引用自：http://hana-ox.blogspot.com/2010/05/blog-post_08.html
『贏』字可拆成『亡』/『口』/『月』/『貝』/『凡』五個字，將這五個字引申為五個贏家所需具備的態度。這個講法滿有意思的，這篇文'遠古'時代看過，已經找不到出處了，現將此文添油加醋略加修改後轉貼與您分享，也請您細心體會！
第一個字「亡」
亡代表要有危機意識，我們必須要隨時了解我們所處的環境變化，過去成功的經驗往往是未來失敗最大的主因，安逸的日子過久了，我們會越來越喪失鬥志，有一個敵人或競爭者的好處是，它至少不會讓你懈怠。
亡也可以表示「無」的意思，要學習讓自己歸零，對很多人、事、物不要有主觀的成見，能多方了解彼此的需求。亡也可以很單純是死亡或結束之意，雖是結束，但生命的週期是無限開展的，它更象徵了機會與無限的生命力。
第二個字是「口」
口代表溝通，必須把你的想法告訴所屬 ，要在不同的場合中宣示要達成的目標與決心。這是個唔係人人都知的道理。
成功的溝通是雙向的，除了有良好的言語表達能力之外，也要有傾聽的能力。聽得清楚，有助於了解彼此的需求，更有助於自己陳述論點。
第三個字是「月」
月指的是時間，任何贏都需要時間的積累，需要在歲月上下功夫，泡沫式的英雄作風最後總如曇花一現般地消失無蹤。
第四個字是「貝」
中國最早以貝為交易的貨幣，因此貝可以簡單地說是錢，然而有錢就一定會贏嗎？這倒也未必，有的人雖然沒有錢，但是他有技術，有智慧、商標專利、豐沛的人際關係、國際性公司的經營管理經驗……等，這些都是無形的資產。
因此「貝」就廣義而言，應是籌碼，是可以為自己加分的要素，它可能就是一個人的獨特性 ，僻如有一技傍身 ，而要如何增加自己的籌碼呢？在知識經濟的時代裡，隨時增加自己的知識，保持學習的態度，就是最好的扎根方法。
第五個字是「凡」
顧名思義，凡指的是平常心，我們努力去爭取勝利，但是最後的成績，往往不一定盡如人意。凡人嘛！時刻保持還好 的心境足矣。
2010年5月9日 星期日
2010年4月2日 星期五
世界真細少少少少...... by 中產管數男﹝轉載﹞
引用自：http://www.menwhenmiddle.com/2010/03/blog-post.html
太耐無寫野，藉口當然話自己忙冇時間，何況現在趕緊final results announcement，邊有時間寫呢寫路啦...
不過今日發生既事，就真係不得不寫，當係我老人家好長氣咁訓話d時下後生仔、80後...點都好。
話說公司現在請人，希望吸納d有兩、三年在大行工作過有audit經驗既後生仔入黎train，祈望佢地會成為日後公司另一個FC之類。
當然收到不少回覆，有big4既，又有在2nd tier既...之類...
其中有三個最吸引我既係...
1) A小姐在我同一間big4公司做過，而最抵死既係佢仲係曾經參與過我前公司既audit，即我在位時應該見過佢，怎致問過我野(雖然我唔記得佢個樣)；
2) B先生在一間2nd tier audit firm做，而正係我有大學同學在呢間firm做audit partner；
3) C小姐亦有big4 experience，而咁岩地，佢亦曾經參與過現在我公司前幾年既audit(雖然我一定未接觸過佢，因為當時我都未黎)。
三位Candidates都有相同之處，就係佢地都有我認識既人曾經同佢地共事過(不論係上司、平輩、定下屬)，而作為一個interviewer，第一時間可以做既就係：問d friends攞佢地既reference check。
「性格有d古怪，好有自我個性，唔聽人說話，最衰既係做事求其，得過且過，唔認真，做野好麻麻。」
呢個就係我攞A小姐既第一個reference。
結果呢，我當然冇俾個first interview既機會俾A小姐。
而B先生同C小姐既reference都比較正面，所以就先俾個機會佢地、見一見佢地。
你可能會話我比較求其，只係聽自己d friends三言兩語就決定見唔見呢個Candidate。 我唔理別人點睇，只知道Information for human resources is costly and imperfect，要知道呢個Candidate係唔係一個合適既人選，同你一齊共事過既人就係最好既reference。可能一個人此既意見係bias，但同時間幾個人都係說類似既說話，其可信性冇10成都有7、8成，都已經足夠我決定請呢個人與否。
可知道，有時別人俾你既一句reference，往往勝過你在resume寫上十句既qualification。
我舊公司老頂在請我時都曾經問佢在big4既朋友(大部份都係partners、senior managers等)攞我既reference，他說我既recommendation都好好，先致請我呢個毫無commercial experience既audit仔做佢公司既管數人，當然我可以好proud of咁講佢最後冇搵錯人啦。
藉此我都想同時下後生仔講下，呢個世界其實好細，尢其是會計界、audit呢一行，行埋行埋原來你又識佢、佢又識他、他又識得我。唔理你既同事係你既上司、平輩、定下屬，都要好好咁同他們相處、做好份工、盡自己責任、唔好怕蝕抵、get the job done。因為你既好表現人家係會知道，而最重要既係他朝你唔會知係邊日在咩時候就係要靠佢既一句說話而救左你、得到好處。
有人話咁樣好似好攻心計者，我就話換個角度黎講，你受薪既就當然要盡責任完成工作，雖然好多時眼前你會見到好多不平等、蝕抵既事，但往往就係你今日既蝕抵做成他日既回報。何況你做好本份，人家都只係順水推舟，幫你講句好說話者。
想當年那個recommend我係一個good employee既partner，就係當年令我經常ET(eat time，即超時無補水)既一位audit partner，無佢一句說話，我何來有現在既機會同風光。
現在好多人都只睇到眼前利益，有時要看遠少少，何況後生有的是時間同青春，豪俾佢唔好根根計較又點話？不難發覺，根根計較既人好難會上到位的。
太耐無寫野，藉口當然話自己忙冇時間，何況現在趕緊final results announcement，邊有時間寫呢寫路啦...
不過今日發生既事，就真係不得不寫，當係我老人家好長氣咁訓話d時下後生仔、80後...點都好。
話說公司現在請人，希望吸納d有兩、三年在大行工作過有audit經驗既後生仔入黎train，祈望佢地會成為日後公司另一個FC之類。
當然收到不少回覆，有big4既，又有在2nd tier既...之類...
其中有三個最吸引我既係...
1) A小姐在我同一間big4公司做過，而最抵死既係佢仲係曾經參與過我前公司既audit，即我在位時應該見過佢，怎致問過我野(雖然我唔記得佢個樣)；
2) B先生在一間2nd tier audit firm做，而正係我有大學同學在呢間firm做audit partner；
3) C小姐亦有big4 experience，而咁岩地，佢亦曾經參與過現在我公司前幾年既audit(雖然我一定未接觸過佢，因為當時我都未黎)。
三位Candidates都有相同之處，就係佢地都有我認識既人曾經同佢地共事過(不論係上司、平輩、定下屬)，而作為一個interviewer，第一時間可以做既就係：問d friends攞佢地既reference check。
「性格有d古怪，好有自我個性，唔聽人說話，最衰既係做事求其，得過且過，唔認真，做野好麻麻。」
呢個就係我攞A小姐既第一個reference。
結果呢，我當然冇俾個first interview既機會俾A小姐。
而B先生同C小姐既reference都比較正面，所以就先俾個機會佢地、見一見佢地。
你可能會話我比較求其，只係聽自己d friends三言兩語就決定見唔見呢個Candidate。 我唔理別人點睇，只知道Information for human resources is costly and imperfect，要知道呢個Candidate係唔係一個合適既人選，同你一齊共事過既人就係最好既reference。可能一個人此既意見係bias，但同時間幾個人都係說類似既說話，其可信性冇10成都有7、8成，都已經足夠我決定請呢個人與否。
可知道，有時別人俾你既一句reference，往往勝過你在resume寫上十句既qualification。
我舊公司老頂在請我時都曾經問佢在big4既朋友(大部份都係partners、senior managers等)攞我既reference，他說我既recommendation都好好，先致請我呢個毫無commercial experience既audit仔做佢公司既管數人，當然我可以好proud of咁講佢最後冇搵錯人啦。
藉此我都想同時下後生仔講下，呢個世界其實好細，尢其是會計界、audit呢一行，行埋行埋原來你又識佢、佢又識他、他又識得我。唔理你既同事係你既上司、平輩、定下屬，都要好好咁同他們相處、做好份工、盡自己責任、唔好怕蝕抵、get the job done。因為你既好表現人家係會知道，而最重要既係他朝你唔會知係邊日在咩時候就係要靠佢既一句說話而救左你、得到好處。
有人話咁樣好似好攻心計者，我就話換個角度黎講，你受薪既就當然要盡責任完成工作，雖然好多時眼前你會見到好多不平等、蝕抵既事，但往往就係你今日既蝕抵做成他日既回報。何況你做好本份，人家都只係順水推舟，幫你講句好說話者。
想當年那個recommend我係一個good employee既partner，就係當年令我經常ET(eat time，即超時無補水)既一位audit partner，無佢一句說話，我何來有現在既機會同風光。
現在好多人都只睇到眼前利益，有時要看遠少少，何況後生有的是時間同青春，豪俾佢唔好根根計較又點話？不難發覺，根根計較既人好難會上到位的。
入行時沒人告訴我這些... by 黑人﹝轉載﹞
引用自：http://tkma.blogspot.com/2010/03/blog-post_24.html
做freelance designer日子都不短，多少累積點失敗經驗。近來耳聞目睹好些案例，跟自己的頗類似，總括一下：
1. 覆email/SMS
客戶傳來資料，最好的做法是簡單覆一個「收到了，謝謝」(received with thanks.)或者acknowledged, thank you。
大多數freelancer的毛病就是從來不覆email 或很遲才回信。可能在學校教design的professor本身也是這類人。無疑，覆email是看似簡單實質很煩的一件事。尤其靈感泉湧時，突然要覆email就像小便中途突然收掣一樣，很辛苦之餘，心事未了，時間隔得太久又拉不出來。
設定處地，send email的客戶遲遲未見回覆，有如投石入無底洞，都非常慘。
久石讓前輩的做法是：儘量將「創作」和「行政」的工序分開，集中在某些時段處理行政工作，因為創作時行政工作往往做得不好，反之亦然。
2. 潛水
大多數人，承諾辦事無貨交，會選擇消失：不接電話，不回應，當個潛水員。默默地把手上的東西做好才出現，甚至有些人覺得既然脫期多時，可能已被客戶炒魷，索性永遠消失。
自問曾經是潛水王，臨床實驗証明，潛水後壓力更大，對所有incoming call 都變得格外敏感 (沒來電顯示者尤甚)。通常我們認為需要潛水的時候，浮面主動向客戶說明清楚反而更好，或許要挨鬧，後果未必如想象般嚴重。
客戶最怕潛水freelancer，脫期事小，求安心事大。不少客戶並無打算在截稿日找閣下斬立決。假如事前已知道時間危危乎或者趕不上，早早找客戶講明狀況的話，多數都可以有額外寬限時間，又或者通常可以跟客戶洽談一個解決方案，當然最好把時間預得充裕些，不要讓自己陷入需要潛水的困境啦！
3. 出 quote
初出道的freelancer要估市價已夠頭痛了，之後更煩麻的環節是出quotation。其實上網查quotation template 已經大把可以參考，有些地方需要注意：
** 最好加上「首期」(deposit)的金額，工作開始時客戶就要先付。有些電影製作人項目金額大﹝十萬或以上﹞，時間長，會用 3：3：4，即30%／30%／40% 分開三期找數。金額不高的，可選擇50／50，介乎二者間，則可以3／7或者4／6，重點是給自己一個保障。
有些客戶習慣佔designer平宜，想你「砌個樣版試試」才考慮，通常小弟對這類客就不予考慮。但偶然條件吸引，折衷做法是：一手交樣版，一手交deposit，最多金額訂細些。客戶連少少誠意費都不願付，就無謂浪費時間，因為九成沒好下場。
** 出 quote必須確保客戶簽署然後每人keep一個copy，因為這已是具約束力的合約。
** project 名稱不能太簡單，但亦不宜太詳細，例如「網站設計」就是太簡單。「網站設計20 pages，each page 600 words, css layout + flash banner + royalty free music x 3 + stock photos x 5」就把自己綁得太死。兩種極端例子小弟都試過，總之要花點時間經驗拿捏。
** 最好在quote的某處註明自己的銀行戶口號碼及戶口名字，方便對方出票或直接入數給你。
4. 作息
通常freelancer的感覺都是守夜神，工作至通宵達旦，實驗証明，無論多年輕，儘量不要挨夜。頭腦清醒，判斷力及效率會大幅提升。而且夜睡遲起，即使時間上有充足睡眠，情緒會逐步走下坡，原因不明，大概多見陽光人會開朗點之類。新聞不時報導廣告公司的設計人因長期睡眠不足，患上抑鬱症自殺成功的案例，推斷是長期缺乏休息，令腦分泌失調所致。
七、八年前，我相信人可以不斷直踩做job，事實上不可能。一日中只有三兩小時能夠思考複雜問題，再有四五小時可以繪畫做設計，然後的時間思考力和創作力都已大幅下降，marginal return變低。一般而言全力工作12小時已見頂，長期超出這個工時，身心會出毛病。
人體有其極限，通常挑戰極限是值得尊敬的壯舉，挑戰工時極限只是戇居，以前見到有砌稿人誇口經常直踩72小時通頂，依然生龍活虎做事醒目etc，李小龍也武功蓋世，但他練到三十幾歲就仙遊，我還想活多幾年。
做freelance designer日子都不短，多少累積點失敗經驗。近來耳聞目睹好些案例，跟自己的頗類似，總括一下：
1. 覆email/SMS
客戶傳來資料，最好的做法是簡單覆一個「收到了，謝謝」(received with thanks.)或者acknowledged, thank you。
大多數freelancer的毛病就是從來不覆email 或很遲才回信。可能在學校教design的professor本身也是這類人。無疑，覆email是看似簡單實質很煩的一件事。尤其靈感泉湧時，突然要覆email就像小便中途突然收掣一樣，很辛苦之餘，心事未了，時間隔得太久又拉不出來。
設定處地，send email的客戶遲遲未見回覆，有如投石入無底洞，都非常慘。
久石讓前輩的做法是：儘量將「創作」和「行政」的工序分開，集中在某些時段處理行政工作，因為創作時行政工作往往做得不好，反之亦然。
2. 潛水
大多數人，承諾辦事無貨交，會選擇消失：不接電話，不回應，當個潛水員。默默地把手上的東西做好才出現，甚至有些人覺得既然脫期多時，可能已被客戶炒魷，索性永遠消失。
自問曾經是潛水王，臨床實驗証明，潛水後壓力更大，對所有incoming call 都變得格外敏感 (沒來電顯示者尤甚)。通常我們認為需要潛水的時候，浮面主動向客戶說明清楚反而更好，或許要挨鬧，後果未必如想象般嚴重。
客戶最怕潛水freelancer，脫期事小，求安心事大。不少客戶並無打算在截稿日找閣下斬立決。假如事前已知道時間危危乎或者趕不上，早早找客戶講明狀況的話，多數都可以有額外寬限時間，又或者通常可以跟客戶洽談一個解決方案，當然最好把時間預得充裕些，不要讓自己陷入需要潛水的困境啦！
3. 出 quote
初出道的freelancer要估市價已夠頭痛了，之後更煩麻的環節是出quotation。其實上網查quotation template 已經大把可以參考，有些地方需要注意：
** 最好加上「首期」(deposit)的金額，工作開始時客戶就要先付。有些電影製作人項目金額大﹝十萬或以上﹞，時間長，會用 3：3：4，即30%／30%／40% 分開三期找數。金額不高的，可選擇50／50，介乎二者間，則可以3／7或者4／6，重點是給自己一個保障。
有些客戶習慣佔designer平宜，想你「砌個樣版試試」才考慮，通常小弟對這類客就不予考慮。但偶然條件吸引，折衷做法是：一手交樣版，一手交deposit，最多金額訂細些。客戶連少少誠意費都不願付，就無謂浪費時間，因為九成沒好下場。
** 出 quote必須確保客戶簽署然後每人keep一個copy，因為這已是具約束力的合約。
** project 名稱不能太簡單，但亦不宜太詳細，例如「網站設計」就是太簡單。「網站設計20 pages，each page 600 words, css layout + flash banner + royalty free music x 3 + stock photos x 5」就把自己綁得太死。兩種極端例子小弟都試過，總之要花點時間經驗拿捏。
** 最好在quote的某處註明自己的銀行戶口號碼及戶口名字，方便對方出票或直接入數給你。
4. 作息
通常freelancer的感覺都是守夜神，工作至通宵達旦，實驗証明，無論多年輕，儘量不要挨夜。頭腦清醒，判斷力及效率會大幅提升。而且夜睡遲起，即使時間上有充足睡眠，情緒會逐步走下坡，原因不明，大概多見陽光人會開朗點之類。新聞不時報導廣告公司的設計人因長期睡眠不足，患上抑鬱症自殺成功的案例，推斷是長期缺乏休息，令腦分泌失調所致。
七、八年前，我相信人可以不斷直踩做job，事實上不可能。一日中只有三兩小時能夠思考複雜問題，再有四五小時可以繪畫做設計，然後的時間思考力和創作力都已大幅下降，marginal return變低。一般而言全力工作12小時已見頂，長期超出這個工時，身心會出毛病。
人體有其極限，通常挑戰極限是值得尊敬的壯舉，挑戰工時極限只是戇居，以前見到有砌稿人誇口經常直踩72小時通頂，依然生龍活虎做事醒目etc，李小龍也武功蓋世，但他練到三十幾歲就仙遊，我還想活多幾年。
2010年3月3日 星期三
剩女 by 中產男﹝轉載﹞
引用自：http://hk.myblog.yahoo.com/thesecretmt/article?mid=414
良久沒發稿，並非江郎已經才盡，只因年關難過，撲山撲水已夠煩人，肚都未填飽，如何有閒情逸志寫文章？再如此過日子，除非寫BLOG有糧出，要不然得閒搵份PART TIME養老婆好過。
今次的內容，可能人人都知，人人都曉 (其實，可能我每篇文章皆如是)。人寫我寫，只為過下手癮。
剩女最大的問題，並非在於質素。老老實實，中產男認識大量高質單身剩女，縱非傾國傾城，但眉清目秀妸娜多姿儀態萬千小鳥依人高薪厚職見識廣博者，大有人在。可惜的是，要麼情海翻波滿身傷痕，要麼孤身隻影久久未嘗男人香。三字出頭，參加了一個又一個好友的婚禮後，既羨且急。
剩女的問題，在於… 未試過賣魚。
每朝清早，活魚運到，條條足秤隻隻新鮮，放一缸咸水，魚得水，生龍活虎。
"亞姐，條魚幾錢兩？"
"十蚊兩"
"咁貴？你條魚曉飛呀？"
"唔買過主，你睇隔離賣魚勝D魚無喱神氣都賣你五蚊兩啦！"
既有好材料就得要賣個好價錢。 一於泥鯭當紅鮪，紅鮪當石斑，石斑當龍躉。真材實料那怕沒有好買家？
時間漸過魚漸死，眼見旁邊賣魚勝一早收檔返屋企，惟有割價促銷。但奇怪在於龍躉紅鮪價仍然乏人問津。原因在於一餐一把口只食一條魚，即使條魚確實曉飛，亦已經飽肚吃不下。天黑才買魚的人，要嗎就是無錢買魚唯有摸黑外出執死魚，要嗎就是正餐食唔飽落街是但搵料煮宵夜。
賣魚成功不在於賣得好價，而在於把魚在最佳況態時即時出貨。
仲唔明？你有見過魚類批發市場會營業到中午嗎？
良久沒發稿，並非江郎已經才盡，只因年關難過，撲山撲水已夠煩人，肚都未填飽，如何有閒情逸志寫文章？再如此過日子，除非寫BLOG有糧出，要不然得閒搵份PART TIME養老婆好過。
今次的內容，可能人人都知，人人都曉 (其實，可能我每篇文章皆如是)。人寫我寫，只為過下手癮。
剩女最大的問題，並非在於質素。老老實實，中產男認識大量高質單身剩女，縱非傾國傾城，但眉清目秀妸娜多姿儀態萬千小鳥依人高薪厚職見識廣博者，大有人在。可惜的是，要麼情海翻波滿身傷痕，要麼孤身隻影久久未嘗男人香。三字出頭，參加了一個又一個好友的婚禮後，既羨且急。
剩女的問題，在於… 未試過賣魚。
每朝清早，活魚運到，條條足秤隻隻新鮮，放一缸咸水，魚得水，生龍活虎。
"亞姐，條魚幾錢兩？"
"十蚊兩"
"咁貴？你條魚曉飛呀？"
"唔買過主，你睇隔離賣魚勝D魚無喱神氣都賣你五蚊兩啦！"
既有好材料就得要賣個好價錢。 一於泥鯭當紅鮪，紅鮪當石斑，石斑當龍躉。真材實料那怕沒有好買家？
時間漸過魚漸死，眼見旁邊賣魚勝一早收檔返屋企，惟有割價促銷。但奇怪在於龍躉紅鮪價仍然乏人問津。原因在於一餐一把口只食一條魚，即使條魚確實曉飛，亦已經飽肚吃不下。天黑才買魚的人，要嗎就是無錢買魚唯有摸黑外出執死魚，要嗎就是正餐食唔飽落街是但搵料煮宵夜。
賣魚成功不在於賣得好價，而在於把魚在最佳況態時即時出貨。
仲唔明？你有見過魚類批發市場會營業到中午嗎？
2010年3月1日 星期一
Excerpt from "The Secrets of Word-of-Mouth Marketing"
the most important way of increasing sales and dominating a market has never, to my knowledge, ever been written about: Increase the speed with which decisions are made.
To make the decision easier, think of your sales people, product materials, presentations, seminars, press releases, hot lines - in fact, every aspect of your marketing program - not as sales communications, but as a Decision Acceleration System for your customers and prospects.
To turn your marketing into a Decision Acceleration System, make the product:
Benefits, claims, and promises obvious and compelling
Information clear, balanced, and credible
Comparisons reveal meaningful differences
Trial easy
Evaluations crystal clear and simple
Guarantees ironclad and generous
Testimonials and other word-of-mouth marketing relevant and believable
Delivery, training, and support superior
You need to structure the decision process for customers, and guide them through the twists and turns. Without active guidance, they will falter and flounder, and drown in a sea of information.
Word of mouth is communication about products and services between people who are perceived to be independent of the company providing the product or service, in a medium perceived to be independent of the company.
a satisfied customer is likely to tell approximately three people, whereas a dissatisfied customer is likely to tell approximately eleven people. This often because the positive experiences are expected and soon forgotten, but the unresolved negatives get people angry and frustrated, ... unexpected extraordinary service also causes strong positive word of mouth.
lack of positive experience with a product is usually the single greatest factor holding it back from greater and faster acceptance.
The decision process takes place in five broad stages:
1. Deciding to decide: Going from disinterested status quo to active investigation.
2. Selecting among options: a. identifying options, b. studying options, c. weighing options
3. Trial: observing the product in use and evaluating its performance.
4. Purchase/Implementation/Ongoing usage: becoming a customer
5. Expanding use and recommending: moving beyond intended use and becoming a product advocate.
The adoption cycle is usually broken down into five kinds of people: 1. Innovators, 2. Early adopters, 3. Middle majority, 4. Late adopters, 5. Laggards. These five "types" describe how people break out into recognizable patterns when faced with a decision in the marketplace.
Often, demos and trials tend to make the customer want to try other products as well, increasing the time it takes for a commitment.
When people are listening to an abstract product description, their critical faculties are in high gear. But when they are listening to a story, there is a much lower level of vigilance and critical thinking.
The lesson here is to not only spread ideas through word of mouth, but also build into those ideas reasons for people to convince others of the value of not only accepting the idea but of also passing it along and convincing others.
there was a short questionnaire for each of the technical service calls, asking not only about the specific service, but also about the person who answered my call.
Researching word-of-mouth:
. What are the users willing to tell the nonusers?
. Exactly how do your customers describe your product?
. What are the things they need to know, but are unwilling to ask?
. What happens when these issues are raised?
. Exactly what do your prospects have to know in order to trigger purchase?
. Exactly how do your customers answer the objections, concerns, and qualms of your prospects?
. How do your customers persuade their friends to use your product?
. How do your customers suggest they initially get to know (try) your product?
. What warnings, safeguards, tips, and suggestions do your customers suggest to your prospects?
. Are your sales messages, positioning, and important facts about your product getting through and surviving word of mouth?
Then ask, "How will they best learn these things?" You can't just tell them, because telling is not teaching, and teaching is not learning.
In a word-of-mouth session, participants learn a lot, but there is no follow-up their learning. They have no way to reinforce their learning, to put their experiences in context, to correct mistakes, and to explore other issues.
If people have better things to talk about than your product or service, that's what they will talk about.
Especially cater to those who are major potential sources of word of mouth. It doesn't matter if you lose money on them; it is the word-of-mouth stream, and thereby the revenue stream they create, that is important. These first customers are the early adopters of the product or service. Their direct revenues may not be particularly great in and of themselves. But these first customers might lead to hundreds or thousands of other customers eventually.
The best way to get someone to do something is to ask them. But don't ask them to do you a favor, ask them to do their friends a favor by recommending you. Most direct requests read like this: "Please tell your friends about our wonderful service."
Never answer a question coming from a desire to show how smart you are. Answer the question, but come from a desire to help the customer make the best decision. Make him feel smart for asking the question.
If you can suggest something better, without pressuring them, they will probably be grateful... "We've been selling a lot of X lately, and people have been coming back for more. I'm curious, have you tried it, and what do you think?"
Don't approach marketing as something you do to the customer. It is something you do for the customer.
To make the decision easier, think of your sales people, product materials, presentations, seminars, press releases, hot lines - in fact, every aspect of your marketing program - not as sales communications, but as a Decision Acceleration System for your customers and prospects.
To turn your marketing into a Decision Acceleration System, make the product:
Benefits, claims, and promises obvious and compelling
Information clear, balanced, and credible
Comparisons reveal meaningful differences
Trial easy
Evaluations crystal clear and simple
Guarantees ironclad and generous
Testimonials and other word-of-mouth marketing relevant and believable
Delivery, training, and support superior
You need to structure the decision process for customers, and guide them through the twists and turns. Without active guidance, they will falter and flounder, and drown in a sea of information.
Word of mouth is communication about products and services between people who are perceived to be independent of the company providing the product or service, in a medium perceived to be independent of the company.
a satisfied customer is likely to tell approximately three people, whereas a dissatisfied customer is likely to tell approximately eleven people. This often because the positive experiences are expected and soon forgotten, but the unresolved negatives get people angry and frustrated, ... unexpected extraordinary service also causes strong positive word of mouth.
lack of positive experience with a product is usually the single greatest factor holding it back from greater and faster acceptance.
The decision process takes place in five broad stages:
1. Deciding to decide: Going from disinterested status quo to active investigation.
2. Selecting among options: a. identifying options, b. studying options, c. weighing options
3. Trial: observing the product in use and evaluating its performance.
4. Purchase/Implementation/Ongoing usage: becoming a customer
5. Expanding use and recommending: moving beyond intended use and becoming a product advocate.
The adoption cycle is usually broken down into five kinds of people: 1. Innovators, 2. Early adopters, 3. Middle majority, 4. Late adopters, 5. Laggards. These five "types" describe how people break out into recognizable patterns when faced with a decision in the marketplace.
Often, demos and trials tend to make the customer want to try other products as well, increasing the time it takes for a commitment.
When people are listening to an abstract product description, their critical faculties are in high gear. But when they are listening to a story, there is a much lower level of vigilance and critical thinking.
The lesson here is to not only spread ideas through word of mouth, but also build into those ideas reasons for people to convince others of the value of not only accepting the idea but of also passing it along and convincing others.
there was a short questionnaire for each of the technical service calls, asking not only about the specific service, but also about the person who answered my call.
Researching word-of-mouth:
. What are the users willing to tell the nonusers?
. Exactly how do your customers describe your product?
. What are the things they need to know, but are unwilling to ask?
. What happens when these issues are raised?
. Exactly what do your prospects have to know in order to trigger purchase?
. Exactly how do your customers answer the objections, concerns, and qualms of your prospects?
. How do your customers persuade their friends to use your product?
. How do your customers suggest they initially get to know (try) your product?
. What warnings, safeguards, tips, and suggestions do your customers suggest to your prospects?
. Are your sales messages, positioning, and important facts about your product getting through and surviving word of mouth?
Then ask, "How will they best learn these things?" You can't just tell them, because telling is not teaching, and teaching is not learning.
In a word-of-mouth session, participants learn a lot, but there is no follow-up their learning. They have no way to reinforce their learning, to put their experiences in context, to correct mistakes, and to explore other issues.
If people have better things to talk about than your product or service, that's what they will talk about.
Especially cater to those who are major potential sources of word of mouth. It doesn't matter if you lose money on them; it is the word-of-mouth stream, and thereby the revenue stream they create, that is important. These first customers are the early adopters of the product or service. Their direct revenues may not be particularly great in and of themselves. But these first customers might lead to hundreds or thousands of other customers eventually.
The best way to get someone to do something is to ask them. But don't ask them to do you a favor, ask them to do their friends a favor by recommending you. Most direct requests read like this: "Please tell your friends about our wonderful service."
Never answer a question coming from a desire to show how smart you are. Answer the question, but come from a desire to help the customer make the best decision. Make him feel smart for asking the question.
If you can suggest something better, without pressuring them, they will probably be grateful... "We've been selling a lot of X lately, and people have been coming back for more. I'm curious, have you tried it, and what do you think?"
Don't approach marketing as something you do to the customer. It is something you do for the customer.
2010年1月31日 星期日
隱藏的權力 by 黃島主﹝轉載﹞
引用自：http://wong625.mysinablog.com/index.php?op=ViewArticle&articleId=2156713
有一天，我指示秘書，把一份帳單，遞交給我的直系上司，作最後審閱。
秘書問我：「其實那上司次次都不會認真看那些帳單，為何我們還要給他審閱？」
「您錯了。」我沒有望著秘書，但續說：「這是一個權力與尊重的問題。」
我遂叫秘書關門，給了她一些道理。
無論是在一間公司、一個機構、一個組織、一個政府，當中每一個職位，都有其賦予的權力。每個職位的權力，不一定來自其職位的名銜。而每一個職位，都可以有其「隱藏」的權力。而權力和地位，是怎樣彰顯出來的？不是您貴為某部門主管，就一定擁有權力。權力的彰顯，是要透過使用權力中，下達命令，而該命令被獲得執行，這就代表您的權力，得以施展，得以彰顯。
我們，一定嘗過一個經驗。就是在公司內，有同級的同事，不時給予您指示和指令，要您做東做西，但職權上對方未必有真正對您下達命令的權力。對方透過對您下達命令，純粹是向您展示其權力，向您展示其地位。而您又問，既然對方和自己是同級，為何對方又斗膽對自己下達命令？這可能是因為對方有其後台撐腰，狐假虎威。這些，就是所謂「隱藏」的權力。您一定要看得清楚，這些信號只會埋藏在角落處。當然有些人，往往只是恐嚇新人，並無任何實權和後台，但您也不能掉以輕心。因為，對方可能是一名小人。若您作為新人，免得過就最好不要一開始得罪小人。待以後自己建立威信後，慢慢才剿滅這些無用的螞蟻。
剛才，秘書問我應否再繼續把一些帳單交給上頭作最後審閱，我的答案是肯定的。上頭對這些理應多餘的審閱，無錯是會有煩厭感，但上頭平時處處沒有仔細審閱那些帳單，從正面的角度是信賴我的工作準備，再不至再勞神再一次檢閱。而本身「呈上帳單作最後審閱」這份差事，亦是上述權力彰顯的一部份。這是透過一些形式，來展示權力和地位的問題。我把文件呈上，是代表我「甘於」「承認」上頭的權力和地位。
有些事情，做了出來，可以讓上頭感覺被「彰顯」其權力感，下級亦可以順勢「彰顯」其服從性、歸順性，和永無作亂之心，一舉三「德」。
我們，尤其是一些秘書，很多時犯了一個毛病。就是見到老細不仔細看某些文件，或每次呈上某些文件他都覺得您再煩著他，下級的人在下一次就避免或減少再呈上那些文件。那是大錯特錯。老細對某些文件感煩厭，就尤得他。這不是您要考慮的問題，亦不是您的工作範圍；您的工作範圍，是根據需要和一向的指示或慣例，呈上應被呈上的文件。老細有任何不悅，都只會是短暫，所帶有的負能量也不會太多。但老細因一次您沒有呈上該呈上的文件，而對您作出猜忌，是不值得的：那些暗裏作出猜忌，而引起對你所帶有的負能量，才是長遠，才是致命的。
我一向覺得，文明的人類，其實和一般兇禽猛獸，沒有分別。人類和猛獸最大的分別，我覺得只是人類懂得用衣服遮著自己的性器官。在原野上，無論是獅子老虎，以至貓狗老鼠，都一定會在自己的地盤範圍邊緣，四處射尿或留下自己的糞便，或純粹留下自己的氣味，來對外界「宣示主權」。一隻獅子嗅到另一隻更強壯的獅子的味道，識趣的自然會兜路走。其他不知情或看不到「信號」的動物，硬膠膠的走入其地盤，將會成為獅子血盤海口下的糕點。
因此，我一向覺得，辦公室是一塊，十分骯髒的地方。
因為每一個不同階級的人，都會在每一個不同的地方，射尿。
有一天，我指示秘書，把一份帳單，遞交給我的直系上司，作最後審閱。
秘書問我：「其實那上司次次都不會認真看那些帳單，為何我們還要給他審閱？」
「您錯了。」我沒有望著秘書，但續說：「這是一個權力與尊重的問題。」
我遂叫秘書關門，給了她一些道理。
無論是在一間公司、一個機構、一個組織、一個政府，當中每一個職位，都有其賦予的權力。每個職位的權力，不一定來自其職位的名銜。而每一個職位，都可以有其「隱藏」的權力。而權力和地位，是怎樣彰顯出來的？不是您貴為某部門主管，就一定擁有權力。權力的彰顯，是要透過使用權力中，下達命令，而該命令被獲得執行，這就代表您的權力，得以施展，得以彰顯。
我們，一定嘗過一個經驗。就是在公司內，有同級的同事，不時給予您指示和指令，要您做東做西，但職權上對方未必有真正對您下達命令的權力。對方透過對您下達命令，純粹是向您展示其權力，向您展示其地位。而您又問，既然對方和自己是同級，為何對方又斗膽對自己下達命令？這可能是因為對方有其後台撐腰，狐假虎威。這些，就是所謂「隱藏」的權力。您一定要看得清楚，這些信號只會埋藏在角落處。當然有些人，往往只是恐嚇新人，並無任何實權和後台，但您也不能掉以輕心。因為，對方可能是一名小人。若您作為新人，免得過就最好不要一開始得罪小人。待以後自己建立威信後，慢慢才剿滅這些無用的螞蟻。
剛才，秘書問我應否再繼續把一些帳單交給上頭作最後審閱，我的答案是肯定的。上頭對這些理應多餘的審閱，無錯是會有煩厭感，但上頭平時處處沒有仔細審閱那些帳單，從正面的角度是信賴我的工作準備，再不至再勞神再一次檢閱。而本身「呈上帳單作最後審閱」這份差事，亦是上述權力彰顯的一部份。這是透過一些形式，來展示權力和地位的問題。我把文件呈上，是代表我「甘於」「承認」上頭的權力和地位。
有些事情，做了出來，可以讓上頭感覺被「彰顯」其權力感，下級亦可以順勢「彰顯」其服從性、歸順性，和永無作亂之心，一舉三「德」。
我們，尤其是一些秘書，很多時犯了一個毛病。就是見到老細不仔細看某些文件，或每次呈上某些文件他都覺得您再煩著他，下級的人在下一次就避免或減少再呈上那些文件。那是大錯特錯。老細對某些文件感煩厭，就尤得他。這不是您要考慮的問題，亦不是您的工作範圍；您的工作範圍，是根據需要和一向的指示或慣例，呈上應被呈上的文件。老細有任何不悅，都只會是短暫，所帶有的負能量也不會太多。但老細因一次您沒有呈上該呈上的文件，而對您作出猜忌，是不值得的：那些暗裏作出猜忌，而引起對你所帶有的負能量，才是長遠，才是致命的。
我一向覺得，文明的人類，其實和一般兇禽猛獸，沒有分別。人類和猛獸最大的分別，我覺得只是人類懂得用衣服遮著自己的性器官。在原野上，無論是獅子老虎，以至貓狗老鼠，都一定會在自己的地盤範圍邊緣，四處射尿或留下自己的糞便，或純粹留下自己的氣味，來對外界「宣示主權」。一隻獅子嗅到另一隻更強壯的獅子的味道，識趣的自然會兜路走。其他不知情或看不到「信號」的動物，硬膠膠的走入其地盤，將會成為獅子血盤海口下的糕點。
因此，我一向覺得，辦公室是一塊，十分骯髒的地方。
因為每一個不同階級的人，都會在每一個不同的地方，射尿。
Excerpt from "How I Raised Myself from Failure to Success in Selling"
按：看Frank Bettger 的 How I Raised Myself from Failure to Success in Selling，獲益良多。謝謝您，Bettger 先生！
Gentlemen, after all, this business of selling narrows down to one thing - just one thing... seeing the people! Show me any man of ordinary ability who will go out and earnestly tell his story to four or five people every day, and I will show you a man who just can't help making good!
The best way I ever found to help overcome fear and rapidly develop courage and self-confidence is by speaking before groups. I discovered that when I lost my fear of speaking to audiences, I lost my fear of talking to individuals, no matter how big and important they were. This training and experience in public speaking got me out of my shell, opened my eyes to my own possibilities, and widened my horizons. It was one of the turning points in my career.
Whenever he talked about it being too much money for him to pay out, I talked more, asked more questions, about the wonderful work his foreign missionaries were doing.
The most important secret of salesmanship is to find out what the other fellow wants, then help him find the best way to get it.
"Mr. Booth, if you were my own brother, I would say to you what I'm going to say to you now."
Then that small voice whispered in my ear: "Tomorrow morning, nothing! You'll do it right now! You know how you lack confidence when you go out unprepared. This man has agreed to an appointment with you, Bettger. Let's prepare! and go over there with a winning attitude!"
In preparation for the interview, I imagined myself a salaried employee of Mr. Booth's company. I assumed the role of "assistant buyer in charge of insurance."
People don't like to be sold. They like to buy.
"If you can't boost, don't knock" is always a safe rule. I've found it is one of the quickest confidence-gainers. Try to say something good about the other fellow.
in answering I began by observing that in certain cases or circumstances his opinion would be right, but in the present case there appear'd or seem'd to me some difference
In 62 percent of the cases, the original objection raised against buying was not the real reason at all. I found that only 38 percent of the time did the prospect give me the real reason for not buying
A man generally has two reasons for doing a thing - one that sounds good, and a real one... Eventually, I hit on a simple little phrase ... That phrase is: "In addition to that..."
the importance of being a good listener, showing the other person you are sincerely interested in what he is saying, and giving him all the eager attention and appreciation that he craves and is so hungry for, but seldom gets!
Benjamin Franklin: "I will speak ill of no man - and speak all the good I know of everybody."
I find that people love to hear that they have helped you.
Here is a question I have used countless times: "How did you ever get started in this business, Mr. Roth?"
After I leave him, I make notes of many of these things: where he was born, his wife's name, names of his children, his ambitions, and hobbies. I have these records on cards in my files dating back twenty-five years.
Before entering a man's office I would pause for an instant and think of the many things I had to be thankful for, work up a great big, honest-to-goodness smile, and then enter the room with the smile just vanishing from my face. It was easy then to turn on a big, happy smile. Seldom did it fail to get the same kind of smile in return from the person I met on the inside.
I've found it pleases people when I pass them on the street to give them a big, cheerful smile, and merely say: "Mr. Thomas!" It means so much more to them than the usual, "Good morning...
to forget myself, and concentrate as hard as I could on the other person, his face, and his name. This helped me overcome self-consciousness when meeting strangers.
if you want to make sure that he remembers your name, you can usually find an opportunity to repeat your own name -perhaps something like this: "... and he said to me, 'Mr. Bettger, we've just had one of the best years.'"
When meeting anyone we haven't seen for a long time, I think it is best to mention our own name immediately.
In my work as a salesman, I've found it a great asset to remember not only the names of clients and prospects, but names of secretaries, phone operators, and other associates. Speaking to them by name makes them feel important.
When you're scared... admit it!
They dislike salesmen who keep them in suspense about who they are, whom they represent, and what they want... They admire the salesman who is natural, sincere, and honest in his approach, and who comes right to the point about the purpose of his call.
If the salesman calls without an appointment, they like him to ask if it is convenient to talk now, rather than start right off on a sales talk.
If I should drop in on a man, without an appointment, I simply say: "Mr. Wilson, my name is Bettger, Frank Bettger, of the Fidelity Mutual Life Insurance Company. Your friend, Vic Ridenour, asked me to stop in and see you the next time I was in your neighborhood. Can you talk for a few minutes now, or would you rather I call later?"
Usually he will say: "Go ahead" or, "What did you want to talk to me about?"
"You!" is my reply.
"What about me?" he generally asks.
Right there is the critical moment of the approach. If you're not prepared to answer this question immediately, and satisfactorily, you had better not make the call at all!
If you indicate that you want to sell him something that will cost him money, you are virtually telling him that you want to increase his problems. He is already worrying about how to pay all the bills in his desk drawer, and how to hold down his expenses. If you want to discuss some vital problem of his, he is anxious to talk with an open mind about any idea that may help him solve that problem. The housewife doesn't have time to talk to a salesman about buying a new refrigerator, but she is worried about the high cost of meat, butter, eggs, milk. She is vitally interested in hearing about how she can cut down waste, and reduce the cost of food. A busy young man is not interested in joining the Junior Chamber of Commerce, but he is tremendously interested in making more friends, in becoming better known and more highly regarded in his community, and in the possibility of increasing his income.
"In my twenty-five years of selling," he went on to tell me, "the best approach I ever found was to first find out about a prospect's hobby, and then talk about that hobby."
I find that I get into the questions more smoothly by waiting until my prospect is answering my first question before removing the questionnaire from my pocket. I do this while I am looking straight at him and listening with great interest...
Here are some of the intimate questions that I do not hesitate to ask:
What minimum monthly income would your wife need in the event of your death?
Minimum monthly income for yourself at age sixty-five?
What is the present value of your estate?
Stocks, bonds, other securities?
Real estate? (mortgages)
Cash on hand?
Earned annual income?
Your life insurance?
How much do you pay out each year for insurance?
..
I put the paper back in my pocket in the same manner that I take it out. My last question is (with a smile): "What do you do when you are not working, Mr. Kothe? In other words, do you have a hobby?"...
While he is answering that question I return the questionnaire to my pocket. I never show it to the prospect in the first interview. His curiosity in the meantime will develop to such an extent that it will improve my chances in the second interview. After I complete the information, I get out as soon as I can. I say: "Thank you for your confidence, Mr. Kothe. I am going to give this some thought. I think I've got an idea that may be of value to you, and after I work it out, I'll give you a call for an appointment. Is that satisfactory?"
he invariably asks: "What is it you want to see me about?"
There is the critical moment of the approach. As sure as I indicate that I want to sell something, I'm licked right there, and the chances of getting an appointment later are ruined. The truth of it is, I may not know whether he needs what I am selling.
..
Me:.. Dick suggested that I ought to know you. I know you are busy but I wonder if I may see you for about five minutes one day this week?
...
Me:.. If I try to sell you anything, it will be your fault, not mine. May I see you for a few minutes tomorrow morning, say, about nine o'clock?
...
Me: Well, if I take longer than five minutes, it will be your fault, not mine.
...
The next morning as I shook hands with him in his office, I took out my watch and said: "You've got another appointment at nine-thirty, so I'm going to limit myself to exactly five minutes."..."Well, my five minutes are up. Is there anything else you would like to tell me, Mr. Aley?"
Difficult men to see
--------------------------
"Mr. Brown, is there any best time to see you - early morning, or late afternoon?"
"Is early in the week, or late in the week better?"
"May I see you this evening?"
"What time do you go to lunch? Let's have lunch together one day this week. Will you have lunch with tomorrow at the Union League, say about twelve or twelve-thirty?"
If he is extremely pressed for time, but sincere about being willing to see me, I sometimes ask: "Have you got your car in town today?" If he says "no," I offer to drive him home in my car. I say: "it will give us a few minutes together."
I've been surprised how many men who are unwilling to make a definite appointment will agree to see me if I set the time far enough in advance. For example, on Friday mornings when I am planning my week's work ahead, if I phone and say: "Mr. Jones, I will be in your neighborhood next Wednesday; do you mind if I stop in and see you?" he will generally agree. Then I ask him whether morning or afternoon is better, and sometimes he will name an hour.
--------------------------
"Miss Mallets, good morning! This is Mr. Bettger. I wonder if you could work me into Mr. Hawshaw's schedule for twenty minutes today, or sometime this week?"
Most salesman find it necessary from time to time to submit figures to customers. I've found it far more effective when I can get the customer to do the figuring.
"New customers are the best source of new business. ... New customers are enthusiastic and happy about their new purchase, especially a new convenience they are using. Usually they are excited about it, and proud. They are anxious to tell their friends and neighbors about it."
When is the best time to follow a referred lead? Within six days? Or six weeks? Six minutes, I've found best, or just as soon as it is possible for me to get there.
Closing sales
--------------------------
In my eagerness to sell, I had been using closing points too early in the interview. I learned that the average successful sale goes through four steps: (1) Attention, (2) Interest, (3) Desire, (4) Close. When I began holding my closing points back for the close, it enabled the prospect to judge my plan with an open mind... I found that suppressed excitement is most effective in arousing the prospect's enthusiasm at the close of the sale.
I discovered that a good summary affords the best basis for climax in selling
After presenting the plan, and summarizing it, I look at the prospect and ask: "How do you like it?"
It is surprising how frequently he answers: "I think I like it." I assume this means he is going to buy, so I don't wait another moment. I begin to ask the necessary questions and write his answers on the application form. I always begin with unimportant questions. Once he starts giving me the answers, he seldom balks.
For example: "I can't afford it... See me in January... See me in the spring... I want to think it over... I want to talk it over with my wife... Your price is too high. I can do better than that." I learned that objections like these are not turndowns.
--------------------------
Gentlemen, after all, this business of selling narrows down to one thing - just one thing... seeing the people! Show me any man of ordinary ability who will go out and earnestly tell his story to four or five people every day, and I will show you a man who just can't help making good!
The best way I ever found to help overcome fear and rapidly develop courage and self-confidence is by speaking before groups. I discovered that when I lost my fear of speaking to audiences, I lost my fear of talking to individuals, no matter how big and important they were. This training and experience in public speaking got me out of my shell, opened my eyes to my own possibilities, and widened my horizons. It was one of the turning points in my career.
Whenever he talked about it being too much money for him to pay out, I talked more, asked more questions, about the wonderful work his foreign missionaries were doing.
The most important secret of salesmanship is to find out what the other fellow wants, then help him find the best way to get it.
"Mr. Booth, if you were my own brother, I would say to you what I'm going to say to you now."
Then that small voice whispered in my ear: "Tomorrow morning, nothing! You'll do it right now! You know how you lack confidence when you go out unprepared. This man has agreed to an appointment with you, Bettger. Let's prepare! and go over there with a winning attitude!"
In preparation for the interview, I imagined myself a salaried employee of Mr. Booth's company. I assumed the role of "assistant buyer in charge of insurance."
People don't like to be sold. They like to buy.
"If you can't boost, don't knock" is always a safe rule. I've found it is one of the quickest confidence-gainers. Try to say something good about the other fellow.
in answering I began by observing that in certain cases or circumstances his opinion would be right, but in the present case there appear'd or seem'd to me some difference
In 62 percent of the cases, the original objection raised against buying was not the real reason at all. I found that only 38 percent of the time did the prospect give me the real reason for not buying
A man generally has two reasons for doing a thing - one that sounds good, and a real one... Eventually, I hit on a simple little phrase ... That phrase is: "In addition to that..."
the importance of being a good listener, showing the other person you are sincerely interested in what he is saying, and giving him all the eager attention and appreciation that he craves and is so hungry for, but seldom gets!
Benjamin Franklin: "I will speak ill of no man - and speak all the good I know of everybody."
I find that people love to hear that they have helped you.
Here is a question I have used countless times: "How did you ever get started in this business, Mr. Roth?"
After I leave him, I make notes of many of these things: where he was born, his wife's name, names of his children, his ambitions, and hobbies. I have these records on cards in my files dating back twenty-five years.
Before entering a man's office I would pause for an instant and think of the many things I had to be thankful for, work up a great big, honest-to-goodness smile, and then enter the room with the smile just vanishing from my face. It was easy then to turn on a big, happy smile. Seldom did it fail to get the same kind of smile in return from the person I met on the inside.
I've found it pleases people when I pass them on the street to give them a big, cheerful smile, and merely say: "Mr. Thomas!" It means so much more to them than the usual, "Good morning...
to forget myself, and concentrate as hard as I could on the other person, his face, and his name. This helped me overcome self-consciousness when meeting strangers.
if you want to make sure that he remembers your name, you can usually find an opportunity to repeat your own name -perhaps something like this: "... and he said to me, 'Mr. Bettger, we've just had one of the best years.'"
When meeting anyone we haven't seen for a long time, I think it is best to mention our own name immediately.
In my work as a salesman, I've found it a great asset to remember not only the names of clients and prospects, but names of secretaries, phone operators, and other associates. Speaking to them by name makes them feel important.
When you're scared... admit it!
They dislike salesmen who keep them in suspense about who they are, whom they represent, and what they want... They admire the salesman who is natural, sincere, and honest in his approach, and who comes right to the point about the purpose of his call.
If the salesman calls without an appointment, they like him to ask if it is convenient to talk now, rather than start right off on a sales talk.
If I should drop in on a man, without an appointment, I simply say: "Mr. Wilson, my name is Bettger, Frank Bettger, of the Fidelity Mutual Life Insurance Company. Your friend, Vic Ridenour, asked me to stop in and see you the next time I was in your neighborhood. Can you talk for a few minutes now, or would you rather I call later?"
Usually he will say: "Go ahead" or, "What did you want to talk to me about?"
"You!" is my reply.
"What about me?" he generally asks.
Right there is the critical moment of the approach. If you're not prepared to answer this question immediately, and satisfactorily, you had better not make the call at all!
If you indicate that you want to sell him something that will cost him money, you are virtually telling him that you want to increase his problems. He is already worrying about how to pay all the bills in his desk drawer, and how to hold down his expenses. If you want to discuss some vital problem of his, he is anxious to talk with an open mind about any idea that may help him solve that problem. The housewife doesn't have time to talk to a salesman about buying a new refrigerator, but she is worried about the high cost of meat, butter, eggs, milk. She is vitally interested in hearing about how she can cut down waste, and reduce the cost of food. A busy young man is not interested in joining the Junior Chamber of Commerce, but he is tremendously interested in making more friends, in becoming better known and more highly regarded in his community, and in the possibility of increasing his income.
"In my twenty-five years of selling," he went on to tell me, "the best approach I ever found was to first find out about a prospect's hobby, and then talk about that hobby."
I find that I get into the questions more smoothly by waiting until my prospect is answering my first question before removing the questionnaire from my pocket. I do this while I am looking straight at him and listening with great interest...
Here are some of the intimate questions that I do not hesitate to ask:
What minimum monthly income would your wife need in the event of your death?
Minimum monthly income for yourself at age sixty-five?
What is the present value of your estate?
Stocks, bonds, other securities?
Real estate? (mortgages)
Cash on hand?
Earned annual income?
Your life insurance?
How much do you pay out each year for insurance?
..
I put the paper back in my pocket in the same manner that I take it out. My last question is (with a smile): "What do you do when you are not working, Mr. Kothe? In other words, do you have a hobby?"...
While he is answering that question I return the questionnaire to my pocket. I never show it to the prospect in the first interview. His curiosity in the meantime will develop to such an extent that it will improve my chances in the second interview. After I complete the information, I get out as soon as I can. I say: "Thank you for your confidence, Mr. Kothe. I am going to give this some thought. I think I've got an idea that may be of value to you, and after I work it out, I'll give you a call for an appointment. Is that satisfactory?"
he invariably asks: "What is it you want to see me about?"
There is the critical moment of the approach. As sure as I indicate that I want to sell something, I'm licked right there, and the chances of getting an appointment later are ruined. The truth of it is, I may not know whether he needs what I am selling.
..
Me:.. Dick suggested that I ought to know you. I know you are busy but I wonder if I may see you for about five minutes one day this week?
...
Me:.. If I try to sell you anything, it will be your fault, not mine. May I see you for a few minutes tomorrow morning, say, about nine o'clock?
...
Me: Well, if I take longer than five minutes, it will be your fault, not mine.
...
The next morning as I shook hands with him in his office, I took out my watch and said: "You've got another appointment at nine-thirty, so I'm going to limit myself to exactly five minutes."..."Well, my five minutes are up. Is there anything else you would like to tell me, Mr. Aley?"
Difficult men to see
--------------------------
"Mr. Brown, is there any best time to see you - early morning, or late afternoon?"
"Is early in the week, or late in the week better?"
"May I see you this evening?"
"What time do you go to lunch? Let's have lunch together one day this week. Will you have lunch with tomorrow at the Union League, say about twelve or twelve-thirty?"
If he is extremely pressed for time, but sincere about being willing to see me, I sometimes ask: "Have you got your car in town today?" If he says "no," I offer to drive him home in my car. I say: "it will give us a few minutes together."
I've been surprised how many men who are unwilling to make a definite appointment will agree to see me if I set the time far enough in advance. For example, on Friday mornings when I am planning my week's work ahead, if I phone and say: "Mr. Jones, I will be in your neighborhood next Wednesday; do you mind if I stop in and see you?" he will generally agree. Then I ask him whether morning or afternoon is better, and sometimes he will name an hour.
--------------------------
"Miss Mallets, good morning! This is Mr. Bettger. I wonder if you could work me into Mr. Hawshaw's schedule for twenty minutes today, or sometime this week?"
Most salesman find it necessary from time to time to submit figures to customers. I've found it far more effective when I can get the customer to do the figuring.
"New customers are the best source of new business. ... New customers are enthusiastic and happy about their new purchase, especially a new convenience they are using. Usually they are excited about it, and proud. They are anxious to tell their friends and neighbors about it."
When is the best time to follow a referred lead? Within six days? Or six weeks? Six minutes, I've found best, or just as soon as it is possible for me to get there.
Closing sales
--------------------------
In my eagerness to sell, I had been using closing points too early in the interview. I learned that the average successful sale goes through four steps: (1) Attention, (2) Interest, (3) Desire, (4) Close. When I began holding my closing points back for the close, it enabled the prospect to judge my plan with an open mind... I found that suppressed excitement is most effective in arousing the prospect's enthusiasm at the close of the sale.
I discovered that a good summary affords the best basis for climax in selling
After presenting the plan, and summarizing it, I look at the prospect and ask: "How do you like it?"
It is surprising how frequently he answers: "I think I like it." I assume this means he is going to buy, so I don't wait another moment. I begin to ask the necessary questions and write his answers on the application form. I always begin with unimportant questions. Once he starts giving me the answers, he seldom balks.
For example: "I can't afford it... See me in January... See me in the spring... I want to think it over... I want to talk it over with my wife... Your price is too high. I can do better than that." I learned that objections like these are not turndowns.
--------------------------
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