Looks like traveling is the subject…
Looks like traveling is the subject…
Guy Kawasaki recently spoke with Stephen Denny about his new book, Enchantment, and the themes in its subtitle: The Art of Changing Hearts, Minds and Actions. “As he says, there are other ways to reach success,” notes Denny at MarketingProfs. “But the rhetorical question remains: Why would we pursue avenues that don’t include likability, trustworthiness, and quality?”
It’s a good question. And in their conversation Kawasaki says we shouldn’t underestimate the power of enchanting unlikely demographics:
Enchant the nobodies. Kawasaki questions the idea that online superstars wield influence over multitudes of followers. “My theory is that social media has inverted this pyramid,” he says. “Now, nobodies are the new somebodies—if enough nobodies like your product, then the somebodies, too, have to pay attention to you. So now the A-listers don’t make a product, they report on made products. The key is to get a lot of people to try your product because you don’t know who will make your product tip.”
Enchant your employees. Give employees the opportunity to master new skills in an autonomous environment and with a higher purpose. “Notice that I don’t include monetary compensation in this recommendation,” says Kawasaki. “Companies should pay people reasonably, but money is not the key to enchantment. Mastery, autonomy, and purpose, warm and fuzzy stuff, are more important.”
The Po!nt: There is no single path to enchanting customers and employees; each company will facilitate mastery, autonomy and purpose in its own way. Says Kawasaki, “Enchantment is a pragmatic skill—whatever works for you, works for you.”
from my email:
Daily Sales Tip: Timing is Everything
When preparing your sales presentation, a guideline I subscribe to is to limit yourself from talking for more than 20 seconds at a time without asking a question. The question you ask should be one directed at the comments you just made. By doing so, you’re checking with the customer to see if they understood what you just shared with them.
This is something many salespeople overlook. They get caught up in sharing with the customer their expertise and the features of their product or service and forget all about what the customer is thinking. Even if your product or service requires a complex presentation, you should still follow this rule.
Your goal on any sales call is to talk only 20% of the time. To help ensure that this takes place, you have to plan ahead. Before you start developing your sales presentation, create your list of questions. This is contrary to the pattern of most salespeople who often spend a substantial portion of their time developing their presentation and, at the last minute, develop their list of questions.
Consider that if you’re expecting to have a 20-minute presentation, you should have 40 questions (2 questions per minute). Even though you may not use all 40, you’ll definitely be more prepared. In addition, you’ll be able to pick and choose which ones you want to ask. If you’re following the rule of asking short questions, you’ll ensure that the customer is doing most of the talking. You’ll learn valuable information that will help you better understand the customer’s needs.
If you want to move your questioning process to the next level, make half of the questions you ask be ones that help the customer see and feel the pain they have. By doing so, they will be much more open to receiving your solution.
Source: Sales and marketing consultant Mark Hunter
Earlier this month, I had a conversation with a 20 something who thought that Seth Godin was full of himself.
She thought that the things that Seth says are just common sense and people make too big a deal of his words.
But for someone who is old enough to be her Dad, (I’m not), I also understand why he is so appealing.
Some of the stuff he writes about and speaks about is common sense if you were not “brain washed” by your parents to find a good job with a good company that has a good pension plan and stick it out for 40 years.
I recall my Dad offering similar advice but I refused to take it. I was in charge of my own destiny and staying with the same company for too long was the wrong way in my mind.
Seth pushes people further than some feel comfortable.
I subscribe to his blog and Sundays at 6pm feature a Seth Godin blog post. I find it as a way to challenge my thinking for the week ahead.
Others think highly of him too.
I wouldn’t go as far as the genius label that Jim Connolly gives Seth..
Posted: 21 May 2011 01:57 PM PDT
It is my honest belief, that Seth Godin is a genius.
Without interrupting me, Seth somehow manages to compel me to need to tell you about his work from time to time. Seriously, I feel like I am actually under-serving the community here, if I forget to mention him periodically; in case new readers have not yet discovered him.
Conversely, I am currently being bombarded with sales emails, from a vocal advocate of Seth’s work and permission marketing in general. I gave them permission to email me, but with each additional pushy sales message they send me, I become less and less inclined to want to recommend them. I have never bought a product from them either. Professional curiosity is all that’s keeping me on their list.
When Seth’s blog posts arrive in my inbox each day, they are keenly awaited. Each post delivers value. Seth’s posts are written by him, but for us. The guys sending me the pushy emails also offer valuable blog posts, but they are written by them, for them. It always seems like I am being sold to. I feel like I need to keep my guard up.
If I see a link in one of Seth’s posts, I click it eagerly. I trust him. My guard is down. I believe that the link will offer me value. I’ve been educated to expect something positive. It works beautifully. You know what? Seth has never sold me a book, but I have bought every book he has ever written. In fact, I usually buy a dozen copies of each new book. I keep one and give the others away to people I know, who are ready to read what Seth has to say.
If you want to know what I am talking about, do this:
If you do, you may learn how to inspire people to write posts like this, about you and your work.
Photo: Seth Godin
Unloved is a pretty strong emotion, but it’s appropriate as you read the following from the Wizard Chronicles email I received recently.
The biggest reason may surprise you.
By Steve Clack, CEO of New School Selling
According to well documented studies your business loses customers for the following reasons:
3% move away
5% leave because of a recommendation from a friend or relative
9% leave because they percieve that another company has better products, serivces or prices than you do
14% leave because they are dissatified with your product or service
Add all of those together and you only have 32%.
That leaves 68% of the customers who defect to your competitors unaccounted for. What other reasons could there possibly be for why customers defect? It is not what you think.
Buckle your seat belt because the answer will knock your socks off. Here it is. Sixty-Eight (68) percent of customers who leave your company and start doing business with another company do so because they feel taken for granted by employees who display an attitude of indifference.
That’s right they don’t feel appreciated, valued or cared for. It is the same reason why many employees leave jobs and why many wives leave husbands. William James, the father of modern psychology, said that the greatest human emotional need is the need to be recognized and appreciated.
In Abraham Maslow’s hierarchy of needs the need to be loved and cared for is the third most basic human need behind the physiological need for food and water and the need for shelter and safety.
In our fast paced dehumanized world employees and customers are starved for a little personal attention that validates their existence.
PS. New School Selling Web Based Training New School Selling is changing salespeople. It’s changing their language, their appreciation of the individual, the way they feel about selling, and the way they feel about themselves. And by the way, it’s helping salespeople sell more. Find out more about this web based program.
In the United States, many of us have the day off for Memorial Day.
I recall a few years ago when I realized that I enjoyed my days off better than my workdays, which led to a career change.
The subject today is Attitude:
Daily Sales Tip: Your Attitude
Attitude is the “advance man” of our true selves. Its roots are inward, based on past experiences, but its fruit is outward. It is our best friend, or our worst enemy. It is more honest and more consistent than our words. It is a thing which draws people to us, or repels us. It is never content until it is expressed. It is the librarian of our past, the speaker of our present and the prophet of our future. Yet, your attitude is under whose control?
Your attitude is 100 percent under your control! There are a lot of things in life that we have no control over. For example, there is absolutely nothing we can do about how prospects react to us or our products and services. All we can do is control the way we react. Yet, so many salespeople let the prospect’s reaction determine their outlook for the day. Think about it, are you as positive, upbeat and driven on a day full of rejection as you would be on a highly successful day?
How do you react to negative prospects? Do you walk away discouraged and complain about it or do you take control, stay focused and go on to the next call? Success is based on good judgment, and that is based on experience. And the only way one can gain experience is through failure. Isn’t sales a numbers game? We have to fail often to succeed once. This is all about attitude.
How you react, how you think, what you say to yourself or what you believe about yourself is all under your control and comes out in your attitude. You must first realize that your attitude is 100 percent under your control and learn to reflect, confirm and take hold of your attitude. You must take hold of your attitude towards yourself, overcome fear and be able to deal with rejection in order to increase your productivity while saving time and money.
What is your attitude towards your organization, its team players and products and services? Do you have an owner’s mentality? If so, what would you do differently? Now, why are you not doing it? You have to address these issues and have a strong belief before you can move on.
What is your attitude towards the market that you represent? Do you have a clear, full-color picture of your ideal prospect? Do you know your competition and their strengths and weaknesses? If you don’t, is it fair to say that you don’t know what you are doing?
If you don’t believe in:
— The organization that you represent, its team, products and services and
— The market that you are selling in; move on and find something you do believe in.
How could you convince anyone else to believe in something that you yourself don’t believe in?
Source: Sales speaker/author Bob Urichuck
The sound of gears not being lined up properly and your car not moving because of that is similar to what Seth Godin talks about in my Sunday Seth:
Long-term brands and relationships are built on alignment. Here are a few examples (“I” is the royal I, not me in particular):
A perfect relationship: I want your company to help me, and your company wants to help me. We’re both focused on helping the same person.
The Walmart relationship: I want the cheapest possible prices and Walmart wants to (actually works hard to) give me the cheapest possible prices. That’s why there’s little pushback about customer service or employee respect… the goals are aligned.
The Apple relationship: I want Apple to be cool. Apple wants to be cool. That’s why there’s little pushback on pricing or obsolence or disappointing developers.
The demagogue politician relationship: I will feel more powerful if you get elected and get your way. You will feel more powerful if you get elected and get your way.
The search engine relationship (when it’s working): I want to find what I’m looking for. You want me to find what I’m looking for, regardless of the short-term income possibilities.
The Mercedes (formerly Cadillac) relationship: I want a prestige product that reliably delivers an expensive label that’s unattainable to many. They want to reliably and consistently charge a lot for a car that sends a message to everyone else.
The farmer’s market relationship: I want to eat sustainable foods that make me feel good. You want to grow sustainable foods that make me feel good.
Compare these to the ultimately doomed relationships (if not doomed, then tense) in which goals don’t align, relationships where the brand took advantage of an opening but then grows out of the initial deal and wants to change it:
The Dell relationship: I want a cheap, boring, reliable computer. You want to make more profit.
The hip designer relationship: I want the new thing no one else has yet. You want to be around for years.
The search engine relationship (when it doesn’t work): I want to find what I’m looking for. You want to distract me and take money to send me places I actually don’t want to go.
The reluctant purchaser relationship: I don’t want to waste money on something I didn’t know I wanted. You want to make a commission.
The troll relationship: I want to laugh at a buffoon who doesn’t realize he’s making a fool of himself. You want to be respected by the mainstream.
The young actor relationship: I want the fresh-faced young movie star. You want a career that lasts more than a year.
The typical media relationship: I want to see the shows, you want to interrupt with ads.
Alignment isn’t something you say. It’s something you do. Alignment is demonstrated when you make the tough calls, when you see if the thing that matters the most to you is also the thing that matters the most to the other person.
The tension that comes from misalignment can work for a while, but it’s when alignment kicks in that the enterprise really scales.