I think you’d agree that we live in an information-overloaded society. What you may not be aware of is the extent of the overload. William C. Taylor wrote an article – “Permission Marketing” – for the magazine Fast Company and told readers, “This year, the average consumer will see or hear one million marketing messages – that’s almost 3,000 per day.” When I share that quote with audiences they’re astounded. When I tell them the quote is now 17 years old they’re blown away! That’s right, the estimate in 1998 was that you were bombarded with about 3,000 marketing messages each day. More recently a New York Times article – “Anywhere the Eye Can See, It’s Likely to See an Ad” – put the number at 5,000 a day!With so much information assaulting our senses each day it begs the question, does branding really influence behavior? You might be surprised that it does in a big way.I recently read Brainfluence: 100 Ways to Persuade and Convince Consumers with Neuromarketing by Roger Dooley and was particularly interested in the brain science on the age old Coke versus Pepsi debate. Many times over, in blind taste tests people preferred Pepsi…even Coke drinkers quite often preferred Pepsi. However, when people knew which brand they were drinking that changed. Dooley wrote:“When the subjects saw which brand they were drinking, though, nearly all of the subjects said they preferred Coke. Significantly, the subjects’ brain activity changed as well.”Did you catch that last sentence? They didn’t just say they preferred Coke, their brains actually preferred it! What we think about brands actually changes how we experience the product or service! Here are a few examples of incredibly strong brands:Southwest Airlines – Despite the “cattle call” for seating, people love to be “free to roam about the country.” Passengers’ passion has resulted in 42 consecutive years of profitability for Southwest in an industry that’s struggled mightily to achieve profits.Apple – Apple consumers are religious in their zeal for the brand making it the most profitable company in the worldin 2014. Other phones may have better features at times but it’s nearly impossible to get Apple lovers to make a switch. Harley Davidson – If people are willing to tattoo your company logo on their body you know you have a good thing going! I remember hearing someone say, “I can accept the fact that someday I might die and my wife may remarry. What I can’t accept is another man riding my Harley.”Starbucks – The coffee giant transformed coffee drinking and doesn’t even advertise. That’s because their customers do it for them. The familiar Starbucks logo on the cup is all they need to spread the word and you probably see it more than you realize each day.Of course very few brands have the cache of Coke, Southwest, Apple, Harley Davidson, Starbucks or many other successful brands. But, the science shows that a strong brand impacts people’s brain activity resulting in behavior changes even when people are not aware of it.So what does this mean for you? You’re probably not competing on the scale of the aforementioned companies but what current and potential customers think of you and your company matters. Each of us can brand ourselves to a great degree. Here are several ideas based on some things I do.If you call my office you’ll hear this at the start of my voicemail message – “Wouldn’t you agree that much of your professional success and personal happiness depends on getting others to say ‘yes’ to you? Ask me about The Principles of Persuasion Workshop where you’ll learn to hear ‘yes’ more often.” People ask about the workshop and I’ve had compliments on my voicemail.My email autosignature always has my branding message at the bottom – Helping You Learn to Hear “Yes.” Again, it’s not uncommon to get a comment but what’s more important is people see the message and even if it doesn’t consciously register it impacts their brain.I wear shirts with the Influence PEOPLE logo prominently displayed. When people ask about it I have a platform to share what I do. Nobody can sell me better than me and nobody can sell you better than you.Does it work? Absolutely! Before starting Influence PEOPLE my personal brand was – When it needs to be done well. That was on my email and voicemail and I regularly had people say, or write, “I need something done well so I thought I’d contact you.” When someone repeats your branding slogan back to you it’s working! I’ll never forget the first time I met Gerald Ladner, a State Auto regional vice president at the time. His first words to me as he shook my hand and let out a laugh were, “I have to meet the guy who advertises he’ll do it well!” Make no mistake; a catchy slogan won’t make up for a poor product or service. However, when the differences between you and a competitor are seemingly small, when people don’t always know why they do what they do, a well-crafted, consistent brand can be the difference in choosing you over the competitor. I encourage you to give it serious thought because as we approach the New Year, there’s no better time to make a change than now.Brian Ahearn, CMCT® Chief Influence OfficerinfluencePEOPLE Helping You Learn to Hear “Yes”.
Don’t be so Quick to Restock that Shelf
My daughter Abigail’s good friend, Maxie, used to work at a bakery in our hometown of Westerville. One Saturday morning Abigail and I stopped by to say hello and get a sugary treat after having coffee. I noticed Maxie was busy replacing donuts and making sure the pastry trays were completely full. Unfortunately, it was a bad persuasion move on her part.I asked Maxie why she was so quick to restock the trays after a few donuts or pastries were purchased. She said the bakery owner liked the trays to be full and he believed they looked better that way. I told her that approach is actually working against the bakery making more sales. Let me explain.Two principles of influence were potentially at work in the bakery if the situation was handled correctly. The first was consensus – we look to others to see how we should behave in certain situations. The second principle was scarcity – we value things more when they’re rare or diminishing. When people walk into a bakery and see a tray with very few donuts left, consensus kicks in as the first thought is – those must be good donuts because everyone seems to be buying them. Next comes scarcity – with so few donuts left, if I don’t get one soon I might not be able to get one. Both principles become a huge draw do make a purchase!I’m pretty confident the owner of that bakery has many things for employees to do other than constantly restocking the shelves. One big thing would be having them engage customers and sharing what items are “selling like hotcakes.”Have you ever been to a store where you obviously needed help but an employee or employees seem more concerned with stocking the shelves? That’s frustrating. Some of that may be due to their hesitancy to interact with people but I’m sure some of the pressure comes from a manager who feels fully stocked shelves is a high priority for the store. Not smart if you want to sell more goods.Think about where you work. Are there things you have that people actually see? If so, don’t be so quick to “restock the shelves” because doing so reduces the impact of consensus and scarcity. Rather, manage the process so you convey what other people are buying and get your customer to “act now” so they don’t lose an opportunity. If you’re worried about employees standing around, teach them how positively engage customers in such a way that customers enjoy the buying experience and keep coming back.Brian Ahearn, CMCT® Chief Influence Officer InfluencePEOPLE Helping You Learn to Hear “Yes”.
What’s Your Goal?
I work with lots of people in different roles when it comes to teaching ethical influence. Over the years I’ve worked with senior leaders, middle managers, supervisors, claim reps, underwriters, field sales reps, insurance agents, business owners, financial reps and many others. I’m always amazed at how often people try to persuade without a clear goal in mind.You may think a salesperson always has a clear goal; i.e.,to make the sale. True enough, but that’s still a little vague in my book. Let me share an example to help you see what I mean.During the Principles of Persuasion Workshop© we have an activity where participants work in teams to come up with a persuasive argument to get a high school student, Jimmy, back in school after he’s been expelled for foul language and insubordination. Participants generally do a good job at applying the principles of influence to persuade the school board to let Jimmy back in but very few clearly state when they want Jimmy back in school. That leaves the final decision up to the school board, which could opt for another week or two out of school. Participants would do much better to say something like this at the conclusion, “It’s our sincere hope that you’ll let Jimmy back in school tomorrow.” Why is this so important? Because if the board says no there is a moment of power the teams can leverage.Studies show when someone says “No” to you, if you make a concession and ask for a smaller request immediately your odds of hearing “Yes” are much better. This is an application of the principle of reciprocity because when we give a little, people often feel compelled to give a little in return.Robert Cialdini had his research assistants run an experiment that shows how powerful this concept can be in real life. These students randomly asked people around the Arizona State University campus if they would be willing to be a chaperone on a day trip to the zoo for a group of juvenile delinquents. As you might expect, very few people wanted to spend a day at the zoo with those kids so only 17% said they would be willing to help.At a later date the research assistants roamed the campus and started with a bigger initial request. They randomly asked people if they would be willing to be a big brother or sister to some juvenile delinquents. They made sure people knew this was a weekly commitment of two hours and they were looking for people to sign up for two years. No one was willing to give up that much time. As soon as people said no the research assistants would ask, “If you can’t do that, would be willing to be a chaperone on a day trip to the zoo for a group of juvenile delinquents?” So basically they were asking for the exact some thing they’d asked for earlier but this time 50% said yes – triple the initial response rate!Two things were at play during the second scenario. First, the contrast phenomenon came into play. By comparison, a day at the zoo is nothing compared to a two-year commitment so it’s much easier to say yes to the zoo after thinking about being a big brother/sister. The second thing was the principle of reciprocity was engaged by way of concessions. When the research assistants counter-offered immediately, many people felt compelled to do the same.Let’s go back to the scenario with Jimmy. By clearly stating what the team wants – to have Jimmy back in school tomorrow – they will be more effective persuaders. They might hear a “Yes” to the initial request but if they don’t they can make a counter offer that’s very likely to be accepted. This is a far better approach than leaving the timing up to the board.How does this work for you? Two ways. Clearly state what you want. Think about the times when you’ve not clearly stated what you wanted and left if to someone else to decide the outcome. Perhaps you interviewed for a job but didn’t clearly state the salary or benefits you wanted. Or maybe you were trying to make a sale but didn’t make the first offer.Don’t censure yourself. For example, you want a job and would like to earn $95,000 but inside you’re thinking they might say no so you ask for $85,000. If you hear no then you might end up at $80,000 or less. Ask for $95,000 because you might just get it but if not you can retreat to $90,000 and are more likely to get that than if you’d started at $90,000 or $85,000.Next time you go into a situation where you’re trying to persuade someone don’t just focus on building your persuasive communication. Give lots of thought to what your ultimate goal is. What would you like to have happen if everything worked out as you wanted? But don’t stop there; clearly communicate your desired outcome. Be ready in case you hear “no,” which means having multiple fallback positions ready. This allows you to leverage the moment of power after “no.” Do these few things and you’re on your way to becoming a much more effective persuader.Brian Ahearn, CMCT® Chief Influence Officer influencePEOPLE Helping You Learn to Hear “Yes”.
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