The latest sales strategies to grow your business.
Selling in uncertain times. Part 2.
Increasing the pleasure of owning your product or service.
When we sell to these emotional desires, we are literally increasing the perceived pleasure of owning your product or service.
Now I’ve got a couple of things to set this up. And the first thing I needed to talk about is this, nobody’s buying more of what they have today. I’m not going to be buying your product or service, if I’m comfortable or happy with what I currently have. Everybody who’s looking to buy your company’s product or service, is looking to buy a better tomorrow.
That’s why it’s so important to start engaging with emotional desires, because when you talk about fulfilling them, you’re talking about creating a better tomorrow.
My new definition of selling is;
Selling is about helping your prospects and customers believe they can have what they most want (their emotional desires fulfilled).
And if you fulfil their emotional desires, then you’re going a long way towards closing sales.
When you target people’s emotional desires, with you’re with your messaging, you massively increase their perceived pleasure of owning your product or service.
And that creates a more committed, more motivated buyer. In fact, what happens in that moment is, you stop selling, and you start helping them to see how they can achieve this emotional desire. And they start selling themselves on you.
It’s a really interesting twist in dynamic, because, actually, if you’re not very good at closing and you don’t particularly like closing, then the irony is, those prospects and clients, start to close themselves on you and they get to the point where they’re asking questions like; “So how do I get this, where do I sign up?” So, they really do start to close themselves on you.
Now, I’ve been using and sharing these ideas with my clients for over the last 10 years or so. And I can tell you, they are absolute dynamite. In fact, I’m going to quickly tell you a story about how I first used this.
So, I’m sitting in a meeting in a massive media agency, and I’m pitching my services as a trainer, and I elicit the person’s emotional desires that I’m selling to. And what was interesting when I did this was two things.
- The first thing that was, they didn’t come up with an answer straight away. And it took about 20 seconds for them to think about what their answer was.
- The second thing that happened, which was really interesting is, back then there was a ceiling on what agencies will willing to pay trainers for a day’s training. And I can tell you we more than doubled that ceiling in this program, because we sold to emotional desires. So it’s a really important and powerful tool to master.
Alright, that said, let’s talk about the Hierarchy of Influence.
Now the hierarchy of influence was a tool I developed. What you will see with this model, is there’s a massive big arrow that goes up, and we’re going to start at the top and work our way down. But the influence starts at the bottom and works its way up. Alright, so we’re going to start at the top. Now we will produce results. Some of those results are amazingly brilliant and fantastic. And some of those results and results would probably like to change. And if we want to change our results, then we need to do something different. It was Einstein that said,
“The definition of madness is doing the same thing over and over again and expecting a different result.”
Our behaviours have a direct impact on the results we’re able to produce. So, if we want to change your results, we need to change your behaviour.
What influences your behaviours. Well, amongst other things, it’s your skills and knowledge. What, you know determines the kind of behaviours, you can do. Now what was interesting is, I didn’t start off life as a trainer. I was actually a director as in; lights, camera, action. And when I was leaving directing and transitioning into training, I could have gone off and trained as an architect or an accountant or a lawyer or whatever. I ended up training as a trainer but, I could have gone in any direction. And I would have gone off and got some new skills and knowledge and use those skills and knowledge to develop a new set of behaviours that produce a different set of results. So, your skills and knowledge have a very direct impact on the kind of behaviours you’re able to do.
Let talk about it in terms of business. Because…
If you are relying on features and benefits to sell your product or service, it’s the weakest way to sell.
The Hierarchy of Influence demonstrates why that’s the case.
I’m going to say, as a massive generalization, your skills and knowledge are your features. So your features in business are all the kind of clients you’ve had, the IP you might have, the people that work in the business, the brilliant things that you’re able to create for those companies that you currently work with, etc. And you’re going to use your features to change the behaviours of say somebody out there in the general public.
Let me give you a quick example of that. Let’s say you’re an ad agency or a media agency. You’re using your skills and knowledge to change the behaviours of the general public to guess what, produce a positive result for your clients. Which is a benefit to them. Ie, you’re going to help them sell more of their product.
It really doesn’t matter what you’re selling.
You’re going to use your features to change the behaviours of someone, it might be internal in the business, or external, like the general public, to produce a positive result for that business. This is classic features and benefits selling.
Now if you remember what I said a moment ago. If you rely on features and benefits to sell it really is the weakest way to sell, and here’s the reason why. If you accept this model for what it is. Then let me ask you a question. Do you have any competition? I’m gonna say, the chances are more than likely. Do your competitors have similar skills and knowledge to you? Again, I’m going to make an assumption and I’m going to say, yes. So, if they have the same kind of features, ie skills and knowledge that you have, then the chances are they can change the behaviours of people, in the same way that you can. And ultimately therefore, produce a similar result, to that kind of result you’re able to produce.
So, here’s my question. I’m sitting in your pitch. And I’m also seeing a couple of other companies that do what you do.
Why should I choose you over them?
Now, I’ve asked this question many many times, and the most common response that I get is; Because we’re nice people. And I’ve got to tell you all right now. You’re all nice people. So, it’s not really about nice people. Here’s the problem;
If there’s no real difference between you and your competitors. My decision is based on one criteria… price.
When you rely on features and benefits to sell, it’s basically in a race to the bottom.
So, if this isn’t the answer, what is…
The answer is selling to emotional desire.
Because when I engage your emotional desires and I sell to them. It’s much harder for you to put a price on your future than it is for you to put a price on a feature. And that’s the real key here. And the other side to this is, this is about emotion.
And this comes back to the study in part 1. This is about increasing the perceived pleasure of owning your product, your service, and that’s what happens when you sell to emotional desires.
So the $64,000 question is, how do you sell to emotional desires? I’m going to give you one way right now, it’s a super simple and everybody can do this. The question is
What’s important to you about…name the context.
In my story a moment ago, I would have said to the media agency. “Hey, what’s important to you about getting this sales training?” And she gave me an answer.
Let’s say you’re in IT infrastructure, “What’s important to you Mr. or Mrs prospect or client about getting this new IT infrastructure?” “What’s important to you about being on this holiday?”
What’s important to you about your social media campaign? “What’s important to you about this bank account?” What’s important to you about name, whatever it is that you sell or your product or service just insert into that conversation?”
And they will give you an answer. And that is what you talk about and that is what you sell to.
You’re literally talking about something that’s important to that prospect or that client. And when you talk to them about that thing. They are listening, engaged, and committed, and the more you talk. As long as you keep it related to their emotional desires, the more they are going to be buying into what you’re saying.
So just to recap, selling to emotional desires allows you to;
- Increase the perceived pleasure of ownership, the prospects or customers that you’re talking to.
- You have a clear point of difference. The reason why you have a clear point of difference is that you’re not selling like other people. You’re not selling to features and benefits you’re selling to emotions. So it really helps you to stand out from your competitors.
- You stop selling on price. It’s very easy for me to put a price on a feature, but it’s much harder for me to put a price on my future. And there is a big difference.
- You sell to emotions. We buy on emotion and we justify with logic.
- You can sell to emotional desires in phone calls, documents, emails, your marketing, zoom meetings, face to face meetings, it doesn’t matter. You can sell to emotional desires, absolutely everywhere.