CTA-Banner_serious_business

Week 39 – Target Emotions – Chapter 10

How can you target the part of your customer’s brain that makes intuitive decisions? How do you create pleasant proposals? I encourage you to discard conventional approaches. Get rid of the charts! Stop focusing on rationality! Aim for more imagination and a desire to act!

If you find a call for tenders in your inbox, you can safely assume that the client already knows what he wants and now just needs to find the cheapest supplier.

Target Emotions © Fotolia 2015 / psdesign1

Target Emotions © Fotolia 2015 / psdesign1

The only sensible approach now is to find the decision maker, really understand what he wants and then offer exactly that. Put yourself in the shoes of the decision maker. For the moment he cannot foresee with which supplier his investment will yield the best results. Now it’s all about confidence and initiative. The decision maker asks himself, “Which offer can I trust? A contract is one thing, but who is going to actually deliver what I want?”

Those questions cannot be answered rationally. Even a decision maker can’t see into the future. The only thing left for him is to arrange the relevant facts and speculate on the future. In most cases this is a matter of pure intuition.

That’s why I recommend that you emotionalize your proposal. Keep the following factors in mind:

Likeability
If I like someone, I will be more disposed to follow him or her. Be likeable! Every proposal should contain images of friendly people who will later put the offer into practice. Business is done between people. What’s stopping you from expressing this in your proposal with the aid of pictures?
And what do you think of formulations like “I look forward to working with you an I am already excited about making (your proposed benefit) a reality for you and your company.”

Social Standing
If people whom you accept as a reference are successful, you will tend to emulate that success.

Make sure that people known by the decision maker and have worked with you before are quoted in your proposal.

Authority
People tend to value authority. Especially when they are not sure about something in a given situation. They will ask a seller at the market to recommend a cheese, without really knowing whether the seller is an expert on the subject. They give him the benefit of the doubt, simply because he is standing on the other side of the market stall.

If you as a sales person manage to project authority, the customer will accept you as a leader. If, on the other hand, you falter, the customer will challenge your authority. He will riddle you with questions in order to convict you of incompetence. Therefore, react with confidence! Deliver your message clearly! In this way you’ll be understanding and satisfying the needs of your client in the best way.

Context
Is something expensive? Are ten dollars or a hundred dollars a lot? It depends on the context. This means, that if you’re smart about this, you will place quantitative statements in a favorable context.

Here’s an example: You don’t say something costs “between $100 and $200” but rather, “If you were concerned that you would have to spend $200 or more for this, I can put your mind at ease. It will be less.”

Reciprocity
Most people want to settle their debts. If you write me a card for my birthday, I will reciprocate and write you one at your birthday as well. Those who give often trigger an impulse to give back.

You can take advantage of this by giving without initially expecting anything in return. You will thereby prompt a strong feeling of indebtedness. That is one of the reasons why giving gifts or a donation to officials is illegal in many countries. Thus, ask yourself how you could legally offer knowledge, tips, hints or other valuable information without an instant reciprocation, and thereby boost your chances of doing business.

Commitment and Consistency
In for a penny, in for a pound. That’s something you learned years ago. If you’ve taken the first steps on a path, you will usually be willing to take further steps. If in the initial stages of an offer you’ve gathered from the client that he wants to decide by a certain date, name that date!

You can formulate it in this way: “You mentioned that you wanted things clarified by the mm/dd/yyyy, and decide latest by then on the suitability of my proposal.” Legally that is not binding. On an emotional level, however, this maintains your commitment and keeps your approach consistent.

Scarcity
Things that are scarce are prized more highly than things that are readily available. I you are always freely available; you and your offer will be valued less highly. Therefore, make sure to limit the time frame of the offer. Emphasize the fact that certain services are only feasible within a certain time frame. Set time limits, to which the customer has to agree, in order to be guaranteed the fulfillment of your service.

See you next week,
Stephan Heinrich