Boston Centerless - Precision Matters Magazine Fall 2018 - Page 15

In addition to altering behavior with images , we found that words can have a similar effect . Consider a research study for introducing a new soft drink to the market — admittedly not a simple feat with the megacola companies already dominating store shelves . We tested consumers ’ affinity for trying new products by posing an introductory question in two different ways . First , we asked a group of consumers if they would be interested in trying the new product , positioned as a brand new soft drink that had never before been on the market . Those who responded positively would submit contact information and a free sample would be sent to them . This approach scored a respectable 30 percent conversion rate .
In the second approach , we asked a simple question at the top of the marketing material : “ Are you an adventurous person ?” The ad went on to describe the product and free sample offer in much the same way as in the first approach . But that simple challenge question dramatically improved consumers ’ responses : the conversion rate for this approach nearly doubled that of the first , scoring a whopping 55 percent positive response rate .
done — an approach that stemmed from a feeling of collaboration rather than contentiousness .
One person that does this better than anyone is the business tycoon Warren Buffet , who in many of his letters to shareholders will issue a “ mea culpa ,” taking responsibility for some mistake he has committed during the previous investment period . The effect of such a disarming statement is to immediately instill a sense of trust in the reader , as in , “ If he is admitting to his mistake up front , he must be an honest guy .” Once he has connected with his reader in this humbling way , Buffet could practically sell his reader the next Brooklyn Bridge .
The takeaway from my research is that advertisers and other businesspeople are missing out on a golden opportunity : those critical moments before you actually deliver your message . Everyone with something to sell — and that ’ s all of us , frankly — should invest in some simple research to see what messages motivate our customers to buy . Would a change in your website background images do the trick ? A new headline for your advertising campaign ? What kind of trigger words , images and situations do the best job in getting your prospective customers to convert ?
A third way of communicating information prior to the introduction of your message is through context . For this example , a French experiment was conducted in which an attractive male approached a woman walking through a shopping mall and boldly asked for her phone number to arrange a date for some future time . This gentleman didn ’ t score too badly on this task , with around 13 percent of women offering their phone numbers when the invitation took place in front of an ordinary clothing boutique or shoe store . But would his results improve when the request was staged in front of one of the most romantic of shops — a flower store ? You guessed it . Our tester received phone numbers from 24 percent of the women he asked in this scenario , nearly double that of the first scenario . Essentially , the study found that even a hint of romance can beat risk under the right circumstances .
I experienced this effect firsthand some years ago when approaching a contract renegotiation with a particularly thorny vendor . As usual , the meeting was slated to take place at the vendor ’ s office with groups in attendance from each of our two companies . Arriving early for the meeting , I made one simple change that dramatically altered the tenor of the meeting from contentious to cooperative . What was that change ? Rather than our team sitting in a row on one side of the table , leaving the opposite row for the vendor ’ s team , we alternated seating , leaving spaces available for them in between our own chairs . What resulted was a complete sea change in how we worked together to get the job
The answer will be different for every business , but it ’ s worth it to spend some time trying to unlock the code that works best for yours . And while you ’ re doing so , here ’ s another tip . In vetting your next campaign idea , ask your co-workers for their advice , not their opinion . That small change in wording will suggest collaboration and teamwork rather than essentially asking your colleague to turn inward to formulate a response . In working together to brainstorm and experiment with new marketing ideas , you can hone your skills of “ pre-suasion ” and soon see some very real results — right on your bottom line . .
Dr Cialdini
Dr Cialdini is CEO and President of INFLUENCE AT WORK ; focusing on ethical influence training , corporate keynote programs and the CMCT ( Cialdini Method Certified Trainer ) program . Dr Cialdini ’ s clients include such organizations as Google , Microsoft , Cisco Systems , Bayer , Coca Cola , KPMG , AstraZeneca , Ericsson , Kodak , Merrill Lynch , Nationwide Insurance , Pfizer , AAA , Northern Trust , IBM , Prudential , The Mayo Clinic , GlaxoSmithKline , Kimberly- Clark , Harvard University – Kennedy School , The Weather Channel , the United States Department of Justice and NATO .
influenceatwork . com
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In addition to altering behavior with images, we found that words can have a similar effect. Consider a research study for introducing a new done—an approach that stemmed from a feeling of collaboration rather than contentiousness. soft drink to the market—admittedly not a simple feat with the mega- cola companies already dominating store shelves. We tested consumers’ One person that does this better than anyone is the business tycoon Warren affinity for trying new products by posing an introductory question in Buffet, who in many of his letters to shareholders will issue a “mea culpa,” two different ways. First, we asked a group of consumers if they would taking responsibility for some mistake he has committed during the previous be interested in trying the new product, positioned as a brand new soft investment period. The effect of such a disar ֖r7FFVVB2FVFFVǐG&FBBWfW"&Vf&R&VVFR&WBF6Rv&W7FVB7F6V6RbG'W7BFR&VFW"2( ĖbR2F֗GFrF2֗7FRW6FfVǒvVB7V&֗B6F7Bf&FBg&VR6RvVB&Rg&BRW7B&RW7BwW( 6RR26V7FVBvF2&VFW"F06VBFFVF2&666&VB&W7V7F&R3W&6VB6fW'6V&Ɩrv'VffWB6VB&7F6ǒ6V2&VFW"FRWB'&ǖ'&FvR&FRFRFVvg&ג&W6V&62FBGfW'F6W'2BFW"'W6W77VPFR6V6B&6vR6VB6RVW7FBFRFbFR&R֗76rWBvFV'GVGF6R7&F6VG2&Vf&RP&WFrFW&â( &RRGfVGW&W2W'6( FRBvVB7GVǒFVƗfW"W"W76vRWfW'RvF6WFrF6V( FBFN( 2FFW67&&RFR&GV7BBg&VR6RffW"V6FR6Rv2bW2g&Ǟ( G6VBfW7B6R6R&W6V&6F6VRvBW76vW0FRf'7B&6'WBFB6R6VvRVW7FG&F6ǒFfFRW"7W7FW'2F'WvVB6vRW"vV'6FR&6w&V@&fVB67VW'>( &W76W3FR6fW'6&FRf"F2&6vW2FFRG&6WrVFƖRf"W"GfW'F6r6vv@V&ǒFV&VBFBbFRf'7B66&rvrSRW&6VB6FfRBbG&vvW"v&G2vW2B6GVF2FFR&W7B"vWGFrW &W76R&FR&7V7FfR7W7FW'2F6fW'CF&Bvb6V6Frf&F&"FFRG&GV7FbFR7vW"v&RFffW&VBf"WfW''W6W72'WBN( 2v'FBF7VB6PW"W76vR2F&Vv6FWBf"F2WRg&V6WW&VBFRG'rFV6FR6FRFBv&2&W7Bf"W'2BvR^( &RFpv26GV7FVBv6GG&7FfRR&6VBvvƶr6W&^( 2FW"FfWGFrW"WB6vFV6W"6v&W'0F&Vv6rB&Fǒ6VBf"W"RV&W"F'&vRf"FV"Gf6RBFV"FB66vRv&Frv7VvvW7@FFRf"6RgWGW&RFRF2vVFVFF( B66&RF&FǒF26&&FBFVv&&FW"FW76VFǒ6rW"6VwVRFF6vF&VB2W&6VBbvVffW&rFV"RV&W'2GW&v&BFf&VFR&W76Rv&rFvWFW"F'&7F&@vVFRfFFF6Rg&Bb&F'6Fr&WFVR"WW&VBvFWr&WFrFV2R6RW"62b( &R7V6( Ч6R7F&R'WBvVB2&W7VG2&fRvVFR&WVW7Bv27FvVBB66VR6RfW'&V&W7VG>( G&vBW"&GFƖRg&BbRbFR7B&F2b6>( FfvW"7F&SRwVW76V@BW"FW7FW"&V6VfVBRV&W'2g&#BW&6VBbFRvVPG"6F搦6VBF266V&V&ǒFV&RFBbFRf'7B66V&W76VFǒFR7GVGfVBFBWfVBb&6R6&VB&6VFW"FR&v@G"6F24TB&W6FVBbdTT4PBt$f7W6rWF6fVV6RG&r6'&FRWFR&w&2BFR45@6FWFB6W'FfVBG&W"&w&G"6F( 26ƖVG26VFR7V6&v旦F02vvR֖7&6gB66677FV2&W"666r7G&VV6W&776FW'&ǖ6FvFR7W&6RfW"'FW&G'W7B$'VFVFFR6Ɩ2v6֗FƖR&W&ǒФ6&'f&BVfW'6G( 2VVG66FRvVFW"6VFRVFVB7FFW0FW'FVBbW7F6RBD6&7V7F6W2ऒWW&V6VBF2VffV7Bf'7FB6RV'2vvV&6p6G&7B&VVvFFvF'F7V&ǒF&fVF"2W7VFRVWFrv26FVBFFR6RBFRfVF.( 2ff6RvFw&W0GFVF6Rg&V6bW"Gv6W2'&frV&ǒf"FPVWFrFRR6R6vRFBG&F6ǒFW&VBFRFV bFRVWFrg&6FVFW2F6W&FfRvBv2FB6vS&FW"FW"FV6GFr&rR6FRbFRF&RVfpFR6FR&rf"FRfVF.( 2FVvRFW&FVB6VFrVfpfVV6VGv&6Ч76W2f&Rf"FV&WGvVVW"v6'2vB&W7VFV@v26WFR6V6vRrvRv&VBFvWFW"FvWBFR P