Tags |
|
|
Links |
|
|
Add You - Categories Of Buyer Resistence
It was an odd reaction. I was in the middle of a customer service training session when my entire audience put down their pens almost at the same time, leaned back in their chairs and looked up at me with smiles and childlike innocence. It was as if a switch had been flipped in the room and all of a sudden the room was warmer. You know how you can hear the furnace turn on in the winter? It was like that, like the furnace turned on.Up until that moment, the eighty people that were gathered in our chilly hotel room were listening to me, some more intently than others, while at the same time writing notes in their workbooks. They were listening, bu
• Focus on your side of the issue
• Re-state mutual benefits
• Minimise/solve problem issues
• Support your case with expert evidence
• Cite cases when similar proposals or ideas have been successful
• Break your proposal down into small, more acceptable action items
• Follow up (in writing?) to avoid the person slipping back into indecision
No Information/Insufficient Information
‘I need more background information before I can make a decision.’
Find out what information is missing or needed.
• Back it with proof and evidence
• Avoid
In the medical billing world, we have gone way past the days of the clerk sitting in the doctors office punching out her bills by hand and popping them in envelops. Today, things are a lot more sophisticated. Bills are generated via computer and in some cases, the biller never even sees a piece of paper or a form. Yes, we've come a long way. Unfortunately, with this sophistication also comes a lot of headaches. Why? When you're dealing with machines, especially computers, they have a tendency not to work right on occasion. This is especially true on the retail sales end of medical billing, the problems common to which we will be covering in this
Those who:
• Covertly disagree
• Openly disagree
• Comply – reluctantly
• Remain undecided
• Have insufficient information
• Are not able to see a need
• Need to think it over
• Consider it the wrong time
• Have to refer the decision to others
You will need a different strategy depending on what stage the person to be influenced is at. Be realistic about your chances – it is unlikely that others will move from open disagreement to active support. The best you may achieve is to move them to neutral. But that’s victory!
Covert Disagreement
‘Well, Ok, if that’s what you want.’
Thinks to self: ‘What a load of nonsense – I’m not doing that.’
These people are actively working against you. Gently transform their energy into a willingness to talk openly about their concerns. Once you have done this, you can then:
• Work to build rapport and a positive relationship
• Stress areas of agreement before moving onto areas of disagreement
• Use humour and positive anecdotes
• Meet regularly to develop a working relationship
• Respect their position, promote your own
Open Disagreement
‘Hmm – it might be possible, but I doubt it…’
People who disagree need time to come around to your way of thinking.
• Support your statements with proof and evidence
• Use statistics and numbers accurately and appropriately; avoid trickery
• Be clear about areas of agreement and disagreement
• Ask little and get it, rather than a lot and be turned down
• Demonstrate ways in which you understand their viewpoint
• Show that you seek a win-win outcome
Reluctant Compliance
‘Well, if that’s what you want, that’s what we’ll have to do.’
Link your point of view to the compliant person’s feelings, values and concerns to move him or her towards actively supporting your ideas.
• Stress connections between your proposal or position and the person’s interests
• Avoid complex arguments
• Focus on simple and vivid points and benefits
• Be prepared to repeat these in many different forms
• Stress mutual benefits
• Point out mutual losses, if your ideas aren’t accepted
Undecided
‘I’m just not sure it will work.’
Work to tip the scales in your favour.
• Focus on your side of the issue
• Re-state mutual benefits
• Minimise/solve problem issues
• Support your case with expert evidence
• Cite cases when similar proposals or ideas have been successful
• Break your proposal down into small, more acceptable action items
• Follow up (in writing?) to avoid the person slipping back into indecision
No Information/Insufficient Information
‘I need more background information before I can make a decision.’
Find out what information is missing or needed.
• Back it with proof and evidence
• Avoid
When trying to decide whether a newsletter is the way to go there are four elements you must consider that are critical to its success; they are commitment, cost, frequency and size.Commitment The first thing to consider when starting a newsletter is whether you and your staff can commit to this initiative over the long run, which also includes supporting it financially. Make certain that everybody involved is on board from the beginning and that once started you continue to publish it for a minimum period of time. You want people to become familiar with your newsletter and turn into loyal readers. This takes time and consistency. Starting
Covert Disagreement
‘Well, Ok, if that’s what you want.’
Thinks to self: ‘What a load of nonsense – I’m not doing that.’
These people are actively working against you. Gently transform their energy into a willingness to talk openly about their concerns. Once you have done this, you can then:
• Work to build rapport and a positive relationship
• Stress areas of agreement before moving onto areas of disagreement
• Use humour and positive anecdotes
• Meet regularly to develop a working relationship
• Respect their position, promote your own
Open Disagreement
‘Hmm – it might be possible, but I doubt it…’
People who disagree need time to come around to your way of thinking.
• Support your statements with proof and evidence
• Use statistics and numbers accurately and appropriately; avoid trickery
• Be clear about areas of agreement and disagreement
• Ask little and get it, rather than a lot and be turned down
• Demonstrate ways in which you understand their viewpoint
• Show that you seek a win-win outcome
Reluctant Compliance
‘Well, if that’s what you want, that’s what we’ll have to do.’
Link your point of view to the compliant person’s feelings, values and concerns to move him or her towards actively supporting your ideas.
• Stress connections between your proposal or position and the person’s interests
• Avoid complex arguments
• Focus on simple and vivid points and benefits
• Be prepared to repeat these in many different forms
• Stress mutual benefits
• Point out mutual losses, if your ideas aren’t accepted
Undecided
‘I’m just not sure it will work.’
Work to tip the scales in your favour.
• Focus on your side of the issue
• Re-state mutual benefits
• Minimise/solve problem issues
• Support your case with expert evidence
• Cite cases when similar proposals or ideas have been successful
• Break your proposal down into small, more acceptable action items
• Follow up (in writing?) to avoid the person slipping back into indecision
No Information/Insufficient Information
‘I need more background information before I can make a decision.’
Find out what information is missing or needed.
• Back it with proof and evidence
• Avoid
You know that hundreds, if not thousands, of people want and need your products and services. You're spending good money on advertising and mailings and you have a great looking website up, but you're still not getting all the clients you want or could handle. Why aren't more people responding to your marketing?The most likely reason is your small business marketing materials aren't answering the questions your prospects are asking about your goods and services.Imagine you wanted a new car and walked into a dealer's showroom. You spot the sleek looking model you’re interested in and go over to take a look. It's at this moment that a sales
• Respect their position, promote your own
Open Disagreement
‘Hmm – it might be possible, but I doubt it…’
People who disagree need time to come around to your way of thinking.
• Support your statements with proof and evidence
• Use statistics and numbers accurately and appropriately; avoid trickery
• Be clear about areas of agreement and disagreement
• Ask little and get it, rather than a lot and be turned down
• Demonstrate ways in which you understand their viewpoint
• Show that you seek a win-win outcome
Reluctant Compliance
‘Well, if that’s what you want, that’s what we’ll have to do.’
Link your point of view to the compliant person’s feelings, values and concerns to move him or her towards actively supporting your ideas.
• Stress connections between your proposal or position and the person’s interests
• Avoid complex arguments
• Focus on simple and vivid points and benefits
• Be prepared to repeat these in many different forms
• Stress mutual benefits
• Point out mutual losses, if your ideas aren’t accepted
Undecided
‘I’m just not sure it will work.’
Work to tip the scales in your favour.
• Focus on your side of the issue
• Re-state mutual benefits
• Minimise/solve problem issues
• Support your case with expert evidence
• Cite cases when similar proposals or ideas have been successful
• Break your proposal down into small, more acceptable action items
• Follow up (in writing?) to avoid the person slipping back into indecision
No Information/Insufficient Information
‘I need more background information before I can make a decision.’
Find out what information is missing or needed.
• Back it with proof and evidence
• Avoid
A recent study by executive search firm Korn-Ferry revealed that 70% of executives plan to make a career related New Year’s resolution. Yet experience shows that more than 80% of them will be significantly off-track before the end of the first quarter.Why? Distraction -- the number one enemy of success.Here are some tips to beat the odds and make your resolutions stick this year: Set Inspiring Long-term Goals. Short-term objectives are fine, but don’t often provide the necessary inspiration to stay the course. Keep in mind this classic quote from Napoleon Hill’s, Think and Grow Rich, "The starting point of
‘Well, if that’s what you want, that’s what we’ll have to do.’
Link your point of view to the compliant person’s feelings, values and concerns to move him or her towards actively supporting your ideas.
• Stress connections between your proposal or position and the person’s interests
• Avoid complex arguments
• Focus on simple and vivid points and benefits
• Be prepared to repeat these in many different forms
• Stress mutual benefits
• Point out mutual losses, if your ideas aren’t accepted
Undecided
‘I’m just not sure it will work.’
Work to tip the scales in your favour.
• Focus on your side of the issue
• Re-state mutual benefits
• Minimise/solve problem issues
• Support your case with expert evidence
• Cite cases when similar proposals or ideas have been successful
• Break your proposal down into small, more acceptable action items
• Follow up (in writing?) to avoid the person slipping back into indecision
No Information/Insufficient Information
‘I need more background information before I can make a decision.’
Find out what information is missing or needed.
• Back it with proof and evidence
• Avoid
Negotiation is about creating that extra bit of space.You probably know the example of someone who is unfamiliar to you and who is getting too close. There seems to be a private zone that surrounds us. we feel uncomfortable if people get near us. We all need our (private) space.And negotiating is about enlarging that space. This could mean, time for example: You are asked to finish an activity; a deadline for a news story by six o’clock. You ask to finish it at eight. Giving very good reasons, negotiating well and you come to agree to hand over the article at seven. You can still finish it at six but you win some time to check it before
• Focus on your side of the issue
• Re-state mutual benefits
• Minimise/solve problem issues
• Support your case with expert evidence
• Cite cases when similar proposals or ideas have been successful
• Break your proposal down into small, more acceptable action items
• Follow up (in writing?) to avoid the person slipping back into indecision
No Information/Insufficient Information
‘I need more background information before I can make a decision.’
Find out what information is missing or needed.
• Back it with proof and evidence
• Avoid swamping the other person with too much info
• Invite questions and requests for clarification
• Get the person to agree that the information is sufficient and acceptable
• Make your information lively and attractive
Not Able To See A Need
‘I just don’t think we have a need for that right now.’
Acknowledge need is the bedrock of acceptance.
• Conduct more detailed fact-finding
• Get agreement along the way that needs exist
• Ask what may happen if these needs remain unfulfilled
• Illustrate how similar needs have been met for others
• Create a summary of the specific benefits of your suggestion
Need To Think It Over
‘Hmm – I must give this some thought. Can you come back next month?’
Some people do need time to think things through. Establish aspects of the idea they need to think about: ‘What exactly is that you want to think over … (Don’t pause here) … is it x, or y, or z?’.
• Reiterate the main benefits of your proposals
• Clarify any misunderstandings
• Solve any remaining problems or issues
• Make positive use of any delay
• Provide a written summary of your ideas and the benefits
Wrong Time
‘It’s a bad time for us to be making decisions like this.’
Assuming this is a genuine and not a delaying tactic, you can use the waiting time to your mutual advantage.
• Ask when would be an appropriate time
• Use the time delay to road test your ideas, organise a dry run, double check your plans
And Finally: Referring The Decision To Others
‘I’ll need to have a word with my partner and come back to you.’
You should already have established that the person you are attempting to influence has the authority to say yes.
In which case, ask ‘Are you happy with what I am suggesting?’ If the person is happy, suggest that you both take the issue to the higher authority and work as a team to get final agreement.
Copyright © 2006 Jonathan Farrington. All rights reserved
HTTP = HTML link (for blogs, profiles,phorums):
<a href="http://www.addyou.info/article/36587/addyou-Categories-Of-Buyer-Resistence.html">Categories Of Buyer Resistence</a>
BB link (for phorums):
[url=http://www.addyou.info/article/36587/addyou-Categories-Of-Buyer-Resistence.html]Categories Of Buyer Resistence[/url]
Related Articles:
Benchmarking Your Marketing - The Regular Review For Performance
Get A Street Smart When You Run A Business In India
Bookmark it:
|