selling information management

2023-04-11 Rowanwood - ARMA: Bridging the Gap

SELLING INFORMATION MANAGEMENT

ARMA, December 14, 2011@thomkearney

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2023-04-11 Rowanwood - ARMA: Bridging the Gap 2

Outline

Introductions Opportunity definition Communication concepts Some strategy How do you sell IM? Summary & Wrap up


INTRODUCTIONS


Short History

1980’s Advertising, Teaching & Learning1990’s Clue train manifesto, Web 1.02000’s Change consulting, PS EX22010’s Gov 2.0, Everything is miscellaneous

DAL MIM


Social network

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What shape are you?

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What seems to be the problem?

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OPPORTUNITY BRAINSTORMWhat value do you offer? What behavior do you want?



Communication is the bridge

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COMMUNICATION CONCEPTS

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What I learned from advertising

1. Know your product Features and benefits Competitive landscape

2. Know your audience Understand their needs and wants Why should they care? (WIFM)

3. Shape your message Something they care about At the right moment Appropriate level of detail


Communication TypesInterpersonal

Small groups, non verbal important

Telephone, video

Non Personal Written: doc, deck,

email, posters Rich media Video, web, etc


Communication

is difficult.

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2023-04-11 14

Communication Model

Rowanwood - ARMA: Bridging the Gap

feedback

receiversenderencodeDecide what to say and how to say it.

transmitSelect and use a particular vehicle or vehicles for the message.

Perceptual barrier


Model - Sending

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The effectiveness of the message (encode), depends on how well it relates to receiver's interests.

The effectiveness of the vehicle used, (transmit) depends upon its ability to reach the receiver.

senderencod

etransmi

t

Some people say that communication is 10% words,

30% sound and 60% body.


Model - Receiving

We must first be physically exposed to the message

If it relates to what we care about, we may perceive it

If its important to us we may remember it and act on it

receiverMessag

eEthos - Credibility

Pathos - Emotion

Logos - Logic

Hear

Interpret

Evaluate

Perceptual barrier


Model - Receiving

• Hear:– Perception, must physically sense the message -

language, environment, personal state, and competitive messages all play a role.

• Interpret:– We apply meaning to the words and images based on our

beliefs, experience, knowledge of sender, etc.

• Evaluate:– Based on interpretation we determine veracity and

response – (think-feel-do).


Listening Is moreimportant than

speaking

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• We have two ears and only one mouth for a reason.

• To listen effectively we must seek first to understand - then be understood.


Listening Pointers– Care enough to work at it

Fight distractionsAsk questions and paraphraseDon't interrupt - let the other person talk

– Use your extra brain Reflect on what they “might” mean. Find the interest to you.

– Withhold judgmentDiagnose before you prescribe. Stifle anger and emotional responses.

– React to the message - not the messengerDeal with issues not personalities. Listen for the main ideas - substance not style

– Empathize"listen to what I mean, not what I say"


Listening - Killer Phrases• Sometimes you need to think twice before saying nothing.

• Killer phrases create potential conflict where one was not necessary.

• Yes but......However......On the other hand.......• All these negate whatever you said previously........replace with a pause.

•

Replace “You" with "I" • "you do this, and its a problem" versus “I feel this way when you do that”.

— it is not the person, but the behaviour that bugs you. • Accept ownership for problems - its not theirs its yours.

(reduces conflict by 80%)

• People will like talking to you and they won't even know why!


SOME STRATEGY


Change within a groupDiffusion of Innovation Model:The reference pattern of how a group adopts change. Innovation includes any thought, behaviour, or thing that is new because it is qualitatively different from existing forms.

0

5

10

15

20

25

30

35

40

Innovators 3%

Early Adopters14%

Early Majority34%

Late Majority34%

Laggards15%

Time

Most people will resist change

Communication


Change within individuals

Unaware

Awareness

Interest

Desire

ActionAdoption

There’s nothing wrong with the way I do it now.

Others say this is a good thing.

I’m interested in learning more about it.

Something is going on.

Should I bother?

I should probably do this thing.

Ok let’s try it out.

How do I do this?

This is a good thing, the benefits are real and I am rewarded for my new behaviour.

Communication Goal: To help your audience move along the adoption process

Most individuals will go through these steps on the way to adopting a change.


Communications Strategy• Different approaches for different

steps

Unaware

Awareness

Interest

Desire

ActionAdoption

GuidanceActual instructions

or guidelines on how to make the change.

Access to detailed information and

policies.

EducationMore detailed

informationand examples,

(proof).

Personal contact may be required.

AwarenessBroad based,

lots of benefits and directional pointers.

Listen and Learn


Put the user at the centre

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Engage in vigorous discussion

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Have fun

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HOW DO YOU SELL IM?

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REVIEW & WRAP UP

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Communication Model Summary

Think about the message from the receiver's point of view.

Deliver it in a way that will get through the barriers.

Listen to feedback and respond.


Principles of communication

The messages that have impact appeal to things that are important to people.

Beliefs and opinions can be strong and WILL affect interpretation.

Communication is cumulative and comes in many forms.

Communication is two way.


Stay curious32


THANK YOU

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@thomkearney [email protected] 613.292.8183

mailto:[email protected]


The Capo D’astro BarLooking For The Capo D'Astro Bar, Author Unknown

Back in the sixties, I was hired by an ad agency to write copy on the Aeolian Piano Company account. My first assignment was for an ad to be placed in The New York Times for one of their grand pianos. The only background information I received was some previous ads and a few faded close-up shots...and of course the due date. The account executive was slightly put out by my request for additional information and his response to my suggestions that I sit down with the client was “Are you one of those? Can’t you just create something. We’re up against a closing date!”.I acknowledged his perception that I was one of those, which got us an immediate audience with the head of the agency. I volunteered I couldn’t even play a piano let alone write about why anyone would spend $5,000 for this piano when they could purchase a Baldwin or Steinway for the same amount. Both allowed the fact that they would resign the Aeolian business for either of the others, however, while waiting for that call, suppose we make our deadline. I persisted and reluctantly, a tour of the Aeolian factory was arranged. I was assured that “we don’t do this with all our clients” and my knowledge as to the value of company time was greatly reinforced.The tour of the plant lasted two days and although the care and construction appeared meticulous, $5,000 still seemed to be a lot of money. Just before leaving, I was escorted into the showroom by the National Sales Manager. In an elegant setting sat their piano alongside the comparably priced Steinway and Baldwin.“They sure do look alike.” I commented“They sure do. About the only real difference is the shipping weight - ours is heavier.”“Heavier?” I asked. “What makes our heavier?”“The Capo D’Astro bar.”“What’s a Capo D’Astro bar?”“Here, I’ll show you. Get down on your knees.”Once under the piano he pointed to a metallic bar fixed across the harp and bearing down on the highest octaves. “It takes fifty years before the harp in the piano warps. That’s when the Capo D’Astro bar goes to work. It prevents the warping.”I left the National Sales Manager under his piano and dove under the Baldwin to find a tinkertoy Capo D’Astro bar at best. Same with the Steinway. “you mean the Capo D’Astro bar really doesn’t go to work for 50 years?” I asked.“Well, there’s got to be some reason why the Met uses it.” he casually added.I froze. “Are you telling me that the Metropolitan Opera House in New York City uses this piano?”“Sure. And their Capo D’Astro bar should be working by now.”At the Metropolitan Opera House I met the person in charge of moving them to the Lincoln Center and was told “About the only thing the Met is taking with them is their piano.”That quote was the headline for our first ad.The result created a six year wait between order and delivery.No matter what the account, I promise you, the Capo D’Astro bar is there.

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