The Tupperware Effect and Why You’re Influenced to Buy

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The Tupperware Effect and Why You’re Influenced to Buy

Written by Victor Antonio

After The Pitch

Too often in traditional selling the sales pitch either succeeds or fails and the salesperson moves on to the next customer and the next pitch. In value creation selling the sales pitch is just another beginning, whether or not it succeeds. If the customer accepts your value proposition, perhaps with some modification, you have to be sure that it is not only delivered on time and as described, but that it fulfills the promises you made.

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{mosimage}Too often in traditional selling the sales pitch either succeeds or fails and the salesperson moves on to the next customer and the next pitch. In value creation selling the sales pitch is just another beginning, whether or not it succeeds. If the customer accepts your value proposition, perhaps with some modification, you have to be sure that it is not only delivered on time and as described, but that it fulfills the promises you made.

Chances are, however, that you'll leave the pitch meeting with a new list of objections, suggestions and impressions. The first thing to do is let the customer know you heard her objections and suggestions. A letter, an e-mail, or a telephone call that reiterates the objections and enumerates the suggestions your team made during the presentation will reassure the customer that you're still very interested in her business and will do everything you can to refine your offering. This communication should also set a specific date and time to meet again. To address specific objections or suggestions, the appropriate team members should reach the appropriate people in the customer's organization for elaboration or to ask specific questions.

This is a good time to seek more access. You can try to meet with the person you've identified as the decision maker to clarify her objections, or you could ask to visit with people who could explain specific areas of the customer's business. You might even offer to sign a confidentiality agreement to put the customer at ease. When Dennis Simon of XRoads made a proposal that didn't quite resonate with the customer, he followed up with a request to explore the logistic problem the customer was experiencing in China. The customer agreed to let the consulting team in, and based on what they learned, the team was able to shape a value proposition that was exactly what the company needed to improve its cycle time, cost structure, and market position.

In following up with the customer, you can change the scope of the value proposition, narrowing or expanding it as appropriate and resetting the customer's expectations. You might, for example, suggest a shorter-term contract to a customer who is skeptical that you can deliver, or shape a value proposition focused more on efficiency than on revenue growth if you learn that cash is a major concern. In one case, a consulting firm knew that a potential client wanted to brand its commodity products globally and created a value proposition to help the client meet that priority. During the assignment the firm learned that the client company lacked some of the capabilities it needed to meet that objective. Based on those additional insights into the customer's organization, the consulting firm altered its value proposition, and in so doing helped the customer build a brand in a small region -- something the firm knew would succeed. The firm then assembled the facts to show how the value proposition would be beneficial to the customer's business.

Subsequent pitches of the evolving value proposition take much the same form as the original pitch, but for obvious reasons they should be shorter and more focused on resolving specific objections or explaining the modifications made to the value proposition. Each reiteration of the value proposition should move the sales team and the customer closer to agreement while giving the sales team invaluable insight into the inner workings of the customer's decision-making process.

But not all sales pitches will end in success. If at the second or third sales meetings the customer is raising new objectives or finding excuses for not reaching a final agreement, the sales team should begin to question the customer's sincerity. The unfortunate truth is that some customers are not worth keeping.

{mosimage}Scenario: Your friend Ann calls you and invites you to a Tupperware party she is hosting at her house. You find it hard to say no so you agree to be there. You show up and there are other friends and soon to be new friends at the party snacking on hors d'oeuvres and sipping on some wine all the while having polite conversation. Your friend Ann then clinks her wine glass politely with a spoon to get everyone’s attention as she prepares to introduce the Tupperware representative (a friend of Ann’s I’m sure).

The rep begins by introducing herself and then courteously asks everyone in the room to introduce themselves so that everyone can get to know a little more about each other. The rep then asks how many people already own Tupperware. Many of the guests raise their hands. The rep then ask each of them to share their experience with the Tupperware products and how they use them at home to make their lives more convenient. She then talks about the new products Tupperware has and then closes by thanking everyone for taking the time and supporting their friend Ann.

Ann then says, “I’m passing out this form for anyone who is interested in buying any of the items we discussed. And we also have more drinks and hors d'oeuvres.” That’s it, no hard sales pitch and no sales pressure to buy. Next thing you know you filling out a form and signing up to buy a few of the Tupperware items even though you told yourself you wouldn’t. Sound familiar? What happened? Why did you feel compelled to buy something? What I want to do now is dissect exactly what happened and why. If you’ve ever watch one of those crime shows, you’ve probably seen the lead detective, after reviewing the crime scene, recreate exactly what happened based on the evidence. What I want to do is highlight what rules of social dynamics compelled you to buy:

1) When you walked in you were greeted by your friend Ann.

Rule of Liking: we are more likely to be persuaded by people we like, know and trust. We favor buying from people we like,…in this case our friend Ann.

2) You were then offered free hors d'oeuvres and wine.

Rule of Reciprocity: when someone gives you something, you feel a sense of obligation to return the favor in kind…in this case by buying something after eating Ann’s food and drinking her wine.

3) The rep than asked the willing to share their experience with their Tupperware products.

Rule of Social Proof: when we see others doing something, we take our social cues from others and we are inclined to do the same. When the rep asks those who’ve bought in the past to share their experiences, what she is doing is providing you the buyer with ‘proof’ that others love the product and so should you.

4) And, if you were one of those people that volunteered to share your experience with the group, then you were influence by the following rule.

Rule of Consistency: if you make a public statement, you will behave in a manner that is consistent with your public statement. By saying that Tupperware is great you’ve pretty much painted yourself into a mental buying corner. You will look like a liar if you don’t buy some of their newer products after stating how satisfied you are with their products.

Now there are other subtle dynamics at work in this example, but I wanted to highlight the four major rules at work. Each rule in and of itself may or may not be enough to sway someone to make a buying decision, but the cumulative effect is powerful and effective.

So here’s my question to you, “How can you use one or all four of these rules to improve your sales closing ratio?”

{mosimage}Now, many of us at one time or another have been invited to a Tupperware party or something similar. We all know what’s going to happen; someone is going to sell us something at the party. And in the end, we come home with more Tupperware even though our cabinets runneth over with more plastic goodies than we’ll ever need. How did we get sold? Let’s recreate a scenario and then let’s take a closer look.

Victor Antonio
		About the author:
		From food stamps and welfare to being the CEO of a multimillion dollar company, Victor Antonio G. is proof that the American dream of success if alive and well. His audiences come from all walks of life to hear his inspirational message on achieving more than YOU think possible. A poor upbringing from one of the roughest areas of Chicago didn't stop Victor from earning a B.S. Electrical Engineering, an MBA and building a 20 year career as a top sales executive and manager. .