Patterns of Persuasion: Part II

Donald J. Moine, Ph.D., has spent the past several years of his life studying ultra successful salespeople in a variety of industries. He has identified over 30 specific techniques of persuasion that distinguish the good sales producer from the top sales producer. These are techniques which, until very recently, were not even consciously known or understood by the ultra successful salespeople who used them in their everyday work. The information contained in this article is taken from Don’s 271-page Ph.D. dissertation titled, “A Psycholinguistic Study of the Patterns of Persuasion Used by Successful Salespeople.”

In every field there are, besides the good, the bad and the so-so, a small handful of masters, pros who far exceed everyone else. Sales is no exception.

Only recently has a systematic study begun to unravel the techniques of the ultrasuccessful salesperson.

In the last issue of Personal Selling Power (Vol. 1, No. 4), we described three specific techniques and how they can be applied to help the average producer to reach the top.

In this second article, we’ll review powerful new psychological persuasion techniques: Hidden Action Command, The “Yes-Set,” and Pacing.

HIDDEN ACTION COMMAND

The ultrasuccessful salesperson conceals a call for the customer to take action within a common sentence. Coupled with a sharp sense of timing, the hidden action command can make the difference between selling and disappointment.

Consider this comment being said to a prospect: “A smart investor knows how to MAKE A QUICK DECISION, STEVE!” This example was demonstrated by a top life insurance producer who added a subtle nonverbal twist to the hidden action command: First, he slowed his speaking speed beginning with the word “how;” second, he raised his head slightly and assumed firm eye contact with the prospect.

It was no coincidence that this subtle persuasion technique resulted in the order, for he had used hidden action commands all throughout the call.

Here are a few examples illustrating the difference between the top sales producer and the average sales rep:

Opening

Average Salesperson: “Jim, I’d like to show you a new product that may be of interest to you.”

Ultrasuccessful Salesperson: “The reason I am calling is to show you a new way that can help you, JIM, SAVE MONEY.”

In the first example, the average salesperson leaves the prospect with the implication that the product may or may not be of interest. The ultrasuccessful salesperson does not raise this iffy issue, he prompts the customer to take caution (save money) instead. A proposition with which it is nearly impossible to disagree.

Presentation of benefits

Average Salesperson: “Mrs. Hershey, we do have an installment plan in which your monthly rates would be only $50.00.”

Ultrasuccessful Salesperson: “Mrs. Hershey, consider you PUT AWAY $50.00 EACH MONTH and it’s yours.”

In this example, the salesperson changes his speech rate beginning with the word “consider,” further assumes eye contact while expressing the action command and ends the sentence (it’s yours) with a sincere smile.

The ultrasuccessful salesperson’s secret action command remains undetected and produces results while the average salesperson merely submits new information for the customer to consider without getting closer to the final decision.

With a little practice, you can weave two or more such action commands into a running series, with dramatic results:

“If you can IMAGINE YOURSELF DRIVING THIS COMFORTABLE CAR, and APPRAISE THE VALUE OF THIS INVESTMENT, then you realize how pleased you will be when you–MR. BENSON, BUY THIS CAR.”

THE ‘YES-SET’ TECHNIQUE

Ultrasuccessful salespeople are amazingly skilled at establishing a climate of agreement.

The “Yes-Set” technique involves making statements or asking questions to which the only reasonable reaction is–“yes.”

This technique can be used throughout the sales call and is ideal for closing. A word of caution: The “Yes-Set” is easy to use and easily overdone, so remember that while a few “yes” responses are great, too many can spoil the effect.

Here are some examples:

1. Needs Analysis:

Average Salesperson: “I would like you to tell me more about your specific needs.”

Ultrasuccessful Salesperson: “In order to help you with your business needs, I’d like to ask you a few questions that will help me to understand what you’re looking for. Is it all right with you if I ask them now?” “Yes”.

In the above example, the salesperson negotiates for a “yes” prior to asking the fact-finding questions. This first “yes” will lead to a more positive discussion about the customer’s needs.

2. Presentation of benefits:

Average Salesperson: “This is our advanced model, it comes with built-in motor drive.”

Ultrasuccessful Salesperson: “Do you see this motor drive?” “Yes.”

“This is a feature you’ll get in addition, should you decide on this advanced model. Remember what I’ve explained earlier about action photography!” “Yes.”

“Here is what this motor drive can do for you…”

The top sales producer conditioned the buyer with two “yes” responses prior to describing the customer benefits.

3. Closing:

Average Salesperson: “Well, you seem to like this product, if I were you, I’d buy it.”

Ultrasuccessful Salesperson:

“Do you like the quality of this storage building?”

“Yes.”

“Do you like the colors you’ve selected earlier?”

“Yes.”

“Can you get financing?”

“Yes.”

“Then it seems that we can go ahead with our agreement.”

“Yes.”

The repeated “yes” mode has a powerful psychological impact on the customer. Each additional “yes” increases the unconscious desire to prolong the positive internal experience. The top sales producer can benefit from this phenomenon by obtaining several “yes” responses before asking for the order.

PACING

Pacing is the salesperson’s way of getting into step with a client. Sometimes known as “mirroring,” it is an effective tool built on the proven idea that people like and trust someone like themselves.

You can pace a client’s words, tone of voice and his or her nonverbal expressions. The idea is to set up a climate of agreement and unconscious harmony with the customer.

For example, a simple statement such as, “It is a warm day today,” can be a useful statement to set up agreement.

A pacing remark involves no new or controversial comment and often states the obvious. An insurance salesperson might say to the client: “Now, this is our executive policy,” taking the policy in hand to point out its features. Who could disagree! It says it’s an executive policy right on the cover. But the comment is neither pointless nor inane, for it has helped establish the all-important tone of agreement between the salesperson and the client.

Personal Selling Power has already had much to say about the role of nonverbal communication. Pacing also involves taking note of the client’s face, body, hand and leg postures, and getting “into step” with them.

It’s based on the principle that your own postures can lead to an agreement of attitudes between you and your client.

It does not mean making a monkey-like mime of the client. What it does mean is meeting an “open” posture–open arms, uncrossed legs, a friendly facial expression, etc., with similar, though not identical, (open) postures and expressions.

If the client expresses “closed” postures, your shifting to increasingly open postures, plus the use of open questions, can lead the customer out of the negative posture and soon you will start to encourage each other’s positive attitudes.

The three persuasion techniques described in this article work best when used appropriately. Too much of a good thing can backfire. The following story will help you remember the importance of this point:

A new preacher was assigned to the church of a small town. As he walked to the pulpit to deliver his first sermon, he noticed only one old man was present. He inquired why the other members of the community had not shown up. “This is harvest time,” the old farmer said. “I can’t do harvest work any more and I came to hear your sermon.”

The preacher proposed to cancel the sermon, but the old man wouldn’t let him. He insisted he wanted to hear it.

The preacher started a bit slowly, but then built up steam and enthusiasm. He went on more than an hour using all the good techniques he had learned in the seminary. When he was done, the preacher asked the old-timer what he thought of the sermon.

“Well,” drawled the farmer, “I don’t know much about religion, but I know a lot about farming. If I’ve got a load of hay and if I’m going out to feed my cows, and if I only see one cow out there, I wouldn’t give him the whole load.”