Sales Will Increase by Applying the Law of Association by Affiliation



To maintain order of the world, our brains link objects, gestures, and symbols with our feelings, memories, and life experiences. We mentally associate ourselves with such things as endorsements, sights, sounds, colors, music, and symbols, just to name a few. This association allows us to make judgment calls when we don’t have the required time to do thorough research.

Master Persuaders take advantage of association to evoke positive feelings and thoughts that correspond with the message they are trying to convey. In this sense, you, as a persuader, can actually arouse a certain feeling in your audience by finding the right association key to unlock the door. Associations are not the same for all people–obviously, each person has their own set of triggers. However, once you understand the general rules, you can find the right associations to match any prospect. And of course, some associations are universal for an entire culture.

Another aspect of the Law of Association is the use of affiliation. Persuaders want you to affiliate their company with positive images, feelings, and attitudes. We tend to affiliate our feelings with our surroundings and environment and then transfer our feelings to those we are with. For example, one frequently used technique is to feed take the prospect to lunch. Why? Because people like the individuals and the things they experience while they are eating (if the food and company are good). The idea is to link something positive in the environment with your message.

For example, a good game of golf, a weekend at the beach, NFL tickets, or an exotic cruise would all typically build positive associations and feelings in your prospects. Do you remember ever noticing how, after a crushing victory, sweatshirts sporting the university’s logo were seen all over the place? People want to be associated with winners. In fact, a study showed that when a university football team won, more students would wear that college’s sweatshirts. The bigger the victory, the more college sweatshirts become visible. When you bring positive stimuli into the situation, you will be associated with the pleasant feeling you have created.

We are now going to discuss four different affiliations that are most often used. They are as follows: advertising, sponsorships, images, and color. Each of these techniques has a unique role in affiliation.

Advertisers and marketers use affiliation to evoke valuable associations in the minds of their prospects. They know that babies and puppy dogs automatically carry great associations of warmth and comfort in the minds of their audience. Consequently, we see tire commercials with babies and car commercials with puppies, even though cars and tires aren’t really warm and cuddly. These warm appeals grab our attention and create positive associations in our mind.

Want some other examples? Consider some of the popular slogans: «Like a good neighbor,» «The same as home-style cooking,» «Like a rock,» and «The breakfast of champions.» Using slogans in this way, marketers are able to readily create positive feelings and associations without having to create a new image. They simply create even stronger and more positive associations with what already exists.

One of the most common examples of advertising affiliation occurs in the alcohol and cigarette industries. How often do you see a lung cancer patient in a cigarette ad? Instead, advertisers in these industries use young vibrant people who are in the prime of their lives. The beer companies want you to associate drinking beer with having fun and attracting the opposite sex. Their ads portray images of men and women having fun, while surrounded by beer. Their message is, «If you aren’t drinking, you aren’t having fun.» On an intellectual level, we all know that these are just advertisements, but the associations they arouse in us stick in our minds.

When companies need to change their image, they usually find a good cause to latch on to. They will typically find a good social or environmental issue they can tap into. For example, an ice cream company advertises their support for an environmental movement, or yogurt companies start a campaign to stop breast cancer. You also see patriotic endorsements being employed to create a positive association in your mind. The simple sight of the American flag, or the phrases «Buy American» and «Made in America,» can trigger instant positive associations.

In the 1970s, the big American car still dominated the U.S. automobile scene. American carmakers had no fear of imported automobiles. There was a tradition in most families to always buy the same make of car. Imports were associated with being cheap, unreliable, and a waste of money. When the baby boomers came along, however, they became better educated and they refused to blindly follow the guidelines laid out by their parents. They viewed imports as having better gas mileage, greater reliability, and lower prices. The negative association shifted suddenly from foreign cars to American-made cars and the rest is a history. American carmakers were almost put out of business by this shift, and they, still to this day, lose big market share to imported cars. As the tide turned, American car companies had to learn to make new associations with their cars.

Closely related to advertising is the notion of sponsorship. Companies and organizations sponsor events that they believe will produce a positive association in the eyes of the public. They hope this positive association will transfer over to their company. The Olympic Games pull huge sponsorships–companies pay big money to get their name and products associated with the Olympics. What company wouldn’t want to be associated with peace, unity, perseverance, determination, success, and winning the gold? The affiliations that companies create for us are very strong and memorable.

Let’s try an experiment: Think about the following beverages and pay attention to the images that come to your mind while you do so.

Volvo — Toyota

Mercedes — Rolls Royce

Hyundai — Chevy

Ford — Porsche

The images we see create attitudes within us. It is no random accident that most U.S. presidents have pet dogs in the White House. Consciously and unconsciously, a loving, obedient, trusting dog creates a positive image of its owner. Voters would be more likely to reject a politician who preferred cats, hamsters, snakes, ferrets, or tarantulas.

It really isn’t a secret that we are abundantly influenced by imagery when making everyday decisions. We are much more likely to donate to someone wearing a Santa Claus suit than to someone in street attire. We are more trusting of a sales rep wearing a gold cross around his neck. Sports bars decorate their walls with jerseys and other sports paraphernalia.

Credit card companies are among the greatest users of imagery and association. Because credit cards give us immediate gratification without us having to face the negative consequences until weeks later, we often think of the perceived positive associations before the negative ones. Consumer researcher Richard Feinberg conducted several different studies testing the effects credit cards had on our spending habits. He came across some very interesting results. For example, he found that restaurant patrons gave higher tips when using a credit card as opposed to cash. In another case, consumers were found to show a 29 percent increase in their willingness to spend when the merchandise was examined in a room displaying MasterCard signs. More interesting still was the fact that the subjects were unaware that the MasterCard signs were an intentional and calculated part of the experiment.

Learning how to persuade and influence will make the difference between hoping for a better income and having a better income. Beware of the common mistakes presenters and persuaders commit that cause them to lose the deal. Get your free report 10 Mistakes That Continue Costing You Thousands and explode your income today.

Application Questions

What images can you use to trigger the right a emotions during your persuasive presentation?

What image are your trying to create with your product, service, or cause?

What attitudes will the images trigger?

Conclusion

Persuasion is the missing puzzle piece that will crack the code to dramatically increase your income, improve your relationships, and help you get what you want, when you want, and win friends for life. Ask yourself how much money and income you have lost because of your inability to persuade and influence. Think about it. Sure you’ve seen some success, but think of the times you couldn’t get it done. Has there ever been a time when you did not get your point across? Were you unable to convince someone to do something? Have you reached your full potential? Are you able to motivate yourself and others to achieve more and accomplish their goals? What about your relationships? Imagine being able to overcome objections before they happen, know what your prospect is thinking and feeling, feel more confident in your ability to persuade.

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Wellington – The Sports Epicenter of New Zealand

Called as the ‘Coolest Little Capital of the World’ by Lonely Planet, Wellington offers a plethora of options for the adventure and outdoor sports lovers. Like the rest of New Zealand, Wellington in North Island too boasts of natural riches, whether it is the Oriental Bay or the Makara Peak track. However, it is the sports aficionados who find the most joy on a visit to this city.

1. Westpac Stadium – Sports aficionados can catch their favorite team in action, at this grand stadium, whether they follow rugby, cricket or A-league football.

• The Westpac Stadium with its great facilities is the home stadium for Super Rugby Hurricanes. If you are a rugby fan, you can visit the stadium to witness many different levels of contests, whether it is the All Blacks’ international rugby matches or the IRB Sevens World Series.

• The stadium is also the home team for Wellington Firebirds, the local cricket team. Black Caps, the national cricket team, play here at least once a year too, against tourist sides.

• Wellington Phoenix FC, the soccer club, also plays their home matches at this stadium.

• The stadium with 84 square meter replay screen, 4 light towers and fully enclosed seating can hold nearly 35000 people.

2. Berhampore Golf Course – Golf lovers can get their kits, avail Wellington car hire services and ride to 570 Adelaide Road in Berhampore, where there is a beautiful golf course next to the Wakefield Park.

• The course is a 4km drive from the central city.

• It is an 18-hole, tree-lined golf course near Town Belt’s edge.

• Clubhouse facilities are available at Mornington Golf Club.

3. Counter Ops – If you are travelling with a group of friends, Wellington car hire services can be availed to drive down to Western Hutt Road where you can indulge in a special tactical game that has a mix of fun and adventure.

• Real Action Markers are used along with Counter Terrorism techniques.

• There is training offered in basic skills of special forces.

• A minimum of 6 and maximum of 10 players can participate in this activity.

4. Horse Riding Academy – Wellington is not just about regular games like rugby and soccer. One can also indulge in horse riding at different levels.

• You can drive to Ohariu Valley Road in Johnsonville to learn the art of horseback riding on Saturday and Sunday.

• There are excellent and well-bred horses for all levels

• You can choose between a single 2 hour trek and 3 half-hour treks

• There are also team building activities involved.

5. Water sports – Adventure sports enthusiasts can also drive down to Centennial Highway, Ngauranga for canoeing and kayaking.

• Kayak trips combined with team building activities are organized by tour operators

• There are instructional kayak courses as well for those who want to indulge in water based kayaking activities.

Wellington is the hub of a lot of outdoor sports activities. Sports aficionados can hire a car and explore different sports academies and stadiums to enjoy regular sports events of their choice, whether it is high profile games or training for water and mountain based sports.

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English Premier League Players to Watch For This Season (2008-2009)

Season on season stars are born in the most prestigious and glamorous league of the world. Be it goal-machine Cristiano Ronaldo or the prolific Chelsea scorer Didier Drogba or Liverpool striker Fernando Torres, everyone plays for a reason. Fame, money and substance follows the best in the breed.

Now let us look at the players who are favorites for this season of Barclays Premier League :

1 – Cristiano Ronaldo

Club: Manchester United

Position: Winger

The best and safest bet to put your money on is Cristiano Ronaldo. He has been the buzz of the summer regarding his transfer to Spanish club Real Madrid. And why not, we are talking of a player who scored 42 goals in a season, winning his team both Premier League and UEFA Champion’s league. With the news that he’s going to stay ateast for one more season at Old Trafford ManU fans can expect their third consecutive Premiership title this season.

While Sir Alex Ferguson is yet to sign a striker for the team (most proabaly Tottenham striker Dimitar Berbatov), Ronaldo along with Wayne Roonay and Tevez forms one of the most lethal forward line-up to face with. If he continues his scoring streak, he surely is the best that Premiership can offer this season.

2 – Didier Drogba

Club: Chelsea

Position: Striker

He has done it before and he can do it again. To win big games for Chelsea. A prolif striker of the ball Didier Drogab is the only player whose presence gives Chelsea any hopes of winning titles this season.

With both Premiership and UEFA Championship’s loss to rivals Manchester United being very close, Drogba will be accompanied this time by ex-Barcelona

playmaker Deco to fill up th gaps. World Cup wiining coach Luis Felipe Scolari will also accompany them for the titles this season.

3 – Fernando Torres

Club: Liverpool

Position: Striker

Right man in right time at wrong place describes ace Liverpool striker Fernando Torres the best. After his wonderful season in 2007/08 Liverpool couldnot afford any titles as they lack players in other sections of the field.

This year, with Robbie Keane partnering him towards the goal post Liverpool can hope of any miracles. But Torres is the key player, and if he scores 40+ goals and Keane adds some then who knows, they might pull off something. Afterall football isn’t always prediaction.

4 – Cesc Fabregas

Club: Arsenal

Position: Central midfielder

Young and refreshing, Cesc will return to Arsenal with winning memories of Euro Cup winning. Arsenal has lost its top players this summer, but Samir Nasri’s inclusion in the team could do some young-wonders for Arsenal.

Cesc Fabregas’s performance, both in international and club football has been promising, but comparisons of him with Thierry Henry is like expecting a lot from the young legs.

5 – Jo

Club: Manchester City

Position: Striker

This Brazilian International is no easy customer to deal with. All of 21, the product from South American soccer giant Brazil, Jo will have to play a huge role in Man City because of their financial problems to bring in good players.

6 – Peter Crouch

Club: Portsmouth

Position: Striker

The tallest player in EPL with 6’7″, Crouch is considered by many as a under-rated player. With a goal per game ratio of 2 for national team England, his presence in Liverpool was nothing more than a substitute. He surely has found a right place to play in.

This was our list of some players to watch out for this season. Let us know which players found a place in your list of favorites.

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Coach The Sales Strategy (And Your Forecast Will Take Care Of Itself)

It’s been said that some salespeople make things happen, some watch things happen, and some wonder what’s happening. The difference lies in having a strategy and leading a team to execute it effectively.

Strategy is a plan to deploy resources in a way that brings your strength to bear on the opponent’s weakness, creating momentum that leads to victory.

You can win without a strategy. It’s called luck. Direct salespeople are paid to make their own luck. You can get luck with a Web site.

The models of strategy descend from (like it or not) military history. In the last few years, many business executives and military leaders have been studying classical leaders’ strategic models to determine the models of strategy, which can be applied to company or marketing-level strategies of today. We do this because the models are timeless; the application is situational. It requires allegorical thinking. Models allow us to anticipate future events and to communicate that vision. Intuitive or «natural» salespeople or managers without mental models may have trouble leading a sales team because they don’t know why they are good and can’t transfer that knowledge to someone else.

Classical historical strategy drives market strategy; market strategy drives industry or territory strategy. At the sales level, it is critical we strategize at four different levels:

· THE INDUSTRY MARKET LEVEL

· THE ENTERPRISE LEVEL

· THE OPPORTUNITY LEVEL

· THE INDIVIDUAL LEVEL

Only then can you drive a complex sale strategy in its entirety. Each level requires different technique, talent, and technology that can communicate the enterprise strategic account plan worldwide.

WHY STRATEGIES FAIL

Knowledge is power; the more you know earlier, the more advantage you can have. It’s amazing how little most business developers know about their accounts after months of involvement and considerable resources.

Failure is the seed of learning. By studying why strategies fail, we learn how to make them succeed.

One of the major reasons strategies fail is poor information. There is not a general out there who wouldn’t trade troops for better knowledge of where the enemy is and which way they’re headed. That’s why spies are so important. In the Persian Gulf War, our initial strikes were to knock out the information and command centers and blind the opposition.

Another reason for strategic failure is no strategyat all. Imagine a quarterback in American football coming out on the field and having a huddle. The team asks what the play is and he says «I don’t know, let’s just go for it.» (We’ve all been in those presentations.) If the quarterback calls the snap and fades back to pass and the rest of the team is going out for an end run, this person is going to get footprints all over his body. Effective power comes when the entire team knows the plan and can execute it, with timing, together.

Another fatal error is not having a plan B. Some leaders plan only for the best possible outcome and assume how the competition will react. They don’t test their plan and develop alternatives. The speed of change in marketing and sales today is so fast that a rigid, inflexible, or static plan will result in defeat.

Speed of information drives speed of strategy drives competitive advantage. By the time you win an opportunity, you may be on plan D, E, or F. This doesn’t mean we should be indecisive. There must be a conscious reanalysis and coaching process for absorbing new information and processing it into new strategies, tactics, and actions.

Other sources of failure include poor execution. Patton said a good plan violently executed beats a perfect plan we’re constantly thinking about. He also realized that speed gives the opponent less time to perfect their plan and defenses.

Strategies also fail because of bad timing– the right thing done at the wrong time, too late, too little, or even too early. Because issues and politics change, a time-based strategy is essential to victory.

The inability to have a process for absorbing new information and generating new accurate strategies can often lead to indecision, poor priorities, or waffling, all of which can prove fatal. IBM’s response to the justice department’s attempt to break them up resulted in not two but three strategies that were not a migration path for the client but were competing strategies, leading to their decline in the 1980’s.

A classic principle of strategy is not to divide your forces in the face of a superior foe – spreading yourself too thin. Multiple strategies can work. The allies did it successfully in World War II. But it requires more resources, clear priorities, and decisive leadership.

The last source of strategic failure in sales is failure to pursue the battle won. «Hit-and-run selling» or «drive-by selling» is when you get inside the walls, then leave for the next opportunity rather than selling from the inside out.

The best account managers use opportunity management in tandem with account strategy. Why? Because real profitability comes from shorter sales cycles and better margins on repeat business after you gained access, built trust, and reduced risk.

A DYNAMIC STRATEGIC PLANNING MODEL

Patton said, «Luck favors the man in motion.» By this he meant that the person in motion not only keeps his or her opponent off balance and unable to process new strategies but in the process of action, he or she finds out more information faster than the enemy.

The information processing cycle is known by fighter pilots; they live and die by it. In the movie Top Gun, Kelly McGillis asks Tom Cruise, «What were you thinking up there?» His reply was, «You don’t have time to think. You take time to think up there, you’re dead.» By that he meant it must be habit and reflex. The pilot must have all the models in his head to be able to process strategy instantaneously.

Many salespeople don’t process this at all. They pick a company and product strategy and plod straight ahead until they either win or lose. If you could always win on company and product, why do you need salespeople? Most salespeople don’t know when to trigger alternative strategies. Those who do, win more often.

DYNAMIC, FLEXIBLE STRATEGY

The first step in the strategic process is information. The more we know – about the competition, the decision-making process, the politics, and the client’s needs – the better we will be able to formulate a more accurate strategy.

Information drives strategy. Then you need a vision of victory. Salespeople need a mental picture and map of how they plan to win. They also need electronic communication tools to get it out of their head and into the teams’ heads. Then the team needs effective presentation skills and graphics tools to get the benefits out of their heads and into the prospects’ heads.

Next you need to set goalsand objectives. These terms get switched around semantically, but a goal is more general than an objective. An objective defines what you want to do in measurable quantities and is date-driven. It is less important what you call it than that you have one and execute it well.

Setting a clear objective is essential to defining the strategy. If we don’t know where we’re going, any road will do. Covey says, «Start with the end in mind.»

Strategyis how you intend to achieve the objective; it’s your plan of attack. It is how you plan to allocate resources, what you’re going to sell to whom, where, and when. Tactics are the day-to-day detail actions you do to execute the longer-term strategy.

STRATEGY COACHING REVIEWS – THE ANTIDOTE FOR «HAPPY EARS»

The most essential part of a strategic plan is the testing of it. Professor Tom Kosnik of Standford University says, «Testing their strategy is what separates the amateur strategists from the effective ones.» But it’s also where our tradition of positive mental attitude can get in the way. The best of plans require critical thinking and that is perceived by some people as negative.

It is true there is a self-fulfilling effect of positive thinking. However, too often this results in assumptions, or «happy ears,» for salespeople who are always ignoring the facts. The account looks good, right up until it’s lost. There is a balance point of critical thinking, attacking our own plan without becoming negative. In the movie A Bridge Too Far about Montgomery’s failed attack at Arnhem, the Polish general Sosabowski (played by Gene Hackman) said, «But what about the Germans?» No one wanted to question the assumptions in the plan, and the attack failed.

Bad news early is good news.

One thing is certain: Your plan will be tested – by the competition, the client, or Murphy’s laws. But it will get tested. Salespeople who were too busy to plan will now have to find another prospect.

Bad news early is good news because we can either refine our strategy or withdraw from the account. Blind spots late are bad news. Bill Gates says about himself in Business @ The Speed of Thought, «I have a natural instinct for hunting down grim news. If it’s out there, I want to know about it.» «An essential quality of a good manager is a determination to deal with any kind of bad news head on, to seek it out rather than deny it.» A Fortune magazine article on «Why CEOs Fail» described one of the warning signs of executive denial as a background in sales or marketing.

Who do you want to test it? Your own team. And from whom do you want the bad news? People who want you to win – your own team. But it means leaving your ego at the door and improving your plan rather than defending it. Testing plans on the job is learning by losing – a far more expensive approach, except for the fact that lost sales never hit the books, so you may never know how bad you really are.

For every self-fulfilling positive mental attitude success story, there are a dozen disasters in sales and marketing from people who didn’t adequately challenge their own plan. Edward DeBono has a book called The Six Hats of Thinking. One of these is a red hat for the positive thinking aspect, but there is also a hat where we attack our own plan to find the flaws in it before the competition does.

Nothing increases positive mental attitude more than winning. If we can anticipate the failure points and strengthen them, we should have a much better plan as well as plan B, C, and D in the pocket.

Next, you must execute. The devil is in the details. But an average plan can be overcome by great execution, Likewise, a perfect plan can be defeated by poor execution.

Finally, you get results and new information based on a call, a presentation, or a survey. In sales it is essential that you process new information and come up with a new plan or revalidate the old one.

The best time to reevaluate strategy is right after a sales call (not in the elevator or the bathroom, but after we get out of the building – the walls have ears). The curbside review is important to detect new information, critique performance, and make sure who has the ball on each action item. If you scatter like quail for the airport without taking this valuable time to strategize, you have missed a great opportunity.

The next time to revalidate your plan is in a strategy session before each major event requiring resources – the big proposal, the big presentation, or the corporate visit. These are essential. Once your top executives say the wrong thing because they weren’t prepared adequately, you can’t buy enough «mind erasers» to get it out of the prospect’s head. «What the chairman meant to say our strategy was – never mind.»

COACHING – THE MANAGER’S VALUE ADDED

Competitive advantage doesn’t come from awareness of a strategy; it comes from consistent execution faster than the competition. Coaching is where managers can make the difference. And yet many sales managers and most consulting partners don’t see this as a major part of their job. They simply «flog the forecast until morale improves.» Salespeople need more than «how much and when?» from their managers.

Pipeline reviews by management in a coaching environment are where you drill down into the competition’s strategy, the value proposition, and the politics of the decision-making process. More accurate forecasts come from a foundation of better sales plans for accounts controlled early and reviewed often.

STRATEGY AND TACTICS

When it comes to strategic planning, tactics should fall out of the strategy. But too many salespeople go «ready, fire, aim.» Abraham Lincoln said, «If I had nine hours to chop down a tree, I’d spend the first six sharpening my ax.» Many salespeople are out there chopping with a dull ax, generating tons of paper and lots of sales activity without felling any trees. But salespeople don’t get paid to be busy; they get paid to win. It’s been said that tactics are doing the thing right and strategy is being sure we’re doing the right thing.

Tactics are short-term and flexible; they change dynamically. Strategies, however, should stay consistent until new information is introduced and you have made a conscious decision to commit to a new strategy. Both strategies and tactics are essential to success; a plan will fail for lack of either.

Tactics in the absence of a strategy creates a dependence on luck. General Bedel Smith, Dwight Eisenhower’s chief of staff, said, «Luck is where preparation meets opportunity.» Great salespeople, like great generals and athletes, make their own luck. Hannibal, the Carthaginian general who crossed the Alps to defeat the Romans, said, «We will either find a way or make one.»

There are multiple strategies that could win. Looking for the perfect one will cause the loss of valuable time. Commit to one decisively, execute it violently, and revalidate it constantly.

The terms «strategy» and «tactics» often get confused, and the reason is that they are actually «nested.» An action item can be both a strategy and a tactic at the same time, depending on the level from which it’s viewed. What is a tactic to the enterprise becomes a strategy for the department. So the same item, viewed from above or below, could either be a strategy or a tactic. It’s less important what you call it, than that you write it down and do it.

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