The science of selling that sells based on how buyers buy, not how sellers sell, this is what Psychological selling is about. In this short course, AndyTheCoach at www.asiatrainers.com teaches you how to sell without selling and get people to buy from you happily and willingly

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Psychological
Selling
The Science of Selling the Way People Buy
Andy Ng MBA CA
Business Coach & Trainer
www.asiatraines.com

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Psychological SellingPsychological Selling
1.1. Psychology and its importancePsychology and its importance
2.2. Role of Rapport and TrustRole of Rapport and Trust
3.3. 3-Steps in PS: Excite, Eustress &3-Steps in PS: Excite, Eustress &
ExchangeExchange
4.4. Role of Heuristics in SalesRole of Heuristics in Sales
5.5. Central Route: Logic and 5 WhysCentral Route: Logic and 5 Whys
6.6. How to Make Your Offer IrresistibleHow to Make Your Offer Irresistible

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Are You Still
Chasing After
Sales?

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The Tao of BusinessThe Tao of Business
Achieve Maximum withAchieve Maximum with
Minimum Effort: EffortlessMinimum Effort: Effortless
Go with the natural flow of things, onenessGo with the natural flow of things, oneness
and respect for natureand respect for nature

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Selling by DefinitionSelling by Definition

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Don’t
Reinvent
the Wheel…
Follow
Success
System!

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Psychological Selling isPsychological Selling is
Selling that is Based onSelling that is Based on
Human Psychology, i.e. howHuman Psychology, i.e. how
the mind worksthe mind works
Problem with most salespeople:
Sell on how sellers sell,
not how buyers buy

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3 E Steps in Psychological Selling
Excite with your body
language, voice and
words what they can
gain from you
People procrastinate,
so must apply positive
stress
Give value and ask for
commitment objective

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Why did the Chicken Cross the Road?Why did the Chicken Cross the Road?

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Everyone do things byEveryone do things by
their own reasons, not ourstheir own reasons, not ours
Find a Way to
Communicate with
their Hearts and You’ll
Know What They Want

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Test: Are You Selling based on HowTest: Are You Selling based on How
Sellers Sell or How Buyers Buy?Sellers Sell or How Buyers Buy?
1.1. Do you start your conversation withDo you start your conversation with
““Feel-checkFeel-check” or go straight to agenda?” or go straight to agenda?
2.2. Do you sell the benefits of your productsDo you sell the benefits of your products
& services OR focus on the prospect’s& services OR focus on the prospect’s
MPP (most pressing problem)?MPP (most pressing problem)?
3.3. Is closing the sale considered the mostIs closing the sale considered the most
vital part of your sales process?vital part of your sales process?
4.4. Do you follow this sequence:Do you follow this sequence:
• Scenario-Needs-Answer-Payoff orScenario-Needs-Answer-Payoff or
• Scenario-Pain-Answer-Backing-Payoff-Scenario-Pain-Answer-Backing-Payoff-
Evidence-Action Now?Evidence-Action Now?

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11stst
thing 1thing 1stst
::
Build Rapport and TrustBuild Rapport and Trust
In Sync or on the same wavelengthIn Sync or on the same wavelength
No Rapport = No TrustNo Rapport = No Trust
We Like People Who Are Like Us
All things being equal, people like to deal
with people they know and trust
All things being unequal, people still like to
deal with people they know and trust

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Neuro Linguistic Programming

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Match and Mirror EverythingMatch and Mirror Everything
Never Match and Mirror Pain and Anger
Handshake
Terminology
Pace, Tone, Pitch

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3 Things in Selling3 Things in Selling

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Do buyers buy based on
rationale or emotions?
Answer: Buyers buy based on
how their brain works

17. 17Which cow do you remember?

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What Comes to Your Mind?What Comes to Your Mind?
25% Discount

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How the Brain works: HeuristicsHow the Brain works: Heuristics

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Seems that people buy based onSeems that people buy based on
peripheral routesperipheral routes
But if you sell without a central routeBut if you sell without a central route
(message), you’ll get buyer’s(message), you’ll get buyer’s
remorse!remorse!

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How the Brain works:How the Brain works:
Peripheral and Central RoutesPeripheral and Central Routes
Guide the buyer to commit to
your message (the central route)
while using Heuristics (the
peripheral route) to effectively
convey that message

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4 Heuristics in Sales4 Heuristics in Sales
1.1. Single option aversionSingle option aversion
 WhenWhen faced with 2 or more differentfaced with 2 or more different
choices, need to introduce anotherchoices, need to introduce another
option that is similar but inferior tooption that is similar but inferior to
one of the selectionsone of the selections
2.2. Likeability biasLikeability bias
3.3. Social proofSocial proof
4.4. Scarce means valueScarce means value

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The Central Route is theThe Central Route is the
Logic: 5 WhysLogic: 5 Whys
1.1. Why Change?Why Change?
2.2. Why Now?Why Now?
3.3. Why You and Your Company?Why You and Your Company?
4.4. Why Your Product or Service?Why Your Product or Service?
5.5. Why spend the money?Why spend the money?

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5 Whys5 Whys
1.1. Why Change?Why Change?
• Dig out problems by challenging statusDig out problems by challenging status
quoquo
 Understand problems and identify rootUnderstand problems and identify root
causecause
2.2. Why Now?Why Now?
 Make problems hurtMake problems hurt
 Ask deeper questions that help buyerAsk deeper questions that help buyer
feels painful outcomes of allowing thosefeels painful outcomes of allowing those
problems to continueproblems to continue
 Show him implications of problems andShow him implications of problems and
create urgencycreate urgency
Taxi

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5 Whys5 Whys
3.3. Why you and your company?Why you and your company?
 Demonstrate track record, expertise,Demonstrate track record, expertise,
confidenceconfidence
4.4. Why your product or service?Why your product or service?
 Cost leadership and or DifferentiationCost leadership and or Differentiation
5.5. Why spend the money?Why spend the money?
 Desire for gain or fear of lossDesire for gain or fear of loss

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Why Change?Why Change?
Ask questions
to dig out the problems
and the desire for change

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7 Questions to Uncover Problems7 Questions to Uncover Problems
1.1. What are your 3 biggest challenges? Which is theWhat are your 3 biggest challenges? Which is the
most pressing?most pressing?
2.2. How long have you been experiencing this problem?How long have you been experiencing this problem?
3.3. Think back to when you originally implemented thisThink back to when you originally implemented this
process. What were your expectations? What resultsprocess. What were your expectations? What results
are you currently getting? What results would like toare you currently getting? What results would like to
get in future?get in future?
4.4. What’s working? What’s not working? Why?What’s working? What’s not working? Why?
5.5. Everyone has to deal with change. What’s the oneEveryone has to deal with change. What’s the one
change you are encountering. What challenge is thischange you are encountering. What challenge is this
change presenting?change presenting?
6.6. What do you see as your biggest hurdle you face inWhat do you see as your biggest hurdle you face in
order to meet your goals?order to meet your goals?
7.7. What are the biggest areas or opportunities forWhat are the biggest areas or opportunities for
improvement?improvement? Shopaholic

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Allan Pease Dig Deep QuestionsAllan Pease Dig Deep Questions
1. What is your no. 1 challenge in your work
now?
2. What made you choose that?
3. Is that important?
4. What are the consequences to you?
5. Does that worry you?
6. What would it mean to your work and
career if we resolve this?
7. What does it mean to you personally?

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Needs and Wants
Need = Basic & Essential for
Survival
Want = Good-to-have (without it will
not die)
Do People BuyDo People Buy
Base on Needs or Wants?Base on Needs or Wants?
Turn their Wants into Needs!Turn their Wants into Needs!

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The 10 Types of CustomersThe 10 Types of Customers
and What They Need Mostand What They Need Most
1.1. PurchaserPurchaser
2.2. AdministratorAdministrator
3.3. AccountantAccountant
4.4. Dept ManagerDept Manager
5.5. Top Decision-MakerTop Decision-Maker
6.6. UserUser
7.7. MaintenanceMaintenance
8.8. MessengerMessenger
9.9. ControllerController
10.10. Change LeaderChange Leader
1.1. Lowest Price, meet specsLowest Price, meet specs
2.2. Easy procedures that meetEasy procedures that meet
specs, boss happyspecs, boss happy
3.3. Lowest cost (above all else)Lowest cost (above all else)
4.4. Achieve Results FastAchieve Results Fast
5.5. Bigger things eg marketBigger things eg market
share, branding, nameshare, branding, name
6.6. User-friendly, specs, quality,User-friendly, specs, quality,
procedures, service supportprocedures, service support
7.7. Low MaintenanceLow Maintenance, ease of use, ease of use
8.8. Meet the requirementsMeet the requirements
9.9. Better ControlBetter Control
10.10. Create Change that lastsCreate Change that lasts

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Employee LevelEmployee Level
1.1. Job Security, Followed by More PayJob Security, Followed by More Pay
2.2. Less work for same or more resultsLess work for same or more results
3.3. No mistakes or unhappiness from boss & customersNo mistakes or unhappiness from boss & customers
Management LevelManagement Level
1.1. More Money: Sales, Profits, Lower costs, cashflowMore Money: Sales, Profits, Lower costs, cashflow
2.2. Better Control, teamwork and less Fire fightingBetter Control, teamwork and less Fire fighting
3.3. Go back earlyGo back early
Top Leader LevelTop Leader Level
1.1. Increase in Market Share - DominanceIncrease in Market Share - Dominance
2.2. Increase in Market Size - GiantIncrease in Market Size - Giant
3.3. Leapfrog in Visibility, Credibility, Branding,Leapfrog in Visibility, Credibility, Branding,
ReputationReputation
What People NeedWhat People Need

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Create the Need with Need QuestionsCreate the Need with Need Questions
1.1. Questions that turn all ‘Wants’ intoQuestions that turn all ‘Wants’ into
‘Needs’‘Needs’
• What you can do with the product/serviceWhat you can do with the product/service
• What you will lose if you don’t have theWhat you will lose if you don’t have the
product/serviceproduct/service
2.2. Needs can be Explicit or ImplicitNeeds can be Explicit or Implicit
• Ask questions to turn implicit into explicitAsk questions to turn implicit into explicit
needsneeds
• ““Have you ever thought of before…?”Have you ever thought of before…?”

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Questions to Uncover NeedsQuestions to Uncover Needs
1.1. How much storage space do you use now?How much storage space do you use now?
How soon will you need more?How soon will you need more?
2.2. Do you ever run into problems because aDo you ever run into problems because a
file is lost?file is lost?
3.3. How much do you think it cost yourHow much do you think it cost your
company to retrieve lost files?company to retrieve lost files?
4.4. Are there any other costs? Like you haveAre there any other costs? Like you have
to engage contractors to retrieve lost filesto engage contractors to retrieve lost files
5.5. How would the costs of a new system beHow would the costs of a new system be
offset by current costs?offset by current costs?

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Questions that Expand NeedsQuestions that Expand Needs
Questions that develop your need-finding questionsQuestions that develop your need-finding questions
into probing questions that elicits moreinto probing questions that elicits more
information. Allows customer do the talkinginformation. Allows customer do the talking
Are you satisfied with your current system?Are you satisfied with your current system?
 Share with me your level of satisfaction with your
current system
What do you like about your current vendor?
 Describe for me the qualities you look for when
choosing a vendor
Is price important to you?
 Explain to me the criteria you use to make a
decision
 Tell me what other factors you consider important

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5 Whys5 Whys
1.1. Why Change?Why Change?
• Dig out problems by challenging status quoDig out problems by challenging status quo
 Understand problems and identify root causeUnderstand problems and identify root cause
2.2. Why Now?Why Now?
 Make problems hurtMake problems hurt
 Ask deeper questions that help buyer feels painfulAsk deeper questions that help buyer feels painful
outcomes of allowing those problems to continueoutcomes of allowing those problems to continue
 Show him implications of problems and createShow him implications of problems and create
urgencyurgency
3.3. Why you and your company?Why you and your company?
 Demonstrate track record, expertise, confidenceDemonstrate track record, expertise, confidence
4.4. Why your product or service?Why your product or service?
 Cost leadership and or DifferentiationCost leadership and or Differentiation
5.5. Why spend the money?Why spend the money?
 Desire for gain or fear of lossDesire for gain or fear of loss
Taxi

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1.1. + - X /+ - X /
2.2. Money has no value: moneyMoney has no value: money
spent now can beat inflationspent now can beat inflation
3.3. Credibility comes beforeCredibility comes before
PayoffPayoff
4.4. Investment, not costInvestment, not cost
5.5. Make Limitless MoneyMake Limitless Money
5. Why Spend the Money?5. Why Spend the Money?

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Make Limitless MoneyMake Limitless Money
1. What they can Gain: Lower cost, Up
Sales, Higher Profits, Lower Risk, Better
Cash Flow, Higher Productivity
2. What they will Lose if they don’t come in
3. Opportunities to Make More in Future
4. Head-start over Competitors
5. Less Stress and Happier Life for All

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The Biggest Payoff in the WorldThe Biggest Payoff in the World
What you can do with the
Extra Money to Bring
Happiness to Yourself
and Your Love Ones

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9 Ways to Make Your Offer Irresistible9 Ways to Make Your Offer Irresistible
1.1. Relief (stateRelief (state
higher prices forhigher prices for
other productsother products
/services)/services)
2.2. Apple-to-OrangeApple-to-Orange
ComparisonComparison
3.3. Spread outSpread out
payments overpayments over
timetime
4.4. State in smallestState in smallest
termsterms
 Compare yourCompare your
product/serviceproduct/service
to DIY or startto DIY or start
from scratchfrom scratch
 Other products orOther products or
services that serve theservices that serve the
same benefit but aresame benefit but are
priced much higherpriced much higher
 Pay inPay in
installmentsinstallments
 Per unit, user orPer unit, user or
timetime

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9 Ways to Make Your Offer Irresistible9 Ways to Make Your Offer Irresistible
5.5. Sum up theSum up the
component partscomponent parts
6.6. Add an elementAdd an element
that cannot easilythat cannot easily
be priced by thebe priced by the
buyerbuyer
7.7. Demonstrate valueDemonstrate value
or ROIor ROI
8.8. Multiply the returnsMultiply the returns
over timeover time
9.9. Pre-empt the pricePre-empt the price
objectionobjection
 Sum > your priceSum > your price
 A Key Benefit thatA Key Benefit that
Removes User’sRemoves User’s
Frustration (peace ofFrustration (peace of
mind, status, timing)mind, status, timing)
 Benefits/cost givesBenefits/cost gives
double digit ROIdouble digit ROI
 Benefits X years > yourBenefits X years > your
priceprice
 Frighten them first, TakeFrighten them first, Take
away approach, Not foraway approach, Not for
everyoneeveryone

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Psychological SellingPsychological Selling
1.1. Psychology and its importancePsychology and its importance
2.2. Role of Rapport and TrustRole of Rapport and Trust
3.3. 3-Steps in PS: Excite, Eustress &3-Steps in PS: Excite, Eustress &
ExchangeExchange
4.4. Role of Heuristics in SalesRole of Heuristics in Sales
5.5. Central Route: Logic and 5 WhysCentral Route: Logic and 5 Whys
6.6. How to Make Your Offer IrresistibleHow to Make Your Offer Irresistible

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Contact Andy Ng 24/7Contact Andy Ng 24/7
www.AndyNgTrainer.blogspot.sgwww.AndyNgTrainer.blogspot.sg
andy@asiacoachingtraining.comandy@asiacoachingtraining.com
www.asiatrainers.comwww.asiatrainers.com
www.youtube.com/AndyNgCoachwww.youtube.com/AndyNgCoach
www.facebook.com/AndyTheCoachwww.facebook.com/AndyTheCoach

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Psychological
Selling
The Science of Selling the Way People Buy
Andy Ng MBA CA
Business Coach & Trainer
www.asiatraines.com