Eight kinds of psychological games play sales
Traditional sales have always been regarded as a “push†and “pull†game. In this arduous process, the salesperson must face the challenges, resistance, and dissent of the roles played by various sales people and customers. Even after the sale, the customer may also ask the salesperson: All of you, yes You sold me such a bad product, your price is too expensive, your after-sales outlets are not enough, your warranty time is shorter than other manufacturers... Sales seems to be a path full of frustration and powerlessness. So how can sales people gain real power? How does the salesperson maintain a clear understanding of the customer's true purchase intention? How does the salesperson influence the customer's purchase judgment through his own actions and take responsibility for the later sales results? Perhaps the following psychological games can inspire the salesman's marketing process. The purpose of psychological games in sales Sales is a game that is profitable. In the process, the game must serve the purpose of successful sales. When the salesperson finds that the customer is playing a psychological game, he does not need to indicate to the customer, and does not need to participate in the customer's game to prove: "I am right." In any case, the effect is more important than the correct. For sales, the more important effect is the success of sales. But in many cases, the subconscious mind bypasses consciousness, it directs our inertia thinking, and we are anxious to prove: I am right. With this mentality in mind, the salesperson can easily enter the emotional state with the customer's role. A truly successful sale is not a salesperson who greets customers with a vulgarity. Instead, the sales staff provides a unique and positive emotional experience by providing solutions, and is willing to return to the platform to enjoy. Eight typical psychological games One, yes... but..., yes...but... Situational case: Customer: "Yes, I totally agree with all the advantages you have just mentioned about the goods. But I still think the price is too high." In fact, in this case, customers often “listen†but don’t really “hear†what the salesperson is talking about. They still think in terms of their own inertia. In other words, they are in the blind spot of their own thinking, clinging to some kind of thought in their own hearts. Unless the customer wants it, the salesperson can't put his ideas into the mind of the customer. Once the customer starts to play with the salesperson to play this kind of psychological game, it must attract enough attention from the sales staff. This is a "pause" road sign, the salesperson must first handle the customer's resistance point behind the suspension event. At this time, the salesperson can ask the customer directly: "Is the price you need to deal with now? Is it that we will make a concession on the price and you will buy it immediately?" Or put forward the trading conditions: "I think you are really Very savvy. The price you ask for must be approved in three or more purchases." Second, it’s all harmful to you. Situational case: The customer complained with the salesperson: "It's all you hurt. Now I have to return it. Your product has a problem: the price is higher than the similar product, and the quality is not good." When the customer makes such a complaint, he The negative emotions are often very high. If not handled properly, customers may complain on a larger scale and even have a negative impact on the brand. How do salespeople face this kind of psychological game for customers? Many sales people feel very confusing, and they are very wronged: "In fact, this thing can not completely blame me. I am only a salesperson. I am only responsible for selling goods. The quality of the products, after-sales, etc. should be completed by other departments of the company. But every time we come to face customers, apologize to them and listen to them. Customers are also threatening us: they are all harmful. The implication is that I want to take full responsibility for the customer. "Negative emotions quickly spread from the customer to the sales staff. In fact, the crisis, the crisis, and the crisis are organic. Salespeople often overlook new business opportunities behind customer complaints. Conflicts are often the first step towards true integration. The salesperson can just use this opportunity to adjust the relationship with the customer, listen to the customers' voices that are difficult to hear, their demands on the performance and quality of the products, and face with their good professional attitude, professional quality and patient service. client. Many cases prove that the more complaints are made to the more powerful customers, if their complaints and complaints are effectively dealt with, they will often become highly loyal customers of the brand. Third, provocative Situational case: The customer verbally said: "I think there is still room for your quotation. In fact, your competitors have come to report the price to us, and their prices are more competitive." Customers often use this kind of psychological game for the bargaining stage. By arbitrarily discriminating this kind of psychological game as its bargaining chip, in order to obtain a more favorable price. The more highly homogenous the market, the more asymmetric the information market, the more effective it will be. Even many merchants tend to cut prices automatically in the process of winning customers, and use price levers to win customers' favor. When dealing with the customer's provocation, the sales staff should have full confidence in the market, competitors, and their own product information. At the same time, the focus of sales is to mobilize the customer's emotions, provide customers with a hard-to-replicate experience, and tailor-made. The solution, not just the product itself. Fourth, let me catch it. Situational case: After listening to the salesperson's explanation, the customer said: "I just heard a lot from you and I spoke very well. But I noticed that there are several contradictions and problems in your explanation." There are two messages here: The good news is that the customer is really concerned about the introduction and explanation of the sales staff; the bad news is that the customer is playing a new psychological game: "Let me catch it." Customers will pay attention to the logical issues in your introduction, whether they are consistent before and after, which will determine whether you can convince customers after the introduction and persuasion. It is worth mentioning that the game “Let me catch it†is not only for customers to play, but also for sales people to actively design such psychological games. For example, when making a commodity statement of interest or providing a plan, the salesperson can deliberately leave some seemingly contradictory loopholes. Its effect is to capture the attention of the customer and transform the customer from being passively promoted to being an active participant. Five, officers and soldiers chasing robbers Situation case: The customer expresses to the salesperson: "What we want is the quality of the goods, not the price. The price is a good negotiation." The salesperson later found that the customer's real objection and resistance point is still the price. The more we emphasize it – although it seems to be the opposite, it tends to be the one we really value. If the customer tells you: "I don't buy it for what reason," it is often because this reason prevents the real purchase from happening. Because many times, customers are only unconsciously trying to maximize their interests in the various ways they have acquired. Therefore, they may just have unconsciously arranged a psychological game of "officers and soldiers to fight robbers" with their inertia of learning acquired. In this process, if the sales staff does not pay enough attention to the customer's true focus and provide corresponding solutions, it will affect the success of the later sales. Six, pick the fog game Situational case: The customer does not directly express his or her own real needs and ideas. When the salesperson asks, he will use the “just look†to deal with it. We first exclude the two situations where the customer does not have demand and the demand is unclear, but only lock in the customer to understand their needs, but are not willing to explain this situation directly to the sales staff for analysis. What it means is that the salesperson has not yet established an initial connection with the customer, and the customer is still at the defensive stage. If sales are attacked, trying to explain to customers the characteristics and advantages of the goods, it may cause psychological defense and resentment. Once a customer has a negative sentiment, selling to the customer can be counterproductive. Therefore, the key to picking the fog game is the patience and care of the sales staff. In some cases, we can retreat, understand and listen to the customer's needs, and give the customer a targeted signal. Seven, court games Situational case: In this kind of game, customers often introduce third parties, such as their own friends or other present customers, to prove that "I am right" in the courtroom pattern of many people. For example: I am right, so the quality of your goods is not good; I am right, so your product price is too high, it should fall; I am right, so this product is not suitable for me, you do not need to I sold it. Once resorted to the court, the weak salespeople tend to fall into self-doubt: Is this really my problem? Then question your own goods: Is it because our products are of poor quality? The appearance of our products is fashionable, but it seems to be very easy to fall behind; or our promotional methods are not as good as competing products. Once the salesperson is caught in this self-questioning situation, it is easy to be led by the strong party's customers to sell the goods at unexpectedly low prices. In dealing with court games, salespeople must learn to maintain strong self-confidence and not be moved by the situation of the other party. You must know that "the seller is the buyer", if the customer is really not interested in the goods, it will not waste time, energy, but also to help you discuss these issues with you. When necessary, salespeople can also create a court for themselves, such as providing physical evidence: medals, rewards for merchandise, past customer use witnesses, and even other people in the courtroom to create a strong atmosphere for themselves. Eight, bear game Situational case: The salesperson introduces to the customer: “This product is mainly targeted at young fashion people. In order to meet their needs, the products have made great adjustments in appearance, color, performance and price. Maybe in the past The mainstream customer base will feel that this product is too advanced, but for our target customer base, it is just good." This psychological game was initiated by the sales staff. The key to catching a bear game is to dig a hole and let the other party fall in. Sales people give individualized characteristics of goods, such as which kind of people are designed and developed specifically for our people, specifically matching their special needs. Customers tend to sit in the right position according to their own psychological orientation: I am the type of person. Then quickly make a purchase decision and take a purchase action. LEXXISO® series Isomeric Alcohol Ethoxylates are high performance nonionic surfactants which can be used in textile auxiliaries, leather auxiliaries, detergents, paint additives, paper additives, pesticide adjuvant and other chemical industries. They are very effective dispersing, wetting and emulsifying agents, and perform very well as substitutes for Alkylphenol Ethoxylates and STPP in textile auxiliaries and detergents. 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