he only missed the peak by hours, but with a just a little better timing it could have had the full impact he was hoping for.

June 13, 2008

Guest Article: “How to Use Sales Psychology to Create More Lifetime Clients Now,” by Gregory Stebbins

How to Use Sales Psychology to Create More Lifetime Clients Now
by Gregory Stebbins

My Customer is Ticking Me Off!

That was the recent comment I heard from a seasoned sales professional. He then described the customer’s controlling nature including how he would often interrupt, and want answers in Cliffs Notes version.

The sales person had a style mismatch. He was choosing to be upset by the customer’s actions.

After letting him unload, I asked him how he’s adapting to the customer.

“Adapt?” he asked, puzzled.

I said, “You could just live in your hurt feelings, like you’ve been doing. Or you could choose to pay closer attention to your customer and work with him the way he wants to be worked with. Specifically, allow this customer to have control over the sales call, give him the information he needs in the timing he needs it, and allow him to cut you off.”

Ultimately when you allow your customer to win, you’ll end up winning too. Your customers don’t necessarily want to be your friends. They want to be your customers because they need your products and services, don’t they?”

How to Make Sales, Not War

War metaphors such as “It was a hard fought battle” or “We had to punch the proposal through their defenses” are often used to describe the sales process. However, a more elegant and effective sales close approach is to give the customer what he or she wants in the way they want it with a nice ribbon around the package.

When the customer perceives you as the expert who really understands what he or she needs and when you give it to them in the way they recognize as serving their needs, you automatically turn an adversary into an ally. This will turn your customers into lifetime customers.

The Ultimate Secret to Turning Customers Into Lifetime Customers

Many companies struggle when differentiating their products or services. When you know how to adapt your personal selling style to align with that of the customer, you become the point of differentiation.

This requires you to be very aware of your approach to selling and the customer’s approach to buying.

For example, high-steadiness behavior types hate change. When a sales person shows up, he or she represents change, and that alone is enough to cause the customer to freeze. High-conscientious types often want detailed facts and figures, delivered with precision.

We’re most successful when our approach is identical to the customers. So you may find it beneficial to adapt your approach to theirs, even if it’s not your natural style.

Salespeople who have learned the secret to adapting profoundly increase their sales because they possess the ability to sell to different kinds of people.

How to Identify Your Style and the Style of Your Customers

I gave the person I was coaching the following explanation so he could identify his style and the styles of his customers:

• “D” Behavior – Demanding, directing and domineering. Individuals with this behavior style are usually ambitious, bold and impatient. They can also be argumentative and stubborn.
• “I” Behavior – Interacting, inspiring, and influencing. Individuals with this behavior style are often expressive, charming, optimistic, cheerful and enthusiastic.
• “S” Behavior – Supporting, stabilizing and steadying. These individuals are usually loyal, calm, patient, cooperative and humble.
• “C” Behavior – Conscientious, cautious and correcting. These individuals are often diplomatic, meticulous, private, incisive and exact.

How to Put This Knowledge Into Action During Two Key Stages of the Sales Process

Opening the call:

• Customer behavior type D: Be clear, specific, brief, and to the point.
• Customer behavior type I: Be friendly. Listen for both facts and feelings. Make time for relating and socializing.
• Customer behavior type S: Be genuinely sincere. Create a non-threatening environment for them.
• Customer behavior type C: Ask lots of questions and be patient while they answer in minute detail.

Obtaining commitment:

• Customer behavior type D – Briefly highlight their key options and ask for the order assertively.
• Customer behavior type I – Inspire them to action. Keep the close relaxed and friendly.
• Customer behavior type S – Detail how they can take practical action and confirm without pushing or rushing them.
• Customer behavior type C – Create a scheduled approach to implementing action with step-by-step timetables. Point out guarantees.

You can double or even triple your sales by getting a grasp on your customer’s behavioral style. It will make a difference in your sales figures and will turn one-time customers into lifetime customers.

Greg Stebbins is a master at improving the greatest asset of any business—its people. With more than 30 years of business experience, he applies a wealth of knowledge, know how, and high impact ideas to the challenges his clients bring to him. Greg has developed his dynamic approach through real-life experience and dedicated research. A published author, he brings with him an MBA in finance, a Masters in psychology and a Doctorate from Pepperdine’s School of Education and Psychology. Visit his website at www.peoplesavvy.com.

May 12, 2008

Science, Your Brain, Imagination, and Success and Failure

How often have you heard that what you think and what you believe is one of the most important factors in sales success? I imagine you’ve heard that preached so often you’ve almost become numb to it. It’s a theme preached by most sales trainers and managers. You find it in sales books, on training CD’s and DVD’s, you hear it at every conference you attend.

You’re told to repeat positive affirmations, to give yourself positive pep talks, to think positively, to envision yourself being successful, and to imagine yourself giving the perfect presentation or the closing the mega-deal.

Despite the preaching, a surprisingly large number of salespeople take these admonitions with a grain of salt. Some simply think its junk science and blow it off, others don’t believe they need it, others acknowledge they should be doing it but don’t do it, others just let the words go in one ear and out the other, and many others argue that it is what you do–not what you think–that determines your success or failure.

There is, however, solid scientific evidence for the impact imagination and thought has on performance. What you think does translate to some extent to what you do, how you act, and ultimately, what you achieve. Your brain is the single most powerful tool you have and what you feed your brain is translated by your brain into action. Feed your brain negative material and it will generate negative actions. Likewise, feed it positive material and it will generate positive actions.

Subject-Expectancy Effect
The Subject-Expectancy Effect (also known as the Placebo Effect) is an observation by scientists primarily involved in medical research that the recipients of placebos reported the same positive and negative effects as the subjects who received the actual drug being tested. In addition, there are documented cases where the placebo recipient experienced the same physical changes as the recipients of the drug. Scientists have no other explanation than the power of the placebo recipient’s belief changed their physical state. The belief of the recipient in the healing power of the drug they were presumably taking produced the actual physical changes the drug would have produced.

This phenomenon has been observed in the social sciences as well. In experiments, subjects who believed they could not successfully perform even simple tasks managed to unconsciously find ways to sabotage their actions, assuring their expected outcome—failure. The subject’s belief about their abilities influenced their actions to such an extent that they guaranteed they could not do what they had convinced themselves they could not do.

Reshaping the Brain
An experiment at Harvard demonstrates that our imagination not only changes our abilities, but actually changes the shape of our brain in the same way as performing the actual act.

Researchers at Harvard placed a group of people who could not play the piano in a room with a piano and a teacher who gave intensive lessons for five days. A second group was placed in another room with an identical piano but told to have nothing to do with the instrument. A third group was put into a room with another identical piano but told to do nothing but imagine practicing the piano—they never touched the instrument.

After five days, the first group had a rudimentary ability to play. The second group, of course, couldn’t play a lick.

The third group who had never touched the piano could play almost as well as the first group. More astounding, the brains of the third group had undergone the same physical change in the area that controls finger movement as the first group.

Simply imagining performing the act had almost the same affect as actually performing it.

Changing Your Sales Business
Salespeople and managers who argue that actions—both positive and negative—determine success or failure in sales are correct. You either make the sales or you don’t. You either connect with qualified prospects or you don’t. You either develop the relationships with your prospects and clients or you don’t.

Nevertheless, there is solid evidence that the actions you take aren’t independent of your belief system or your thoughts. The ultimate determination of your success lies in your head. What you think, what you imagine, and what you believe about yourself will find its way into your actions. If you feed your brain success, it will demand you take the actions to become successful. On the other hand, feed your brain defeat and your brain will accommodate that outcome also.

Excerpted from SuperStar Selling: 12 Keys to Becoming a Sales SuperStar by Paul McCord, available at Amazon, Barnes and Noble and all find bookstores.

May 8, 2008

Book Review: PeopleSavvy for Sales Professionals by Gregory Stebbins, Ed.D.

Seldom do I read a book that I consider to be dangerous. Certainly, there are books that once read, you think, “Wow! I hope a new salesperson doesn’t get hold of this and think this is what sales is all about.” We’ve all read the books, the ones that advocate heavy doses of manipulation, browbeating the customers, twisting their arm, hog tying them until they give in.

Nevertheless, PeopleSavvy For Sales Professionals (Savvy Books, 2007) by Gregory Stebbins, Ed.D. is a dangerous book of a different kind, a danger that Stebbins immediately acknowledges in his introduction. PeopleSavvy deals with the psychological strategies and techniques of selling and developing trust—strategies and techniques that can be used to help create a bond–or to manipulate and deceive.

In the right hands, the book can open new ways to build relationships quickly. In the wrong hands, it can reveal ways to out fox, out maneuver, and out and out manipulate. The responsibility for the information’s use lies with the reader, Dr. Stebbins has simply shown how understanding your prospect’s behavior and thinking can help you connect—and an unfortunate byproduct is to show others how they can manipulate.

Stebbins’ thesis is that if your prospects don’t trust you, you cannot sell effectively. That thesis springboards Stebbins in a discussion of how you can read your prospect’s movements, her words, how he dresses, what she has on the walls of her office—even the position of the items in his office, and use that information to build a deeper connection more quickly with the prospect, gaining their confidence and trust at the same time.

Although the book is quite detailed on the ‘how’ to read your prospects behavior and the other telltale signs to help build trust, Stebbins breaks trust into two parts and feeds them to us in bite sized morsels.

Trust is comprised of ‘Rapport’, which itself is made up of compassion, connection and credibility, and ‘Deep Trust,’ which is comprised of competence, commitment and consistency. Stebbins takes the reader through each of these individual components of Rapport and Deep Trust and how each must play a role in developing a relationship of trust with your prospect.

He then journeys through how motivation, communication and behavior can reveal the avenues to developing the rapport and trust you must have to develop a lasting relationship with your prospect.

From mirroring behavior to matching speech patterns and words to understanding personality types to how the prospect thinks and operates, PeopleSavvy covers the gamut from not only understanding your prospect’s behavior, to how they think and why they think the way they do.

Filled with stories and examples, PeopeSavvy is an easy to read—harder to apply—book whose insights, strategies and techniques are grounded in the works of those, including Stebinns, who have spent years studying sales, marketing, and industrial psychology.

If you want to understand how to get inside the head of your prospects and clients, PeopleSavvy will help open the door to their minds. Whether what you learn is dangerous or not depends on your intent and use.

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