Selling in a new concept

When presenting new brand concepts to clients, I begin by first explaining that some of the ideas they may find uncomfortable. That's normal. Concepts which are new, and have never been tried before, are so foreign they make us feel uncomfortable.

I advise clients to substitute the emotion 'uncomfortable', for 'unfamiliar'. The unfamiliar needs time to grow on you. Snap judgements don't work. You have to play with them, stare at them and keep talking about them.

Unfamiliar concepts provide opportunity for change. I once presented to a group of financial advisers, two names for their new capital lending business.

As I expected they liked the familiar name (the one I presented first), but fell silent when I presented the second name. The name was so different, they had no frame of reference to measure it by. At the end of the meeting they thanked me for my time, and said they would get back to me later in the week.

Later that week I got a call. Although the name initially shocked them, it had begun to grow on them, and the more they talked about it, the more they could see how it would work.

One art director I knew from Mojo Sydney used to say, 'whatever you say, make it very'. A well known copywriter in Singapore tells his clients that 'it's okay if the concept does not resonate with all people. Every new idea ostacises a few people.'


Herman Miller and the chair nobody liked

Take the Aeron chair, design by Herman Miller. All the feedback they got from the industry and market research told them people hated the chair. Despite the negative feedback, in the 1990s it became Herman Miller's fast selling chair.

It wasn't that people didn't like it. It was just so unfamiliar, they were going to need some time to get used to it. The market research and opinions of others in the organisation were falsely interpreted.

Now the chair looks passé, because this unfamiliar chair, is now familiar. Since its debut, there have been hundreds of copies made. The elastic material, integral to the Aeron has been introduced into chair design by other chair manufacturers.


Ideas need bold people to champion them

Every day new ideas get born because someone was bold enough to back an unfamiliar idea. That risk pays off. The idea gets noticed immediately, is printed in newspapers and talked about on television.

In this competitive business world, there is no space for mediocrity. If you have a well-known brand name, you can survive on mediocrity for a while. However, if you are a start-up business, you can't take the risk.

For different reasons, some clients are more risk-adverse than others. If you believe you have a strong idea, and want to see it become adopted, try giving the client tangible materials they can touch, hold and share.

Win-win negotiation for the selfish

Years ago I read about the concept of win-win negotiation. I never really understood why one party would seek the other party to win. After all, it's hard enough articulating our needs, without the additional burden of having to think for the other party. Unless you are spiritually inclined, who cares?

As long as my needs are met, it’s up to the other party to negotiate their needs right?

Wrong. Negotiating for clients makes sense for the selfish too. Putting aside a moral standpoint, if we negotiate a good deal for the other party, we are more likely to get what we want.


Referrals and repeat business

The business world is so competitive, our services can all look the same. Computers and the internet have dropped barriers to entry in many industries, and made competition flat. In the 21st century, it is referrals and repeat business which is the cash cow.

The days of opportunistic bargaining, where you could push a win-lose deal, and still win overall are far and few. Opportunistic negotiation is where you go for the best deal, no matter what the cost of trust, because you are unlikely to do business with the person again. For example a one-time car purchase, or while travelling in a foreign country, you get a good price on a painting.

Whether it is with clients or suppliers, we are having longer term relationships.

What client or supplier will refer you, or do business with you again, if they lose on their last deal. Even if you have a contract in place, and you gave the other party a fair chance to negotiate their needs, it is not enough.


Negotiating for clients and suppliers

In theory it is up to the client to do their own research, check the contract thoroughly and understand what benefit you are providing. This is rarely the way it works out. Although you can prove on paper they signed the contract, they will secretly despise you and label you untrustworthy.

Their experience, negative or positive, is more important than the contract if you want to do business with them again, or make a referral.

The negotiator of today needs to do more than secure a good deal for their company. They need to lock in the client or supplier's trust as well, to increase the chance of repeat business.

Win-win has a direct dollar and cents outcome.