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WORDS THAT WORK © 2001 North American Sales Research Institute The Brooks Group – 1.800.633.7762 www.thewordsthatsell.com Entrepreneur (General)................................Page 2 Entrepreneur (Financial Background)........Page 22 Entrepreneur (Engineering Background)...Page 41 Entrepreneur (Operations Background)....Page 60 Franchisee.....................................................Page 77 Entrepreneur Package

Copywriting to Sell Entrepreneurs

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Page 1: Copywriting to Sell Entrepreneurs

WORDSTHATWORK

© 2001 North American Sales Research InstituteThe Brooks Group – 1.800.633.7762 www.thewordsthatsell.com

Entrepreneur (General)................................Page 2Entrepreneur (Financial Background)........Page 22Entrepreneur (Engineering Background)...Page 41Entrepreneur (Operations Background)....Page 60Franchisee.....................................................Page 77

Entrepreneur Package

Page 2: Copywriting to Sell Entrepreneurs

WORDSTHATWORK

© 2001 North American Sales Research InstituteThe Brooks Group – 1.800.633.7762 www.thewordsthatsell.com

Use these words to improve your skills in selling,sales presentations, bonding with clients,copywriting, public speaking, reaching senior leveldecision makers, direct response, negotiating,mediating, prospecting, cold calling, websitecopy, business writing, public relations, businesspresentations, marketing strategy, brochuredesign, advertising design, positioning, persuasion,staffing selection, coaching and mentoring,psychological profiling, personal development,consulting, bargaining, motivating or inspiring,email marketing, NLP, body language,personalization, defusing tense situations, dealingwith objections, closing sales and maximizingconversion ratios.

with the

Entrepreneur (General)

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The Brooks Group www.thewordsthatsell.com 1-800-633-7762

The Words That Work was original research that was developed for useexclusively in the political arena. Based upon his fantastic success with politicalcandidates, Tom Travisano went on to observe over 12,000 salespeopleover a 20 year period. His findings were then ready for real-world application asrelated to sales improvement and enhancement. Based on this subsequentresearch Bill Brooks joined Travisano as they wrote the blockbuster book, You’reWorking Too Hard To Make The Sale, which was published through Business OneIrwin in 1995. After the unfortunate death of Travisano, Brooks continued to develop theconcept that certain words work with great precision in specific sales situationswith varying customer types. Prior to Travisano’s death he and Brooks hadbegun to produce an extensive library of terms and phrases that key decisionmakers respond to most favorably as they relate to the overall sales relationship,perception of products and services, benefits most sought, expectations ofvendor delivery and price. For example, the words that work best for aCorporate CEO are not the same words that work best for an Entrepreneurialleader.

Your purchase of Words That Work is a great and wise investment in developingspecific communication skills for your targeted market. It is not uncommon tofind that more than one report is helpful in recognizing and properly addressingthe prospect or audience of your desire. We recommend that you consideradditional reports for other types of buyers that are closely related to those inyour primary market. For instance a Primary Care Physician could also be anEntrepreneur or a CEO type. Note that each library includes tips on how toidentify these types more specifically and choose your precise, exact wordsaccordingly.

Why Words That Work Truly Work

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The Brooks Group www.thewordsthatsell.com 1-800-633-7762

The complete set of Words That Work packages includes separate profiles for:

Entrepreneur (General)Entrepreneur (Financial Background)Entrepreneur (Engineering Background)Entrepreneur (Operations Background)FranchiseeCEO (General Non-Entrepreneurial Background)CEO (Financial Background)CEO (Engineering Background)CEO (Operations Background)Corporate ExecutiveChief Financial OfficerChief Information OfficerResearcherHuman Resources (Training Executives)Purchasing Agent/ManagerReal Estate ManagerInsurance Claims AdjusterFacilities ManagerArchitect (Principal)Architect (non-Principal)Attorney (Litigating)Attorney (Non-litigating)Accountant (Principal)ChiropractorDentist/OrthodontistPrimary Care PhysicianMedical/Dental Office ManagerHospital AdministratorHospital Materials ManagerSurgeonOncologistPathologistRadiologistHematologistSemi-conductor “Fab” ManagerEquipment EngineerProcess EngineerDesign Engineer

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Form A Special Instant Bond

Primary Want

To form a strong bond with this decision maker, include in your presentationa description of what you believe he or she really wants.

Use Words Like ...

Being in charge

Call your own shots

Personal independence

Be your own person

Make the business run your way

Do whatever you want to do, whenever you want to do it

Have complete control over your business

Why They Work

Most Entrepreneurs aren’t trying to build financial empires for themselves.Most of them they went into business to achieve a far more limited goal — asteady, respectable paycheck without having to put up with a boss.

These decision makers could never accept a position in a large organization, nomatter how prestigious or well paying it might be.

If there’s a fact about these decision makers that rings most true, it’s that they’realmost unemployable.

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Entrepreneurs are resentful toward any form of authority that’s exerted overthem. In fact, they lack the single characteristic every employee must have ...being willing to obey the orders of a superior, even when you think the superior iswrong.

On top of that, Entrepreneurs would never sit still for doing the things whichemployees are expected to do:

1. Reporting their results.

2. Explaining their actions.

3. Justifying their decisions.

4. Appearing at times and places “on demand.”

5. Cooperating with a superior whose capabilities they believe aren’tany greater than, and probably inferior to, their own.

6. Accepting other people’s decision-making authority

Being cooperative employees runs against the fiber of their being. As a result,the desire for personal independence — more than any other impulse — droveEntrepreneurs to start their own businesses.

The impulse wasn’t profit or riches. It was freedom.

That’s an important distinction because it actually tells you the best way toapproach this decision maker ... and the approach you should avoid.

YYYYYou can summarize almost all the approaches salespeople use withEntrepreneurs in two words: profitability and growth. In other words, theypromise either a better bottom line or a bigger business. A few promise both.

“Profitability” is only an intellectual abstraction for most Entrepreneurs. Theycan’t “feel it.” It has no emotional urgency or meaning for them.

Of course, they always nod in agreement and make the right comments whenthe subject of profitability comes up. But the fact is, it doesn’t motivate them.

They relate more readily and eagerly to the amount of money they have in thechecking account or the cash register at the end of every day, or week, ormonth.

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Cash has always mattered more to Entrepreneurs than profits ever could. Itrepresents a reality they understand and respect. When compared with thereal-world significance of cash, profits seem empty and theoretical … merely anentry on a financial statement.

“Growth” raises the fear that they’ll lose control over their businesses, a fearwhich comes from a perception that’s fundamental to how Entrepreneursapproach business.

They fear that a major increase in the size of the business will outstrip their abilityto manage it.

You need to understand that Entrepreneurs rarely use any kind of coherentmanagement techniques. They’re more likely to manage in a very hands-onway. That’s why they have difficulty handling managerial challenges that theycan’t deal with directly and personally.

If a decision has to be made regarding inventory control, for example, theyhave to “go and see for themselves” before deciding.

You’re having trouble collecting a Receivable? “Gimme the phone, I’ll talk to‘em.”

You don’t like the way the product is being packaged? Just run down to theloading dock and show the kid down there how to do it right … the way you didit when you were doing the shipping yourself.

Managing a business is more an act of physical labor than intellectual insight forthem. So, they manage by direct, personal intervention rather than withmemos, policies and standards.

That, by the way, is one reason they’re so unwilling to delegate and why theydo it so badly when they finally take the plunge. Nothing of real importance isever written down and passed on to employees so they can learn how to dotheir jobs satisfactorily. The result is a group of employees who are under-informed, under-trained and under motivated.

Nobody in his or her right mind would delegate to people like that! Of course,the fact that the owner made people that way always seems to escape his orher attention.

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How to Make Your Product orService The Right Answer

Product and Service Want

To gain the best chance of having your product/service claims believedand accepted, position it before you start to describe it.

Use Words Like ...

Designed specifically for your unique situation (e.g., “for small businesses”)

Practical

Street smart

Nothing theoretical or abstract about it

Won’t put any demands on your time

Won’t strain your resources

Why They Work

Entrepreneurs are attracted to products and services which they perceivehave been designed specifically for their unique situations.

If they had their “druthers,” Entrepreneurs wouldn’t buy a single product orservice that wasn’t designed and developed precisely — 100% — for their kindof business, industry, application or competitive environment.

We were told by an Entrepreneur in the St. Louis area, for example: “I only buyfrom companies that do business on the Missouri side.” He was referring to theMissouri side of the Mississippi River. According to him, companies “over on theIllinois side,” as he put it, do business in a totally different way. Therefore, hecouldn’t possibly buy from a vendor who was unable to accommodate thedifference between the two sides.

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By the way, when we asked him for a specific definition of the differencebetween the two sides, he couldn’t tell us. But he was still convinced that therewas a difference!

Entrepreneurs have that obsession because they don’t like to make what’scalled a conceptual leap.

In other words, they don’t eagerly make the move from the general to thespecific, or from one application to another, or from one industry to another.And they usually resist adapting a broad concept to their own situations.

They’re always suspicious that salespeople are trying to make them force asquare peg into a round hole.

As a result, salespeople often hear Entrepreneurs condemn their product orservice by saying, “That doesn’t apply to me,” or “My business is different, it’sunique.” Of course, they’re actually saying, “I’m unique, but you don’t makeme feel that way.” Never forget ... the owner and the business are practicallyone-in-the-same.

The words “specific to his or her unique situation” will have differentmeanings for different Entrepreneurs.

Those words are really a matter of perception. They might simply mean thatyour product or service was designed for an entrepreneurial type of business, oran owner-operated business, or a small business. If you pay close enoughattention, the decision maker will tell you which one he or she wants to hear.

When a product or service is perceived as practical, street smart and nottheoretical, most Entrepreneurs believe that:

A. It will eliminate complexity from their lives,

B. It won’t strain the company’s resources, and

C. It won’t put additional demands on the owner’s personal time.

Entrepreneurs have no patience for complexity because it interferes with thehands-on, quick-action performance they consider so vital to their personalindependence.

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When things are too complex and ambiguous, the path is open for the abstract.And Entrepreneurs don’t trust anything abstract because — in contrast toanything that’s thought of as concrete — it’s theoretical.

Anything that’s theoretical is automatically “ivory tower,” or academic, orintellectual. Because it lacks the basic strength that comes from being “streetsmart,” it doesn’t have any no-nonsense, hard-nosed practicality.

The Entrepreneur draws a clear distinction between “the street” and the rest ofthe world. Only the street has the desirable virtue of being uncomplicated,down-to-earth and easy to understand.

That’s why Entrepreneurs can be so frustratingly resistant to learning anythingbut hard information that deals with “how to.” Anything that relates to “why” isof very little interest to them.

Their bias can be summarized in the statement: “Don’t tell me why, just tell mehow.” Or: “Don’t tell me about the theory behind it, just tell me how to use it.”

As far as Entrepreneurs are concerned, stopping and thinking — which is whattheory and ambiguity make you do — is a colossal waste of time. It gets in theway of doing. And nothing must be allowed to stop that. Nothing must get inthe way of action.

Entrepreneurs always seem to be running … form on fire to another, from onecrisis to another, from one challenge to another. There’s always a tension rightbelow the surface when you talk to them.

What are they tense about? Burning through their recourses.

It doesn’t matter how resource-rich the business might be. They can’t help buyhaving either one of two perceptions about their resources — they’re eithercompletely insufficient or just barely adequate to do the job.

Earlier, we talked about the almost mystical relationship between Entrepreneursand their businesses. Here, we said that owners and their businesses arepractically one-in-the-same. Therefore, the Entrepreneur’s idea of “resources” isvery personal.

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If you listen carefully enough, you’ll often hear them say things like, “I pay mybills.” Although they mean that the business pays its bills, they can’t stopthemselves from speaking in the first person — “They owe me money” is anacceptable substitute for “They owe my company money.”

And since resources take on personal significance, they mean — over an aboveanything else — the owner’s personal time.

Ironically, the decision maker might not even get personally involved in theuse of your product or service, but it still must be perceived as not placingadditional demands on his or her personal time.

Nothing that passes in and out of the doors of that business is thought of inanything but the most personal terms.

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How to Make Your OrganizationThe Ideal Provider

Provider Want

To gain the best chance of having your company accepted as an idealprovider, position it before you start to describe it.

Use Words Like ...

Flexible

Responsive

Accommodating/Willing to make accommodations

Never try to put a square peg in a round hole

Recognize your uniqueness

Thorough

Follow through on everything

Cover all the bases for you

Willing to do whatever it takes

Make sure every detail is covered

Why They Work

The Entrepreneur’s desire for flexibility from you is a reflection of two otherneeds — personal independence and products/services that are designedspecifically for their unique situations.

Ironically, small and medium-size businesses outnumber giant companies by asmuch as 45-to-l.

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Yet, Entrepreneurs perceive that almost every element of society favors thelarge companies and institutions … university courses, professional andconsulting services, trade shows, published articles, seminars, books, researchdata, legislation, periodicals and just about everything else that teaches,explains or reveals anything that has any value. And when they look at thestructure of that world, they perceive a rigid, unyielding indifference.

It’s too big and powerful for them to bend to their will, too impersonal to careabout them and too consumed by what’s of no interest or value to them. Itwon’t yield to their needs or, for that matter, even pay attention to them.

Therefore, they only want to do business with a provider who considers themimportant enough to warrant flexibility or, if you will, very special treatment.

The ideal provider must be willing to make accommodations to whatEntrepreneurs consider their unique requirements. Of course, that provider won’thave to actually be flexible or make the exceptions. You simply have to beperceived as being willing to do so.

Remember, the need for personal independence is a statement to the effectthat “I’m different from all the others, so I should get unique treatment.” They’renot claiming to be better than everyone else, only different from them.

That sense of uniqueness — in other words, having special needs — is themain source of these decision makers’ highly suspicious attitude toward mostsalespeople.

You might have noticed that they often begin the sales cycle with theassumption that the salesperson doesn’t understand them and is just, “trying tosell me something.” And, as we said before, that’s usually a square peg for around hole.

If Entrepreneurs are going to perceive that your product or service wasdesigned specifically for them (see earlier), they also must perceive that youtook all the necessary steps to make it the right way. That’s why they alwaysdemand that you be more thorough and disciplined than they are. This is whatwe might call a “would have” or “should have” situation.

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If they blame their chaos on the lack of resources—which is a commoncomplaint— they want to be assured that you did everything they would havedone if they had sufficient resources to make sure that your product or service isright for them. In other words, they would have done their own due diligence,allegedly, if they had the time and money to do it. That’s the “would have”side.

On the “should have” side, a few Entrepreneurs are honest enough to admitthat their lack of discipline has nothing to do with resources. In those rare cases,they want to know that you did what they should have done.

Being thorough, therefore, means you’ll protect them from either uncontrollableconditions (“what they would have done”) or from themselves (“what theyshould have done”). In fact, the typical situation reflects some of both.

Although they are often short on resources, they’re also notorious for not beingthorough and they rarely follow through ... even when ample resources areavailable.

That well deserved reputation is a major contributor to their need forindependence. As we said before, they show a range of behavioral traits thatmake them unemployable.

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Move Your BenefitsTo A Higher Level

Benefit Want

To gain the best chance of having your benefit claims believed andaccepted, position them before you start to describe them.

Use Words Like ...

Order (in the business)

Control

Be in control automatically

Order that reflects your personal wishes

No more chaos

Never tolerate disorder again

Why They Work

If there’s a word that reminds most Entrepreneurs of their businesses, that wordis “chaos.”

Every senior executive in every large company must learn to deal with a certainamount of disorganization, and tolerate it. Entrepreneurs, on the other hand,can’t deal with it and can’t tolerate it either.

When they try to deal with chaos, they become victims of their ownmanagement style. If you recall from what we said before, running a business isan act of physical labor rather than intellectual insight they manage by direct,personal intervention.

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Consequently, they experience an exhausting drain on their energies wheneverthey wear the manager’s hat. Being in charge wears them down, andovercoming the disorder in the business is a challenge they’d do anything toavoid.

If they accept the challenge, they know they’re going to be totally exhausted.But if they don’t accept it, they have to tolerate it. And tolerating chaos is just asterrible an experience as trying to eliminate it.

Non-entrepreneurial executives view the companies where they work astheir place of business. Entrepreneurs, however, consider it practically theirhome … the place where their entire existence is “on the line” every day. It’swhere the drama of their lives is acted out from minute to minute.

Their fate rests on everything that happens within those walls, where theiridentity, value and purpose are being tested constantly. As we mentionedbefore, they consider themselves and the business to be almost the same entity.

The need Entrepreneurs have for order is the need for proof that their livesaren’t being squandered. But because they deeply dread the challengesassociated with their personal-intervention management style, they’d rather getcontrol of the business in a different way … automatically.

They perceive that business problems are attributable to people — tothemselves and their employees — which is why they tend to explain problemsand failures in human terms.

Since being in business is an intensely personal experience for them, it’s notsurprising that successes and reverses are almost always seen as the result ofhuman performance.

Blind, impersonal forces like marketplace dynamics might interest academicsand other ivory tower types, but they’re just idle speculation to the Entrepreneur.If a problem persists, people have to change the way they work in order tosolve it. Period.

However, in starting their own businesses, they made the statement that theyhave no interest in changing themselves. They are what they are, and arestubbornly proud of it, even when they criticize themselves.

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At the same time, they’ve grudgingly reached the conclusion that: (A) theiremployees won’t change either, or: (B) they don’t know how to change theiremployees, or (C) they can’t summon up the energy to make the effort.

One solution is to give the assignment to another person. But, in the rare caseswhere that occurs, Entrepreneurs put themselves back in power as soon assomeone makes a decision they don’t like.

Because they could never surrender genuine control of the business to anyoneelse, except when they’re ready to pass it to their hand-picked successors,order must come in some kind of automatic way ... so that order comes to thebusiness without the owner having to intervene or change people’s behavior. Ineffect, it just happens, automatically. And it happens the way the Entrepreneurwants it to.

It doesn’t take a great leap of logic to reach the point toward which theevidence points – Entrepreneurs want their businesses to be reflections of theirpersonal identities.

These decision makers thaw such personal value and identity from the businessthat it becomes an extension of themselves. It’s as much a part of them as theirchildren. And like all other parents, they want their offspring to show somethingof themselves.

In no way is this an ego trip or anything as shallow as that. It’s a matter ofpersonal survival.

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Make Your Price A True Bargain

Price Want

To gain the best chance of having your price accepted, position it beforeyou start to quote it.

Use Words Like ...

It costs the same as (see below)

It doesn’t cost any more than (see below)

Why They Work

Many types of decision makers are likely to talk endlessly about things likecost-effectiveness, but the Entrepreneur is one of the few who’s really seriousabout it.

The reason is simple — no matter how large the business becomes,Entrepreneurs always perceive that buying anything means taking the moneyout of their own pockets.

Earlier, we said that running a company is an intensely personal experience forEntrepreneurs. Consequently, they consider the company’s cash their personalmoney ... just as they consider the furniture their furniture, the equipment theirequipment and so on.

The ideal product is perceived as being worth the money, producing atangible benefit on a virtual one-to-one basis for each dollar spent. And thebest way to describe that is through what we call “graphic” terms.

In other words, choose a symbol that’s familiar to your decision maker and use itas a model against which he or she can compare the price of your product orservice (e.g., “It cost the same as a set of tires”)

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Using Some of the Words ThatWork for this Decision Maker

In a letter ...

Dear

(Form a Special Instant Bond): There’s nothing like being your ownperson ... doing whatever you want to do, whenever you want to do it.

(How to Make Your Product or Service the Right Answer): To help you get|there, a product or service has to be specific to your unique situation. Italso should be practical and very street smart.

(Move Your Benefits to a Higher Level): But, even the best product orservice won’t do you much good unless it comes from people who arewilling to do whatever it takes to make sure every detail is covered.

(Move Your Benefits to a Higher Level): Then, you’ll have control over abusiness that reflects your personal wishes.

(Make Your Price a True Bargain): And whatever you buy should nevercostmore than ____________(see “Positioning Your Price,” above).

I like to think that (your product or service) and (company) itself can beall that for you. But, you should be free to make that decision for yourself.

(STATE YOUR PURPOSE FOR WRITING THE LETTER, WHAT YOUWANT THE DECISION MAKER TO DO, COMMUNICATE YOUR NORMALSALES MESSAGE, AND FINISH THE LETTER.)

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In the form of advertising copy …

Being Your Own Person

There’s nothing like being your own person ... doing whatever you wantto do, whenever you want to do it.

To help you get there, a product or service has to be specific to yourunique situation. It also should be practical and very street smart.

But, even the best product or service won’t do you much good unless itcomes from people who are willing to do whatever it takes to make sureevery detail is covered.

Then, you’ll have control over a business that reflects your personalwishes. And whatever you buy should never cost more than _________(see“Positioning Your Price,” above).

We like to think that (your product or service) and (company) itself canbe all that for you. But, you should be free to make that decision foryourself.

(COMMUNICATE YOUR NORMAL MARKETING MESSAGE, STATE WHAT YOUWANT THE DECISION MAKER TO DO, AND FINISH THE AD.)

Important:

Always put the Words That Work in generic terms, as if you were describing“universal standards.” Remember, their purpose is positioning. Once youcommunicate them, you can then use whatever words you normally deliver tothe decision maker about your product/service, your benefits, your companyand your price.

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Words That Don’t WorkWith This Decision Maker

Avoid using these words and phrases to describe you, your company or yourproduct/service.

Meanwhile, use them to describe your competitors. You never have to criticizethem in front of the decision maker if you know how to describe yourcompetitors with Words That Don’t Work.

Organization

Sophisticated

Employee

Theoretical

Standardized

Uniform

The same for everyone

Structured

Procedures

Growth

Profitability

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WORDSTHATWORK

© 2001 North American Sales Research InstituteThe Brooks Group – 1.800.633.7762 www.thewordsthatsell.com

Use these words to improve your skills in selling,sales presentations, bonding with clients,copywriting, public speaking, reaching senior leveldecision makers, direct response, negotiating,mediating, prospecting, cold calling, websitecopy, business writing, public relations, businesspresentations, marketing strategy, brochuredesign, advertising design, positioning, persuasion,staffing selection, coaching and mentoring,psychological profiling, personal development,consulting, bargaining, motivating or inspiring,email marketing, NLP, body language,personalization, defusing tense situations, dealingwith objections, closing sales and maximizingconversion ratios.

with the

Entrepreneur(Financial Background)

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The Words That Work was original research that was developed for useexclusively in the political arena. Based upon his fantastic success with politicalcandidates, Tom Travisano went on to observe over 12,000 salespeople over a20 year period. His findings were then ready for real-world application as relatedto sales improvement and enhancement. Based on this subsequent research BillBrooks joined Travisano as they wrote the blockbuster book, You’re Working TooHard To Make The Sale, which was published through Business One Irwin in 1995. After the unfortunate death of Travisano, Brooks continued to develop theconcept that certain words work with great precision in specific sales situationswith varying customer types. Prior to Travisano’s death he and Brooks hadbegun to produce an extensive library of terms and phrases that key decisionmakers respond to most favorably as they relate to the overall sales relationship,perception of products and services, benefits most sought, expectations ofvendor delivery and price. For example, the words that work best for aCorporate CEO are not the same words that work best for an Entrepreneurialleader.

Your purchase of Words That Work is a great and wise investment in developingspecific communication skills for your targeted market. It is not uncommon tofind that more than one report is helpful in recognizing and properly addressingthe prospect or audience of your desire. We recommend that you consideradditional reports for other types of buyers that are closely related to those inyour primary market. For instance a Primary Care Physician could also be anEntrepreneur or a CEO type. Note that each library includes tips on how toidentify these types more specifically and choose your precise, exact wordsaccordingly.

Why Words That Work Truly Work

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The complete set of Words That Work packages includes separate profiles for:

Entrepreneur (General)Entrepreneur (Financial Background)Entrepreneur (Engineering Background)Entrepreneur (Operations Background)FranchiseeCEO (General Non-Entrepreneurial Background)CEO (Financial Background)CEO (Engineering Background)CEO (Operations Background)Corporate ExecutiveChief Financial OfficerChief Information OfficerResearcherHuman Resources (Training Executives)Purchasing Agent/ManagerReal Estate ManagerInsurance Claims AdjusterFacilities ManagerArchitect (Principal)Architect (non-Principal)Attorney (Litigating)Attorney (Non-litigating)Accountant (Principal)ChiropractorDentist/OrthodontistPrimary Care PhysicianMedical/Dental Office ManagerHospital AdministratorHospital Materials ManagerSurgeonOncologistPathologistRadiologistHematologistSemi-conductor “Fab” ManagerEquipment EngineerProcess EngineerDesign Engineer

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Form A Special Instant Bond

Primary Want

To form a strong bond with this decision maker, include in your presentation adescription of what you believe he or she really wants.

Use Words Like ...

Being in charge

Call your own shots

Personal independence

Being your own person

Make the business run your way

Do whatever you want to do, whenever you want to do it

Have complete control over your business

Make the business run by the numbers

Have a financially stable business

Financially solid

A guaranteed future

Why They Work

Like most other types of Entrepreneurs, this one wants to be personally inde-

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pendent. He or she wants to be free from the control, domination or influenceof any kind of boss.

However, there’s also a large desire here for a level of financial stability, whichthe other Entrepreneur types don’t feel nearly as urgently.

Most Entrepreneurs, including this type, aren’t trying to build financial empiresfor themselves.

For the most part, they went into business because they wanted to achieve afar more limited goal — a respectable income without having to put up with aboss.

And in the case of this type of Entrepreneur, that income must be guaranteedby a financially stable business.

It’s certainly true that every Entrepreneur would like his or her business to befinancially stable. But, there are substantial differences between other types ofEntrepreneur and this one.

While the others would “like” to have financial stability, it’s not a daily obsessionwith them. What’s more, many of them have an almost cavalier attitude towardit ... believing that they can continue to “get by” without it.

Having enough cash to pay themselves, their employees and their creditors isthe foremost priority. The concept of financial stability, however, is an abstrac-tion (see later) which only the Entrepreneur with a financial background cantruly grasp and “feel.”

Given his or her financial background, this decision maker might have held aposition in a large organization prior to becoming an Entrepreneur.

But, no matter how prestigious or well-paying the position might have been, itwasn’t sufficiently satisfying for him or her.

If there’s a fact about most types of Entrepreneurs that rings most true, it’s thatthey’re almost unemployable. They’re resentful toward any form of authoritythat’s being exerted over them.

Like most other types of decision makers, of course, Entrepreneurs come in avariety of subsets.

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For example, Entrepreneurs with financial, engineering and operations back-grounds were usually more obedient when they were working for someone elsethan the ones with sales and marketing backgrounds were.

Yet, all of them were driven into business for themselves by the desire for per-sonal independence because being life-long employees runs against the fiberof their being.

As a result, the desire for personal freedom — more than any other impulse —made them Entrepreneurs.

The impulse wasn’t profit or riches. It was freedom…even for Entrepreneurs withfinancial backgrounds.

You can summarize almost all the approaches salespeople use with Entrepre-neurs in two words: profitability and growth. In other words, they promise eithera better bottom line or a bigger business. A few promise both.

The concept of “profitability” is merely an intellectual abstraction for almost allEntrepreneurs.

Since they can’t “feel it,” it has no emotional urgency or meaning for them.They relate more readily and eagerly to the amount of money they have in thechecking account or the cash register at the end of every day, or week, ormonth.

Cash matters more to most Entrepreneurs than profits ever could. It represents areality they understand and respect. When compared with the real-world signifi-cance of cash, profits seem empty and theoretical … merely an entry on afinancial statement.

This is an area, however, where Entrepreneurs with financial backgrounds differfrom their counterparts.

They do grasp the significance of an abstraction such as profitability and, there-fore, it does have emotional appeal for them. But never make the mistake ofassuming that it matters more than personal freedom.

The fact is, profitability is only a means to an end. It’s the means by which inde-pendence is gained. Unlike the CFOs who remain life-long employees of theircompanies, financial stability isn’t an end-in-itself for these decision makers.

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In that regard, they “fall in between” conventional chief financial officers andthe other types of Entrepreneurs.

“Growth” raises the fear that they’ll lose control over their businesses, a fearwhich comes from a perception that’s fundamental to how Entrepreneurs ap-proach business.

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How to Make Your Product orService The Right Answer

Product and Service Want

To gain the best chance of having your product/service claims believed andaccepted, position it before you start to describe it.

Use Words Like ...

Balanced

Taking the key priorities into account

Risk-free

Scientifically designed and developed

Designed with finances and operations in mind

Based on what a business is all about

Doesn’t make you dependent on guesswork

You can know, rather than guess

Why They Work

The ideal product or service will be perceived as having been designed anddeveloped on the basis of a balance between financial and operational priori-ties

In addition, it must be thought of as not being likely to interrupt the company’soperating routines and procedures.

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When they were employees, Entrepreneurs with financial backgrounds had apeculiar view of the other senior managers in their companies.

The other divisional and departmental managers — Marketing, Engineering,Sales, Production and so on — had a greater tolerance for risk than these Entre-preneurs did.

That tolerance was considered a weakness by these decision makers because itcould, in their opinion, put the company in a dangerous position.

Plus, the other senior managers were perceived as having another weakness.

They either:

A. Didn’t truly understand business, or

B. Lacked a scientific basis for making decisions.

Engineering people (including the head of Engineering) fell into that first group.As far as this decision maker is concerned, they didn’t “understand business.”

Their decisions were based on the science of engineering but that science onlyrelated to product development, process control, equipment maintenance andso on.

In no way did their science relate to dollars and cents the way this decisionmaker understands dollars and cents. In other words, the engineering people inhis or her former company didn’t have a good grasp of business priorities.

In contrast to Engineering, the other senior managers and their people —Sales, Marketing and so on — might have had a better understanding of busi-ness, but they weren’t close to being “scientists”

This decision maker believed that they lacked a “scientific” basis for their deci-sions. Instead, they made decisions on “soft” grounds … intuition, guesswork andso forth. That’s because they were managing “intuitive” tasks.

Therefore, it was impossible to trust their judgment because they were too re-moved from the one, true reality … financial reality. After all, “the numbers”don’t lie and the numbers are the science on which these Entrepreneurslearned to base their judgments.

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They know and trust the science of accounting/finance.

So, those former co-workers were either “scientists” who weren’t businesspeople or business people who didn’t make “scientific” decisions.

In either case, they didn’t have that firm grasp on reality, which can only comefrom knowing the numbers. As a result, their judgments weren’t balanced, andthe whole idea of balance is vitally important to this decision maker.

In this Entrepreneur’s world, everything must come out even, precisely the waya balance sheet does. And, as we’ll find out when we talk about how to posi-tion your price, all the proportions and ratios have to be in place.

As a result, your product or service must reflect a balance based on the twinsupports of business acumen and scientific knowledge.

With those two pillars in place, your product or service will be perfectly bal-anced between the two priorities of finance and operations. And both of themare vital.

Finance is crucial for the obvious reason … this decision maker’s early careerwas devoted to finances.

Operations are important because, as we’re going to find out later, this decisionmaker has a deep desire for an orderly business in which everyday routines arekept intact.

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How to Make Your OrganizationThe Ideal Provider

Provider Want

To gain the best chance of having your company accepted as an idealprovider, position it before you start to describe it.

Use Words Like ...

Sensible

No-nonsense

No extravagant claims

Financially stable

Has a financial impact that’s proportionate to the price

Gives you a reasonable return on investment

Why They Work

Entrepreneurs with financial backgrounds want to do business with financiallystable organizations which guided by sensible, no-nonsense thinking that’s not“sales-minded.”

As far as these decision makers are concerned, a company’s most impressiveachievement isn’t an outstanding product or service, large market share, cut-ting-edge R&D or responsive customer service.

The most auspicious achievement a company can have is to be financiallystable.

It “counts for more” in their minds than product excellence, vision, talent or any

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other virtue most people associate with a successful company.

The reason is, of course, that financial stability is the key to personal indepen-dence (see earlier). And even though these decision makers don’t have muchof an interest in your independence, they can’t help searching your companyfor the same qualities they want to find in their own companies.

Most of these Entrepreneurs have a strange option of what financial stabilityreally signifies it “proves” that a product or service has a market, satisfies itscustomers has sufficient quality.

Most people consider financial stability the result of those factors. These decisionmakers consider it the cause!

Financial stability comes before market success, and it’s produced by a sensiblementality. Everything is reasoned and well thought out. Everything is the livingembodiment of balance and proportion.

Entrepreneurs with a financial background also want to find in you an atti-tude which we describe as “no-nonsense.” In short, they must perceive that youapproach tasks in the same frame of mind as they do.

Then, your product or service will not only work, but will vindicate everythingthey believe in and hold sacred.

And one of the things they believe is that salespeople are fundamentally not tobe trusted.

Their perception is that most salespeople don’t have much to say that’s legiti-mate because they don’t understand anything about finance, except for theability to quote “numbers” the way some technical salespeople use buzzwords.

So, salespeople are supposedly manipulative because that’s all they have torely on. (We’re speaking, of course, of the decision maker’s perceptions.) Ontop of that, they have a “sales-minded” tendency to make extravagant claims.

For example, these Entrepreneurs can’t let themselves trust salespeople whoclaim their products or services will have a financial impact that’s disproportion-ate to the cost.

In other words, don’t try to convince this decision maker that a tiny investmentwill yield huge returns.

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As we said before, this decision maker’s world is one of balance, proportion andratios. Results must be perceived, therefore, as being in proportion to the price.And the return on investment ought to be moderate and sensible.

This isn’t the kind of Entrepreneur who seems to be forever looking for the oppor-tunity to make “a killing.”

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Move Your BenefitsTo A Higher Level

Benefit Want

To gain the best chance of having your benefit claims believed and ac-cepted, position them before you start to describe them.

Use Words Like ...

Order (in the business)

Control

Be in control automatically

Order that reflects your personal wishes

No more chaos

Never tolerate disorder again

Have the business run by the numbers

Run quantifiably

Keep your internal systems and procedures running smoothly

Why They Work

These decision makers want order in the business in the form of automaticcontrol the reflects their personal identity.

At the same time, that order must also protect the company’s operating rou-tines and procedures. That need is a hold-over for this type of Entrepreneur from

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the days when he or she was in Finance.

Few things can be more comforting for Entrepreneurs with a financial back-ground than operating routines and procedures, which go on uninterrupted.They provide a sense of comfort — something to “hold onto” — which thesedecision makers desperately want.

If there’s a word that reminds most Entrepreneurs of their businesses, that wordis “chaos.”

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Make Your Price A True Bargain

Price Want

To gain the best chance of having your price accepted, position it beforeyou start to quote it.

Use Words Like ...

A textbook price

Priced according to a textbook formula

Why They Work

The ideal price is one that’s developed according to “textbook” ratios.

These decision makers don’t want to cheat and don’t want to be cheated.

They’re really not seeking to “take” you or in any other way strike a deal thatinjures you. They’re not, therefore, the ruthless negotiator who wears his greeneye shadow while he or she picks your pocket.

Just as they believe in balance and proportion in the other areas (see earlier),they also believe in it here.

They want only to perceive that your profit margins are what can be calledbalanced or sensible. Pricing is, to them, a matter of ratios.

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Using Some of the Words ThatWork for this Decision Maker

In a letter …

Dear

(Form a Special Instant Bond): There’s nothing like being your ownperson … doing whatever you want to do, whenever you want to do it ina financially solid business.

(How to Make Your Product or Service the Right Answer): To help you getthere, a product or service has to be risk-free and be designed with fi-nances and operations in mind.

(How to Make Your Organization the Ideal Provider): But, even the bestproduct or service won’t do you much good unless it comes from a finan-cially stable company that’s governed by sensible, no-nonsense thinking.

(Move Your Benefits to a Higher Level): Then, you have a business that runsby the numbers — with your systems and procedures running smoothly.

(Make Your Price a True Bargain): And whatever you buy should bepriced according to a textbook formula.

I like to think that (your product or service) and (company) itself can beall that for you. But, you should be free to make that decision for yourself

(STATE YOUR PURPOSE FOR WRITING THE LETTER, WHAT YOUWANT THE DECISION MAKER TO DO, COMMUNICATE YOUR NORMALSALES MESSAGE, AND FINISH THE LETTER.)

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In the form of advertising copy …

Being Your Own Person ...in a Financially Stable Business

There’s nothing like being your own person … doing whatever you wantto do, whenever you want to do it in a financially solid business.

To help you get there, a product or service has to be risk-free and bedesigned with finances and operations in mind.

But, even the best product or service won’t do you much good unless itcomes from a financially stable company that’s governed by sensible,no-nonsense thinking.

Then, you have a business that runs by the numbers — with your systemsand procedures running smoothly.

And whatever you buy should be priced according to a textbook for-mula.

We like to think that (your product or service) and (company) itself canbe all that for you. But, you should be free to make that decision for your-self

(COMMUNICATE YOUR NORMAL MARKETING MESSAGE, STATEWHAT YOU WANT THE DECISION MAKER TO DO, AND FINISH THEAD.)

Important:

Always put the Words That Work in generic terms, as if you were describing “uni-versal standards.” Remember, their purpose is positioning. Once you communi-cate them, you can then use whatever words you normally deliver to the deci-sion maker about your product/service, your benefits, your company and yourprice.

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Words That Don’t WorkWith This Decision Maker

Avoid using these words and phrases to describe you, your company or yourproduct/service.

Meanwhile, use them to describe your competitors. You never have to criticizethem in front of the decision maker if you know how to describe your competi-tors with Words That Don’t Work

A huge return on investment

Intuition

Feelings

Perception

Employee

Flexible pricing

Innovative

Experimental

Bold

Daring

Take everyone’s wishes into account

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WORDSTHATWORK

© 2001 North American Sales Research InstituteThe Brooks Group – 1.800.633.7762 www.thewordsthatsell.com

Use these words to improve your skills in selling,sales presentations, bonding with clients,copywriting, public speaking, reaching senior leveldecision makers, direct response, negotiating,mediating, prospecting, cold calling, websitecopy, business writing, public relations, businesspresentations, marketing strategy, brochuredesign, advertising design, positioning, persuasion,staffing selection, coaching and mentoring,psychological profiling, personal development,consulting, bargaining, motivating or inspiring,email marketing, NLP, body language,personalization, defusing tense situations, dealingwith objections, closing sales and maximizingconversion ratios.

with theEntrepreneur(Engineering Background)

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The Words That Work was original research that was developed for useexclusively in the political arena. Based upon his fantastic success with politicalcandidates, Tom Travisano went on to observe over 12,000 salespeople over a20 year period. His findings were then ready for real-world application as relatedto sales improvement and enhancement. Based on this subsequent research BillBrooks joined Travisano as they wrote the blockbuster book, You’re Working TooHard To Make The Sale, which was published through Business One Irwin in 1995. After the unfortunate death of Travisano, Brooks continued to develop theconcept that certain words work with great precision in specific sales situationswith varying customer types. Prior to Travisano’s death he and Brooks hadbegun to produce an extensive library of terms and phrases that key decisionmakers respond to most favorably as they relate to the overall sales relationship,perception of products and services, benefits most sought, expectations ofvendor delivery and price. For example, the words that work best for aCorporate CEO are not the same words that work best for an Entrepreneurialleader.

Your purchase of Words That Work is a great and wise investment in developingspecific communication skills for your targeted market. It is not uncommon tofind that more than one report is helpful in recognizing and properly addressingthe prospect or audience of your desire. We recommend that you consideradditional reports for other types of buyers that are closely related to those inyour primary market. For instance a Primary Care Physician could also be anEntrepreneur or a CEO type. Note that each library includes tips on how toidentify these types more specifically and choose your precise, exact wordsaccordingly.

Why Words That Work Truly Work

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The complete set of Words That Work packages includes separate profiles for:

Entrepreneur (General)Entrepreneur (Financial Background)Entrepreneur (Engineering Background)Entrepreneur (Operations Background)FranchiseeCEO (General Non-Entrepreneurial Background)CEO (Financial Background)CEO (Engineering Background)CEO (Operations Background)Corporate ExecutiveChief Financial OfficerChief Information OfficerResearcherHuman Resources (Training Executives)Purchasing Agent/ManagerReal Estate ManagerInsurance Claims AdjusterFacilities ManagerArchitect (Principal)Architect (non-Principal)Attorney (Litigating)Attorney (Non-litigating)Accountant (Principal)ChiropractorDentist/OrthodontistPrimary Care PhysicianMedical/Dental Office ManagerHospital AdministratorHospital Materials ManagerSurgeonOncologistPathologistRadiologistHematologistSemi-conductor “Fab” ManagerEquipment EngineerProcess EngineerDesign Engineer

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Form A Special Instant Bond

Primary Want

To form a strong bond with this decision maker, include in your presentation adescription of what you believe he or she really wants.

Use Words Like ...

Being in charge

Call your own shots

Personal independence

Being your own person

Make the business run your way

Do whatever you want to do, whenever you want to do it

Have complete control over your business

Make the business run predictably

Establish fall-safe predictability

Be able to quantify everything

Make sure that important decisions are quantified

Quantification

Self-evident/Obvious

Beyond question

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Why They Work

Like most other types of Entrepreneurs, this one wants to be personallyindependent. He or she wants to be free from the control, domination orinfluence of any kind of boss.

However, where the Entrepreneur with a financial background has a desire for afinancially stable business, this type is more concerned with “quantification.”

When starting out on a career (as an engineer), he or she wanted to be in aprofession where the crucial decisions don’t require speculation, intuition oranything less than self-evident quantification.

When something is self-evident, it literally has its own supporting “evidencewithin itself.”

In other words, the fact that it’s true and correct is clear because the facts arethere for everyone to see. No one has to resort to any other source forverification.

And the idea of quantification implies that decisions don’t have to be entrustedto “human” judgment. Whatever factors go into that decision can be measured—“quantified” — with an impersonal and objective set of numbers, or formulaeor logarithms.

Thus, the ideal business will be one in which the crucial decisions are reduced tomathematical calculations whose validity is beyond question.

This is the world in which the engineer wanted to work when he or she set outon a career.

Most Entrepreneurs, including this type, aren’t trying to build financial empiresfor themselves.

For the most part, they went into business because they wanted to achieve afar more limited goal — a respectable income without having to put with aboss.

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How to Make Your Product orService The Right Answer

Product and Service Want

To gain the best chance of having your product/service claims believed andaccepted, position it before you start to describe it.

Use Words Like ...

Minimizes/Eliminates the “human factor”

Protects you from the “human factor”

Reliable

Industry-standard

Proven

Tested

Proven reliability

Tested reliability

Why They Work

Entrepreneurs with engineering backgrounds are usually very suspicious ofproducts and services that depend on the human factor ... what they perceiveas the uncontrollable element in all business-related activities.

They’re happiest and feel most secure when the major part of their professionallives is made up of elements, which are completely “depersonalized”(components, circuits, software and so on).

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Meanwhile, these decision makers are practically driven to distraction whenthey have to rely on people (programmers, “techs,” providers, et al). They knowthat technology can and will fail, but they’re convinced that it fails predictably.

However, the “human factor” represents a gamble for them because theynever know when people are going to “crash.”

The difference in their perceptions of people and technology is, therefore, quiteobvious —they can rely a lot more on the latter than on the former.

Think about the profession they chose.

When they considered starting technical careers, they fully expected to beworking with objects. It might be software, or equipment, or circuits, or drawings,or schematics or any of the other items that are common to their environment.

They didn’t choose marketing, or sales, or human resources or any otherapplication where the work is interpersonal.

They’re not good at those activities and feel vulnerable when they’re in thepresence of anyone who is. In fact, Entrepreneurs with engineeringbackgrounds often mistrust such a person because they tend to perceive him orher as manipulative.

As a result, they feel considerably more comfortable when they’re interactingwith technology (or other engineers). It’s no accident, for example, that most ofthese decision makers are enthusiastic “gadgeteers.” As someone said aboutthem, “They own everything that beeps.”

Don’t be misled by the fascination these decision makers show toward “stateof the art” products and services.

They go to trade shows and immediately head for the booth where the latest,state of the art product or services is being displayed. They gobble up articles intheir favorite technical journal about the cutting-edge breakthroughs, and carryon endless dialogues about them.

However, they rarely buy anything that’s state of the art!

In fact, few decision maker types reveal such a dramatic contradictionbetween what they say and what they do.

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The ideal product or service for these Entrepreneurs is one which has been“proven.”

“Proven reliability” is best demonstrated through a very extensive install base ...where the product or service has a solid track record of performance. Thatsituation, as far as these Entrepreneurs are concerned, comprises the ultimateproof of reliability. At worst, they’re willing to accepted “tested reliability.”

In other words, an “unproven” product or service is tested by the most thoroughand demanding product or service development system imaginable.

Case Study # KMBD-166

A manufacturer (“Company A”) introduced a true state of the artproduct into a high-technology application. It failed. Users couldn’t get itto work properly, while 36% of them never got it to work at all.

After withdrawing the product, the manufacturer developed a second-generation version of it.

Without an install base (not even an alpha site) the new product washighly suspect. Yet, their goal was to obtain an OEM contract with one ofthe world’s most noted companies (“Company B”).

After making a presentation to a committee of Company B designengineers — in which almost the entire focus was on Company A’sproduct development system (rather than the product itself) — CompanyA won the largest OEM contract Company B ever awarded for a newproduct.

These decision makers lean toward the “best scenario – proven, rather thanmerely tested – since it doesn’t make them vulnerable.

They have no desire to be your alpha site, beta site or anything else evenremotely close to that. Their fear of being on the cutting edge is consistent withtheir desire for total predictability and the absence of risk.

Most of these Entrepreneurs aren’t “early adopters.” Even if your product orservice is of the cutting edge variety, therefore, you must take pains to positionit differently.

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Although it might seem like a small point, these decision makers perceive anenormous difference between “reliable” and “dependable.”

When something is “reliable,” it’s predictably consistent in its performance.Anything that’s “dependable,” on the other hand, is being dangerouslydependent on the human factor.

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How to Make Your OrganizationThe Ideal Provider

Provider Want

To gain the best chance of having your company accepted as an idealprovider, position it before you start to describe it.

Use Words Like …

Proven designs are collected

Proven designs are used

Quantified designs

Designs from real-world applications

Large install base

Applications like/similar to/identical to yours

Not dependent on the “human factor”

Why They Work

Your company uses designs, which are proven in real-world applications. Inother words, you’re not dependent on the creativity of your design anddevelopment staff ...which would be just another example of the human factor.

Those designs are then used as the basis for your product or service, which hasbeen used successfully by large numbers of customers.

You don’t “design.” You “collect designs” and incorporate them into yourproduct or service.

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The difference might seem subtle to you, but it’s profound to these decisionmakers. For them, the ideal product or service has been developed bycollecting designs, which are already proven in real-world applications, andincorporating those designs into the product or service.

While most of these Entrepreneurs want the application from which the productor service design was developed to be identical to theirs, they’re usually willingto “settle for” a highly similar one.

But whether identical or similar, the bigger priority is that the applications basisfor the product or service be totally proven beyond any doubt or speculation. Inother words, it’s quantified.

There’s another issue at work here — the human factor.

That tells you a great deal about the kind of provider most of theseEntrepreneurs prefer. Specifically, they want you to be as free of “people-dependence” as they want to be.

As we said before, they know full well that technology will break down. It isn’tinfallible. Yet, it has a predictable performance, which people simply don’thave.

When it comes to making big decisions, engineering-oriented Entrepreneurswant to “leave it to the data.” So, they want a product or service that’s doesn’thave to rely on people for its performance.

It makes perfect sense, therefore, that he’d be drawn to a provider who has thesame point of view.

A provider like that will have gotten human imperfection out of the product orservice through rigorous “proving” or, at least, “testing.” (Remember, “proven” isalways better than “tested” for these decision makers.)

Notice how some of the Words That Work are rendered:

“Proven designs are collected”

“Proven designs are used”

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When communicating with these decision makers, whether in writing or verbally,make sure you follow these guidelines:

1. Speak in the third personThese Entrepreneurs will form more positive perceptions of providers whocommunicate in the third person than the ones who communicate in the firstperson.For example, use this type of language when referring to the developmentof your product or service:

“It was developed ...” (third person)

Rather than...

“We developed it ...” (first person)

The third person has a much stronger association with all the“depersonalized” attributes these decision makers prize so highly.

2. Use the past tense

By using the past tense — “It was developed” — you convey a comfortingsense of solidity and reliability.

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Move Your BenefitsTo A Higher Level

Benefit Want

To gain the best chance of having your benefit claims believed andaccepted, position them before you start to describe them.

Use Words Like ...

Order (in the business)

Control

Be in control automatically

Order that reflects your personal wishes

No more chaos

Never tolerate disorder again

Why They Work

If there’s a word that reminds most Entrepreneurs of their businesses, that wordis “chaos.”

Every senior executive in every large company must learn to deal with a certainamount of disorganization, and tolerate it. Entrepreneurs, on the other hand,can’t deal with it and can’t tolerate it either.

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When they try to deal with chaos, they become victims of their ownmanagement style. If you recall from what we said before, running a business isan act of physical labor rather than intellectual insight they manage by direct,personal intervention.

Consequently, they experience an exhausting drain on their energies wheneverthey wear the manager’s hat. Being in charge wears them down, andovercoming the disorder in the business is a challenge they’d do anything toavoid.

If they accept the challenge, they know they’re going to be totally exhausted.But if they don’t accept it, they have to tolerate it. And tolerating chaos is just asterrible an experience as trying to eliminate it.

Non-entrepreneurial executives view the companies where they work as theirplace of business. Entrepreneurs, however, consider it practically their home …the place where their entire existence is “on the line” every day. It’s where thedrama of their lives is acted out from minute to minute.

Their fate rests on everything that happens within those walls, where theiridentity, value and purpose are being tested constantly. As we mentionedbefore, they consider themselves and the business to be almost the same entity.

The need Entrepreneurs have for order is the need for proof that their livesaren’t being squandered. But because they deeply dread the challengesassociated with their personal-intervention management style, they’d rather getcontrol of the business in a different way … automatically.

They perceive that business problems are attributable to people — tothemselves and their employees — which is why they tend to explain problemsand failures in human terms.

Since being in business is an intensely personal experience for them, it’s notsurprising that successes and reverses are almost always seen as the result ofhuman performance.

Blind, impersonal forces like marketplace dynamics might interest academicsand other ivory tower types, but they’re just idle speculation to the Entrepreneur.If a problem persists, people have to change the way they work in order tosolve it. Period.

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However, in starting their own businesses, they made the statement that theyhave no interest in changing themselves. They are what they are, and arestubbornly proud of it, even when they criticize themselves.

At the same time, they’ve grudgingly reached the conclusion that: (A) theiremployees won’t change either, or: (B) they don’t know how to change theiremployees, or (C) they can’t summon up the energy to make the effort.

One solution is to give the assignment to another person. But, in the rare caseswhere that occurs, Entrepreneurs put themselves back in power as soon assomeone makes a decision they don’t like.

Because they could never surrender genuine control of the business to anyoneelse, except when they’re ready to pass it to their hand-picked successors,order must come in some kind of automatic way ... so that order comes to thebusiness without the owner having to intervene or change people’s behavior. Ineffect, it just happens, automatically. And it happens the way the Entrepreneurwants it to.

It doesn’t take a great leap of logic to reach the point toward which theevidence points – Entrepreneurs want their businesses to be reflections of theirpersonal identities.

These decision makers thaw such personal value and identity from the businessthat it becomes an extension of themselves. It’s as much a part of them as theirchildren. And like all other parents, they want their offspring to show somethingof themselves.

In no way is this an ego trip or anything as shallow as that. It’s a matter ofpersonal survival.

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Make Your Price A True Bargain

Price Want

To gain the best chance of having your price accepted, position it beforeyou start to quote it.

Use Words Like ...

Stable

Not subject to wide swings

No radical shifts

Why They Work

A stable price is one that has neither been, nor will be, subject to radicalchange.

If a product or service is genuinely reliable — and if it has an impressive installbase — it’s obviously a long-term “player” in the market.

That being true, radical price shifts either upward or downward are unsettling forthese Entrepreneurs.

Nothing associated with you should be perceived as radical, sudden orunexpected. The “fabric” of the decision maker’s experience with you has to besmooth and seamless.

It isn’t true, therefore, that your price must be the lowest or even close to thelowest.

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Using Some of the Words ThatWork for this Decision Maker

In a letter …

Dear

(Form a Special Instant Bond): There’s nothing like being your ownperson...doing whatever you want to do, whenever you want to do it in abusiness that gives you fall-safe predictability.

(How to Make Your Product or Service the Right Answer): You can getthere with anindustry-standard product or service that’s both reliable and proven.

(How to Make Your Organization the Ideal Provider): But, even the bestproduct or service won’t do you much good unless it has a proven designthat’s been quantified in a real-world application.

(Move Your Benefits to a Higher Level): Then, you’ll have order thatreflectsyour personal wishes.

(Make Your Price a True Bargain): And whatever you buy should have astable price that isn’t subject to wide swings.

I like to think that (your product or service) and (company) itself can beall that for you. But, you should be free to make that decision for yourself

(STATE YOUR PURPOSE FOR WRITING THE LETTER, WHAT YOUWANT THE DECISION MAKER TO DO, COMMUNICATE YOUR NORMALSALES MESSAGE, AND FINISH THE LETTER.)

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In the form of advertising copy …

Being Your Own Person ...in a Fail-Safe Business

There’s nothing like being your own person ... doing whatever you wantto do, whenever you want to do it in a business that gives you fail-safepredictability.

You can get there with an industry-standard product or service that’sboth reliable and proven.

But, even the best product or service won’t do you much good unless ithas a proven design that’s been quantified in a real-world application.

Then, you’ll have order that reflects your personal wishes.

And whatever you buy should have a stable price that isn’t subject towide swings.

We like to think that (your product or service) and (company) itself canbe all that for you. But, you should be free to make that decision foryourself.

(COMMUNICATE YOUR NORMAL MARKETING MESSAGE, STATEWHAT YOU WANT THE DECISION MAKER TO DO, AND FINISH THEAD.)

Important:

Always put the Words That Work in generic terms, as if you were describing“universal standards.” Remember, their purpose is positioning. Once youcommunicate them, you can then use whatever words you normally deliver tothe decision maker about your product/service, your benefits, your companyand your price.

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Words That Don’t WorkWith This Decision Maker

Avoid using these words and phrases to describe you, your company or yourproduct/service.

Meanwhile, use them to describe your competitors. You never have to criticizethem in front of the decision maker if you know how to describe yourcompetitors with Words That Don’t Work.

State of the art

Intuition

Feelings

Perception

Cutting edge

Pushing the edge of the envelope

Innovative

Experimental

Bold

Daring

People

Human ingenuity

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WORDSTHATWORK

© 2001 North American Sales Research InstituteThe Brooks Group – 1.800.633.7762 www.thewordsthatsell.com

Use these words to improve your skills in selling,sales presentations, bonding with clients,copywriting, public speaking, reaching senior leveldecision makers, direct response, negotiating,mediating, prospecting, cold calling, websitecopy, business writing, public relations, businesspresentations, marketing strategy, brochuredesign, advertising design, positioning, persuasion,staffing selection, coaching and mentoring,psychological profiling, personal development,consulting, bargaining, motivating or inspiring,email marketing, NLP, body language,personalization, defusing tense situations, dealingwith objections, closing sales and maximizingconversion ratios.

with theEntrepreneur(Operations Background)

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The Words That Work was original research that was developed for useexclusively in the political arena. Based upon his fantastic success with politicalcandidates, Tom Travisano went on to observe over 12,000 salespeople over a20 year period. His findings were then ready for real-world application as relatedto sales improvement and enhancement. Based on this subsequent research BillBrooks joined Travisano as they wrote the blockbuster book, You’re Working TooHard To Make The Sale, which was published through Business One Irwin in 1995. After the unfortunate death of Travisano, Brooks continued to develop theconcept that certain words work with great precision in specific sales situationswith varying customer types. Prior to Travisano’s death he and Brooks hadbegun to produce an extensive library of terms and phrases that key decisionmakers respond to most favorably as they relate to the overall sales relationship,perception of products and services, benefits most sought, expectations ofvendor delivery and price. For example, the words that work best for aCorporate CEO are not the same words that work best for an Entrepreneurialleader.

Your purchase of Words That Work is a great and wise investment in developingspecific communication skills for your targeted market. It is not uncommon tofind that more than one report is helpful in recognizing and properly addressingthe prospect or audience of your desire. We recommend that you consideradditional reports for other types of buyers that are closely related to those inyour primary market. For instance a Primary Care Physician could also be anEntrepreneur or a CEO type. Note that each library includes tips on how toidentify these types more specifically and choose your precise, exact wordsaccordingly.

Why Words That Work Truly Work

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The complete set of Words That Work packages includes separate profiles for:

Entrepreneur (General)Entrepreneur (Financial Background)Entrepreneur (Engineering Background)Entrepreneur (Operations Background)FranchiseeCEO (General Non-Entrepreneurial Background)CEO (Financial Background)CEO (Engineering Background)CEO (Operations Background)Corporate ExecutiveChief Financial OfficerChief Information OfficerResearcherHuman Resources (Training Executives)Purchasing Agent/ManagerReal Estate ManagerInsurance Claims AdjusterFacilities ManagerArchitect (Principal)Architect (non-Principal)Attorney (Litigating)Attorney (Non-litigating)Accountant (Principal)ChiropractorDentist/OrthodontistPrimary Care PhysicianMedical/Dental Office ManagerHospital AdministratorHospital Materials ManagerSurgeonOncologistPathologistRadiologistHematologistSemi-conductor “Fab” ManagerEquipment EngineerProcess EngineerDesign Engineer

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Form A Special Instant Bond

Primary Want

To form a strong bond with this decision maker, include in your presentation adescription of what you believe he or she really wants.

Use Words Like ...

Being in charge

Call your own shots

Personal independence

Being your own person

Make the business run your way

Do whatever you want to do, whenever you want to do it

Have complete control over your business

Concrete

A clear-cut environment

Keep the business humming along

Tangible

Real/Real-world

Have everything in its place

Get things organized

Order/Orderly

Keep everything buttoned down

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Why They Work

Like most other types of Entrepreneurs, this one wants to be personally inde-pendent. He or she wants to be free from the control, domination or influenceof any kind of boss.

Most Entrepreneurs, including this type, aren’t trying to build financial empiresfor themselves.

For the most part, they went into business because they wanted to achieve afar more limited goal — a respectable income without having to put with aboss.

As enthusiastic as some decision maker types are about abstract theories andmodels, Entrepreneurs with operations backgrounds are just as wed to “con-crete” reality.

They deeply mistrust anything that seems complicated or abstract, being morecomfortable with what’s perceived as “real” and “real-world.”

They’re “hands-on” people with no intellectual pretensions. In fact, most ofthem believe they have to “produce” in much the same way an auto me-chanic believes he or she will never survive many bad repair jobs.

Meanwhile, that mechanic is thoroughly convinced that the service managercan get by on the strength of his or her interpersonal skills, supercharged brainpower or whatever other intangible virtue the service manager supposedly has(and the mechanic doesn’t).

Just like the relationship between the mechanic and the service manager, thistype of Entrepreneur believes that his or her personal fortunes — unlike the fateof many others in the corporate community — rest squarely on performance.

It’s not just performance in some abstract or intellectual sense, but a very physi-cal sort of performance.

These decision makers can only relate comfortably to what they perceive asbeing concrete, tangible. It’s almost as if they believe “if you can’t touch it, itdoesn’t exist.”

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These Entrepreneurs have a virtual passion for keeping everything hummingalong

Orderliness and routine are of paramount importance to these Entrepreneursbecause nothing will “hum” in the presence of disorganization. Everything must“be in its place” in their world, just as things were when they worked for some-one else instead of for themselves.

Entrepreneurs of this type are usually known for having meticulously neat officesor work stations.

They’re also famous for their charts and other documents which spell out ex-actly what everyone is supposed to do, how it’s supposed to be done andwhen it’s supposed to be done.

In addition, they’re usually masters at scheduling, planning and handling physi-cal resources. Anything of a tangible or clear-cut nature, in fact, coincides withtheir skill sets and their overall attitude toward business.

These Entrepreneurs aren’t at all what most salespeople think of when they thinkof business owners. There’s very little of the usual sloppiness and chaos, whichare so common in entrepreneurial companies.

Organization is a mania.

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How to Make Your Product orService The Right Answer

Product and Service Want

To gain the best chance of having your product/service claims believed andaccepted, position it before you start to describe it.

Use Words Like ...

Designed specifically for your unique situation(e.g., “for small businesses”)

Practical

Street smart

Nothing theoretical or abstract about it

Won’t put any demands on your time

Won’t strain your resources

Why They Work

The Entrepreneur’s desire for flexibility from you is a reflection of two otherneeds — personal independence and products/services that are designedspecifically for their unique situations.

Ironically, small and medium-size businesses outnumber giant companies by asmuch as 45-to-l.

Yet, Entrepreneurs perceive that almost every element of society favors thelarge companies and institutions … university courses, professional and consult-ing services, trade shows, published articles, seminars, books, research data,legislation, periodicals and just about everything else that teaches, explains or

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reveals anything that has any value. And when they look at the structure of thatworld, they perceive a rigid, unyielding indifference.

It’s too big and powerful for them to bend to their will, too impersonal to careabout them and too consumed by what’s of no interest or value to them. Itwon’t yield to their needs or, for that matter, even pay attention to them.

Therefore, they only want to do business with a provider who considers themimportant enough to warrant flexibility or, if you will, very special treatment.

The ideal provider must be willing to make accommodations to what Entrepre-neurs consider their unique requirements. Of course, that provider won’t have toactually be flexible or make the exceptions. You simply have to be perceived asbeing willing to do so.

Remember, the need for personal independence is a statement to the effectthat “I’m different from all the others, so I should get unique treatment.” They’renot claiming to be better than everyone else, only different from them.

That sense of uniqueness — in other words, having special needs — is themain source of these decision makers’ highly suspicious attitude toward mostsalespeople.

You might have noticed that they often begin the sales cycle with the assump-tion that the salesperson doesn’t understand them and is just, “trying to sell mesomething.” And, as we said before, that’s usually a square peg for a roundhole.

If Entrepreneurs are going to perceive that your product or service was de-signed specifically for them (see earlier), they also must perceive that you tookall the necessary steps to make it the right way. That’s why they always demandthat you be more thorough and disciplined than they are. This is what we mightcall a “would have” or “should have” situation.

If they blame their chaos on the lack of resources—which is a common com-plaint— they want to be assured that you did everything they would have doneif they had sufficient resources to make sure that your product or service is rightfor them. In other words, they would have done their own due diligence, alleg-edly, if they had the time and money to do it. That’s the “would have” side.

On the “should have” side, a few Entrepreneurs are honest enough to admitthat their lack of discipline has nothing to do with resources. In those rare cases,they want to know that you did what they should have done.

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Being thorough, therefore, means you’ll protect them from either uncontrollableconditions (“what they would have done”) or from themselves (“what theyshould have done”). In fact, the typical situation reflects some of both.

Although they are often short on resources, they’re also notorious for not beingthorough and they rarely follow through ... even when ample resources areavailable.

That well deserved reputation is a major contributor to their need for indepen-dence. As we said before, they show a range of behavioral traits that makethem unemployable.

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How to Make Your OrganizationThe Ideal Provider

Provider Want

To gain the best chance of having your company accepted as an idealprovider, position it before yon start to describe it.

Use Words Like ...

Regular people

Down-to-earth

Just like you

Think the way you do

Your ideas and opinions matter

Straight-forward

Nothing slick

Why They Work

Most of these Entrepreneurs are well known for having a very friendly, but“no-nonsense,” style.

You might think that they’re “bottom line” people who like to cut right to theheart of the matter without a lot of talking and speculating.

That’s true to a degree. But their attitude in this regard is more indicative of whatthey consider their weakness in handling certain kinds of interactions skillfully.And the one they believe they handle the least adroitly is the one with “slick”salespeople.

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Making decisions gives these Entrepreneurs a fair amount of anxiety … evennon-purchasing decisions.

One of the reasons they surround themselves with such a high degree of orderli-ness, in fact, is that they use it as a buffer – a concrete entity – against the ambi-guities, which are associated with decision making.

Although they’re anything but simple-minded, they do have a lot of discomfortwith abstractions.

The more parts of the business they can put in tangible terms, therefore, theeasier it is for them to cope with having to make decisions. As a matter of fact,concrete reality is a way of avoiding decision-making.

For example, a tightly planned work schedule will hopefully eliminate the needto make decisions “on the spot” about a particular job or project.

If they have that much anxiety with decisions that don’t involve a purchase,you can imagine what these Entrepreneurs feel when they’re confronted withan aggressive salesperson!

If you go back to the example of the mechanic and service manager, you’llrecall that these decision makers don’t think of themselves as persuasive peoplewith highly refined political or interactive skills.

As a result, their discomfort runs very deep when a decision is being influencedby someone with good persuasive skills … like a salesperson.

It’s not surprising, therefore, that these Entrepreneurs feel extremely vulnerable,most uncertain and most exposed to the perceived dangers of “being sold”when they’re in close contact with people who aren’t forthright and direct — inother words, people who are persuasive “sales types.”

The prejudice is, of course, that such people are anything but direct. They’reallegedly evasive and slick, rather than being “just like you” (the decisionmaker).

There’s hardly a decision maker alive who would turn away from a relation-ship with a provider who’s “just like them.” It’s practically a universal humanimpulse.

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Many decision maker types perceive, however, that they have the personalcapability to deal with providers who aren’t “like” themselves. While they mightnot be totally at ease in that situation, they at least feel adequately equippedto handle it.

That’s not the case with these Entrepreneurs. Their tolerance level for dealingwith people who are unlike themselves is unusually low.

By the way, that happens to be a common condition among decision makertypes who have the hands-on, uncomplicated, performance-oriented inclina-tions we’ve already identified.

To these Entrepreneurs, being “just like them” translates into “regular,” down-to-earth people who are very direct, forthright and without guile.

Please understand, we’re not describing a witless slug. Anyone can be intelli-gent and well educated while still being “regular” and guileless.

When they were working in their operations applications — before becomingbusiness owners — these Entrepreneurs often perceived that they were denieda certain degree of respect by other professionals.

In other words, their opinions don’t “count for as much” as did the ideas andsuggestions of many other people ... both inside and outside the company.

And it almost goes without saying that many providers didn’t extend muchmore respect to them, either.

Even though they’re rarely overt about it, they “signal” their sensitivity on thissubject in several ways. So, they approach most interactions with an oftentimesill-concealed agitation — or at least, a tentative posturing.

It would be pleasantly disarming, on the other hand, for you to provide evi-dence that you respect their opinions.

For these decision makers, that would be a welcome change from what they’reaccustomed to in their world.

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Move Your BenefitsTo A Higher Level

Benefit Want

To gain the best chance of having your benefit claims believed and ac-cepted, position them before you start to describe them.

Use Words Like ...

Keep it running

Maintain the performance you want

Keep getting the results you want

Get your hands around what you want and hold onto it

Consistent results

Consistency

Why They Work

This type of Entrepreneur is usually not looking to expand his or her businessdramatically, or achieve any kind of astonishing results.

For most of these decision makers, accomplishing today what you accom-plished yesterday — and achieving tomorrow what you achieved today — isgood enough. In other words, the value of consistency is almost unmatched byanything else.

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Make Your Price A True Bargain

Price Want

To gain the best chance of having your price accepted, position it beforeyou start to quote it.

Use Words Like ...

Stable

Not subject to wide swings

No radical shifts

Why They Work

A stable price is one that has neither been, nor will be, subject to radicalchange.

If a product or service is genuinely reliable — and if it has an impressive installbase — it’s obviously a long-term “player” in the market.

That being true, radical price shifts either upward or downward are unsettling forthese Entrepreneurs.

Nothing associated with you should be perceived as radical, sudden or unex-pected. The “fabric” of the decision maker’s experience with you has to besmooth and seamless.

It isn’t true, therefore, that your price must be the lowest or even close to thelowest.

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Using Some of the Words ThatWork for this Decision Maker

In a letter ...

Dear

(Form a Special Instant Bond): There’s nothing like being your ownperson…doing whatever you want to do, whenever you want to do it in abusiness that hums along with every-thing in place.

(How to Make Your Product or Service the Right Answer): To help you getthere, a product or service has to be specific to your unique situation. Italso should be practical and very street smart.

(How to Make Your Organization the Ideal Provider): But, even the bestproduct or service won’t do you much good unless it comes from down-to-earth, straight-forward people who think the way you do.

(Move Your Benefits to a Higher Level): Then, you’ll be able to get yourhands around what you want, and hold onto it.

(Make Your Price a True Bargain): And whatever you buy should have astable price that isn’t subject to wide swings.

I like to think that (your product or service) and (company) itself can beall that for you. But, you should be free to make that decision for yourself.

(STATE YOUR PURPOSE FOR WRITING THE LETTER, WHAT YOUWANT THE DECISION MAKER TO DO, COMMUNICATE YOUR NORMALSALES MESSAGE, AND FINISH THE LETTER.)

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In the form of advertising copy …

Being Your Own Person ...in a Business That Hums Along

There’s nothing like being your own person … doing whatever you wantto do, whenever you want to do it in a business that hums along witheverything in place.

To help you get there, a product or service has to be specific to yourunique situation. It also should be practical and very street smart.

But, even the best product or service won’t do you much good unless ithas a proven design that’s been quantified in a real-world application.

Then, you’ll be able to get your hands around what you want, and holdonto it.

And whatever you buy should have a stable price that isn’t subject towide swings.

We like to think that (your product or service) and (company) itself canbe all that for you. But, you should be free to make that decision for your-self.

(COMMUNICATE YOUR NORMAL MARKETING MESSAGE, STATEWHAT YOU WANT THE DECISION MAKER TO DO, AND FINISH THEAD.)

Important:

Always put the Words That Work in generic terms, as if you were describing “uni-versal standards.” Remember, their purpose is positioning. Once you communi-cate them, you can then use whatever words you normally deliver to the deci-sion maker about your product/service, your benefits, your company and yourprice.

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Words That Don’t WorkWith This Decision Maker

Avoid using these words and phrases to describe you, your company or yourproduct/service.

Meanwhile, use them to describe your competitors. You never have to criticizethem in front of the decision maker if you know how to describe your competi-tors with Words That Don’t Work.

Sophisticated

Theoretical

Abstract

Standardized

Uniform

The same for everyone

Structured

Growth

Profitability

Keep things flexible

Experimental

Elite

Complex

Experimental

Clever

Stop and reorganize

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WORDSTHATWORK

© 2001 North American Sales Research InstituteThe Brooks Group – 1.800.633.7762 www.thewordsthatsell.com

Use these words to improve your skills in selling,sales presentations, bonding with clients,copywriting, public speaking, reaching senior leveldecision makers, direct response, negotiating,mediating, prospecting, cold calling, websitecopy, business writing, public relations, businesspresentations, marketing strategy, brochuredesign, advertising design, positioning, persuasion,staffing selection, coaching and mentoring,psychological profiling, personal development,consulting, bargaining, motivating or inspiring,email marketing, NLP, body language,personalization, defusing tense situations, dealingwith objections, closing sales and maximizingconversion ratios.

with the

Franchisee

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The Words That Work was original research that was developed for useexclusively in the political arena. Based upon his fantastic success with politicalcandidates, Tom Travisano went on to observe over 12,000 salespeopleover a 20 year period. His findings were then ready for real-world application asrelated to sales improvement and enhancement. Based on this subsequentresearch Bill Brooks joined Travisano as they wrote the blockbuster book, You’reWorking Too Hard To Make The Sale, which was published through Business OneIrwin in 1995. After the unfortunate death of Travisano, Brooks continued to develop theconcept that certain words work with great precision in specific sales situationswith varying customer types. Prior to Travisano’s death he and Brooks hadbegun to produce an extensive library of terms and phrases that key decisionmakers respond to most favorably as they relate to the overall sales relationship,perception of products and services, benefits most sought, expectations ofvendor delivery and price. For example, the words that work best for aCorporate CEO are not the same words that work best for an Entrepreneurialleader.

Your purchase of Words That Work is a great and wise investment in developingspecific communication skills for your targeted market. It is not uncommon tofind that more than one report is helpful in recognizing and properly addressingthe prospect or audience of your desire. We recommend that you consideradditional reports for other types of buyers that are closely related to those inyour primary market. For instance a Primary Care Physician could also be anEntrepreneur or a CEO type. Note that each library includes tips on how toidentify these types more specifically and choose your precise, exact wordsaccordingly.

Why Words That Work Truly Work

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The complete set of Words That Work packages includes separate profiles for:

Entrepreneur (General)Entrepreneur (Financial Background)Entrepreneur (Engineering Background)Entrepreneur (Operations Background)FranchiseeCEO (General Non-Entrepreneurial Background)CEO (Financial Background)CEO (Engineering Background)CEO (Operations Background)Corporate ExecutiveChief Financial OfficerChief Information OfficerResearcherHuman Resources (Training Executives)Purchasing Agent/ManagerReal Estate ManagerInsurance Claims AdjusterFacilities ManagerArchitect (Principal)Architect (non-Principal)Attorney (Litigating)Attorney (Non-litigating)Accountant (Principal)ChiropractorDentist/OrthodontistPrimary Care PhysicianMedical/Dental Office ManagerHospital AdministratorHospital Materials ManagerSurgeonOncologistPathologistRadiologistHematologistSemi-conductor “Fab” ManagerEquipment EngineerProcess EngineerDesign Engineer

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Form A Special Instant Bond

Primary Want

To form a strong bond with this decision maker, include in your presentationa description of what you believe he or she really wants.

Use Words Like ...

Turnkey

Own your own turnkey business

Being in charge

Personal independence

Be your own person

Why They Work

The typical Franchisee wants to earn a respectable income — withouthaving a boss along with it — by taking advantage of “someone else’s turnkeyidea.” And that must take place in a no-risk environment.

Since most Franchisees are really “buying a job” rather than going intobusiness for themselves in the traditional sense, they don’t represent the popularmodel of the entrepreneur.

Most entrepreneurs go into business for themselves along a specific path:

1. They develop a new idea/product/service/concept, or a novelvariation of an old one.

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2. The next step for them is to raise the necessary finds (often in the formventure capital) in order to start a business.

3. In the running of that business, they’re usually resistant to acceptingadvice or guidance “from the outside.” Their ideas and opinions aregiven the greatest credence, and their way of doing business is virtuallysacred.

At the foundation of that experience is an insatiable hunger for personalindependence.

The need to be a free agent is so great, in fact, that those individuals don’tmerely stumble into business for themselves or wind up owning their ownbusinesses through a series of accidental events. Being entrepreneurs ispractically their entire reason for being.

The Franchisee, on the other hand, is an entirely different person.

Unlike the “true” entrepreneur, most Franchisees would make good employees.And most of them were before they decided to seek self-employment.

You should, therefore, consider the Franchisee to be some-where in the middlerange between the true entrepreneur at one end and the lifetime employee atthe other.

It’s true that Franchisees would rather work without having a boss in their lives.But the word is “rather,” not “need to” or “absolutely have to.” Consequently,they don’t have anywhere near the resentment toward power or resistance toauthority that we find in entrepreneurs.

The fact is, the average Franchisee is not only willing to take advice and heedexternal guidance, but usually seeks it out actively.

He or she wants to avoid making far-reaching decisions in relation to such thingsas product development, marketing channels and the like ... all of which thetrue entrepreneur considers a normal part of doing business.

So, the Franchisee is willing to take the plunge into self-employment, but notwith his or her own “idea” for a product or service. The “idea” has to come fromsomeone else (the franchiser) because most Franchisees aren’t very creative.

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In fact, they look to the franchiser for all the creativity and innovation that’sneeded to make the business a success.

The closer the business opportunity comes to being a turnkey operation, themore I appealing it is to the Franchisee.

All the major decisions should have already been made and tested by thefranchiser … long before the franchise was offered for sale.

It’s often said that Franchisees don’t really buy a business opportunity, or afranchise or anything else so grandiose. They buy, instead, an “operationsmanual” — specifically, proof that the risk has been eliminated from thebusiness.

In exchange for that security, the Franchisee is willing to settle for — in fact,happy to settle for — an income level most entrepreneurs would considerinadequate because their dreams are usually bigger than the Franchisee’s.

For the Franchisee, the income need only be respectable enough to pay bills,put some savings away and live like a decent human being.

It’s important for you to remember that, although you might not be sellingfranchises, you still must confront the same emotional issues which franchisershave to face.

In other words, Franchisees don’t consult one set of values and priorities whenthey buy their franchises … and then activate a different set when the buy fromyou. As is the case with all decision maker types, the Words That Work for theFranchisee apply to every purchase.

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How to Make Your Product orService The Right Answer

Product and Service Want

To gain the best chance of having your product/service claims believedand accepted, position them before you start to describe them.

Use Words Like …

Proven

Debugged

Accepted/Popular

Respected

Runs/Operates the same way every day

Safe

Dependable

Why They Work

When a product or a service has been proven, it has a long track record ofsuccessful performance. All the “bugs” have been worked out and the productor service’s acceptance in the marketplace is a matter of obvious fact.

Until and unless that plateau is achieved, the concept is “unproven” as far asthe Franchisee is concerned.

Never lose sight of the fact that one of biggest decisions in the Franchisee’slife — the purchase of the franchise itself — was inspired by his or her perceptionthat the business opportunity was completely proven.

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Evidenced by a battery of operations manuals, that proof is the typicalFranchisee’s major source of comfort. It stands between him or her and thethreat of financial risk and a variety of other uncertainties.

Only a true entrepreneur, not a Franchisee, is willing to embrace risk as anintegral part of the business landscape.

In fact, most entrepreneurs are actually attracted to high-risk situations becausethe presence of risk reinforces how they like to perceive themselves ... bold,courageous, heroic captains of industry.

Before buying his or her franchise, the typical Franchisee had a respectablecareer — middle manager, airline pilot, and so on.

Probably more than anything else, professions like that offer respectability. Inexchange for the opportunity to earn considerable wealth, which theemployee gives up, he or she gets a supposedly secure and respectableenvironment.

Walking away from that environment for a totally new career represents aconsiderable change for the Franchisee.

Even though the new business opportunity might be thoroughly proven, it alsohas to be respectable in every possible way. Otherwise, the financial rewardswill never be worthwhile for the Franchisee.

The average Franchisee really doesn’t want to confront huge businesschallenges, which is a major reason why he or she bought a franchise in the firstplace.

Along with those “operations manuals” we referred to before comes a kind ofdaily work that’s known as “routinized.”

In other words, the franchised operation runs the same way, day in and day out— using the same procedures, following the same policies, implementing thesame systems — and that’s a source of tremendous comfort for the Franchisee.

Figuring out new ways to do things, devising new systems and developing newpolicies on a regular basis is something the Franchisee rarely experienced as anemployee and he or she doesn’t want to experience any of it now, as a self-employed business person.

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Continuously repeated routine is the essence of a franchised businessoperation and the Franchisee’s “emotional anchor.” That anchor, by the way,has to be relatively easy to use, or it will quickly lose its appeal.

Consistent with the Franchisee’s need for a totally proven, turnkey product orservice is the need to not be stretched beyond his or her personal capabilities.

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How to Make Your OrganizationThe Ideal Provider

Provider Want

To gain the best chance of having your company accepted as an idealprovider, position it before you start to describe it.

Use Words Like ...

Steady

Reliable

Excellent marketing capability

Always available to you

Why They Work

It really doesn’t matter if your product or service isn’t a “business opportunity” (afranchise), because it will still be evaluated from that perspective by the Franchisee.And the same is true for your company.

Whether or not you’re offering a franchise for sale isn’t the issue. This decisionmaker type holds all product/service providers —franchisers and non-franchisers — to the same standards.

That being the case, the Franchisee is deeply interested in how reliable yourcompany is ... just as if he or she were actually buying a franchise from you.

True entrepreneurs often believe that they can’t, and don’t even have to,depend on anyone but themselves. If anything, they’ve come to expectunreliability from almost everyone around them.

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Franchisees, on the other hand, could never perform well in such anenvironment. They need to perceive that any company they do business withwill be as steady and reliable as the ideal franchiser is, or as their formeremployers were.

Therefore, you have to always be available to help in every reasonable way.The Franchisee isn’t the typical entrepreneur, who wants to be left alone.

A close “cousin” of the typical Franchisee is the individual who’s attracted tomultilevel business opportunities. That decision maker, by contrast, usually has astrong sales or marketing background, while most Franchisees are extremelyinexperienced in that area.

The fact is, decision makers of almost every type want to find in a product/service provider whatever attributes and assets they lack themselves. For theFranchisee, that means marketing expertise.

Unlike the multi-level candidate, most Franchisees consider marketing amysterious discipline whose complexities are nearly impossible to figure out. Theirperception is that it requires unique instincts and judgments that they lack, nomatter how much training they might be given.

Moreover, the act of “getting customers” (marketing) doesn’t appeal to thetypical Franchisee’s emotional agenda, since it lacks the necessary amount ofrespectability.

For example, of all the methods and procedures that the franchiser gives to theFranchisee, the ones he or she will usually follow most faithfully are related tomarketing.

Whether or not your company can have a marketing impact on his or herbusiness is completely irrelevant. You must be perceived as having considerablemarketing expertise anyway.

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Move Your BenefitsTo A Higher Level

Benefit Want

To gain the best chance of having your benefit claims believed andaccepted, position them before you start to describe the.

Use Words Like ...

Decisions that are obvious

Take the risk out of decision-making

Why They Work

As we said before, this decision maker wants to have all the importantbusiness decisions made by someone else.

The concept of quantification implies that decisions don’t have to be entrustedto intuition or any other kind of human judgment because everything is alreadyproven.

The Franchisee lives with the belief— in fact, the hope — that “the system willdecide.”

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Make Your Price A True Bargain

Price Want

To gain the best chance of having your price accepted, position it beforeyou start to describe it.

Use Words Like …

Prudent

Sensible

Why They Work

A prudent or sensible price is “proof’ that the Franchisee’s need forrespectability is satisfied (see earlier) ... the kind of respectability he or she left inorder to pursue self-employment.

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Using Some of the Words ThatWork for this Decision Maker

In a letter ...

Dear

(Form A Special Instant Bond): Personal independence comes fromowning aturnkey business that lets you be in charge and be your own person.

(Make Your Product or Service the Right Answer): A business like that usesproven, debugged products and services which are respected becausethey run the same way every day. They’re safe and dependable.

(Make Your Organization the Ideal Provider): You can get dependableproducts and services from steady companies with excellent marketingcapability … the companies that are always available to you.

(Move Your Benefits to A Higher Level): There’s no better way to take therisk out of decision-making.

(Make Your Price a True Bargain): And there’s no better price than theone that’s prudent and sensible.

I like to think that (your product or service) and (company) itself can beall that for you. But, you should be free to make that decision for yourself

(STATE YOUR PURPOSE FOR WRITING THE LETTER, WHAT YOUWANT THE DECISION MAKER TO DO, COMMUNICATE YOUR NORMALSALES MESSAGE, AND FINISH THE LETTER.)

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In the form of advertising copy ...

Be In Charge

Personal independence comes from owning a turnkey business that letsyou be in charge and be your own person.

A business like that uses proven, debugged products and services thatare respected because they run the same way every day. They’re safeand dependable.

You can get dependable products and services from steady companieswith excellent marketing capability … the companies that are alwaysavailable to you.

There’s no better way to take the risk out of decision-making.

And there’s no better price than the one that’s prudent and sensible.

I like to think that (your product or service) and (company) itself can beall that for you. But, you should be free to make that decision for yourself

We like to think that (your product or service) and (company) itself canbe all that for you. But, you should be free to make that decision foryourself

(COMMUNICATE YOUR NORMAL MARKETING MESSAGE, STATEWHAT YOU WANT THE DECISION MAKER TO DO, AND FINISH THEAD.)

Important:

Always put the Words That Work in generic terms, as if you were describing“universal standards.” Remember, their purpose is positioning. Once youcommunicate them, you can then use whatever words you normally deliver tothe decision maker about your product/service, your benefits, your companyand your price.

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Words That Don’t WorkWith This Decision Maker

Avoid using these words and phrases to describe you, your company or yourproduct/service.

Meanwhile, use them to describe your competitors. You never have to criticizethem in front of the decision maker if you know how to describe yourcompetitors with Words That Don’t Work.

Experimental

Currently being tested

Make far-reaching decisions

Flexible values and priorities

Implement your own ideas

Challenge

Substantially debugged

Changing routines and procedures

Stretch your capabilities

Risk-taker

Use your marketing capability

Don’t depend on anyone but yourself

Reward that are worth the risk

Page 93: Copywriting to Sell Entrepreneurs

POPULAR WORDS THAT WORK PACKAGES

Chief Executive Package Entrepreneur PackageCEO (General) Entrepreneur (General)CEO (Financial Background) Entrepreneur (Financial Background)CEO (Engineering Background) Entrepreneur (Engineering Background)CEO (Operations Background) Entrepreneur (Operations Background)Entrepreneur (General) FranchiseeChief Financial OfficerChief Information Officer

Corporate Employee Package Independent Professionals PackageCorporate Executive Architect (Principal)Human Resources (Training Executives) Architect (Non-Principal)Chief Information Officer Litigating AttorneyResearcher Non-litigating AttorneyPurchasing Agent/Manager Accountant (Principal)Facilities Manager Primary Care Physician

ChiropractorDentist/OrthodontistFranchisee

Macro Medical Package Independent Medical PackageHospital Administrator Primary Care PhysicianHospital Materials Manager SurgeonSurgeon ChiropractorRadiologist Medical/Dental Office ManagerHematologist Dentist/OrthodontistOncologistPathologistPrimary Care PhysicianChiropractorDentist/OrthodontistMedical/Dental Office Manager

Engineering Package Properties PackageEquipment Engineer Real Estate ManagerDesign Engineer Insurance Claims AdjusterProcess Engineer Facilities ManagerSemi-conductor “Fab” Manager Purchasing Agent/ManagerFacilities Manager Architect (Principal)Researcher Architect (non-Principal)Chief Information Officer

The Brooks Group www.thewordsthatsell.com 1-800-633-7762

Page 94: Copywriting to Sell Entrepreneurs

Print this page and fax or mail it back to The Brooks Group

YES – I want more Words That Work profiles to help me become a better sales profes-sional, writer, presenter and communicator. Please send me the following reports:

Combination Packages -The Entire Words That Work Set of Library Profiles $877Macro Medical Package $267Chief Executive Package $177Entrepreneur Package $127Independent Professionals Package $217Corporate Employee Package $147Hospital Package $195Independent Medical Office Package $127Engineering Package $177Properties Package $147

Individual Profiles - $ 28 per profileEntrepreneur (General)Entrepreneur (Financial)Entrepreneur (Engineering)Entrepreneur (Operations)FranchiseeCEO (General Background)CEO (Financial Background)CEO (Engineering Background)CEO (Operations Background)Corporate Executive (Non-CEO)Chief Financial OfficerChief Information OfficerHuman Resources (Training)

ResearcherPurchasing Agent/ManagerFacilities ManagerAccountant - PrincipalArchitect – PrincipalArchitect - Non-PrincipalAttorney – LitigatingAttorney - Non-LitigatingPrimary Care PhysicianSurgeonPathologistOncologistChiropractorDentist/OrthodontistRadiologistHematologistHospital AdministratorHospital Materials ManagerOffice Manager in a Medical or

Dental PracticeReal Estate ManagerInsurance Claims AdjusterDesign EngineerSemiconductor “Fab” ManagerProcess EngineerEquipment Manager

Payment Method:I’ve enclosed my check payable to “The Brooks Group”Please charge my credit card: Visa Mastercard AMEX Discover

Credit Card #:_________________________________________ Exp Date:_____________

Signature:_______________________________________________

Name:__________________________________________________

Address:________________________________________________

City, State:____________________________________________ Zip:___________________

Phone:______________________ Fax:______________________

E-mail:___________________________________________________

Payment should be mailed to: The Brooks Group1903 Ashwood Ct. Suite C, Greensboro, North Carolina 27455

For credit card phone orders call: 800-633-7762Fax to: 336-282-5707

Print this page and fax or mail it back to The Brooks Group.

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