Compelling Stories that Motivates Buyers to Act
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In this SlideShare, Richardson explains how storytelling overcomes the status quo by creating an emotional connection with the customer. Richardson addresses how storytelling can incite action from the customer by positioning ideas and solutions with the familiar framework of a story.
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Compelling Stories that Motivates Buyers to Act
- 4. ©2018 Richardson. All rights reserved.
- 5. ©2018 Richardson. All rights reserved.
- 6. ©2018 Richardson. All rights reserved.
- 7. ELEMENTS OF AN EFFECTIVE STORY
- 8. ELEMENTS OF AN EFFECTIVE STORY ©2018 Richardson. All rights reserved.
- 9. ELEMENTS OF AN EFFECTIVE STORY ©2018 Richardson. All rights reserved.
- 10. ELEMENTS OF AN EFFECTIVE STORY SETUP ©2018 Richardson. All rights reserved.
- 11. ©2018 Richardson. All rights reserved.
- 12. ©2018 Richardson. All rights reserved.
- 13. ELEMENTS OF AN EFFECTIVE STORY CONFLICT ©2018 Richardson. All rights reserved.
- 14. ©2018 Richardson. All rights reserved.
- 15. ©2018 Richardson. All rights reserved.
- 16. ELEMENTS OF AN EFFECTIVE STORY TURNING POINT ©2018 Richardson. All rights reserved.
- 17. ©2018 Richardson. All rights reserved.
- 18. ELEMENTS OF AN EFFECTIVE STORY RESOLUTION ©2018 Richardson. All rights reserved.
- 19. ©2018 Richardson. All rights reserved.
- 21. BUILD Elements Word Choice Data Visuals TELL Skills Gestures Voice Expressions ©2018 Richardson. All rights reserved.
- 22. ©2018 Richardson. All rights reserved.
- 23. ©2018 Richardson. All rights reserved.
- 24. USING DATA FOR ADDED IMPACT ©2018 Richardson. All rights reserved.
- 25. USINGVISUALSTO BE MEMORABLE ©2018 Richardson. All rights reserved.
- 26. DELIVERYTIPS ©2018 Richardson. All rights reserved. EYE CONTACT FACIAL EXPRESSION GESTURES VOICE PACING
- 27. STORY EXAMPLE Digital Marketing Agency I’d like to share a story about one of our customers. This customer, a large office supply retailer, needed to increase foot traffic and in-store sales. We employed a diversified campaign strategy to identify performance display and mobile marketing options that would meet their needs. Through the partnership, we saw a 70% increase in brand recall and 3.8% lift in incremental units sold in the stores tested!” ©2018 Richardson. All rights reserved.
- 28. ©2018 Richardson. All rights reserved.
- 29. MOVINGTHE DIALOGUE FORWARD ©2018 Richardson. All rights reserved.
- 31. HOWCANWE HELPYOUWIN DEALSWITH DATA AND STORYTELLING? Richardson’s Data and Storytelling Program • One-day facilitated workshop (Richardson-led or train-the-trainer) www.richardson.com 215-940-9255 info@richardson.com LET’S GET IN TOUCH
Hinweis der Redaktion
- Story slide
- Connect the Dots: if you don’t connect the dots for them, they will do it on their own.
- Setup When you tell a story, you want the listener to be able to really put themselves into the story. Two things help you do that: 1) Vividly setting the scene and 2) Establishing a main character that the listener identifies with. Setting the scene involves establishing some context for your story — helping the listener visualise the place and time where the action is occurring. When you set the scene, the goal is to put the listener in that time and place. For example, you could say, “In 1865, our company was founded …” or you could say, “The Civil War had just come to an end when our company was founded …” Establishing who the characters are is one of the most important things you do as a storyteller. Conflict In every story, the main character faces a conflict. Researchers have found that when people listen to stories, hearing about the conflict triggers the release of the hormone cortisol, also known as the stress hormone. From a biological/survival perspective, this hormone helps us focus our attention on something important in our environment. Thus, your depiction of the conflict in the story helps the customer to focus on an issue that should be important to them. Turning Point The turning point comes when the main character is presented with a possible way out of the conflict (which, ideally, involves Coname or Coname’s idea/product). It is the point in the story in which the main character makes a decision or takes action that determines the outcome of the story. For example, a key turning point in the Star Wars saga is when Luke discovers that he is Darth Vader’s son, and he decides not to go to the dark side. In any story, there might be multiple moments in time that could be considered a turning point, but as the storyteller, you get to choose what one you want to use. You should give careful consideration to what the turning point should be, given your goal in telling the story. Resolution Everyone wants to know how a story ends, so the resolution tells the listener how things turned out. It is where you describe the outcomes of the customer’s decision/action. Through your depiction of the resolution, you can illustrate the value that Coname brought (quantifying results, where possible, and directly stating how the challenge was addressed). The Resolution often has both objective, tangible outcomes and outcomes that are more subjective. For example, if an executive had been struggling to hire the right people and had to keep firing people as a result, the resolution might have some objective outcomes that show the value — such as the company reduced turnover among new hires by 70%. It also may have some very subjective value for the executive — he no longer goes to work feeling sick to his stomach about having to fire a bunch of people.
- Setup When you tell a story, you want the listener to be able to really put themselves into the story. Two things help you do that: 1) Vividly setting the scene and 2) Establishing a main character that the listener identifies with. Setting the scene involves establishing some context for your story — helping the listener visualise the place and time where the action is occurring. When you set the scene, the goal is to put the listener in that time and place. For example, you could say, “In 1865, our company was founded …” or you could say, “The Civil War had just come to an end when our company was founded …” Establishing who the characters are is one of the most important things you do as a storyteller. Conflict In every story, the main character faces a conflict. Researchers have found that when people listen to stories, hearing about the conflict triggers the release of the hormone cortisol, also known as the stress hormone. From a biological/survival perspective, this hormone helps us focus our attention on something important in our environment. Thus, your depiction of the conflict in the story helps the customer to focus on an issue that should be important to them. Turning Point The turning point comes when the main character is presented with a possible way out of the conflict (which, ideally, involves Coname or Coname’s idea/product). It is the point in the story in which the main character makes a decision or takes action that determines the outcome of the story. For example, a key turning point in the Star Wars saga is when Luke discovers that he is Darth Vader’s son, and he decides not to go to the dark side. In any story, there might be multiple moments in time that could be considered a turning point, but as the storyteller, you get to choose what one you want to use. You should give careful consideration to what the turning point should be, given your goal in telling the story. Resolution Everyone wants to know how a story ends, so the resolution tells the listener how things turned out. It is where you describe the outcomes of the customer’s decision/action. Through your depiction of the resolution, you can illustrate the value that Coname brought (quantifying results, where possible, and directly stating how the challenge was addressed). The Resolution often has both objective, tangible outcomes and outcomes that are more subjective. For example, if an executive had been struggling to hire the right people and had to keep firing people as a result, the resolution might have some objective outcomes that show the value — such as the company reduced turnover among new hires by 70%. It also may have some very subjective value for the executive — he no longer goes to work feeling sick to his stomach about having to fire a bunch of people.
- WHAT TO DO IN THIS STAGE: Set the Scene Establish main character (s)
- WHAT TO DO IN THIS STAGE: Outline the challenge Describe the potential impact
- WHAT TO DO IN THIS STAGE: Portray the pivotal decision or action that was taken to address the conflict
- WHAT TO DO IN THIS STAGE: Describe the objective and subjective outcomes
- In our ST programme, when we’re working with your salespeople, in addition to the framework, we really focus on two things: how to BUILD a great story and how to TELL a great story.
- Transition: storytelling can be powerful to bring data to life
- Visuals can leave a lasting impression and support your story; build a story as you go- whiteboarding, etc.
- Eye Contact: Make a connection with your customer by making eye contact. Avoiding eye contact can make you seem uncomfortable, unprepared, and/or disingenuous. Excessive eye contact can seem aggressive and challenging. Think about when to break eye contact as you deliver a message — during a natural transition in your story, for example. Facial Expression: Smile when you share positive elements of the story and when you use humor. Develop a “neutral” facial expression that is neither a smile nor frown that you can use as you tell your story. Check yourself in the mirror to be sure that your expression is truly neutral! Use a more serious expression when talking about the most serious parts of the story. For example, the conflict that you discuss is likely to be a serious issue. Consider matching your expression to the main character’s experience at key moments in the story. For example, if you are talking about a customer being surprised, you can make a shocked expression. Just don’t overdo it — it needs to seem genuine. Gestures: Use gestures to show emphasis. Remember that effective movement commands attention. Avoid over-gesturing, which can be distracting. Your gestures must support your words. Positive words accompanied by negative gestures (for example, folding the arms) give mixed signals. Think about how to use gestures to bring a customer into the story. For example, if you are speaking about an oil leaving a sticky residue in the kitchen, move your fingers like you can feel an unpleasant, sticky residue on them. Avoid movements without purpose — swaying, rocking, shifting weight, wandering, fidgeting, making random gestures, etc. Voice: Match your tone to the message that you want to convey — passion, seriousness, and warmth. Your tone communicates your intent. Speak so that people can hear you. If you speak too softly, you can sound uncertain. Adjust your volume, as appropriate. Variations in volume can increase your customer’s interest and attention span. Pacing: Speak rapidly enough to maintain the customer’s interest but not so fast that the customer cannot keep up with you. Pause periodically so that the customer has time to absorb the story. Pauses can also be used for emphasis or dramatic effect.
- Last July, a prominent retail customer came to us with a challenge: “We need to increase sales of back to school supplies. So, who buys back to school supplies? Moms. How can we get more traction with this demographic? We gathered our seven brightest digital wizards from performance display and mobile strategy to help out. Two questions were posed: 1.) Where do we find mothers of school-aged children? Answer: The spend over three hours per day shuttling their kids around. And 2.) When driving, what is the most trusted navigation tool? Answer: Waze, with 20 million active users. Over the next three weeks, our team created a precision audience campaign on the Waze platform that included 848 stores from Kennebunkport, ME to Lancaster, PA. The result? A 1.7% lift in traffic and 3.8% lift in back to school units sold in stores tested.”
- How would you see the negotiations concepts Paul demonstrated helping sellers in your organization? How could Team Selling help your sales organization win more?