The Pineapple Strategy - Networking for every Type of Person. Simone JansonЧитать онлайн книгу.
presentations everything. But very few people have a very good memory. At the latest after a few minutes of monologues, many a listener switches off - and misses perhaps decisive arguments.
Customers can listen with little effort if the presentation is relevant to them - and they are involved. Not only through questions and answers, but also through concrete actions.
Objections and other annoyance
Customers want to be sure that they are buying the right one. That's why they also ask themselves, of course, what could speak against the purchase. Ideally, they express their concerns so that the seller can give them information. But all too often, customers do not want to offend their provider personally, and keep some worries to themselves.
For how would many a salesman react if the customer would throw "I do not believe that they really can!" Against the head? In order to protect the diplomacy, then customers prefer to bring pretexts, so diplomatic white lies, such as "I think again!".
Close the sack
Frequently providers try to buy the order over a high discount. But many a customer is unsettled by a large discount. Because can something be really good if it's suddenly cheap - or maybe only valid today? Opinion questions like "What do you think of that?" Help to find out what the customer really thinks.
And if the answer is positive, you can certainly go into graduation. Maybe with "great. Then let us make an appointment. What about you on the seventh of next month? "Or with questions about details:" Should we send them the red variant, or the blue, which they found so beautiful already? "
Follow-up and assurance
But selling is not finished with the conclusion. For now both sides must fulfill their obligations.
The customer must pay on time - and the seller must ensure that "his" customer really achieves the intended benefit with his sold performance. Because only if these two factors are also fulfilled, both have actually achieved their goal.
Networking Tips from LinkedIn Founders, Nobel Laureates and #rp15: Best of Small Talk
// By Simone Janson
Recently, somebody told me that he was, though Marketeer, no snoop. This shows how great the fear of small talk is with many. Roland Panter has summarized his impressions of the re: publica - and also on Best of HR – Berufebilder.de® There are plenty of tips on small talk - including the LinkedIn founder and a Nobel Prize winner.
The networking secrets of the LinkedIn founder
Last summer I did LinkedIn founder Konstantin Guericke interviewed, who also revealed to me his networking secret: whenever he needed new contacts, he went to lunch with someone.
Because most people have to eat food and why not have an interesting conversation? Systematic lunch so to speak. A really good idea. Only the own table manners should perhaps not be so bad for it - a few tips for the Small-Talk-Knigge is available here.
As a physics Nobel laureate with small talk successful
And physics Nobel laureate Richard P. Feynman made small talk on a very simple principle: with genuine interest. He asked if he did not understand something. So writes ours author Cornelia Topf: Feynman had no idea. But an almost limitless interest. If a salon lioness raved about the new Beluga harvest, Feynman's first thought was that of any small-talk greenhorn: "Oh God! Who cares about Beluga! I am a physicist! I do not even know what Beluga is! "But his second thought was," You do not understand that? Then let me explain that to you! "And he said:" Sorry, why is the new Beluga Harvest not good enough? "#
Fear of Small Talk: Because we want to be loved
Cornelia Topf But in her series on small talk, she wrote a lot more - for example, why the idea of having to talk to strangers triggers so many fears in people like Marketeer mentioned earlier.
Namely, because we all want to be loved and are afraid of embarrassing ourselves, especially when we do not know our interlocutor. Maybe because one or the other is under pressure to sell something now. And pressure is known to cause relaxation.
Inhibitions can be expensive
As Oliver Schumacher's text about the Success of networking on sales shows inhibitions to be really expensive. Because people buy from people. And also Schumacher reports from his trainings that people avoid contact with other people for fear of rejection.
This can be expensive, says Schumacher: For selling is not about booting, but about the interest in the opposite, as Schumacher writes: That's why it's elemental, not with the attitude "I want to sell something - let's see who I can do something today!" To go to events, but with the mindset "Let's see what 5 interesting people I'll get to know today."
What it really is
Exactly here lies however a widespread error, with which also Cornelia Topf wants to clean up: Unlike many believe, the small talk is not just about something schwabätzten therefore. On the contrary, this often leads to talking about the head and neck and is perceived as extremely unsympathetic.
Much more is important to listen, listen to others and show honest interest. This is the only way to create trust between people. Probably the hare in the pepper is here: many ask themselves why what the other one says there is to be of interest at all.
SmallTalk at a glance
In this way, according to Topf, empathy can be learned simply by walking through the world with open eyes and ears. Here is the overview of her Small-Talk Series.
The 4 Archetypes Platons: Human, Horse, Pig, Pancake?
// By Dr. Stefan Fourier
Plato once conceived the system of archetypes. These are the ideal ideas of what we perceive in the real world.
Man, horse, pig, eggcake?
The four archetypal roles are leader, doer, facilitator and opponent. What exactly does that mean?
According to Plato these archetypes exist primarily, and everything in the world is only a specific form of the particular archetype. So there is an archetype man, horse, pig and eggcake.
Ideals and reality
First of all, please free yourself at this point from all the associations that you may associate with one or the other of these terms. It is not a matter of historical or living persons, but of principles of the working of these roles in social systems, that is to say archetypes in the sense of Plato.
These ideals will never be achieved in reality, by humans. Also, the principles can be used for benefit or suffering. It's like a hammer. You can build a house with it, or hit someone's head. It always depends on who uses it for what reason and with what purpose.
Change the rollers
And a further preliminary remark is necessary at this point, in order to prevent