Tags |
|
|
Links |
|
|
Casual Articles - The Keys to Buying Motivation: Unlock the Door to Sales Success
Why do we hate advertising? Because it is intrusive, importunate, sometimes vulgar. Everyone will give their own reasons. But you see what a contradiction – without advertising there are no sales. That is true. People may keep on telling you that they can’t stand advertising and never read adverts and advertising copies. But they are lying to themselves. Advertising texts work better than ever and keep on boosting the sales rates. However we should note that poor advertising text won’t make a sale. So before creating your first advertising masterpiece you should know some basic rules. Ideally advertisements should be attractive to catch the customer’s attention and useful to make the customer buy the product. Usually appealing images are used for attracting the clients’ attention. I
• That’s great. I’m just curious, why five?
• That’s great. I’m just curious, where will they be? How did you decide on those locations?
• That’s great. What are your first year projections for those locations?
• That’s great. What kinds of challenges do you typically face when you open new locations?
You could probably come up with several other questions you could use here, but the point is that the question is squarely focused on them – and may not even have anything directly to do with your offering. Remember, your goal is to understand as much as you can about them. Through question like this you are developing a real conversation. A conversation in which your contact’s comfort and trust level will increase, and one in which you will gain real insight into what they “do” – what they hope to accomplish as well as the problems they need to solve.
Only once you’ve gained a better sense of their past, present, and future – along with problems (pain) and goals (gain) are you in a position to make a real rec
Widespread research suggests that people do not leave organizations; they leave their managers. The implication of this finding is that managers who are respected and seen as supportive of the people who work with them are indispensable to successful organizations. Without them, competent people may leave their current organization in search of better treatment. The resultant costs of recruitment, engagement and subsequent retention can be enormous. Less tangible are the indirect costs associated with the loss of corporate intelligence and the impact on morale.I ask participants in management workshops to isolate the characteristics of individuals with whom they have worked who they deem to have been exceptional managers. Their answers seldom focus on the educational background
As D.E.I. Management Group President and author, Steve Schiffman says in his book “The 250 Sales Questions to Close the Deal:”
What if I ask the person to describe pressing business problems that he or she will face in the future? What if I build my proposal around those business issues? I might get a decent picture of what is going on in that person’s world, but I will not get the whole picture. Even if you discover everything about the person’s pains, needs, and problems, you will have only learned about certain parts of their situation – the parts that are currently causing pain and problems. You won’t be getting the whole picture. What about the rest of your contact’s situation – the things that don’t fit in the categories of pain, needs, or problems? What’s going on there? If I only ask about “needs,” I don’t know – and if you’ve only been asking the types of questions mentioned above, neither do you.
Let’s explore this a bit more deeply. People will only make a decision to do something if it makes sense to them. I think that’s something we can all agree on. So how do we know what will make sense to someone we meet for the first time, or whom we don’t know all that well? That comes through asking questions and in taking a genuine interest in the people we meet with.
Many of us in sales were taught, at one time or another, that we need to be good listeners, and that we need to show we care by asking questions. Yet how many of us really do a good job at that? We are excited about our products and services – we want to jump right in and show our prospect that we have the fix for whatever ails them. We need to learn to fight that urge to “throw-up” on the prospect with our solution to their problem – for if we do this too soon in the process we’re really just guessing at what makes the most sense to them.
An understanding of basic human motivation will help you ask better questions to arrive at the ultimate plan that will make sense to your prospect. As human beings, we are all drive by two primary motivating factors; the desire to avoid pain, or the desire to gain something. Or, to put it another way – we either want to fix something that isn’t working, or we want to create a better future.
Consultant and author Mahan Khalsa in his book “Let’s Get Real or Let’s Not Play” says it well:
People who are trying to “move away from pain” will interpret issues as pain and may give us a list a problems, frustrations, and dissatisfaction. They may even use physical or emotional pain phrases like: “It’s killing us…,” “We’re bleeding…,” “It’s a pain in the neck…,” It’s a real headache…,” It’s a nightmare…,” “It’s like pulling teeth….”
People who are “moving toward gain” will interpret issues as results (i.e., objectives, goals, and outcomes). They may use phrases like” “What we’d like to see…,” “What we think is possible…,” “Our vision is…,” “What we’re excited about is…,” “Our end in mind is…,” “We’d like to create…,” etc. Their language will give us some hints about where they would like to start. We’ll just need to be aware of the language.
Our job in asking questions then, is to listen to what our prospect says and determine which mode they are operating in – listen to their language, and then ask more questions to find out more about their unique situation. In doing this, you will want to ask questions that relate to the past, the present, and the future. Asking about the past will help you determine what problems they may be dealing with that they want to fix. Asking about the present will focus in their present situation and the current “status quo”. Future based questions will give you a sense of what goals and outcomes they hope to accomplish. All of these areas are important to gain a full sense of what will makes sense to the person and of what will lead them to buy.
Every conversation is unique. You need to focus on what your contact is telling you and then follow-up with a logical question to dig deeper. Each question you ask should follow from the question and answer before it. For example, suppose you are speaking with someone and she tells you that her company plans to open 5 new locations in the next year. What will your next question be? Here are some possibilities:
• That’s great. I’m just curious, why five?
• That’s great. I’m just curious, where will they be? How did you decide on those locations?
• That’s great. What are your first year projections for those locations?
• That’s great. What kinds of challenges do you typically face when you open new locations?
You could probably come up with several other questions you could use here, but the point is that the question is squarely focused on them – and may not even have anything directly to do with your offering. Remember, your goal is to understand as much as you can about them. Through question like this you are developing a real conversation. A conversation in which your contact’s comfort and trust level will increase, and one in which you will gain real insight into what they “do” – what they hope to accomplish as well as the problems they need to solve.
Only once you’ve gained a better sense of their past, present, and future – along with problems (pain) and goals (gain) are you in a position to make a real rec
The ‘Spirit of Service’ Award is given to uniquely deserving teams and individuals who go way beyond the call of duty to serve, aid or comfort the heart of another human being.One worthy winner is an unnamed night nurse in the maternity ward of a nearby hospital.A new father wrote to me with this report:‘My experience at the hospital was very positive. I was staying over with my wife after the delivery. One night I had a headache (maybe from the lack of sleep and being a first-time parent). I asked one of the staff for a pain reliever. She gave me a neck rubdown for a few minutes instead! That really made me feel better, and no need for medication. I was impressed that the staff went out of her way to satisfy a “customer”, even when I wasn’t the baby or the mother.
Let’s explore this a bit more deeply. People will only make a decision to do something if it makes sense to them. I think that’s something we can all agree on. So how do we know what will make sense to someone we meet for the first time, or whom we don’t know all that well? That comes through asking questions and in taking a genuine interest in the people we meet with.
Many of us in sales were taught, at one time or another, that we need to be good listeners, and that we need to show we care by asking questions. Yet how many of us really do a good job at that? We are excited about our products and services – we want to jump right in and show our prospect that we have the fix for whatever ails them. We need to learn to fight that urge to “throw-up” on the prospect with our solution to their problem – for if we do this too soon in the process we’re really just guessing at what makes the most sense to them.
An understanding of basic human motivation will help you ask better questions to arrive at the ultimate plan that will make sense to your prospect. As human beings, we are all drive by two primary motivating factors; the desire to avoid pain, or the desire to gain something. Or, to put it another way – we either want to fix something that isn’t working, or we want to create a better future.
Consultant and author Mahan Khalsa in his book “Let’s Get Real or Let’s Not Play” says it well:
People who are trying to “move away from pain” will interpret issues as pain and may give us a list a problems, frustrations, and dissatisfaction. They may even use physical or emotional pain phrases like: “It’s killing us…,” “We’re bleeding…,” “It’s a pain in the neck…,” It’s a real headache…,” It’s a nightmare…,” “It’s like pulling teeth….”
People who are “moving toward gain” will interpret issues as results (i.e., objectives, goals, and outcomes). They may use phrases like” “What we’d like to see…,” “What we think is possible…,” “Our vision is…,” “What we’re excited about is…,” “Our end in mind is…,” “We’d like to create…,” etc. Their language will give us some hints about where they would like to start. We’ll just need to be aware of the language.
Our job in asking questions then, is to listen to what our prospect says and determine which mode they are operating in – listen to their language, and then ask more questions to find out more about their unique situation. In doing this, you will want to ask questions that relate to the past, the present, and the future. Asking about the past will help you determine what problems they may be dealing with that they want to fix. Asking about the present will focus in their present situation and the current “status quo”. Future based questions will give you a sense of what goals and outcomes they hope to accomplish. All of these areas are important to gain a full sense of what will makes sense to the person and of what will lead them to buy.
Every conversation is unique. You need to focus on what your contact is telling you and then follow-up with a logical question to dig deeper. Each question you ask should follow from the question and answer before it. For example, suppose you are speaking with someone and she tells you that her company plans to open 5 new locations in the next year. What will your next question be? Here are some possibilities:
• That’s great. I’m just curious, why five?
• That’s great. I’m just curious, where will they be? How did you decide on those locations?
• That’s great. What are your first year projections for those locations?
• That’s great. What kinds of challenges do you typically face when you open new locations?
You could probably come up with several other questions you could use here, but the point is that the question is squarely focused on them – and may not even have anything directly to do with your offering. Remember, your goal is to understand as much as you can about them. Through question like this you are developing a real conversation. A conversation in which your contact’s comfort and trust level will increase, and one in which you will gain real insight into what they “do” – what they hope to accomplish as well as the problems they need to solve.
Only once you’ve gained a better sense of their past, present, and future – along with problems (pain) and goals (gain) are you in a position to make a real rec
This afternoon I realized the inevitable: lemonade stands just aren’t effective anymore. Now, I understand that “anymore” is a confusing term. I could be noting that lemonade stands were effective up until this morning, or I could be noting that they haven’t been effective since the invention of refrigeration. But none of that matters. All I know is that I have no plans in the near future to buy lemonade from a stand, especially while sitting. And it is primarily because the kids who run lemonade stands maintain business practices that are, quite frankly, too good. Here are some examples:No tax — Kids very rarely add tax to their lemonade prices. Some may argue that it’s because they are already charging 50 cents for a glass of water with a lemon and hand residue on it, o
An understanding of basic human motivation will help you ask better questions to arrive at the ultimate plan that will make sense to your prospect. As human beings, we are all drive by two primary motivating factors; the desire to avoid pain, or the desire to gain something. Or, to put it another way – we either want to fix something that isn’t working, or we want to create a better future.
Consultant and author Mahan Khalsa in his book “Let’s Get Real or Let’s Not Play” says it well:
People who are trying to “move away from pain” will interpret issues as pain and may give us a list a problems, frustrations, and dissatisfaction. They may even use physical or emotional pain phrases like: “It’s killing us…,” “We’re bleeding…,” “It’s a pain in the neck…,” It’s a real headache…,” It’s a nightmare…,” “It’s like pulling teeth….”
People who are “moving toward gain” will interpret issues as results (i.e., objectives, goals, and outcomes). They may use phrases like” “What we’d like to see…,” “What we think is possible…,” “Our vision is…,” “What we’re excited about is…,” “Our end in mind is…,” “We’d like to create…,” etc. Their language will give us some hints about where they would like to start. We’ll just need to be aware of the language.
Our job in asking questions then, is to listen to what our prospect says and determine which mode they are operating in – listen to their language, and then ask more questions to find out more about their unique situation. In doing this, you will want to ask questions that relate to the past, the present, and the future. Asking about the past will help you determine what problems they may be dealing with that they want to fix. Asking about the present will focus in their present situation and the current “status quo”. Future based questions will give you a sense of what goals and outcomes they hope to accomplish. All of these areas are important to gain a full sense of what will makes sense to the person and of what will lead them to buy.
Every conversation is unique. You need to focus on what your contact is telling you and then follow-up with a logical question to dig deeper. Each question you ask should follow from the question and answer before it. For example, suppose you are speaking with someone and she tells you that her company plans to open 5 new locations in the next year. What will your next question be? Here are some possibilities:
• That’s great. I’m just curious, why five?
• That’s great. I’m just curious, where will they be? How did you decide on those locations?
• That’s great. What are your first year projections for those locations?
• That’s great. What kinds of challenges do you typically face when you open new locations?
You could probably come up with several other questions you could use here, but the point is that the question is squarely focused on them – and may not even have anything directly to do with your offering. Remember, your goal is to understand as much as you can about them. Through question like this you are developing a real conversation. A conversation in which your contact’s comfort and trust level will increase, and one in which you will gain real insight into what they “do” – what they hope to accomplish as well as the problems they need to solve.
Only once you’ve gained a better sense of their past, present, and future – along with problems (pain) and goals (gain) are you in a position to make a real rec
So you have started your job search, and now you have a few interviews setup. Remember after you get past the initial stage of getting the interview set up the next biggest thing will be to make a wonderful first impression. In this article we'll take a look at dressing professionally and making a great first impression.There are certain tips you should follow when preparing for an interview and the type of wardrobe and jewelry you may wear. In different parts of the world and even in some sections of your country fashion will be different based on where you live. One way you can always make sure that you do not go wrong is to come dressed professionally. For a man that would be wearing it suit with a tie and for female that would be wearing business appropriate attire such as a
Our job in asking questions then, is to listen to what our prospect says and determine which mode they are operating in – listen to their language, and then ask more questions to find out more about their unique situation. In doing this, you will want to ask questions that relate to the past, the present, and the future. Asking about the past will help you determine what problems they may be dealing with that they want to fix. Asking about the present will focus in their present situation and the current “status quo”. Future based questions will give you a sense of what goals and outcomes they hope to accomplish. All of these areas are important to gain a full sense of what will makes sense to the person and of what will lead them to buy.
Every conversation is unique. You need to focus on what your contact is telling you and then follow-up with a logical question to dig deeper. Each question you ask should follow from the question and answer before it. For example, suppose you are speaking with someone and she tells you that her company plans to open 5 new locations in the next year. What will your next question be? Here are some possibilities:
• That’s great. I’m just curious, why five?
• That’s great. I’m just curious, where will they be? How did you decide on those locations?
• That’s great. What are your first year projections for those locations?
• That’s great. What kinds of challenges do you typically face when you open new locations?
You could probably come up with several other questions you could use here, but the point is that the question is squarely focused on them – and may not even have anything directly to do with your offering. Remember, your goal is to understand as much as you can about them. Through question like this you are developing a real conversation. A conversation in which your contact’s comfort and trust level will increase, and one in which you will gain real insight into what they “do” – what they hope to accomplish as well as the problems they need to solve.
Only once you’ve gained a better sense of their past, present, and future – along with problems (pain) and goals (gain) are you in a position to make a real rec
Most people who look for golf employment are under the impression that the only golf course jobs available are maintenance, locker room attendant, mechanics, food/beverage or marketing. However, there is one particular golf job that is unknown by many. If you are considering golf employment, you will definitely want to take a close look at becoming a professional golf escort. It is not unusual for an amateur golfer to get paid up to $1000 a week or more just to play the great game of golf. Of course your income will vary based on your needs and desire to play. You want to make your golf employment something to talk about. You can get started as a professional golf escort with minimal golf experience in a few simple and easy steps. Let's look at those n
• That’s great. I’m just curious, why five?
• That’s great. I’m just curious, where will they be? How did you decide on those locations?
• That’s great. What are your first year projections for those locations?
• That’s great. What kinds of challenges do you typically face when you open new locations?
You could probably come up with several other questions you could use here, but the point is that the question is squarely focused on them – and may not even have anything directly to do with your offering. Remember, your goal is to understand as much as you can about them. Through question like this you are developing a real conversation. A conversation in which your contact’s comfort and trust level will increase, and one in which you will gain real insight into what they “do” – what they hope to accomplish as well as the problems they need to solve.
Only once you’ve gained a better sense of their past, present, and future – along with problems (pain) and goals (gain) are you in a position to make a real recommendation or proposal.
Moving quickly through this step can jeopardize your opportunities to build a real relationship and to add real value to the selling situation. Take the time to truly understand what your prospect does, and you will see your sales increase!
Copyright 2005 Lexien Management Consultants, Inc
HTTP = HTML link (for blogs, profiles,phorums):
<a href="http://www.casualarticles.com/article/39987/casualarticles-The-Keys-to-Buying-Motivation-Unlock-the-Door-to-Sales-Success.html">The Keys to Buying Motivation: Unlock the Door to Sales Success</a>
BB link (for phorums):
[url=http://www.casualarticles.com/article/39987/casualarticles-The-Keys-to-Buying-Motivation-Unlock-the-Door-to-Sales-Success.html]The Keys to Buying Motivation: Unlock the Door to Sales Success[/url]
Related Articles:
Franchise Business - What is an Operators Manual?
The Three Pillars of Successful Resource Management
Bookmark it:
|