Rhetoric: It’s Not Just for Politicians Any More

Rhetoric: It’s Not Just for Politicians Any More

Rhetoric became a dirty word back in the sixties. Maybe it’s time to rehabilitate both the concept and the practice.

That is our topic this time.

Regards,



Rhetoric: It’s Not Just for Politicians Any More

For some reason, the word “rhetoric” has acquired a negative meaning. It implies the misuse of language, the manipulation of arguments to mislead rather than inform, to arouse emotions rather than thought, to distort the truth rather than reveal it. Many of us would point to politicians or political pundits who make a living ranting on cable TV as examples of people who indulge in “rhetoric”.

But for more than two thousand years rhetoric was at the heart of western educational practice. Plato and Aristotle would be surprised to hear us define rhetoric in such a narrow, negative way. So would Abraham Lincoln, whose inspirational oratory is an example of rhetoric at its finest.

At the heart of traditional rhetoric is a focus on using language to motivate an audience to take action—precisely what we want to accomplish with a sales presentation or a proposal. Our goal is to combine information, evidence and informed opinion in a way that helps our customer make a decision that favors us. The action we have motivated is the decision—manifested in the client’s signature on our contract or a verbal commitment to move forward with a business deal. And the way we have motivated that action has nothing to do with misleading our audience or twisting facts or arousing false emotions.

Instead, the first rhetorical move we need to make is to ask ourselves what matters to the audience? Research into decision making suggests that what matters the most is their own pain (their needs, issues, problems, gaps in capability, and so forth), followed closely by the potential for them to achieve gain (the outcomes or results they can achieve by solving their problems or addressing their needs). Unless we focus on these two topics first, we are highly unlikely to win the client’s attention, much less arouse their motivation to act.

If you have read Persuasive Business Proposals or if you’ve been reading these Messages that Matter for awhile, you recognize that these first two moves are the basis for what I call the persuasive paradigm or the NOSE pattern for persuasive communication. (The N and O stand for Needs and Outcomes, and the S and E stand for Solutions and Evidence.)

But rhetoric includes more than the structure of our message. It also involves the clarity and effectiveness of our delivery. For example, which of these opening statements is more effective for a proposal to the US Navy?


Current limitations in scope and access are preventing the US Navy from gaining full value from satellite data intended to improve fleet situational awareness and increase combat effectiveness. Currently used legacy algorithms have the capacity to decode and process only a small percentage of the total data feed being broadcast from the satellites.

The US Navy depends on satellite data to improve fleet situational awareness and increase combat effectiveness. Unfortunately, that data is currently limited in scope and access to the data is difficult. Because processing is handled by outdated algorithms, only a portion of the data is available, a situation that is analogous to having access to a vast library of information but then being allowed to look at only one shelf.


I would argue that the two openings say the same thing, but that the second version is more effective largely for rhetorical reasons. What have we done differently?
First, we have changed the subject and verb in the first sentence from something highly abstract (“limitations…are preventing…) to something much more concrete in the second version (“The US Navy depends…”). That makes the opening sentence more interesting and more obviously relevant right away.

Second, we have broken a rather long sentence (28 words) into two shorter sentences (16 and 15 words respectively). That makes them easier to decode. It also separates two distinct concepts: how satellite data benefits the Navy and what the current problems are with that data. One concept is positive; the other is negative. Separating them gives both of them more punch.

Third, we have taken the concept of outdated algorithms and expressed it more vividly by using a metaphor. If you attended the Webinar we broadcast with Anne Miller (you can access archived webinars here) you remember the many examples Anne shared of using metaphors to make a sales message clearer and more powerful. Metaphors are a rhetorical device.

To be persuasive, we first need to organize our messages using the right structure and then use language in the right way. The combination will help our client see that what we are recommending makes sense for their situation and will motivate them to take action.

If you would like help in putting the best possible structure into your proposals or presentations or revising your content so that it delivers your message effectively, give us a call. We’re proud to admit that rhetoric is something we’re really good at.

And if you’d like to share your own favorite rhetorical tricks, please comment here.

Your Value Proposition - Creating an Impact

It's great to offer the customer outstanding value. It's even better when the customer notices.


Unfortunately, many sales presentations and proposals contain no value proposition at all--even when the vendor has a good story to tell.


If we don't spell it out for the customer, they probably won't figure it out for themselves. They may not have the time, may not see how our unique products or approaches can add value, or may assume that all vendors are the same. In the attached message, we look at ways to improve the impact of your value proposition.


That is our topic this time.


Regards,

Your Value Proposition--Creating an Impact

Bringing a deal to closure can seemingly take forever. It may be even more difficult today than ever before. Think about the characteristics of selling in today's markets.

Here's a question for you: Would you rather buy customer support software that costs $10,000 or $35,000?

Everything being equal, that's not a hard choice, is it?

But what if the $35,000 package includes free training, maintenance, and upgrades. And what if it works so much more efficiently, you can reduce your customer support staff by one full-time equivalent position? Now which one is more tempting?

It's the difference between price and value. And sometimes we forget to show our customers what that difference is. We need to communicate a value proposition that equates to an advantage for our solution. The basic value proposition can be expressed like this:

(Value_s - Cost_s > (Value_a - Cost_a)

where the value of our solution (Value_s) minus its cost is greater than the value, minus cost, of any alternative.

Customers are often willing to spend a little more if they see they are getting a lot more. But if there's no compelling difference among vendors, if there's no compelling value proposition, they'll buy whatever is cheapest.

That's why it's so important to offer a value proposition. And to do it in a way that gets noticed.

Here are some tips that will help you create a big impact with your value proposition:

1. Focus on what the decision maker cares about.

A good value proposition should demonstrate impact in an area the customer cares about. If the customer is trying to reduce the cycle time involved in processing data, focusing your value proposition on reduced training costs for operators is a little bit off the mark.

2. Quantify the impact of your value whenever possible.

For most decision makers, numbers are more convincing than words. That's especially true if you've based your numbers on data the customer has shared with you. The second-best source of numbers is information published through public sources--trade associations, for example.

3. Show the impact graphically.

A study by the University of Minnesota showed that a graphic could increase the persuasiveness of a piece of text by 47%. There's probably nothing you want to be more persuasive than your value proposition, so show it in the form of a simple graphic.

4. Base your value proposition on your uniqueness factors.

What differentiates you from your competition? And how do those differentiators add value for the customer? Those are very important questions that you must be able to answer if you're going to create a value proposition that doesn't set up your competition. A value proposition based on general characteristics of your solution--characteristics that all vendors have in common--doesn't give the customer a compelling reason to buy from you.

Ask yourself: What separates us from our competitors? Name them and brainstorm the differences. Then ask how those differences add value. Second, ask yourself what you do in the customer life cycle that nobody else does, or what you do in a way that's significantly different from the way others in the industry do it. These are the two ways to find differentiation.

A final note: Don't confuse product features with differentiators. Features are usually a short-term advantage. You're better off looking for differences in the areas of systems or methods.

Shortening the Sales Cycle

My favorite sales experience involved a national company based in Chicago. I got a call late one evening from a member of the sales vice president's staff. "Do you have proposal automation software?" he asked. "Would you be willing to demonstrate it to us next week?" Yes and yes.

The next week we were in Chicago. I was about fifteen minutes into the demo when the senior vice president of sales leaped up and said, "That's it! That's exactly what I envisioned. Get it." And with that he left the room. Ten days later we had a signed contract and a check.

Unfortunately, most of our sales cycles aren't that short. How about yours? If you'd like to shorten the sale cycle, this is a good message for you. It focuses on how effective follow-up communications can reduce the length of the sales process.

That is our topic this time.

Regards,
Tom Sant


Shortening the Sales Cycle

Bringing a deal to closure can seemingly take forever. It may be even more difficult today than ever before. Think about the characteristics of selling in today's markets.

Often you are selling not to an individual, but to a team. And that team is composed of people with different, sometimes conflicting views of what your solution should do and how it should be judged.

Typically, you're under severe cost pressure. And the analysis of costs goes much deeper than merely acquisition price.

Finally, you're expected to demonstrate positive business impact. Your decision team is looking for a solution that will improve their operations, their bottom line, their use of technology--all at the same time probably!

So that's a lot to handle. No wonder it takes so long to close a deal.

Here's a little secret that one of the largest high-technology companies in the world found several years ago:

Backing up sales calls with good written communication reduces the selling cycle by as much as 86%!

This is an insight that has also been offered by some of the leading sales training organizations. In fact, the Solution Selling curriculum emphasizes the importance of putting every step of the sales cycle into writing.

Why does it work? And how can you take advantage of this insight to reduce your sales cycle?

It works because good written communications eliminate ambiguity. That's very important in a situation where you're selling to a team, because people often listen with filters on their ears. They hear what they expect to hear or what they want to hear. Sending a document that summarizes the key points of a meeting, identifies responsibilities, establishes the next steps, confirms a timeline, and so forth, clarifies the content of the call and confirms the decisions the team has made.

It works because good written communications reinforce your selling message. Even if the communication is simply intended to confirm the date and time for a meeting, it gives you a chance to demonstrate competence and reliability. And you may be able to slip in a sales message, too. At the very least, a written message extends your "mind share" and helps the decision team remember you.

The best way to take advantage of the power of written communications is to automate the creation of the types of documents you need most often. Be careful not to use boilerplate text or static "templates." Those will actually do more damage than good, because they smell like complacency to the customer.

Instead, implement an automation tool that enables you to build a compound document that contains client-centered, unique content each time.

To see exciting ways to automate the creation of good written communications at each step of the sales cycle, visit santcorp.com/demo.

The Structure of Persuasion

“It ain’t what you say; it’s the way that you say it.”

At least, according to the words of an old song, that’s the story. Is it true? Not entirely. A sales presentation or proposal devoid of content isn’t going to do very well, no matter how brilliantly it’s put together.

But in one respect, that line is true. There is a way to say—or write—that will create maximum impact on the audience. And it has nothing to do with using fancy words or pretty pictures. Instead, it’s a matter of using the right structure. By using the structural pattern of persuasion, you will get the customer’s head nodding a lot quicker.

That’s our subject this time: Saying the right things in the right order to get the right response.

Regards,
Tom Sant


The Structure of Persuasion

In the world of business, people write for one of three reasons—to inform, to evaluate, or to persuade. For each of these purposes there is a structural pattern which will produce the best results. Think of the structural patterns as templates for delivering content in the right order. Use the wrong pattern and you will get the wrong results. It’s like trying to drive a nail with a screwdriver—you might eventually get the job done, but it’s going to be a lot harder than it has to be.

The first and most common reason people write is to inform. They’re writing to share factual content with somebody else who needs it. The ideals of informative writing are clarity and conciseness, and to achieve those goals we should start by getting right to the point and stating the key fact that the reader will find most important. For most people, writing to inform is the easiest writing task and the one they feel most confident in handling.

The second reason business people write is to evaluate something or somebody. A performance appraisal, a competitive analysis, an appraisal of an asset—in all of these cases, simply presenting the facts is not enough. What we want to know is what you think, because we assume that you are a person of experience and training who has dealt with similar issues before. (Or we recognize that you are in a position of authority so that your opinion matters, even if it’s not terribly well informed.) To write an effective evaluation, we need to define our subject—what (or who) we are evaluating—and the criteria on which we are basing our evaluation. Then we need to present our observations and evidence. Finally we need to offer our opinion. If we follow that structural pattern, our opinion will sound logical and our evaluation will be easy to follow.

The third reason people write is to persuade. Persuasion means we are attempting to influence what somebody else thinks or feels or does. We’re trying to change our audience in some small way—to get them to support our policy, to care about an issue as we do, or to sign a contract and give us their business. Effective persuasion requires more than simply delivering a bunch of facts, and our opinion alone isn’t going to persuade a customer to buy from us. Instead, we have to structure our message so that we deliver the content in a way that produces the change in our audience’s thinking or beliefs or action that we want to produce.

There’s nothing sneaky or deceptive about the process of persuasion. Sometimes people confuse persuasion with manipulation or deception. They think it involves “tricking” the reader into doing something. Maybe negative attitudes toward advertising and political campaigns have led them to regard persuasion with suspicion. In my experience, technically oriented professionals—the same people who are most comfortable writing informatively—are very suspicious of persuasion.

In reality, persuasion is a straightforward process of identifying the reader’s needs, issues, or concerns, acknowledging their importance in terms of meaningful outcomes, then positioning your solutions in the context of the customer’s needs and outcomes, and finally presenting evidence that you can deliver the solution. That’s it.

I used to call this pattern the persuasive paradigm, but lots of my clients began calling it the NOSE pattern because the four elements of persuasive structure create the acronym NOSE. Let’s take a look at each element of persuasive structure in more depth:

NEEDS: Focusing on the customer’s needs or problems or business pains wins their attention. They’ll probably be surprised that a vendor has actually listened to them. They’ll also be less anxious to move forward.

OUTCOMES: Every business has lots of problems, most of which will be ignored. Why? Because management doesn’t see enough of a payback from solving them. You don’t want your recommendations to fall into the category of ideas that “just aren’t worth it,” so spell out clearly the outcomes or the impact on the organization that solving the problem or meeting the needs will deliver. Focusing on the customer’s pains will grab attention, but focusing on the potential gains will create motivation.

SOLUTION: Recommend specifically what you think the decision maker and his or her organization should do. Link your recommendation back to the client’s needs and desired outcomes. And actually use the words, “We recommend…” If you sound like you believe in your solution, the decision maker can feel a little more confident believing in it, too.

EVIDENCE: What makes you the right choice? How do I know you can deliver the solution you’re recommending on time and on budget? Have you thought through everything? Your goal in providing evidence is to differentiate yourself and demonstrate your competence. You might include product information, cost details, management plans, project plans, training options, documentation, delivery schedules, resumes, case studies, references, testimonials, awards your organization has won, whatever. Avoid throwing evidence in just because it’s available. If it's not clearly relevant to the deal and of interest to the decision maker, leave it out. For example, most of your prospects just won’t care about your company history beyond seeing that you’re reasonably experienced and solvent.

And that’s it. Putting your content together in terms of these four steps will produce a persuasively structured message. The important thing to remember is that persuasion doesn’t have to be a mystery. In fact, the key to effective persuasion is as obvious as the NOSE on your face. Visit santcorp.com to learn how you can automatically create persuasive proposals using Sant Suite.