Index
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Page numbers followed by f indicate figures.
A
accountability, ownership and, 30, 31
acquisition
conversations, 17f
expansion messaging and, 32–33, 33f
with status quo bias, disrupt or defend, 6–16
with status quo bias, not disrupting, 21–24
with status quo bias defeated, 16–21
activity, messaging unequal to, 183f
anchor
of price increase with discount justified, 67
of price increase with timed discount, 55
pricing, 58–61
anchoring effect
loyalty discount and, 167, 170f
price increase conversations with, 60–61
range of reason and, 168–169
Anderson, Christopher J., 7–8
“Annual Outsourcing Report,” 208
anticipated regret and blame
with before and after proof, 19
reinforced, 43
with status quo bias reinforced, 23–24
apology. See also Why Forgive
components, 95–96
confidence in effectiveness of, 93f
Corporate Visions survey and, 91–92
formal process for, 93f
framework, 96–97
incumbent advantage and, 89
as must-win commercial moment, xx, 3
with problem explained, 96
with regret, 8, 10–11, 23–24, 43, 96, 112–113
with repair offer, 96, 111–112
with repentance, declaration of, 96, 112
with responsibility, acknowledgment of, 96, 112
revenue with, 91–92
science, 89–97
situational fluency and, 132–134
“sorry” and, 113–114, 132, 133
as working tool, 114–115
B
B2B organization
with retention, underinvesting in, 29
service failure scenario and, 104
SRP and, 94–95
Why Change and, 20
Bain & Company, 48
best-practices capture, 191–193
Bozo Zone, 168
brain
decision-making part of, 10, 18, 173
risk aversion, subconscious thinking and, 11
business unit level, expansion seller and, 137
C
Campbell, Joseph, 156
change. See also perceived cost of change; risk of change; Why Change
contrast required for, 18
inciting, 73
selection difficulty and, 10
Why Evolve and, 149
Cialdini, Robert, 61
close (incident) rate, 20
compensation, SRP and, 95
competitive advances
unconsidered need and, 45
in Why Pay More conversation, 66–67
Why Stay conversation and, 166–167
in Why Stay message, 44–45
competitive differentiation, 32
competitors, filling void in absence of messaging, 181f
confidence
in apology effectiveness, 93f
price increase conversations with, 57
price increase with, 48–50, 49f, 50f
problem resolution and customer, 108f
context effect
defined, xviiif
environmental factors and, xviii–xix, 7f
example, xvii
contract
messaging void with, 180f
salesperson believing customer unwilling to buy new while under, 180
with sellers re-engaging before expiration, 179f
Why Evolve message introduced within, 184f
contrast
change with required, 18
for customers, 148–149
customers stories with, 142–145
status quo bias defeated with, 18–19
conversation, 5. See also Why Evolve conversation; Why Pay More conversation; Why Stay conversation
“acquisition,” 17f
customer relationship and value-based, 190f
price increase, 57–68, 62f–63f, 65f
Conversations That Win the Complex Sale (Peterson and Riesterer), 5, 122
conversion rate, 71f
Copernicus, 193
corporate level, expansion seller and, 137
Corporate Visions, Why Stay message, 196–203
Corporate Visions survey
apology and, 91–92
on customer acquisition, 29
executive emotions and, 114
interactive visual and, 153
upsell and, 70
visual storytelling and, 150–151
“you-phrasing” and, 157
cost. See also price increase
of change with Why Pay More conversation, 66
of change with Why Stay conversation, 164, 166
perceived cost of change, 7, 9–10, 18, 23, 43–44
price increase conversation with external, 60
credibility
expansion sale and, 152f
perceptions lifted, 39
suppliers with apology and, 109f–111f
cross-selling, 130
customer
confidence with problem resolution, 108f
contrast for, 148–149
with current solution and status quo bias reinforced, 86f
discount for, 25
messaging void and, 180f
painting picture for, 147–148
picture superiority effect and, 146–147
price increase and view of, 49f
simplicity with infographics for, 148
stories with contrast, 142–145
in “sweet spot,” 26
thinking of, 148
unwilling to buy new while under contract, 180
value-based conversations and relationships with, 190f
“we-phrasing” for, 157
Why Evolve conversation with success of, 72
“you-phrasing” with, 155–159, 175
customer acquisition, 20
Corporate Visions survey on, 29
customer expansion not equal to, 7f
D
decision process
in Why Pay More conversation, 66
in Why Stay conversation, 161–162
in Why Stay message, 42
decision-making, brain and, 10, 18, 173
Decision Science, 5, 6, 21, 113
discount
for customer, 25
high anchor with loyalty, 170f
justified in Why Pay More conversation, 67
price increase conversations with time-sensitive, 59
price increase to anchor timed, 55
E
emotion
relationship reinforcement and, 76, 77f, 78f–80f, 82–87, 82f, 86f
service failure scenario with negative, 100–101
emotionless executive, myth of
in gain frame, 13f
with persuadability in loss frame, 15f
status quo bias with, 11–16
engagement, 137
health and wellness program for, 58, 67
HR benefits for, 100
layoffs in workplace, 12–16
retention rates, 36, 41, 58, 65, 67
retirement plan for, 36–37, 41, 44
turnover, 84
environmental factor, Context Effect and, xviii–xix, 7f
evolve. See Why Evolve
executive, myth of emotionless, 11–16, 13f, 14f, 15f
executive emotion
Corporate Visions survey and, 114
study, 13–15
“expansion” conversation
Decision Science and, 6
status quo bias reinforced with, 22f
expansion messaging
mission of, 25–26
no clear ownership of renewal message with, 30–32, 31f
power of incumbency and, 26–29, 26f, 27f, 28f
underinvest in retention with, 29–30, 29f
expansion messaging, as commercial strategy
with activity not equal to messaging, 183f
explanation of, 177–186
with launch, mastering of, 187–189
messaging void and, 180f
with results documented, 186f
with salesperson believing customers not buying new items while under contract, 180
with salesperson selling all available items to customer, 179
with sellers waiting for contract expiration before re-engaging, 179f
with void filled, 189–190, 190f
with void filled by competitors, 181f
with Why Evolve message introduced within contract, 184f
expansion sale
apology science and, 89–97
with credibility and memorability, 152f
ownership versus partnership in, 155–158
visual storytelling for, 145–155
expansion seller
believing customers not buying new items while under contract, 180
corporate, business unit and project levels with, 137
customer sold all available items by, 179
customer stories with contrast and, 142–145
importance of, 135–136
number plays and, 140–142
with results documented, 136–145
Triple Metric and, 137–139, 138f
expansion seller, advanced skills for
Why Evolve conversation and, 170–175
Why Pay More conversation and, 167–170, 170f
Why Stay conversation and, 160–167, 165f
“An Exploration of the Structure of Effective Apologies,” 96
F
financial services, Why Evolve message framework, 205–209
forgive. See Why Forgive
formal apology process, 93f
G
gain frame
moving toward, 165f
myth of emotionless executive in, 13f
prospect theory and, 18, 84, 165
Geoffrion, Cheryl, 5
growth, revenue, 82, 122, 137, 197
H
hand-drawn image, 151
health and wellness program, for employees, 58, 67
herd behavior, 192
hero
mentor and journey of, 156
“vendor-as-hero” language, 157
The Hero with a Thousand Faces (Campbell), 156
human resources (HR) benefits, for employees, 100
I
imagination, self-relevance and invoking, 156
incident (close) rate, 20
incumbency, power of
customers receive initial value after signing deal, 26f
expansion messaging and, 26–29
“sunk cost” mentality and, 27f
as “sure bet,” 28f
incumbent advantage
anticipated regret and blame with, 43
apology and, 89
failure to exploit, 28–29
losing, 131
picture superiority effect and, 147
with pressures highlighted, 83
Why Evolve message framework and, 87, 129
“Why Stay Renewal Study” and, 35–37
infographics, simplicity with, 148
initiation, SRP and, 94
insight, price increase and, 55
intellectual property (IP), 199–202
interactive visual, 153
International Journal of Sales Transformation, 153
IP (intellectual property), 199–202
iPhone, 129
item processing, 205, 207, 208
J
Journal of Business & Industrial Marketing, 94
K
Kahneman, Daniel, 18, 84, 165–166
L
language
decision-making part of brain with, 173
“vendor-as-hero,” 157
launch, mastering, 187–189
layoff, in workplace, 12–16
Lee, Nick, 6, 57, 64, 75, 99, 153
Listen, Watch, and Take Notes, 154–155
loss frame
moving away from, 165f
myth of emotionless executive in, 14f, 15f
loyalty discount, 59, 65, 167, 170f
M
marketer, as mentor, 156–157
memorability, expansion sale and, 152f
mentor
with hard truths, 173
hero guided by, 156
seller and marketer as, 156–157
messaging. See also expansion messaging; Why Evolve message framework; Why Stay message
activity unequal to, 183f
competitors filling void in absence of, 181f
renewal, 30–32, 31f, 33f, 40, 52, 63f, 64
microlearning, 203
must-win commercial moments, xx–xxi, 3. See also apology; price increase; renewal; upsell
N
no clear ownership
with expansion messaging, 31f
of renewal message, 30–32, 31f
number play
example of, 141
expansion seller and, 140–142
O
opportunity
upside, 175
Why Evolve and, 150
ownership
expansion messaging with no clear, 31f
expansion sale with partnership versus, 155–158
renewal message with no clear, 30–32, 31f
P
partnership versus ownership, in expansion sale, 155–158
pay more. See Why Pay More conversation
perceived cost of change
reinforced, 43–44
with status quo bias defeated, 18
with status quo bias reinforced, 23
persuadability, in loss frame, myth of emotionless executive and, 15f
photography, stock, 151
picture superiority effect, 146–147, 150
pitch
provocative Why Change, 37
status quo reinforcement, 36–37
upsell with provocative, 37
planners
Why Evolve, 211f
Why Stay, 204f
positive attitude, boost in, 39
PowerPoint slide, 151
preference stability
destabilizing, 17–18
reinforced, 40–42
status quo bias reinforced with, 23
pressure, evolving, 172–173
Pre-Suasion (Cialdini), 61
price increase. See also Why Pay More conversation
with communication as accidental instead of purposeful, 52–53, 53f
companies and approaches taken for, 53–56, 54f
with confidence, question of, 48–50, 49f, 50f
costs lowered to offset, 54
as crucial to growth, 47
customer views on, 49f
external costs as reason for, 55
with insight introduced, 55
justified through better results and higher returns, 55
as must-win commercial moment, xx, 3
with status quo bias reinforced, 55
structural flaw, 50–52
timed discount to anchor, 55
price increase conversation
with anchoring effect, 60–61
confidence with, 57
with discount, time-sensitive, 59
with external cost factors, 60
with pricing anchor and improved capabilities, 58–59
without pricing anchor and improved capabilities, 59
status quo bias reinforcement and, 60
unconsidered need and, 58
Why Pay More condition, 65–68, 65f
pricing anchor, 58–61
primacy effect, 113
problem, apology with explanation of, 96
processing
services, 205
product as hero, 75–76, 81, 126
productivity
business unit and, 137
IP and, 201
reduced, 166
profitability, retention boosting, 30
progress, Why Evolve and, 149
project level, with expansion seller, 137
proof demonstrated, status quo bias defeated with, 19
prospect theory, gain frame and, 18, 84, 165
“provocation-based selling,” 6
provocative pitch with upsell, 37
provocative Why Change pitch, 37
The Psychology of Doing Nothing (Anderson), 7–8
purchase intent, 73
Q
question
of confidence and price increase, 48–50, 49f, 50f
“Why Change,” 7
Why Evolve conversation with five, 72–73
R
range of reason, Why Pay More conversation and, 168–169
reality, Why Evolve and, 150
regret
anticipated regret and blame, 8, 10–11, 23–24, 43
apology with expression of, 96, 112–113
relationship, stability of, 127, 133
relationship reinforcement and emotion
hard truths shared with, 83–84, 173–174
hybrid, 76, 77f, 78f–80f, 82–87, 82f, 86f
with pressures highlighted, 83
with results documented, 82–83
with risk of no change emphasized, 84–85
upside opportunity and, 85
renewal. See also Why Stay
Corporate Visions survey and, 29f, 31f, 33f
as must-win commercial moment, xx, 3
with status quo bias reinforced, 38–40
“Why Stay Renewal Study,” 35–37
customer acquisition and, 30, 33f
incumbent advantage and, 31f, 32
no clear ownership of, 30–32, 31f
unconsidered need and, 64
Why Change and, 63f
repair, apology with offer of, 96, 111–112
repentance, apology with declaration of, 96, 112
response speed, SRP and, 94
responsibility, apology and acknowledgment of, 96, 112
retention
drop in, 145
employee rates for, 36, 41, 58, 65, 67
expansion messaging and underinvesting in, 29–30, 29f
message and status quo bias, 23–24, 65
profitability boost with, 30
relationship stability and, 127, 133
visual storytelling and, 159
retirement plan, for employees, 36–37, 41, 44
revenue
with apology, 91–92
risk aversion, brain and, 11
risk of change
gain frame and, 13f
mentioned in Why Stay conversation, 162–164
Why Evolve conversation with no, 174–175
in Why Pay More conversation, 66
in Why Stay message, 43
risk of no change, 84–85, 174–175
S
expansion, 89–97, 145–158, 152f
International Journal of Sales Transformation, 153
“virtual” sales meeting, 153–155
salesperson
with all available items sold to customer, 179
with belief customers unwilling to buy new while under contract, 180
satisfaction scores, employee, 41, 65
science
apology, 89–97
Decision Science, 5, 6, 21, 113
self-relevance and invoking imagination, 156
of “sorry,” 113–114
selection difficulty
reinforced, 44–45
with status quo bias reinforced, 23
self-relevance, invoking imagination and, 156
seller. See expansion seller
seller, as mentor, 156–157
selling
all available items to customer, 179
cross-, 130
“provocation-based,” 6
Why Change and, 130
Why Evolve and, 130
Why Stay and, 130
service failure scenario
apology components and, 101–104, 103f, 104f
B2B organization and, 104
negative emotions with, 100–101
situational fluency and, 132–134
test of, 99–100
Service Recovery Paradox (SRP)
apology and, 90f, 94–95, 104, 114
compensation and, 95
example of, 90–91
initiation and, 94
response speed and, 94
simplicity, with infographics, 148
situational fluency, 191
piloting, 121–122
with service failure and apology, 132–134
status quo bias and, 122–125
story, 205–209
with upsell failure and next steps, 131–132
Why Evolve conversation and, 125–127
with Why Evolve or Why Change, 128–129, 130
with Why Stay or Why Evolve, 128
Smith, Conrad, 5
social influence, Why Evolve message framework and, 76
solar system, Copernicus and, 193
“sorry.” See also apology
science of, 113–114
in workplace, 132
zone of indifference and, 133
SRP. See Service Recovery Paradox
stability
preference, 7, 8–9, 17–18, 23, 40–42
status quo bias
with anticipated regret and blame, 8, 10–11
with different stories and skills in context, 7f
disrupting or defending, 6–16
with disruption prevention, 21–24
with emotionless executive, myth of, 11–16
with people chained to current state, 8f
perceived cost of change and, 7, 9–10
preference stability and, 7, 8–9
retention message and, 23–24, 65
selection difficulty and, 7, 10
situational fluency and, 122–125
status quo bias, defeating
“acquisition” conversations and, 17f
with contrasting alternative, 18–19
with costs unchanged, 18
with current preferences destabilized, 17–18
with proof demonstrated, before and after, 19
Why Change story and, 16, 19–20, 20f
status quo bias, reinforcement of
with anticipated regret and blame, 23–24
customers sticking with current solution and, 86f
with “expansion” conversations, 22f
with perceived cost of change, 23
with preference stability, 23
price increase with, 55
with renewal, intentions for, 38–39, 38f
renewal with, 38–40
with selection difficulty, 23
switching likelihood and, 40, 40f
Why Stay message and, 41f
status quo reinforcement pitch, “Why Stay Renewal Study” and, 36–37
stay. See Why Stay
stock photography, 151
stories
contrast with customer, 142–145
situational fluency, 205–209
visual storytelling, 145–155, 159
subconscious thinking, 11
suppliers, with apology and credibility, 109f–111f
“sure bet,” power of incumbency as, 28f
“sweet spot,” customers in, 26
T
technology start-ups, 206
thinking
of customers, 148
subconscious, 11
The Three Value Conversations (Peterson, Riesterer, Smith and Geoffrion), 5
Tormala, Zakary, 6, 12, 36, 150–151
Triple Metric, 137–139, 138f, 160, 188
turnover, employee, 84
U
unconsidered need
competitive advances and, 45
insight and, 55
with preference stability destabilized, 17
price increase conversations and, 58
renewal message and, 64
Why Change and, 62
upsell. See also Why Evolve
Corporate Visions survey and, 70
cross-sell and, 130
failure and next steps, 131–132
as must-win commercial moment, xx, 3
provocative pitch with, 37
V
value, 5
delivering, 126
value-based conversation, with customer relationship, 190f
“vendor-as-hero” language, 157
“virtual” sales meeting, 153–155
visual storytelling
Corporate Visions survey and, 150–151
for expansion sale, 145–155
painting picture for customers, 147–148
retention and, 159
“virtual” sales meetings and, 153–155
Why Evolve, 149–150
void
with competitors in absence of messaging, 181f
with expansion messaging as commercial strategy, 189–190, 190f
messaging, 180–184, 180f, 186, 190
Voltaire, 150
W
“we-phrasing,” for customer, 157
whole screen image, 151
Why Change. See also status quo bias
provocative pitch with, 37
question, 7
relationship reinforcement and emotion and, 76, 77f, 78f–80f, 82–87, 82f, 86f
renewal message and, 63f
selling and, 130
situational fluency with, 128–129, 130
with status quo bias, defeating, 16–21
unconsidered needs and, 62
Why Evolve message framework and, 76
Why Evolve
change and, 149
opportunity and, 150
progress and, 149
reality and, 150
selling and, 130
situational fluency with, 128–129, 130
upsell and, xx, 3, 37, 70, 70f, 130–132
visual storytelling, 149–150
Why Evolve conversation
add-on sales and, 70f
conversion rates after, 71f
with customer success, 72
five questions for, 72–73
goal of, 3
hard truths shared in, 83–84, 173–174
to incite change, 73
navigating, 170–175
as personally convincing, 73
to pique interest, 72
pressures highlighted in, 172–173
purchase intent driven by, 73
reasons for, 69
with results documented, 172
risk of no change emphasized in, 174–175
situational fluency and, 125–127
upside opportunity described in, 175
Why Evolve message framework
financial services, 205–209
hybrid, 76, 77f, 82–87, 82f, 86f
incumbent advantage and, 87, 129
introduced within contract, 184f
product as hero and, 75–76
social influence and, 76
Why Change and, 76
Why Stay and, 76
Why Evolve Planner, 211f
Why Forgive
apology and, xx, 3, 89–97, 90f, 92f, 93f, 102, 104, 112–115, 132–134
science of “sorry” and, 113–114
service failure scenario and, 99–104, 103f, 104f
winning, 104–111
winning example, 111–113
zone of indifference and, 133
Why Pay More conversation, 3, 89
competitive advances in, 66–67
cost of change, 66
decision process reviewed in, 66
document results of, 65
message model, 65f
with price increase anchored and discount justified, 67
price increase and, xx, 3, 47–68, 49f, 50f, 53f, 54f, 62f–63f, 65f
range of reason and, 168–169
risk of change in, 66
Why Stay conversation
with competitive advances detailed, 166–167
with cost of change highlighted, 164, 166
with decision process, review of prior, 161–162
moving away from loss and toward gain with, 165f
renewal and, xx, 3, 29f, 30–32, 31f, 33f, 35–40, 38f, 52, 63f, 64
with results documented, 160–161
with risk of change mentioned, 162–164
Why Stay message
competitive advances in, 44–45
Corporate Visions, 196–203
decision process reviewed in, 42
document results of, 40–42, 41f, 123–124
perceived cost of change in, 43–44
relationship reinforcement and emotion and, 76, 77f, 78f–80f, 82–87, 82f, 86f
renewal and components of, 40–45, 41f
risk of change in, 43
selling and, 130
situational fluency with, 128
Why Evolve message framework and, 76
Why Stay Planner, 204f
“Why Stay Renewal Study”
incumbent advantage and, 35–37
provocative pitch with upsell and, 37
provocative Why Change pitch and, 37
status quo reinforcement pitch and, 36–37
workplace
employees in, 12–16, 36–37, 41, 44, 58, 65, 67, 84, 100, 111, 113, 137
layoff, 12–16
“sorry” in, 132
Y
“you-phrasing,” with customers, 155–159, 175
Z