Monthly Archives: September 2013

Mysterious Mind of a Sales Manager [Infographic]

Mysterious Mind of a Sales Manager [Infographic]


The 6 Real Reasons Customers Buy

why customer buy
Buying decisions are always the result of a change in the customer’s emotional state. While information may help change that emotional state, it’s the emotion that’s important, not the information. In fact, all buying decisions stem from the interplay of the following six emotions:

  1. Greed. “If I make a decision now, I will be rewarded.”
  2. Fear. “If I don’t make a decision now, I’m toast.”
  3. Altruism. “If I make a decision now, I will help others.”
  4. Envy. “If I don’t make a decision now, my competition will win.”
  5. Pride. “If I make a decision now, I will look smart.”
  6. Shame. “If I don’t make a decision now, I will look stupid.”

Every successful sales approach either creates or augments one or more of these emotional states. When enough of these emotions are present inside the buyer’s emotional state, a buying decision becomes inevitable.

Understand Your Customer’s Beliefs

However, these changes in emotional state can only be accomplished when the sales approach takes into account the customer’s belief system.  It is this belief system that determines how each emotion play out.

For example, if a potential buyer sees IBM as her main competition, the “fear” and “envy” emotions will be vivid if the sales approach emphasizes competing with IBM.  (In the high-tech world, this is called “waving the blue flag of death.”)

By contrast, if the potential buyer is an executive at IBM, she might be more afraid (and also a tiny bit envious) of competition from an unidentified upstart firm with the potential to disrupt a cash cow product.

Similarly, a sales message that “this is a green product that saves the environment” might score high on the “altruism” scale of some crunchy-granola executive in Seattle, but fall dead flat when presented to a decision maker who is politically conservative.

In other words, if you’re going to create the emotions that drive decision-making, you need to know not just the audience’s current emotional state, but also the beliefs that they’re using to evaluate the emotional weight of anything that you might present to them.

And that means research.  The more thoroughly you research your audience, the more likely you’ll be to understand their current state and the better you’ll marshal emotions to change that state.

What You Need to Learn

It is only in this context that information finally comes into play.  The emotional change you’re seeking in your customer will probably result from the expression of new information and the reframing of old information.

Remember, though, that it is not the information itself that is important, but the emotional effect that the information has on your audience. This is an essential distinction.

For example, suppose you’re trying to sell an inventory control system to a high-tech firm. Your research indicates that 1) the company has been dinged by investors for having high inventories, and 2) its main competitor has just implemented a “just in time” inventory system.

That’s just information.  What’s really important is the emotional effect that those two facts will have when juxtaposed with one another–based upon the prospect’s likely belief system.

Similarly, let’s suppose your research also reveals that the prospect’s CIO was just replaced and the new CIO was promoted from the ranks. What’s important in this case is that the new CIO may lack confidence and is probably be risk-averse.

This handy bit of information helps you focus your sales approach to play upon the new CIO’s likely belief system (i.e., “If I screw up; I’ll look stupid and may lose my job”).


World’s Top 20 slang brands – What’s yours?



How many of you have ever realized that ‘Brands’ have started moving to having slang names. Here’s Marketing’s Top 20 slang brands. 

  • American Express / Amex
  • BMW / Beemer
  • Bollinger / Bolly
  • Buckfast tonic (wine) / Buckie
  • Cadillac / Caddy
  • Champagne / Champers
  • Chevrolet / Chevy
  • Facebook / Stalkbook
  • Guardian / Grauniad
  • Heineken / Heinie
  • Jack Daniels / JD
  • Kronenbourg / a pint of numbers ….
  • Marks & Spencer / Marks & Sparks
  • McDonald’s / MaccyD’s
  • NatWest / NatWorst
  • Microsoft / Billysoft
  • Primark /  Primarni
  • Rolex / Rolly
  • EasyJet / Squeezy-Jet
  • Woolworths /  Woolies

Do you agree that slang brands help in increasing retention?

3 Steps to Closing More Sales Without Lowering Prices

Many of the biggest challenges sales organizations—and salespeople—face are problems of misaligned value.

When your dream client doesn’t perceive value, they are unwilling to move away from a price-based, transactional buying model. When they only perceive a certain type of value, they aren’t easily persuaded to buy a different type of value, even a level of value that is greater.

You can waste a lot of time and energy chasing prospects for whom you can’t align the value you create. Here is how you avoid the mistakes of misaligned value.

1. Disqualify prospects that don’t perceive value in your value proposition

You know the prospective clients I’m writing about here. They spend a lot of money in your category, but the only thing they care about is the lowest price. It doesn’t matter what kind of value you create; they simply aren’t buying. This is where misalignment begins.

When a prospective client does not-or will not-perceive what you do as valuable, you must disqualify them. It is best to eliminate these non-opportunities as early as possible.

One of the driving factors behind how your prospective clients perceive value is their business model. Anyone who is ever sold to Walmart understands how business models drive buying decisions.

If your prospective client’s business model is based on offering their clients the lowest price, they’re going to expect their partners to create value by helping reduce their costs. That is how you create value as a part of their value chain. This model requires that your prospect be laser focused on price so that they may capture part of your margin and pass it off as price reductions to their clients.

Disqualifying prospective clients whose beliefs or business model prevents them from perceiving value in what you sell eliminates wasted time and allows you to focus on clients who do perceive value in what you do.

2. Confirm that the value you create is worth paying for throughout the sales process

Your prospect has made it through the qualifying stage, but your work isn’t yet over. You have to continue to confirm that your prospect perceives value throughout the sales process.

You don’t get to decide what your prospects perceive as valuable. The best you can hope for is influence. As you work to help your client understand the value you create and how they will benefit, you have to confirm that they perceive that value.

As you work through your sales process and your prospect’s buying process, you need to confirm that what you are collaborating on and building together creates the exact value they need. If you can’t confirm that, you expose yourself to the risk of losing the opportunity to another salesperson that is better aligning their own value.

It’s also worth noting that different stakeholders within your client’s organization may each have their own very different perception of value. You need to work to align your value with individual stakeholder needs, too.

3. Push back and reiterate the value you create instead of reducing your price

I have a fundamental belief. If you create value, you are entitled to keep some of it. The more value you create, the more you are entitled to keep.

You can do your best to prevent misalignment by disqualifying non-opportunities and confirming the value you are creating throughout the process. But you can still run into misalignment problems at the end of the process.

Misalignment occurs at the end of the sales cycle when the perception of value isn’t great enough to overcome price. This is where most salespeople and organizations get into trouble. Instead of sharpening their value creation, they sharpen their pencil and write down a lower price. Worse still, some decide to reduce price and still create the value that should command a higher price.

The right thing to do is the difficult thing to do. When you have a misalignment at the end of the process, you need to go back and reiterate the value you create and push back against discounts. You need profit to execute and deliver what you have sold. In order to capture that profit you need to increase the perception of value; reducing your price does nothing to improve the perception of value.

Avoid misalignment by disqualifying prospects for whom you can’t create real value, by confirming that what you are building creates the exact value your prospect needs in order to say yes, and sharpen your value creation before you sharpen your pencil.