Answer the following before moving forward.
1. If you have to present two products to a client, which product will you present first - costlier or cheaper?
2. Is it better to tell you client what they stand to gain by moving in your direction or what they will lose if they do not?
3. If you have a new piece of informaiton, when will you tell that its new, before or after delivering information.
4. If your product has strengths and weaknesses, will you present weaknesses early or late?
5. If someone praised your product/service, what do you do immediately after you have said Thankyou?
6. If you want someone to cooperate with you, what is the single most important thing you can do before you influence that person.
The principles:
1. Reciprocation - Give and take - You give so that the other person is obligated to say yes to you.
a) There is a moment of power after someone says THANKYOU: When you do a favor and someone says thankyou....you say....No problem, I know if the situation will ever reverse you will do the same for me (Gaining the credit for future basically).
· Another consequence of the rule, however, is an obligation to make a concession to someone who has made a concession to us.
b) Within the situation, provide concessions. There is a moment of power after someone says NO to you. at that time you need to provide concessions and DO NOT RETREAT.
2. Scarcity - People want to have more of what you cant have.
3. Authority - If an authority or an expert says it, it must be true.
4. Consistency / Commitment : People are likely to follow what they have said i.e. committed to in public. Restaurant example.
5. Consensus - People follow others. So, people respond to something that everyone is doing.
6. Liking - People tend to follow others who are like them - look, actions, culture etc.
· People simply like to have reasons for what they do
SOME EXAMPLES
· The point is that the same thing – for instance, room-temperature water – can be made to seem very different, depending on the nature of the event that precedes it.
· Sell the suit first, because when it comes time to look at sweaters, even expensive ones, their prices will not seem as high in comparison.
· “The house I’ve got them spotted for looks really great after they’ve first looked at a couple of dumps.”
· The technique is a simple one that we can call the rejection-then-retreat technique. Suppose you want me to agree to a certain request. One way to increase your chances would be first to make a larger request of me, one that I will most likely turn down. Then, after I have refused, you would make the smaller request that you were really interested in all along. Provided that you have structured your request skilfully, I should view your second request as a concession to me and should feel inclined to respond with a concession of my own, the only one I would have immediately open to me – compliance with your second request.· For a variety of reasons the percentage of successful door-to-door sales
increases impressively when the sales operator is able to mention the name
of a familiar person who “recommended” the sales visit.
· If a customer refuses a purchase ask for referrals
· Once we have made a choice or taken a stand, we will encounter personal
and interpersonal pressures to behave consistently with that commitment.
· For the salesperson, the strategy is to obtain a large purchase by starting with
a small one. Almost any small sale will do, because the purpose of that small
transaction is not profit. It is commitment.
· Look at it his way – when a person has signed an order for your merchandise,
even though the profit is so small it hardly compensates for the time and effort
of making the call, he is no longer a prospect – he is a customer.
· The tactic of starting small with a little request in order to gain eventual
compliance with related larger requests has a name: the foor-in-the-door
technique.
· Once you’ve got a man’s self-image where you want it, he should comply
naturally with a whole range of your requests that are consistent with this view
of himself.
· Apparently the mere knowledge that someone viewed them as charitable
caused these women to make their actions consistent with another’s
perception of them.
· The enormously successful Amway Corporation, for instance, has hit upon a
way to spur their sales personnel to greater and greater accomplishments.
Members of the staff are asked to set individual sales goals and commit
themselves to those goals by personally recording them on paper.
· Something special happens when people personally put their commitments on
paper: They live up to what they have written down.
· “25-, 50-, or 100 words or less” testimonial contests
· ...express their opinions with a visible show of hands rather than by secret
ballot. Once jurors had stated their initial views publicly, they were reluctant to
allow themselves to change publicly, either.
· “persons who go through a great deal of trouble or pain to attain something tend to value it more highly than persons who attain the same thing with a minimum of effort”
· During this time, the dealer knows, customers automatically develop a range of new reasons to support the choice they have now made.
· We can learn, from the way the other witnesses are reacting, whether the
event is or is not an emergency.
· We will use the actions of others to decide on proper behaviour for ourselves,
especially when we view those others as similar to ourselves.
· Thus the most influential leaders are those who know how to arrange group
conditions to allow the principle of social proof to work maximally in their
favour.
· As a result, the Indian realised, it was possible to kill tremendous numbers of
buffalo by starting a herd running toward a cliff. The animals, responding to
thundering social proof around them – and never looking up to see what lay
ahead – did the rest.
· Once again we can see that social proof is most powerful for those who feel
unfamiliar or unsure in a specific situation and who, consequently, must look
outside of themselves for evidence of how best to behave there.
· Each new prospect is visited by a salesperson armed with the name of a
friend “who suggested I call on you.” Turning the salesperson away under
those circumstances is difficult; it’s almost like rejecting the friend. The
Shaklee sales manual insists that employees use this system without fail: “It
would be impossible to overestimate its value. Phoning or calling on a
prospect and being able to say that Mr. So-and-so, a friend of his, felt he
would benefit by giving you a few moments of his time is virtually as good as a
sale 50 percent made before you enter.”
· Research has shown that we automatically assign to good-looking individuals
such favourable traits as talent, kindness, honesty, and intelligence.
· Several studies have demonstrated that we are more likely to help those who
dress like us.
· Another way requesters can manipulate similarity to increase liking and
compliance is to claim that they have backgrounds and interests similar to
ours.
· Many sales training programs now urge trainees to “mirror and match” the
customer’s body posture, mood, and verbal style, as similarities along each of
these dimensions have been shown to lead to positive results.
· Conjoint efforts toward common goals steadily bridged the rancorous rift
between the groups.
· Compliance professionals are forever attempting to establish that we and they
are working for the same goals, that we must “pull together” for mutual
benefit, that they are, in essence, our teammates.
· ...like the new-car salesman who takes our side and “does battle” with his
boss to secure us a good deal.
· “known by the company we keep”
· Research has shown that an attractive model posing with an automobile will
make the car appear more desirable. Some advertisers apparently believe
that the same holds true for all sorts of items
· It is the extreme willingness of adults to go to almost any lengths on the
command of an authority that constitutes the chief finding of the study
· It was found that with each increase in status, the same man grew in
perceived height by an average of a half inch, so that as the “professor” he
was seen as two and a half inches taller than as the “student”
· The percentage of compliance when he was in uniform – 92%
· Three and a half times as many people swept into traffic behind the suited
jaywalker.
· Finely styled and expensive clothes carry an aura of status and position, as
do trappings such as jewellery and cars
· People seem to be more motivated by the thought of losing something than by
the thought of gaining something of equal value
· The “deadline” tactic
· ...invoke the scarcity principle three separate times in just five words that
read, “Exclusive, limited engagement ends soon!”
· The advertising copy included the statement, “a book for adults only,
restricted to those 21 years and over”
· Those who learned of the age restriction (1) wanted to read the book more
and (2) believed that they would like the book more than did those who
thought their access to the book was unlimited
· The customers who received this last sales presentation learned that not only
was the availability of the product limited, so also was the news concerning it
– the scarcity double whammy
· The fact that the news carrying the scarcity of information was itself scare
made it especially persuasive
· As we have seen in the case of political freedoms and (especially pertinent to
the present discussion) chocolate-chip cookies, people see a thing as more
desirable when it has recently become less available than when it has been
scarce all along
· The results showed that those whose cookies became scare through the
process of social demand liked them significantly more than those whose
cookies became scare by mistake. In fact, the cookies made less available
through social demand were rated the most desirable of any in the study
· The feeling of being in competition for scarce resources has powerfully
motivating properties
· Scarcity plus rivalry
· The joy is not in experiencing a scare commodity but in possessing it
