Persuasion for Presales


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Persuasion for Presales

  1. 1.     Persuasion   For     Presales.   Stefano  Picozzi  
  2. 2. Decision  Making   Stefano  Picozzi  
  3. 3. Vulcan  Decision  Service   Facts   Decision   01001   01001   01001   01001   01001   01001   01001   01001   Stefano  Picozzi  
  4. 4. Earthling  Decision  Service   Cogni8ve   Biases   T  h  i  n  k  i  n  g      S  l  o  w                                          Reflec7ve  System                                                                      System  2                                Deliberate,  effor?ul   Thinking  Fast   Reflexive  System   System  1   Intui7ve,  Impulsive   Informa8on   Influence   Raw  Data   Context   Decision   Energy  Levels   Memory   Fallacies   Sex  &  Food   Unknown   Heuris8cs   01001   01001   01001   Rela8onal   Frames   Emo8ons   Values   AHen8on   Stefano  Picozzi  
  5. 5. PMO   Transform   FMO   Presales   dispari7es  in  es7mates  when  an  iden7cal   problem  is  presented  in  a  different  way.  Framing  Effect   Stefano  Picozzi  
  6. 6. Heuris8c   •  Refers  to  experience-­‐based  techniques  for  problem   solving,  learning,  and  discovery.  Heuris7c  methods  are   used  to  speed  up  the  process  of  finding  a  sa7sfactory   solu7on,  where  an  exhaus7ve  search  is  imprac7cal.   •   Examples  of  this  method  include  using   “rule  of  thumb",  an  educated  guess,  an  intui7ve   judgment,  or  common  sense.   •  In  more  precise  terms,  heuris7cs  are  strategies  using   readily  accessible,  though  loosely  applicable,   informa7on  to  control  problem  solving Stefano  Picozzi  
  7. 7. Reciproca8on   Consistency   Social  Proof   Liking   Authority   Scarcity   Weapons  of  Influence   Stefano  Picozzi  
  8. 8. Reciproca8on   •  The rule says that we should try to repay, in kind, what another person has provided us. If a woman does us a favor, we should do her one in return. •  We are obliged to the future repayment of favors, gifts, invitations, and the like. Stefano  Picozzi  
  9. 9. Swapping  Christmas  Cards     with  ForgoHen  Friends   Stefano  Picozzi  
  10. 10. Human  Decision  Service   Coopera7on   Bias   Informa8on   Reciprocity   Decision   You  helped  me   build  the   business  plan  for   my  ESB  project   therefore  I  will   help  you  by   delivering  a  case   study  at  the   Power  Lunch.   Stefano  Picozzi  
  11. 11. Examples   •  Cooperation bias –  “tit-for-tat” based on the evolved capacity for reciprocal altruism, which enables the social exchange of favors and goods among unrelated conspecifics •  LinkedIn endorsement •  Unprompted disclosure of a weakness Stefano  Picozzi  
  12. 12. Consistency   •  It is quite simply our nearly obsessive desire to be (and appear) consistent with what we have already done. •  Those pressures will cause us to respond in ways that justify our earlier decision. Stefano  Picozzi  
  13. 13. Expecta8on  of  Victory     Improves  Once  You’ve  Wagered   Stefano  Picozzi  
  14. 14. Human  Decision  Service   Confirma7on   Bias   Informa8on   Consistency   Decision   I  chose  your   products  before   therefore  I  will   consider  this   new  product  as   well.   Stefano  Picozzi  
  15. 15. Examples   •  Confirmation bias –  the  bias  to  seek  out  opinions  and  facts  that  support  our  own   beliefs  and  hypotheses. •  Written testimonial Stefano  Picozzi  
  16. 16. Social  Proof   •  One means that we use to determine what is correct is to find out what other people think is correct. •  We view a behavior as more correct in a given situation to the degree that we see others performing it. Stefano  Picozzi  
  17. 17. SiPng  During     The  Standing  Ova8on   Stefano  Picozzi  
  18. 18. Human  Decision  Service   Groupthink   Informa8on   Social   Valida7on   Decision   My  CIOs   colleagues  seem   to  be  geXng   into  this  open-­‐ source  thing,  so  I   will  to.   Stefano  Picozzi  
  19. 19. Examples   •  Groupthink   –  the  pressure  to  irra7onally  agree  with  others  in  strong  team-­‐ based  cultures. •  JBUG Stefano  Picozzi  
  20. 20. Liking   •  As a rule, we most prefer to say yes to the requests of someone we know and like. •  We automatically assign to good-looking individuals such favorable traits as talent, kindness, honesty, and intelligence. Stefano  Picozzi  
  21. 21. The  SoQ  Hard  Sell  of   The  Tupperware  Party   Stefano  Picozzi  
  22. 22. Human  Decision  Service   Affect   Heuris7c   Informa8on   Liking   Decision   You  seem  like  a   nice  bloke,  so,   OK,  let’s  do  that   mee7ng  to   discuss  the  new   BPM  project.   Stefano  Picozzi  
  23. 23. Examples   •  Representativeness –  "like  goes  with  like",  the  tendency  to  blindly  classify  objects   based  on  surface  similarity.   •  Affect Heuristic –  has7ly  judging  objects  or  people  by  an  immediate  feeling  of   "goodness"  or  "badness". •  F O R D •  Mimicking Stefano  Picozzi  
  24. 24. Authority   •  A deep-seated sense of duty to authority within us all. •  A multilayered and widely accepted system of authority confers an immense advantage upon a society. Stefano  Picozzi  
  25. 25. The  Millgram  Experiment   Teacher  Sends  Fatal  Electric  Shock   Stefano  Picozzi  
  26. 26. Human  Decision  Service   Authority   Bias   Informa8on   Authority   Decision   You  appear  to   know  what  you   are  talking  about   so  I  believe  what   you  say  about   your  product.   Stefano  Picozzi  
  27. 27. Examples   •  Authority Bias –  A tendency to give extremely important weight to the opinions of people in authority •  Appeal to Authority –  Where something is deeded to be true just because of the person asserting it. •  Credentials Stefano  Picozzi  
  28. 28. Scarcity   •  That opportunities seem more valuable to us when their availability is limited. •  Idea of potential loss play’s a large role in human decision making. Stefano  Picozzi  
  29. 29. Last  Chance  to  Jump   To  The  Front  of  The  Queue   Stefano  Picozzi  
  30. 30. Human  Decision  Service   Scarcity   Heuris7c   Informa8on   Scarcity   Decision   “This  is  a  rare  an   opportunity  to   meet  our  CTO   who  rarely  visits   Australia”.       OK,  then,  lets  do   that  execu7ve   level  mee7ng.   Stefano  Picozzi  
  31. 31. Examples   •  Scarcity Heuristic – A mental shortcut that places a value on an item based on how easily it might be lost, especially to competitors •  Limited spaces, seats filling fast
  32. 32. Human  Decision  Service   Cogni8ve   Biases   T  h  i  n  k  i  n  g      S  l  o  w                                          Reflec7ve  System                                                                      System  2                                Deliberate,  effor?ul   Thinking  Fast   Reflexive  System   System  1   Intui7ve,  Impulsive   Informa8on   Influence   Raw  Data   Context   Decision   Energy  Levels   Memory   Fallacies   Sex  &  Food   Unknown   Heuris8cs   01001   01001   01001   Rela8onal   Frames   Emo8ons   Values   Stefano  Picozzi  
  33. 33. Read   •  Chance,  P.  (2006).  First  Course  in  Applied  Behavior  Analysis  (p.   483).  Waveland  Pr  Inc.  Cialdini,  R.  B.  (2001).  The  Science  of   Persuasion.  Scien7fic  American,  (February),  76–81.     •  Kahneman,  D.  (2011).  Thinking,  Fast  and  Slow  (1st  ed.,  p.  511).   Farrar,  Straus  and  Giroux.     •  Pink,  D.  H.  (2011).  Drive:  The  Surprising  Truth  About  What   Mo7vates  Us  (p.  272).  Riverhead  Books.     •  Richard  H  Thaler,  C.  R.  S.  (2012).  Nudge:  Improving  Decisions   About  Health,  Wealth  and  Happiness  (p.  294).  Penguin   Group(CA).     •  Rock,  D.  (2008).  SCARF :  a  brain-­‐based  model  for  collabora7ng   with  and  influencing  others.  NeuroLeadershipJOURNAL,  (1).   Stefano  Picozzi  
  34. 34. The  end.   Stefano  Picozzi