6 Factors that influences people to say YES.
Notes Recollected September 8 2015 Version number: 1
• Customer Service
• Sales Reps
How to guide people’s mind to take decisions:
People always feel the moral obligation to give back to those they own something.
If you give them something more that what was expected they will feel they have a need to give back. Obligation to give when you receive.
Be the first to give.
Personalized and unexpected. If a friend invites you to a party there is an obligation for you to invite him to a future party.If someone does you a favor, then you own that someone a favor. People are more likely to say YES to those who they own.
Always give some extra service.
It can be from free WI-FI in a local to free customer service. Studies show that if we personalize that extra thing we give our client’s satisfaction sky rockets.
People want more of those things there are less of. Nothing changes about the project it just becomes more scarce.It has a limitation. Acquire it or lose it. Point Out:
-> What’s unique about the product
-> What they will loose if they don’t have it
Know that you have something useful to give and make it work. Make decisions and enforce continuation.
This information should always be use to protect ourselves from people using this knowledge for manipulation never to use it to control anybody. We should never use this to gain advantage. Once the deal is done we should always do our best for the fulfillment of it.
"The rules are the authorities. The agreements are the rules. We should follow them with the bests of our capacities.
Products don’t spring fully formed from our brain.
Before a product there is always an idea. The must important thing is that we validate our idea- all our ideas- before we jump in and start building our product. The problem is that the vast majority of startup ideas are based on things that somebody thought sounded goodor interesting, rather than something that solves a real problem for real people. Think about every product as a solution to somebody’s problem.
A market is a group of people we think might want to buy our product.
PROBLEM: A problem is the reason that those people are going to use our product.
Product: A product is simply the way we’re going to solve the user’s problem. It’s the thing that people, presumably in thetarget market, are going to pay us money for. Every time a company goes out of business there is an excellent chance that there simply wasn’t enough demandfor the product because the product didn’t solve a big enough problem for its market or it didn’t solve theproblem in a way that worked for users.
Because of this, it’s important that we spend time validating the market, the problem and the product as early aspossible.
4 .1 Validating the Problem
Instead of spending time brainstorming brilliant ideas or thinking what to do. We are going to discover a problemthat exists within our target market that we are capable of solving. If there is no problem, then there is no compelling reason for people to purchase our product. Observe potential users in interesting markets, we’ll pretty quickly be able to identify some of thethings that people are doing that we could improve.
4 .2 Validating the Market
Just because a problem exists doesn’t mean enough people are going to be excited to pay for the solution. This is why we have to validate our market. Our goal in validating our market is to begin to narrow down the group of people who will want their problemssolved badly enough to buy our product.
There is a tendency among entrepreneurs to go for the broadest possible group of people who might be interestedin purchasing a product. They will release a product aimed at “women” or “doctors” when what theyshould be doing is picking narrower markets like “urban moms who work full time outside the house anddon’t have nannies” or “oncologists in large practices who don’t do their own billing”.
We can always expand our product later. We should worry about finding a market with a single, overwhelmingproblem that we can solve.
We know that we have successfully validated our market when we can accurately predict that aparticular type of person will have a specific problem and that the problem will be severeenough that that person is interested in purchasing our solution.
4 .3 Validating the Product
Just because we have discovered a real problem and have a group of people willing to pay us to solve their problem, that doesn’t necessarily mean that our product is the right solution.
The important question here is, “Does this product really solve the identified problem for the specified market?”
We’ll know that we’ve validated our product when a large percentage of our target market offers to pay us money to solve their problem.
5. Listening to our Users
The most effective way to better understand the problems of our users or potential users is to go out and observe a few of them in person.This is our chance to ask open-ended questions about their problems and their lives. It’s an opportunity to observe their behaviors and to learn what sort of solutions they’re currently using to solve their problem.
The must important thing to notice, for the purposes of designing the product is to see if there are patterns and to understand the ones that exist already. If there are no patterns we should focus in the development of those patterns to create our systems and processes and if they are patterns we should use them to build our systems around them.
This sort of information allows us to build products that not only solves a problem for users but that also fits naturally into their lives and schedules.It helps us build something that doesn’t force users to learn new patterns in order to use our products.
How to do it:
Find a market. For example: “People who process payroll for small businesses”.
To sell a lot of our products we have to pick a market that has enough people to eventually support our growing business. The specific part is also important because is what we want to be able to easily identify those people for our research.
Once the market is identified we go out and talk to anybody we can find related to it.
Identify a problem we could improve.
Observe similar behavior patterns they use and write them down.
We are not here to talk. We are here to listen.
6. Prototype Tests
By now we have been validating that a particular group of people has a specific problem. We’ve also validated that they’re willing to pay us to solve that problem. This puts us way ahead of the majority of startups who are busy building something that nobody wants, but we still need to make sure the thing we’re building solves the problem we validated.
There might be hundreds of ways to solve the particular problem we are addressing. We need to take the time to make sure that our approach and our implementation will actually end up working for our end users.
We do not explain our concepts to people and ask them to see if it is a good idea or not. People have a very hard time understanding a description of a product and it is entirely different when potential users are confronted with a real product.
The way we do it is:
SHOW THEM SOMETHING AND OBSERVE THEIR REACTIONS.
Product validation is not describing exactly what this magical product is going to do. Nobody in the world can possibly tell us whether some abstract concept we just explained will solve a problem that they have. Even if they could somehow understand the wild abstractions we’re presenting them with, they couldn’t honestly tell us whether they would pay money for the solution.
We do not ask people to predict.
The reason is this:
Lets say that I told you I was going to create the perfect way for you to lose 10 pounds, and it was going to be amazingly ease and cheap. Imagine what that looked like. I can now guarantee that what you have imagined is entirely different from what everybody else imagines. It’s almost certainly completely different from what I was talking about.
This is important because when we ask somebody to imagine something and then ask them if they would buy it, they answer by telling you whether they would buy their ideal imagined solution, not our actual product.
Instead of describing what we are going to build, why not show them what we are going to build?
Simply observing people interacting with our prototype, even a very rough one, can give us a tremendous amount of insight into whether they understand our potential product and feel it might solve a problem.
Prototype tests are the single best way to validate our products as early as possible.
The closer we can get to showing people a real product, the more accurately we can predict whether people will use that product.
Our prototypes have to be interactive enough that people can imagine they’re using a real product.They have to discover features and understand what the product is offering without us constantly telling them what should be happening. The more we explain or describe what happens, the more we are failing with our experiment.
The important thing to remember is that we need to solve a real problem, and in order to find that problem, we need to listen to real people.