StoryBranding is a process designed to help us know brands the way stories help us know characters
Stories have been, and still are, the most persuasive tools in the arsenal of human communications. Why?
Well, there are a lot of reasons that serve as the foundation of a process we now call StoryBranding, and the best among them is that stories clothe truths by not getting in the way of truth.
Stories get around our natural resistance to being sold by not pushing beliefs. Rather, they stimulate and resonate by inviting us to acknowledge beliefs that are…
If you’ve gotten past the title of this article (and many don’t) you’re obviously intrigued. How could anyone expect to sell anything this way? Telling someone you’re terrific is so, well…crass, obnoxious, and Neanderthal, anything but effective. Right?
Curious, I created an experiment. I set out to see how people would actually react to someone saying “Hey there! I am terrific!“, not in written words, but in a real face-to-face interaction. So, taking life into my own hands, I stood out on a street corner to see how passersby might react.
After a startled stare and/or a quizzical “huh?,” I…
By the late sixties, Xerox had become a highly successful global brand, so much so that the word “Xerox,” had now become the verb replacement for “to copy.”
Xerox decided to add computer technology to its resume. Seemed like a logical fit, given their hegemony as an electronic office equipment supplier. Unfortunately, potential buyers likened this to someone who normally wears a size 8 shoe trying to fit into a size 13.
What happened to Xerox happened to Chiquita after failed attempts to convince buyers that Chiquita stood for more than bananas. Cosmopolitan Magazine had to throw in the towel…
Consider the salesperson interviewing a prospect who is considering a change in vendors. Typical questions that the salesperson might ask are, “Why are you considering a change in vendors?” or “What are you looking for that you are not receiving from your current supplier?” Using questions like these will likely yield a direct answer and provide some understanding of what the prospect is looking for. However, by eliciting a story, additional insights can be gained.
Instead of asking for reasons why, consider what would happen with questions like, ” When did you decide to change vendors?” or “ What happened…
You’re all prepared to give a high-stakes sales presentation.
Solid arguments. Check
Airtight logic. Check
Competitive price. Check
Benefit comparison chart. Check
You are locked and loaded.
Weeks later, you get the call you’ve been waiting for.
Only, it’s to tell you the business has been awarded to someone else.
“It was a tough decision….but,” you’re told. And you find out the job was awarded to a competitor who can’t possibly provide anything close to what you offered.
“How could this have happened?” you wonder. “We had everything they asked for, and more!”
Well, it’s quite possible that your competitor…
Joe is a systems analyst. A pretty good one at that. His company spent a lot of money to bring him on board. But when the honeymoon was over, Joe started having doubts about having changed jobs.
“It’s becoming increasingly clear to me why management is experiencing difficulty moving this company forward”, he says. “They pay their employees well. But there’s an overwhelming sense of apathy around here. Nobody takes any initiative. They just show up, go through the motions, and show up and collect a paycheck twice a month.”
There are probably few office pool brackets predicting Loyola will win the NCAA basketball tournament, let alone reach the Final Four. It’s been reported that even Sister Jean had her team losing before the Sweet 16. But while watching Loyola shatter all expectations, I’m reminded of a dinner conversation between two legendary leaders and old friends, Lee Iacocca, the CEO of Chrysler, and Vince Lombardi, head coach of the Green Bay Packers.
During the dinner, Iacocca turned to Lombardi with a question.
“What’s your secret behind creating so many winning teams?,” he asked.
Without hesitation, Lombardi answered, “That’s easy.”
If you are a leader, sales professional or someone whose success depends on an ability to motivate, inspire or influence others, these little things called mirror neurons can provide you with the help you need.
All you have to do is give them a reason to do their thing
.If you are a leader, sales professional or someone whose success depends on an ability to motivate, inspire or influence others, these little things called mirror neurons can provide you with the help you need. All you have to do is give them a reason to do their thing.