Selling the Invisible: a field Guide to Modern Marketing \(Biz Books to Go\) pdfdrive com

Forget looking like the superior choice. Make yourself an excellent choice.
Then eliminate a nything that might make you a bad choice.
The Anchoring Principle
Joan Davis, unwittingly, enters Smithers & Company as a secretary.
For months she tries to convince her boss that she belongs in management.
Joan’s boss finally relents and persuades his boss to give Joan a try. She tries.

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Unfortunately, a widespread belief soon takes hold that Joan “is not quite right
for the job.” Discouraged, she leaves for Apogee & Company. Four years later,
Joan is named Apogee’s vice president.
After spinning a wheel that stops on the number 800, a researcher asks a
group how many words Lincoln used in the Gettysburg Address. The group’s
average answer is eight hundred. After spinning a wheel that stops on the
number 275, the researcher asks the same question of a second group. Their
average answer is two hundred seventy-five.
Peter goes to an office for an interview. Sarah, his interviewer, does what
several studies of interviewing predict that she will do: She makes her decision
after Peter has spoken for less than one minute.
What do these cases have in common? The Anchoring Principle. The people
in Smithers & Company were anchored to their initial perception of Joan as a
“mere secretary.” The subjects in the Gettysburg Address test (a test similar to
many tests that demonstrate this principle) were anchored to those numbers they
saw on the wheel, even though the numbers have no relationship to the
Gettysburg Address. Job interviewer Sarah was anchored to Peter’s first
appearance and first words.
As these examples show, people do not simply form impressions. They get
anchore d to them.
Even more important, people with little time— almost all people today—are
more apt to make first impressions as snap judgments, and then base all their
later decisions on them. The smart marketer must be aware of this strong
tendency. First impressions have never been more critical—they take hold very
quickly, and they become the anchors to which you and your success are tied.
What anchors have the prospect already attached to you?
How can you overcome them?
What first impression do you make? What’s the first thing you say? The first
way that you position your service?