What’s gender got to do with it?

As a tradeshow lead generator, my job is to stop traffic at my client’s booth, show a quick magic trick that showcases their brand, and finally to introduce qualified prospects to my sales team.  It’s a number’s game.  I’m able to increase leads by 25% to 100%.  That’s quite a range. Why the difference?

Professional tradeshow lead builders calculate a stop ratio for each show. If I am asking attendees walking by our booth to stop for a moment so that I can show them something amazing (as I fan my cards), how many out of ten will actually stop and how many will ignore me?  My worst ratio ever: less than 1/10, and my best 9/10.  Again, that’s quite a range.  Why the difference?  Gender.

The lowest 1/10 stop ratio was for my client Vencom at a Yankee Dental Conference.  While there were hygienists and students attending, my job was to stop dentists.  At this show, most of the dentists were older men in conservative suits with dour faces.  The best ratio I experienced was at ASHRM where I had to stop hospital risk managers, most of whom were women with nursing backgrounds.

When Fidelity asked me to build leads for them at the AFP conference  they told me that the large majority of attendees were male.  I selected my female lead builder Clair Park, and her stop ratio was better than 9/10.

This experience is not unique to me.  My fellow trade-show lead builders concur: Gender matters. 

At least on the trade show floor, women will stop for men and men for women with far more frequency than the opposite scenario.  This has little to do with age, looks and approach and much to do with the opposite sex. 

Application:  If you work tradeshows, have a male to approach female attendees and have a female to approach male attendees.  A good stop ratio is vital because when attendees walk by your booth without hearing your message, you are burning your tradeshow dollars. 

Off the tradeshow floor: Do you think the same dynamic carries over to the networking arena?  Will a man have more success breaking into a conversation, when the conversationalists are women? How about vice-versa?  Weigh in with your thoughts here.

Amusing side note: To a lesser degree, stop ratio is also determined by industry.  For example marketing professionals are more likely to stop than are plastic surgeons.  Of the hundreds of professions I’ve targeted, dentists were the hardest visitors to stop, and they smiled least.  I remember one dentist who actually was smiling.  I stopped him and said, “look around at all the faces.  Not a smile to be seen.  Why are you smiling?” He smiled even more broadly and replied, “I’m retired”.

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The Power of NO

Nothing is more empowering than the ability to say “no” and walk away. In a recent blog I discussed the most persuasive way to make a request. In this entry, I’ll share a strategy that relies on the power of NO.

BUYER’S PERSPECTIVE

In July I moved into a temporary apartment while awaiting the closing of my new home. I had basic cable and Internet through Charter. The fee was $41, and I asked that they waive the one-time fee for the representative to come out and connect me. Charter obliged.

When I moved in August, I called Charter and asked for the same deal. The rep said there would be a $50 charge for hook up. I told him that Charter had waived the fee the first time, and I requested the same. He denied my request, explaining, “the free install promotion just ended”. I politely asked to speak to his supervisor to see whether an exception could be made. He said he would connect me, but he guaranteed the request would be denied.
 

THE POWER OF NO: I thanked him for “trying” and said, “Cancel the order because I need to check out Verizon’s options, and if they can’t do better, I promise I’ll call back and give you my business.” His response? “Oh, wait, I just saw a promotion that will enable me to waive the fee.”

I had already done my research and was going to go with Charter irrespective of a hook up fee. But my trick worked. I knew that Charter trains their reps to open new accounts, and once I was walking out, the rep gave me the deal I requested.

Interestingly enough, I shared this story with a friend who is moving this week. When Charter wanted to charge her the install fee, she cited my case, and they explained, “promotion just ended.” She pushed and they “found” an offer to waive half of the fee. I am confident that if she had requested that they cancel the order she would have received a full-waiver.

Charter’s behavior is reflective of human nature. They want to profit the most from you, but they lose their power when the see that you are ready to walk away.

In many cases using the walk away factor works as long as you don’t back the other guy into a corner and give yourself an opportunity to come back. Be sure to be polite and explain that you need to examine your options.

SELLER’S PERSPECTIVE

From a seller’s perspective in a non-commodity market such as training, I use the power of no effectively. I provide custom public speaking training and power of persuasion courses to companies that need to get better results from their people. Some prospects ask for Nordstrom quality at Wal-Mart prices. I always respect that they ask, and I explain how they are getting Nordstrom quality at JC Penny prices.

Then, if they still balk, I don’t push. I tell them the truth, “this training is not for everyone, and I will be happy to pass a referral to another trainer who can work within your budget.” Many times the walk away will convert to a sale because they respect that I know my value. Other times, I will make the referral to another company, and I am okay with that. This system helps me work with the right type of client while passing on those who don’t fit to someone else who can help him or her.

Make a comment below on your experience employing the power of NO.

Ask me about professional development training in the power of persuasion and public speaking.

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When it comes to the power of persuasion the question may be honey vs. vinegar, but the answer may be honey THEN vinegar.

Win/win is always the goal, but what to do when soft technique and win/win strategies don’t work? Sometimes simply walking away is the best option, and other times you may wish to pursue more aggressive measures.  In the end, much of persuasion is based on the fact that people respond to incentives.  Most people happily respond to positive incentives, but there is a “darker” side to persuasion that may be the final option for certain people:  negative consequences that impact them directly.

Here is an example:  My wife and I enjoyed a weekend in Boston.  Before we left, I called the hotel and asked for information regarding parking.  I spoke to Josh, who said parking was an extra $30.  I asked, when I could arrive and whether I could leave my car there after check out.  He replied “arrive anytime in the morning and after checkout you can leave your car there into the evening at at no extra charge”.  

I always take notes when getting information over the phone; so I recorded the time, date, name and number.

Upon checkout, the parking fee was $45, plus I had to leave the garage within an hour or I would be charged and additional $15.  I explained the details of my call to the manager.  She said Josh was mistaken, and she apologized.  They outsource that service and she would check into it.  But she still wanted to charge me the the extra $30 because those fees were associated with a different company that handles their parking.

After the softer and gentler persuasion techniques failed to get the desired results, I simply acknowledged that her hands were tied in this situation and that I would pay the difference, but I wanted the name and STREET mailing address of the Director of Customer Relations, the CEO, and the Chairman of the Board.  I explained that I needed the street address so I could mail my correspondence certified return receipt.  I also asked for her card.

I was very NICE to her, agreeing that she was bound by the policy; which could only be addressed by the hotel’s executives.  She said that she would get the names, but returned with a full refund and parking voucher.

What happened?  From her perspective, the work associated with making me happy was not worth it. But then, the hassle of dealing with three letters to her executives became larger than the effort to make me happy.  She responded to incentive.  

The key here, was that I never backed her into a corner.  I never made it a competition or yelling match. I simply provided and incentive and I focused on the policy as the issue.  It was never personal.

Most situations are easily solved with positive incentives, but on occasion it becomes necessary to use negative ones.  Just remember, avoid arguing or blaming the individual, even if it is his/her fault. Instead focus on the issue.  This way, when they see the negative consequences of their actions, they don’t feel embarrassed to back out.

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