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WORDS THAT WORK
© 2001 North American Sales Research Institute
The Brooks Group – 1.800.633.7762 www.thewordsthatsell.com
Use these words to improve your skills in selling,sales presentations, bonding with clients,copywriting, public speaking, reaching senior leveldecision makers, direct response, negotiating,mediating, prospecting, cold calling, websitecopy, business writing, public relations, businesspresentations, marketing strategy, brochuredesign, advertising design, positioning, persuasion,staffing selection, coaching and mentoring,psychological profiling, personal development,consulting, bargaining, motivating or inspiring,email marketing, NLP, body language,personalization, defusing tense situations, dealingwith objections, closing sales and maximizingconversion ratios.
with the
Entrepreneur (General)
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The Words That Work was original research that was developed for useexclusively in the political arena. Based upon his fantastic success with politicalcandidates, Tom Travisano then went on to observe over 12,000 salespeopleover a 20 year period. His findings were then ready for real-world application asrelated to sales improvement and enhancement. Based on this subsequentresearch Bill Brooks joined Travisano as they wrote the blockbuster book, You ’ re Working Too Hard To Make The Sale , which was published through Business OneIrwin in 1995.
After the unfortunate death of Travisano, Brooks continued to develop the
concept that certain words work with great precision in specific sales situations
with varying customer types. Prior to Travisano’s death he and Brooks had
begun to produce an extensive library of terms and phrases that key decision
makers respond to most favorably as it relates to the overall sales relationship,
perception of products and services, benefits most sought, expectations of
vendor delivery and price. For example, the words that work best for a
Corporate CEO are not the same words that work best for an Entrepreneurial
leader.
Your purchase of Words That Work is a great and wise investment in developing
specific communication skills for your targeted market. It is not uncommon to
find that more than one report is helpful in recognizing and properly addressing
the prospect or audience of your desire. We recommend that you consider
additional reports for other types of buyers that are closely related to those in
your primary market. For instance a Primary Care Physician could also be an
Entrepreneur or a CEO type. Note that each library includes tips on how to
identify these types more specifically and choose your precise, exact words
accordingly.
Why Words That Work Truly Work
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The complete set of Words That Work packages includes separate profiles for:
Entrepreneur (General)
Entrepreneur (Financial Background)
Entrepreneur (Engineering Background)
Entrepreneur (Operations Background)
FranchiseeCEO (General Non-Entrepreneurial Background)
CEO (Financial Background)
CEO (Engineering Background)
CEO (Operations Background)
Corporate Executive
Chief Financial Officer
Chief Information Officer
Researcher
Human Resources (Training Executives)
Purchasing Agent/ManagerReal Estate Manager
Insurance Claims Adjuster
Facilities Manager
Architect (Principal)
Architect (non-Principal)
Attorney (Litigating)
Attorney (Non-litigating)
Accountant (Principal)
Chiropractor
Dentist/Orthodontist
Primary Care Physician
Medical/Dental Office Manager
Hospital Administrator
Hospital Materials Manager
Surgeon
Oncologist
Pathologist
Radiologist
HematologistSemi-conductor “Fab” Manager
Equipment Engineer
Process Engineer
Design Engineer
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Form A Special Instant Bond
Primary Want
To form a strong bond with this decision maker, include in your presentation
a description of what you believe he or she really wants.
Use Words Like ...
Being in charge
Call your own shots
Personal independence
Be your own person
Make the business run your way
Do whatever you want to do, whenever you want to do it
Have complete control over your business
Why They Work
Most Entrepreneurs aren’t trying to build financial empires for themselves.
Most of them they went into business to achieve a far more limited goal — a
steady, respectable paycheck without having to put up with a boss.
These decision makers could never accept a position in a large organization, no
matter how prestigious or well paying it might be.
If there’s a fact about these decision makers that rings most true, it’s that they’re
almost unemployable.
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Entrepreneurs are resentful toward any form of authority that’s exerted over
them. In fact, they lack the single characteristic every employee must have ...
being willing to obey the orders of a superior, even when you think the superior is
wrong.
On top of that, Entrepreneurs would never sit still for doing the things which
employees are expected to do:
1. Reporting their results.
2. Explaining their actions.
3. Justifying their decisions.
4. Appearing at times and places “on demand.”
5. Cooperating with a superior whose capabilities they believe aren’tany greater than, and probably inferior to, their own.
6. Accepting other people’s decision-making authority
Being cooperative employees runs against the fiber of their being. As a result,
the desire for personal independence — more than any other impulse — drove
Entrepreneurs to start their own businesses.
The impulse wasn’t profit or riches. It was freedom.
That’s an important distinction because it actually tells you the best way to
approach this decision maker ... and the approach you should avoid.
YYYYYou can summarize almost all the approaches salespeople use with
Entrepreneurs in two words: profitability and growth. In other words, they
promise either a better bottom line or a bigger business. A few promise both.
“Profitability” is only an intellectual abstraction for most Entrepreneurs. Theycan’t “feel it.” It has no emotional urgency or meaning for them.
Of course, they always nod in agreement and make the right comments when
the subject of profitability comes up. But the fact is, it doesn’t motivate them.
They relate more readily and eagerly to the amount of money they have in the
checking account or the cash register at the end of every day, or week, or
month.
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Cash has always mattered more to Entrepreneurs than profits ever could. It
represents a reality they understand and respect. When compared with the
real-world significance of cash, profits seem empty and theoretical … merely an
entry on a financial statement.
“Growth” raises the fear that they’ll lose control over their businesses, a fear
which comes from a perception that’s fundamental to how Entrepreneursapproach business.
They fear that a major increase in the size of the business will outstrip their ability
to manage it.
You need to understand that Entrepreneurs rarely use any kind of coherent
management techniques. They’re more likely to manage in a very hands-on
way. That’s why they have difficulty handling managerial challenges that they
can’t deal with directly and personally.
If a decision has to be made regarding inventory control, for example, they
have to “go and see for themselves” before deciding.
You’re having trouble collecting a Receivable? “Gimme the phone, I’ll talk to
‘em.”
You don’t like the way the product is being packaged? Just run down to the
loading dock and show the kid down there how to do it right … the way you did
it when you were doing the shipping yourself.
Managing a business is more an act of physical labor than intellectual insight for
them. So, they manage by direct, personal intervention rather than with
memos, policies and standards.
That, by the way, is one reason they’re so unwilling to delegate and why they
do it so badly when they finally take the plunge. Nothing of real importance is
ever written down and passed on to employees so they can learn how to do
their jobs satisfactorily. The result is a group of employees who are under-
informed, under-trained and under motivated.
Nobody in his or her right mind would delegate to people like that! Of course,
the fact that the owner made people that way always seems to escape his or
her attention.
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How to Make Your Product orService The Right Answer
Product and Service Want
To gain the best chance of having your product/service claims believed
and accepted, position it before you start to describe it.
Use Words Like ...
Designed specifically for your unique situation (e.g., “for small businesses”)
Practical
Street smart
Nothing theoretical or abstract about it
Won’t put any demands on your time
Won’t strain your resources
Why They Work
Entrepreneurs are attracted to products and services which they perceive
have been designed specifically for their unique situations.
If they had their “druthers,” Entrepreneurs wouldn’t buy a single product or
service that wasn’t designed and developed precisely — 100% — for their kind
of business, industry, application or competitive environment.
We were told by an Entrepreneur in the St. Louis area, for example: “I only buy
from companies that do business on the Missouri side.” He was referring to the
Missouri side of the Mississippi River. According to him, companies “over on the
Illinois side,” as he put it, do business in a totally different way. Therefore, he
couldn’t possibly buy from a vendor who was unable to accommodate the
difference between the two sides.
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By the way, when we asked him for a specific definition of the difference
between the two sides, he couldn’t tell us. But he was still convinced that there
was a difference!
Entrepreneurs have that obsession because they don’t like to make what’s
called a conceptual leap.
In other words, they don’t eagerly make the move from the general to the
specific, or from one application to another, or from one industry to another.
And they usually resist adapting a broad concept to their own situations.
They’re always suspicious that salespeople are trying to make them force a
square peg into a round hole.
As a result, salespeople often hear Entrepreneurs condemn their product or
service by saying, “That doesn’t apply to me,” or “My business is different, it’sunique.” Of course, they’re actually saying, “I’m unique, but you don’t make
me feel that way.” Never forget ... the owner and the business are practically
one-in-the-same.
The words “specific to his or her unique situation” will have different
meanings for different Entrepreneurs.
Those words are really a matter of perception. They might simply mean that
your product or service was designed for an entrepreneurial type of business, oran owner-operated business, or a small business. If you pay close enough
attention, the decision maker will tell you which one he or she wants to hear.
When a product or service is perceived as practical, street smart and not
theoretical, most Entrepreneurs believe that:
A. It will eliminate complexity from their lives,
B. It won’t strain the company’s resources, and
C. It won’t put additional demands on the owner’s personal time.
Entrepreneurs have no patience for complexity because it interferes with the
hands-on, quick-action performance they consider so vital to their personal
independence.
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When things are too complex and ambiguous, the path is open for the abstract.
And Entrepreneurs don’t trust anything abstract because — in contrast to
anything that’s thought of as concrete — it’s theoretical.
Anything that’s theoretical is automatically “ivory tower,” or academic, or
intellectual. Because it lacks the basic strength that comes from being “street
smart,” it doesn’t have any no-nonsense, hard-nosed practicality.
The Entrepreneur draws a clear distinction between “the street” and the rest of
the world. Only the street has the desirable virtue of being uncomplicated,
down-to-earth and easy to understand.
That’s why Entrepreneurs can be so frustratingly resistant to learning anything
but hard information that deals with “how to.” Anything that relates to “why” is
of very little interest to them.
Their bias can be summarized in the statement: “Don’t tell me why, just tell mehow.” Or: “Don’t tell me about the theory behind it, just tell me how to use it.”
As far as Entrepreneurs are concerned, stopping and thinking — which is what
theory and ambiguity make you do — is a colossal waste of time. It gets in the
way of doing. And nothing must be allowed to stop that. Nothing must get in
the way of action.
Entrepreneurs always seem to be running … form on fire to another, from one
crisis to another, from one challenge to another. There’s always a tension right
below the surface when you talk to them.
What are they tense about? Burning through their recourses.
It doesn’t matter how resource-rich the business might be. They can’t help buy
having either one of two perceptions about their resources — they’re either
completely insufficient or just barely adequate to do the job.
Earlier, we talked about the almost mystical relationship between Entrepreneursand their businesses. Here, we said that owners and their businesses are
practically one-in-the-same. Therefore, the Entrepreneur’s idea of “resources” is
very personal.
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If you listen carefully enough, you’ll often hear them say things like, “I pay my
bills.” Although they mean that the business pays its bills, they can’t stop
themselves from speaking in the first person — “They owe me money” is an
acceptable substitute for “They owe my company money.”
And since resources take on personal significance, they mean — over an above
anything else — the owner’s personal time.
Ironically, the decision maker might not even get personally involved in the
use of your product or service, but it still must be perceived as not placing
additional demands on his or her personal time.
Nothing that passes in and out of the doors of that business is thought of in
anything but the most personal terms.
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How to Make Your OrganizationThe Ideal Provider
Provider Want
To gain the best chance of having your company accepted as an ideal
provider, position it before you start to describe it.
Use Words Like ...
Flexible
Responsive
Accommodating/Willing to make accommodations
Never try to put a square peg in a round hole
Recognize your uniqueness
Thorough
Follow through on everything
Cover all the bases for you
Willing to do whatever it takes
Make sure every detail is covered
Why They Work
The Entrepreneur’s desire for flexibility from you is a reflection of two other
needs — personal independence and products/services that are designed
specifically for their unique situations.
Ironically, small and medium-size businesses outnumber giant companies by as
much as 45-to-l.
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Yet, Entrepreneurs perceive that almost every element of society favors the
large companies and institutions … university courses, professional and
consulting services, trade shows, published articles, seminars, books, research
data, legislation, periodicals and just about everything else that teaches,
explains or reveals anything that has any value. And when they look at the
structure of that world, they perceive a rigid, unyielding indifference.
It’s too big and powerful for them to bend to their will, too impersonal to care
about them and too consumed by what’s of no interest or value to them. It
won’t yield to their needs or, for that matter, even pay attention to them.
Therefore, they only want to do business with a provider who considers them
important enough to warrant flexibility or, if you will, very special treatment.
The ideal provider must be willing to make accommodations to what
Entrepreneurs consider their unique requirements. Of course, that provider won’t
have to actually be flexible or make the exceptions. You simply have to beperceived as being willing to do so.
Remember, the need for personal independence is a statement to the effect
that “I’m different from all the others, so I should get unique treatment.” They’re
not claiming to be better than everyone else, only different from them.
That sense of uniqueness — in other words, having special needs — is the
main source of these decision makers’ highly suspicious attitude toward most
salespeople.
You might have noticed that they often begin the sales cycle with the
assumption that the salesperson doesn’t understand them and is just, “trying to
sell me something.” And, as we said before, that’s usually a square peg for a
round hole.
If Entrepreneurs are going to perceive that your product or service was
designed specifically for them (see earlier), they also must perceive that you
took all the necessary steps to make it the right way. That’s why they alwaysdemand that you be more thorough and disciplined than they are. This is what
we might call a “would have” or “should have” situation.
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If they blame their chaos on the lack of resources—which is a common
complaint— they want to be assured that you did everything they would have
done if they had sufficient resources to make sure that your product or service is
right for them. In other words, they would have done their own due diligence,
allegedly, if they had the time and money to do it. That’s the “would have”
side.
On the “should have” side, a few Entrepreneurs are honest enough to admit
that their lack of discipline has nothing to do with resources. In those rare cases,
they want to know that you did what they should have done.
Being thorough, therefore, means you’ll protect them from either uncontrollable
conditions (“what they would have done”) or from themselves (“what they
should have done”). In fact, the typical situation reflects some of both.
Although they are often short on resources, they’re also notorious for not being
thorough and they rarely follow through ... even when ample resources areavailable.
That well deserved reputation is a major contributor to their need for
independence. As we said before, they show a range of behavioral traits that
make them unemployable.
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Move Your BenefitsTo A Higher Level
Benefit Want
To gain the best chance of having your benefit claims believed and
accepted, position them before you start to describe them.
Use Words Like ...
Order (in the business)
Control
Be in control automatically
Order that reflects your personal wishes
No more chaos
Never tolerate disorder again
Why They Work
If there’s a word that reminds most Entrepreneurs of their businesses, that word
is “chaos.”
Every senior executive in every large company must learn to deal with a certain
amount of disorganization, and tolerate it. Entrepreneurs, on the other hand,
can’t deal with it and can’t tolerate it either.
When they try to deal with chaos, they become victims of their own
management style. If you recall from what we said before, running a business is
an act of physical labor rather than intellectual insight they manage by direct,
personal intervention.
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Consequently, they experience an exhausting drain on their energies whenever
they wear the manager’s hat. Being in charge wears them down, and
overcoming the disorder in the business is a challenge they’d do anything to
avoid.
If they accept the challenge, they know they’re going to be totally exhausted.
But if they don’t accept it, they have to tolerate it. And tolerating chaos is just asterrible an experience as trying to eliminate it.
Non-entrepreneurial executives view the companies where they work as
their place of business. Entrepreneurs, however, consider it practically their
home … the place where their entire existence is “on the line” every day. It’s
where the drama of their lives is acted out from minute to minute.
Their fate rests on everything that happens within those walls, where their
identity, value and purpose are being tested constantly. As we mentionedbefore, they consider themselves and the business to be almost the same entity.
The need Entrepreneurs have for order is the need for proof that their lives
aren’t being squandered. But because they deeply dread the challenges
associated with their personal-intervention management style, they’d rather get
control of the business in a different way … automatically.
They perceive that business problems are attributable to people — to
themselves and their employees — which is why they tend to explain problems
and failures in human terms.
Since being in business is an intensely personal experience for them, it’s not
surprising that successes and reverses are almost always seen as the result of
human performance.
Blind, impersonal forces like marketplace dynamics might interest academics
and other ivory tower types, but they’re just idle speculation to the Entrepreneur.
If a problem persists, people have to change the way they work in order tosolve it. Period.
However, in starting their own businesses, they made the statement that they
have no interest in changing themselves. They are what they are, and are
stubbornly proud of it, even when they criticize themselves.
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At the same time, they’ve grudgingly reached the conclusion that: (A) their
employees won’t change either, or: (B) they don’t know how to change their
employees, or (C) they can’t summon up the energy to make the effort.
One solution is to give the assignment to another person. But, in the rare cases
where that occurs, Entrepreneurs put themselves back in power as soon as
someone makes a decision they don’t like.
Because they could never surrender genuine control of the business to anyone
else, except when they’re ready to pass it to their hand-picked successors,
order must come in some kind of automatic way ... so that order comes to the
business without the owner having to intervene or change people’s behavior. In
effect, it just happens, automatically. And it happens the way the Entrepreneur
wants it to.
It doesn’t take a great leap of logic to reach the point toward which the
evidence points – Entrepreneurs want their businesses to be reflections of their
personal identities.
These decision makers thaw such personal value and identity from the business
that it becomes an extension of themselves. It’s as much a part of them as their
children. And like all other parents, they want their offspring to show something
of themselves.
In no way is this an ego trip or anything as shallow as that. It’s a matter of
personal survival.
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Make Your Price A True Bargain
Price Want
To gain the best chance of having your price accepted, position it before
you start to quote it.
Use Words Like ...
It costs the same as (see below)
It doesn’t cost any more than (see below)
Why They Work
Many types of decision makers are likely to talk endlessly about things like
cost-effectiveness, but the Entrepreneur is one of the few who’s really serious
about it.
The reason is simple — no matter how large the business becomes,
Entrepreneurs always perceive that buying anything means taking the money
out of their own pockets.
Earlier, we said that running a company is an intensely personal experience for
Entrepreneurs. Consequently, they consider the company’s cash their personal
money ... just as they consider the furniture their furniture, the equipment their
equipment and so on.
The ideal product is perceived as being worth the money, producing a
tangible benefit on a virtual one-to-one basis for each dollar spent. And the
best way to describe that is through what we call “graphic” terms.
In other words, choose a symbol that’s familiar to your decision maker and use it
as a model against which he or she can compare the price of your product or
service (e.g., “It cost the same as a set of tires”)
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Using Some of the Words ThatWork for this Decision Maker
In a letter ...
Dear
(Form a Special Instant Bond): There’s nothing like being your own
person ... doing whatever you want to do, whenever you want to do it.
(How to Make Your Product or Service the Right Answer): To help you get
|there, a product or service has to be specific to your unique situation. It
also should be practical and very street smart.
(Move Your Benefits to a Higher Level): But, even the best product or
service won’t do you much good unless it comes from people who are
willing to do whatever it takes to make sure every detail is covered.
(Move Your Benefits to a Higher Level): Then, you’ll have control over a
business that reflects your personal wishes.
(Make Your Price a True Bargain): And whatever you buy should never
cost
more than ____________(see “Positioning Your Price,” above).
I like to think that (your product or service) and (company) itself can be
all that for you. But, you should be free to make that decision for yourself.
(STATE YOUR PURPOSE FOR WRITING THE LETTER, WHAT YOU
WANT THE DECISION MAKER TO DO, COMMUNICATE YOUR NORMAL
SALES MESSAGE, AND FINISH THE LETTER.)
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In the form of advertising copy …
Being Your Own Person
There’s nothing like being your own person ... doing whatever you want
to do, whenever you want to do it.
To help you get there, a product or service has to be specific to your
unique situation. It also should be practical and very street smart.
But, even the best product or service won’t do you much good unless it
comes from people who are willing to do whatever it takes to make sure
every detail is covered.
Then, you’ll have control over a business that reflects your personal
wishes. And whatever you buy should never cost more than _________(see“Positioning Your Price,” above).
We like to think that (your product or service) and (company) itself can
be all that for you. But, you should be free to make that decision for
yourself.
(COMMUNICATE YOUR NORMAL MARKETING MESSAGE, STATE WHAT YOU
WANT THE DECISION MAKER TO DO, AND FINISH THE AD.)
Important:
Always put the Words That Work in generic terms, as if you were describing
“universal standards.” Remember, their purpose is positioning. Once you
communicate them, you can then use whatever words you normally deliver to
the decision maker about your product/service, your benefits, your company
and your price.
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Words That Don’t Work With This Decision Maker
Avoid using these words and phrases to describe you, your company or yourproduct/service.
Meanwhile, use them to describe your competitors. You never have to criticize
them in front of the decision maker if you know how to describe your
competitors with Words That Don’t Work .
Organization
Sophisticated
Employee
Theoretical
Standardized
Uniform
The same for everyone
Structured
Procedures
Growth
Profitability
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POPULAR WORDS THAT WORK PACKAGES
Chief Executive Package Entrepreneur PackageCEO (General) Entrepreneur (General)
CEO (Financial Background) Entrepreneur (Financial Background)
CEO (Engineering Background) Entrepreneur (Engineering Background)CEO (Operations Background) Entrepreneur (Operations Background)
Entrepreneur (General) Franchisee
Chief Financial Officer
Chief Information Officer
Corporate Employee Package Independent Professionals PackageCorporate Executive Architect (Principal)
Human Resources (Training Executives) Architect (Non-Principal)
Chief Information Officer Litigating Attorney
Researcher Non-litigating AttorneyPurchasing Agent/Manager Accountant (Principal)
Facilities Manager Primary Care Physician
Chiropractor
Dentist/Orthodontist
Franchisee
Macro Medical Package Independent Medical PackageHospital Administrator Primary Care Physician
Hospital Materials Manager Surgeon
Surgeon ChiropractorRadiologist Medical/Dental Office Manager
Hematologist Dentist/Orthodontist
Oncologist
Pathologist
Primary Care Physician
Chiropractor
Dentist/Orthodontist
Medical/Dental Office Manager
Engineering Package Properties PackageEquipment Engineer Real Estate Manager
Design Engineer Insurance Claims Adjuster
Process Engineer Facilities Manager
Semi-conductor “Fab” Manager Purchasing Agent/Manager
Facilities Manager Architect (Principal)
Researcher Architect (non-Principal)
Chief Information Officer
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