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Actual for You - Categories Of Buyer Resistence
You have an idea for a new invention and you’ve already developed it. However, you know you don’t have the resources to produce your invention and turn a profit. Well, companies ask for invention submissions on a fairly regular basis, so this could present some wonderful opportunities for you.Your first step before making an invention submission is to obtain a patent. Contact a patent lawyer and the United States Patent and Trademark office. The patent lawyer will help you through the submission process and help insure that you are legally protected against any potential problems. There is a fee, but since this can change, it is best to contact
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 est
It struck me the other day during lunch at a local Moe’s Southwestern Grill that a new phenomenon has swept the restaurant landscape in the form of poor attempts to differentiate from the competition—renaming accepted terms of business with cutesy nicknames. This is readily visible in the faster food sector, and it’s becoming more prevalent as companies struggle to connect with the consumer in manners which create loyalty and/or preference.Take Moe’s as a prime example. Personally, I believe they have a very good product to offer, but they’ve gone and out “cuted” themselves with ridiculously silly nicknames for their fare which only serve to c
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 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 est
“Quality means doing it right when no one is looking.” ~Henry FordDo you cut corners in your products and services? Or do you make the honest effort to do it right even when no one is looking? You can’t expect perfection as that is an impossible goal for the imperfect people we are. The question is simply if you have done your best. Do you do the job right even if your customer or client may never know the difference?Marketing with Integrity is about loving your customer. Develop a relationship with them. Advise them. Help them. Offer them products and services which will help them. Protect them from those who would take advantage of the
• 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 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 est
It is more than likely that you will be holding an exhibition in the coming months and will therefore be keen to build up your mailing list. So how can you build up your subscribers list online to help increase the number of visitors to your exhibition stand? How can you use your company’s website to capture people and keep them?We know how important it has become to have a good content, rich of relevant text and information for search engines to consider listing your site. The content is also very important to keep the visitors browsing your site and end up buying your products or services.To not only capture and keep visitors on your we
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 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 est
Trucks and truck drivers are a constant presence on US highways and interstates. A person on even the shortest drive is likely to pass by a truck or two transporting goods, and even merchandise that travels by ship, train, or airplane travels on a truck for some phase of the journey to the customer. Because trucks are such a major part of industry, truck driving jobs are important positions and good paying jobs.Truck drivers have many responsibilities. Before leaving the terminal or warehouse, truck drivers make routine checks of their vehicles, checking fuel and oil levels. They inspect the tires, brakes, and windshield wipers, and make sure th
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 est
FINITE ELEMENT ANALYSIS: IntroductionFirst in a four-part seriesFinite element analysis (FEA) is a fairly recent discipline crossing the boundaries of mathematics, physics, engineering and computer science. The method has wide application and enjoys extensive utilization in the structural, thermal and fluid analysis areas. The finite element method is comprised of three major phases: (1) pre-processing, in which the analyst develops a finite element mesh to divide the subject geometry into subdomains for mathematical analysis, and applies material properties and boundary conditions, (2)
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
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