Tag Archives: memorable

What’s In It for Me?

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When my oldest son Timmy was a small child, potty training was quite a battle. We tried everything, but we just couldn’t get him to understand that it was time to be finished with diapers and all the hassle that went with them. I remember taking him to the bathroom about every hour, hoping that through some sort of miracle, he would make the connection. We also tried giving him a reward after every successful trip to the bathroom. He liked the reward so much that he started skipping the bathroom and coming straight to his mother or me to show us that he had successfully completed his task.

It just wasn’t working, until one day my wife discovered something that Timmy really wanted… a Batman toy figure! So here was the deal: if he could make it through an entire day with clean (and dry) pants, that evening he would be guaranteed a trip to the toy store. The rest was history, and it only took two days. However, the first trip got him so excited that he wet is pants as he entered the toy store.

What happened to make Timmy remember that he had to do his business in the bathroom and not in his pants? It was the reward! We finally discovered a reward that was so great, that he remembered the goal at hand. What we had discovered was the connection between reward and memory.

In a recent study “Reward–Motivated Learning: Mesolimbic Activation Precedes Memory Formation” published in Neuron Magazine, the authors found that there is an interaction between reward and memory (Adcock et al., 2006). More importantly, their research “identified a neural system that supports motivated learning, promoting memory formation prior to learning on the basis of anticipated reward.” What this means is, that you can remember something simply based on the higher degree of reward that you think you might obtain. They also hypothesized that “reward cues could also enhance memory by providing an additional association with the stimulus, allowing easier retrieval.”

If you are wondering why this is important to you, I want you to remember two Power Messaging concepts – Power Positions and the Hammock. First, remember what Power Positions are. A Power Position is something that you do that your competition doesn’t – it’s what is unique to you. It is stated in a way that describes what this uniqueness will “DO” for your prospect. When you message to your prospect something that they are going to get from you that they can’t get from anyone else, they begin to “anticipate” what life will be like with your solution.

When should you message this to your prospect? Remember the Hammock?

Hit them up front with it! Begin your message at 100%. Let them know what they’re going to get from you that they can’t get from any of your competitors. They will begin to anticipate the rewards that they can only get from you throughout your message. This, in-turn, will make you and your message unforgettable!

By David Lane, Consultant, Corporate Visions Inc.

References:

Adcock, Alison R. et al (2006). Reward-Motivated Learning: Mesolimbic Activation Precedes Memory Formation. Neuron, 50, 507-517.

What Do You Mean, “Use Story in Messaging”?

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The word ‘story’ means many things to many people. The most useful way of thinking about ‘story’ in sales messaging is to compare it to its opposite, which is data. The differences can be subtle. Data is, “the queen and king died.” Story is, “The queen died and the king died of a broken heart.”
Let’s start with an example that lives in the world of sales messaging.

Data – Corporate Visions was founded in 1986. We have 25 employees. Over 10,000 students have taken Power Messaging. Here is our list of clients. We believe that what sets us apart are our values. We believe in being ‘in service’ to our customers.

Story – Rather than hit you with a list of figures about our company, probably the easiest way to explain who we are, would be to share something that happened a couple of years ago at a company Christmas party. The party was at the home of our founders, Chuck and Karen. They own a beautiful home on Lake Tahoe. One of our employees brought a date to the party. Unfortunately, his date accidentally spilled red wine on Chuck and Karen’s beautiful white carpet. Not surprisingly, she was terribly upset and embarrassed about it and started crying and sought out Chuck to apologize to him. When Chuck learned why she was so upset, he took his own glass of wine and poured it over the top of her spill. He smiled and said to her, “There. Now it’s my stain, not yours. Please, go back to enjoying the party.” That instinctive reaction from Chuck is wired into his and Karen’s personality. And it’s their values that are in the DNA of the company and everything we do.

So, what are the differences between these two examples?

Data takes less time to deliver than a story. The data explanation consisted of 41 words, while the story explanation used 178 words. When you’re using story to communicate your message, you’ll find things that you used to zip through take longer to communicate. You need to be aware of that issue as you transition to more storytelling. Don’t let this increased length bother you. Story will shorten your overall sales cycle, which is the most important thing.

Story has emotion; data doesn’t. Part of what makes a story so effective in messaging is the emotion it evokes in the audience. When you use a story, it’s important to remember the emotional landing point you are shooting for. Otherwise, you can get lost in the weeds of telling the story and forget your point.

Story is more memorable than data. If you were asked to recall this data and this story tomorrow, which would be easier to remember? It’s the story that’s easier to remember. It has to do with the way your brain is wired. Everyone remembers story better than data.

Showing versus Telling

Professional writers of books and movies understand the power of ‘showing versus telling.’ Showing involves the reader/viewer/listener in the actions of the story, so that they come to the conclusion you want. Telling is simply handing out the facts. Here’s how science fiction writer, Robert J. Sawyer describes this:
What’s the difference between the two? Well, “telling” is the reliance on simple exposition: Mary was an old woman. “Showing,” on the other hand, is the use of evocative description: Mary moved slowly across the room, her hunched form supported by a polished wooden cane gripped in a gnarled, swollen-jointed hand that was covered by translucent, liver-spotted skin.
In the exposition/data example, you get the facts: Mary is an old woman. In the showing/story example, you know that Mary is an old woman, even though it’s never explicitly stated.

In sales messaging, you want to use story in the same way. Rather than say, “We are a market leader.” Instead, share a story about a way you helped a client that clearly establishes that you are the market leader without you having to say it. Rather than say, “We are customer-focused.” Share a story that leads your prospect to that conclusion, without you ever having to use those words.

Two final tips: First, not everything needs to be wrapped in story. Inconsequential points, assuming they absolutely have to be mentioned to a client – like, we are already on your approved vendor list – don’t need to be messaged through story. Second, practice delivering your message out loud using the stories you come up with. This will let you know how it affects the timing and flow of your presentation.

Remember, stories take longer than data, but stories are far more memorable and they create the emotion you want in your customer. In final analysis, it doesn’t matter how good your message is if your client can’t remember it when they go to make their buying decision.

By Erik Peterson, Consultant, Corporate Visions Inc.

Getting in the Door, with a Unique PROPosition

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Once upon a time, I sold for a Fortune 200 company.  After success as a territory account representative, I received a promotion to handle major accounts within the retail division.  My newly designated account territory included large national and international hotel and restaurant chains headquartered in a metropolitan city.  For me, the toughest part of the job has always been making initial contact when a new senior executive is introduced to one of my accounts.

I tried all of the standard approaches that I learned in my sales training.   I tried the “I am Steve representing XYZ Company and I would like the opportunity to talk with you about an exciting new product that has just become available” approach.  It didn’t work very often.  I tried, “I have helped many customers similar to your organization, and would like the opportunity to show you how I can help your company.”  That resulted in “Thank you very much, but I am really busy, please call me again next year”-type responses.

I had a quota to make.  I had never missed quota prior to this appointment. I needed something that could get me in the door.  Better yet, I needed something that could close business with my new, much larger accounts (and subsequently a much larger quota).  I decided to start by assessing my personal strengths. One advantage I had was that my college degree was in Hotel and Restaurant Management, so I knew my customers’ business issues very well. I thought about how I could leverage that knowledge, and in the middle of a cold, sleepless February night, I got a crazy idea.

Imagine this.  A van from ABC Florists pulls up outside a corporate office.  Out of the van appears a delivery person carrying a beautiful bouquet. As the bouquet is transported throughout the office, everyone notices. The delivery person finds Ms. Smith’s receptionist and explains that she has a personal delivery.  Ms. Smith sees the bouquet and exclaims, “Oh, what a surprise!  Oh, how nice!  Who could have sent this beautiful bouquet?” With building anticipation, she delicately unwraps the beautiful paper and her eyes widen as she discovers a beautiful glass vase full of…potatoes. “What is this? What is going on? Is this a mistake?” The delivery person shrugs his shoulders and gives no details.  Ms. Smith, seeking to figure out the mysterious delivery, opens the attached note and reads, “Ms. Smith: Inventory losses are no small potatoes.  Steve”.

(You see, I’m Steve.)

After each delivery, I waited two days.  I knew there was a lot of discussion in the office about the strange delivery.  I knew the executive wouldn’t  know what to think of, or even do with the potatoes.  I knew there would be hallway conversations and lunchroom gossip about the potatoes.

Two days later, I phoned Ms. Smith. As expected, I got the receptionist.  When asked to identify myself, I simply said, “This is the potato guy.”  There was a pause, then, “One moment, please.”  I could just imagine the receptionist giggling as she called Ms. Smith to tell her that “the potato guy was on the line.”  (Did I always get through to the executive? No.  Did “Ms. Smith” almost always take my call? Yes, she just had to know what this was all about.)

When I had Ms. Smith on the line, I knew I had her attention, but now I needed to get her interest and get it quick.  My goal was to get an appointment to see her. I said, “Ms. Smith, inventory control at the store level is critical and vital for you to determine your monthly food costs.  And yet, it is almost impossible for your store managers to do this accurately without hours of tedious work.  Inventory losses really are no small potatoes. I understand that.  If you can free up 15 minutes on your schedule, you will see how you can know exactly what your on-hand inventory should be, so you have the ability to track and monitor your food costs.  You can do this in minutes, not hours and be nearly 100% accurate.  Can you free up 15 minutes to see how you will be able to do that?”

(Did I always get the appointment? No. Did I vastly increase the number of times that the “Ms. Smiths” in my territory would grant me the first meeting? Absolutely!)

When I walked into my appointment, I carried a potato with me. I placed the potato on the desk and said, “Ms. Smith, that potato is very difficult for your managers to track in their restaurants.  You see, sometimes it gets cut up and put into a potato salad; at breakfast, it becomes hash browns; and in the evening, the potato is baked and placed next to one of your eight ounce fillet mignons.  At the end of the month your managers need to calculate an accurate food cost. You need to know how many potatoes you are supposed to have and compare that with how many you have in actuality.  It is nearly an impossible task, isn’t it?”

(Now I had the executive’s attention. They knew I understood their business. It’s time to create Pain.)  I looked directly at her, with a very long, deliberate pause and said, “Ms. Smith, potatoes aren’t very expensive and it would be ok for one, or two, of these to go unaccounted for, but what about that eight-ounce fillet mignon, what about that bottle of 1991 Silver Oak cabernet?”  (Within five seconds, I knew if I had a prospect.)  She had just been confronted with an issue that was critical to the success of her business, and yet almost impossible to do.  I already knew that Ms. Smith would ask me how it could be done, and very often that fifteen minute appointment turned into an hour-long discovery session, resulting in a very interested prospect (obviously, I knew where I wanted this conversation to go, as I had the best inventory management system on the market, with many unique capabilities).

I never missed quota in my new assignment. The potato helped to launch my career in ways I never dreamed of.

Here is why I believe the potato worked.  Initial suspense was created.  My Prop (the potato-filled vase and the single potato I carried to appointments) lead the way and created an environment of curiosity.  It got me in the door.  Once in the door, that potato was positioned to represent an important and yet impossible task of keeping inventory.  I knew this was a critical problem for anyone trying to manage an individual restaurant, let alone and entire chain.  Once the problem was established, the potato created a foundation for establishing real Pain.  When Ms. Smith was asked about losing a fillet mignon, or a very expensive bottle of wine, significant losses became real to her.  Now the problem was huge, it was real, and she was ready to listen to a potential solution.

Everyday, customers are bombarded by great companies, with great products, and incredibly talented salespeople. They don’t really care about that.  What they care about is finding individuals who understand their business, identify real business issues, and create solid solutions. They want individuals that are committed to helping them save time, money, and increase their opportunity for success.  It certainly is not about using a potato, but about finding something that can help your customer see and feel the Pain that exists in their work world, and about creating anticipation around how this Pain can be eliminated.

Be creative.  Look at your strengths. Don’t be afraid to try something different.  Many of your customers will appreciate something other than “Hello, Ms. Prospect, I am from XYZ Company and I have a really exciting product to show you.”  Focus on your customer, on their issues, and on their problems, if appropriate, find a prop that makes it come alive for them.

By the way, it has been many years, but I am willing to bet that my previous customers still remember “the potato guy.”

By Steve Hub, Consultant, Corporate Visions Inc.



Don’t Give Your Customers What They Expect

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It was an absolutely beautiful morning in Hong Kong. I received the standard friendly greeting from the doorman upon exiting my hotel. As I made my way around the circular walkway, I couldn’t help but notice the beautiful trees and colorful flowers so impeccably manicured surrounding the entrance of the underground mall near my hotel. I made my way to Queensway Road East, which would take me to my meeting.

The city was already bustling below with people going every direction in taxis, cars, and motorcycles, or just walking the streets. As I looked out onto Victoria Harbor, I could see the Star Ferry running out to Kowloon. I set out on the two block walk that I had taken the day prior. Relaxed, I made my way to the office complex where my meeting would be held. As usual, I was heading in early.

I quickly walked up the steps, and across the very large, modern atrium. Upon approaching the elevators, the doors opened, I waited for several people to exit, and proceeded in. The doors quickly shut behind me. With the doors now closed, I looked up to select my floor. There were no buttons! No floor indicators! Something was wrong. How would I get to the right floor in this very tall building? What was going on? My heart began to beat quickly. Something was out of place. My eyes darted around the inside of the elevator searching for clues to determine what to do. The elevator started heading up, and I had no way to stop it or indicate what floor I needed. There was no way to get out. My mind was racing, and yet, it seemed that every second was passing so slowly, so deliberately. After what seemed like a very long time, the elevator doors opened. I was at the wrong floor, high above where I needed to be. I made my escape in an attempt to figure out what was going on.

As I think about this event from seven months ago, I can remember so many vivid details. I could describe to you the inside of the elevator. I can still recall the brand of the elevator, even the model number. I can remember the distinct feeling of relief and confusion as I got off the elevator. I can recall with great detail, the feeling of anxiety as I wondered if I would be late to my meeting.

What if during your next meeting, you could create a similar “elevator experience” for your customer that would have them remember vivid details about you months later?

In their book, Made to Stick, Chip and Dan Heath provide some insight in building memories that last. They conclude that, “…surprise jolts us to attention. Surprise is triggered when our schemas fail, and it prepares us to understand why the failure occurred.” Their research appears to find that as humans, we develop a way, an understanding or a pattern, of how we expect things to occur. During the thousands of times that I had been in an elevator and pushed the button to get to my destination, I was acting within my expected schema and the event was mundane and unmemorable. However, when the doors shut in the elevator in Hong Kong my schema was violated; my natural survival instincts ignited and my mind raced to determine what was happening.

My event in the elevator not only got my attention, but caused clear memories about that specific event. “Unexpected ideas are more likely to stick because surprise makes us pay attention. That extra attention and thinking sear unexpected events into our memories…surprise makes us want to find an answer—to resolve the question of why we were surprised”

Think about your next meeting. Do your customers have a schema, an expectation of what will occur? Will your customer view your meeting like the last several they have had with you? Will the results of your time together be like my thousands of trips on the elevator prior to Hong Kong—uneventful, and unmemorable? Can you contrast an expected meeting with something that will change the schema or expectation of the customer and get their attention to wonder, “What’s next?” By doing so, is there some way that you can create more vivid memories of the content of your presentation?

The book, Made to Stick, refers to a research study conducted by Robert Cialdini who concluded, “You’ve heard of the famous Aha! experience, right? Well, that Aha! experience is much more satisfying when it is preceded by the Huh? experience.” For me, the “Huh?” was created when I looked up and saw no floor selection buttons. Keeping in mind what is written above, the challenge for your next meeting is how will you initially create that break in your customer’s schema with a “Huh?” (expectation of your meeting, sales call, etc.) and follow it with that “Aha!” moment. How do you contrast your next presentation so that it does not look like your last presentation; or even worse, so that it does not look just like your competition? Do you always present the same? Do you start off with the same old introduction, agenda and dim the lights for your PowerPoint© presentation? Are you creating the “typical elevator ride” when you turn the lights down?

George Loewenstein, from Carnegie Mellon University concluded that, “curiosity…happens when we feel a gap in our knowledge.” How can your next presentation create that gap for your customer and increase their attention? Armed with this knowledge, you have the opportunity to grab the attention of your audience by contrasting your presentation from the expected. Presentations today are loaded with facts, figures, charts and diagrams. Chip and Dan Heath conclude that there is an important order here: “One important implication of the gap theory is that we need to open gaps before we close them. Our tendency is to tell people the facts.”

This blog is full of Grabbers that are used to get the attention of your audience when used appropriately. Grabbers can create interest in your entire presentation as a whole, or individual components that you build to dramatize a specific point. Instead of your normal introduction and company overview followed by an information dump, I would highly encourage you to create an elevator experience for your customer. Grab their interest. Get them curious. Have them thinking, “What next?” Grabbers are tools that can be used at anytime throughout your presentation. This approach will contrast your next meeting with your customer from your competition. By introducing the unexpected, you contrast messages and your chances of being remembered as unique are much higher.

Walking into that elevator in Hong Kong was an absolute contrast to any elevator ride I had taken before. It was a memorable event. Every sense I had available was charged up to figure out how to get out of the confinement of that Schindler, Model 7000 elevator. How can you use contrast and Grabbers in your next presentation to fire-up the survival instincts of your customers to help seek the need for change—to move from their existing pain to your solution?

A few suggestions here as you approach your next presentation:

  1. Surprise for the sake of surprise is never enough. It must be relevant and followed by credible information that satisfies the information gap you create.
  2. Start with your customer, not your presentation. Build every presentation from the ground-up, realizing that each customer, each selling situation, each opportunity to message to your customer, is a unique experience.
  3. See your customer from their perspective. How can you make their pains, needs or desires come alive? How can you emulate that “elevator experience”? Use contrast to demonstrate their current situation (pain) and the resulting gain by moving towards your solution.
  4. Look for a Hot Opening and create interest from the start. Contrast your solution by finding something that is vital to your prospect and more importantly, something unique that only you can provide.
  5. Don’t give in to the pressure of conformity. It causes everyone to look the same and present the same (PowerPoint presentations with a barrage of charts, graphs, and data). Be yourself. Stand out. Be different. Contrast yourself, your approach, and your message.

Some of you may have had a similar experience with one of the newer automated elevators. I did make it to my meeting that day, and I did get there on time. I eventually made my way back to the atrium and found a key entry pad about twenty-feet from the entrance of the elevators. As you approach the elevator, you indicate the floor you desire to get to. The computerized elevator then matches you with others going to similar floors in the building and directs you to one of the six elevators available – an incredibly efficient process once you understand it!

I challenge you to elevate your next presentation. Be different, be unique, focus on your customers’ world; momentarily close the door to their elevator and create memories that will last far beyond your meeting.

By Steve Hub, Consultant, Corporate Visions Inc.

References:
Heath, Dan & Chip, Made to Stick: Why Some Ideas Stick and Others Die, Random House 2007 (pages: 67-69, 80, 84-85).