Twenty: The Human Operating System
From the ancient Greek philosophers through modern neuroscientists, there has been intense interest in figuring out the workings of the human brain, and even greater interest in the political and commercial sectors in exploiting this information to subvert the will of others to their advantage.
As much effort has been put into developing a simple model with straightforward methods of exerting control, human brains are complex, idiosyncratic, and ephemeral. Some general observations have been made, and there are frameworks by which we can attempt to understand or explain behavior, though it's likely that precise understanding and perfect control are unattainable ideas.
Myers-Briggs Type Indicator (MBTI)
The authors use MBTI as the basis of their own theory. The MBTI identifies patterns of behavior to which people become habituated, which impacts the way they perceive and interact with brands and companies. Behavioral preferences do not necessarily predict behavior, but merely refer to a person's default mode of interaction under normal circumstances. People may intentionally change their behavior and circumstances may be unusual.
(EN: There was a fair amount more in the book, but it was merely describing MBTI, and the examples of how it relates to customer services were so skewed as to be charicatures.)
Modes for Persuasion Architecture
The authors define four modes for persuasion architecture based on some of the combinations of the MBTI , the rules for which seem a bit bizarre:
- If the second digit is sensing (S), then consider it in combination with the fourth: an SJ is "methodical" and an SP is "spontaneous"
- If the second digit is intuition (N), then consider it in combination with the third: an NF is "humanistic" and an NT is "competitive"
(EN: This seems a bit random, but it does create a set in which any subject will fall into one and only one of these four groups)
From there, it gets a little more asinine as the authors create stereotypes for each of their combinations:
- Methodical (SJ) types evaluate facts, data, and information and are meticulous in organization and planning before taking action. They are detail-oriented and do not appreciate a "personal touch." They are best persuaded by hard evidence.
- Spontaneous (SP) customers are impulsive who react to what is right in front of them without much consideration. They seek immediate gratification and dislike details. They are persuaded by appealing to their impulsive behavior and are particularly vulnerable to suggestions they must act now to avoid losing out.
- Humanistic (NF) types are subservice and relationship-oriented. They want to be accepted, and seek to act in ways to benefit others. They are often persuaded by testimonials and may yield to passive-aggressive sales tactics.
- Competitive (NT) types are driven by a need to understand and control their environment, and are the most goal-oriented and far-sighted of the four types and proceed apace once their vision is clear. They are persuaded by reason and probabilities, but need to feel in control of the decisions.
The Questions They Ask
Referring back to the previous stereotypes, the authors suggest that each has a different set of questions that must be answered:
- Methodical types seek granular details about the product and the process. They want to see specifications, backed by proof and guarantees, and want to envision how they will use the product to achieve their goals.
- Spontaneous types want to know how soon they can get the benefits of the product, and are focused on the enjoyment they will get. They are fond of customization and personalized service.
- Humanistic types are concerned with people: who else uses the product and what others will think of them for buying it. They want to feel supported by their vendor, and develop a trusting relationship with the brand and its personnel.
- Competitive types are concerned with how a product compares to other options and will look for evidence of any claims the brand makes. They are interested in the functional results they will be able to achieve by using the product.
Application to the Sales Process
Ushering a prospect towards closing the deal requires paying close attention in order to keep them in their comfort zone while providing cues that will support their decision to purchase.
It is particularly important to consider the personality type, as people of different types will react entirely differently to the same cues. A suggestion that a deal is a limited-time offer will be very motivational to a spontaneous-type buyer, but will offend a competitive-type buyer.
In particular, salesmen must be attuned to the shift that takes place between the time in which the customer is considering their needs, evaluating their options, and taking action to effect a chosen option. Different messages are motivational at different times.
The experience of the customer after the sale is also critical if we hope to win repeat business. The customer who needs to be reassured or supported after receiving the product will not buy again if they do not receive it.
The Universe of Buyers Revisited
These perspectives, coupled with the ones presented in the previous chapter, are presented in a matrix that enables the universe of customers to be whittled down into more manageable sectors:
- Methodical, Spontaneous, Humanistic, or Competitive
- Accidental, Browsing, Shopping, or Buying
- Relational or Transactional
This represents 32 groupings of customers, whose specific needs can be considered - though it can generally be reduced to 16 given that accidental and browsing visitors are not likely to be as productive.
Emotion and Confidence Revisited
This section seems a succotash of scraps:
- Reference to chapter 15 in which the "emotional appeal" approach to advertising did not produce results. We are excited or fearful of a possible outcome, but use our rational minds to make plans to achieve or avoid it. Reference to chapter 15
- Emotions return in the wake of action, when we evaluate how we feel about what we accomplished. There is a rational component to evaluation, but the ultimate goal is emotional satisfaction.
- Emotions are impacted in the shopping process. We evaluate options logically, but rely on emotions to determine whether we feel confident, safe, and secure in trusting ourselves and others. A good persuasive system is designed to give the shopper the confidence to move forward, making each decision in a series that leads to the satisfaction of their goal.
- A totally random bit: when the prefrontal cortex is damaged, decision-making ability is impaired. It is reckoned, in a phrenological sense, that this part of the brain enables people to imagine outcomes.
- Advertising copy that describes products leaves us to figure out what they might be good for. That which describes outcomes or actions enables people to imagine themselves doing and achieving things, and better persuades them to take actions.
- The behavior of the individual shopper is driven by emotion and reason. Even the coldest customer has some emotion and even the most emotional does apply some logic.