How People Figure Things Out
Psychologists think a lot about how people solve problems. They’ve come up with four functions that come into play: intuition, thinking, feeling, and sensing. People tend to lead their decision-making process with one of these functions. Let’s look at these functions from a selling point of view.
Differentiating with Intuitives
People who use intuition or intuitives concentrate on the possibilities. They avoid the details and tend to look at the big picture.
This type of person would be very susceptible to a differentiating strategy based on your product being the next generation in its category. When the makers of Advil positioned their new ibuprofen as ‘‘advanced medicine for pain,’’ they were differentiating themselves perfectly for the big-picture crowd.
Intuitives are very interested in the possibility of what’s coming next. This is why selling to intuitives is often a very effective way to present a new type of product.
Differentiating with Thinkers
Thinkers are analytical, precise, and logical. They process a lot of information, often ignoring the emotional or feeling aspects of a situation. While they may appear to be ruthless or uncaring, that isn’t really accurate. They are just thinking (Henry Kissinger types).
These people are susceptible to a logical argument of facts about a product. BMW’s differentiating strategy of ‘‘the ultimate driving machine’’ probably works very well with this crowd, especially when they are presented with facts like ergonomic design, maneuverability, non-overweight engine, and lots of expert reviews on how BMWs drive.
Differentiating with Feelers
Feelers are interested in the feelings of others. They dislike intellectual analysis and follow their own likes and dislikes. They enjoy working with people and are capable of great loyalty.
This type of person is ideal for third-party endorsements from experts who look and sound real. The Miracle-Gro campaign that differentiates itself as the ‘‘choice of experts’’ is perfect for feelers. Nice people surrounded by beautiful flowers and talking about the wonders of Miracle-Gro is a perfect strategy.
Differentiating with Sensors
Sensors see things as they are and have great respect for facts. They have an enormous capacity for detail and seldom make errors. They are good at putting things in context.
Hertz’s differentiating strategy of leadership (there’s Hertz and not exactly) is a great program for the sensors, who instinctively know that Hertz is indeed the number one choice in airport locations. (Twenty-five years of telling us they are number one doesn’t hurt.) To them it’s just common sense that Hertz is the best.
People often are a mixture of these functions. Intuitives and feelers both tend to dislike too much detail. Thinkers and sensors work with more information. But they all are trying to make a decision on what to buy, one way or another.
Psychologists think a lot about how people solve problems. They’ve come up with four functions that come into play: intuition, thinking, feeling, and sensing. People tend to lead their decision-making process with one of these functions. Let’s look at these functions from a selling point of view.
Differentiating with Intuitives
People who use intuition or intuitives concentrate on the possibilities. They avoid the details and tend to look at the big picture.
This type of person would be very susceptible to a differentiating strategy based on your product being the next generation in its category. When the makers of Advil positioned their new ibuprofen as ‘‘advanced medicine for pain,’’ they were differentiating themselves perfectly for the big-picture crowd.
Intuitives are very interested in the possibility of what’s coming next. This is why selling to intuitives is often a very effective way to present a new type of product.
Differentiating with Thinkers
Thinkers are analytical, precise, and logical. They process a lot of information, often ignoring the emotional or feeling aspects of a situation. While they may appear to be ruthless or uncaring, that isn’t really accurate. They are just thinking (Henry Kissinger types).
These people are susceptible to a logical argument of facts about a product. BMW’s differentiating strategy of ‘‘the ultimate driving machine’’ probably works very well with this crowd, especially when they are presented with facts like ergonomic design, maneuverability, non-overweight engine, and lots of expert reviews on how BMWs drive.
Differentiating with Feelers
Feelers are interested in the feelings of others. They dislike intellectual analysis and follow their own likes and dislikes. They enjoy working with people and are capable of great loyalty.
This type of person is ideal for third-party endorsements from experts who look and sound real. The Miracle-Gro campaign that differentiates itself as the ‘‘choice of experts’’ is perfect for feelers. Nice people surrounded by beautiful flowers and talking about the wonders of Miracle-Gro is a perfect strategy.
Differentiating with Sensors
Sensors see things as they are and have great respect for facts. They have an enormous capacity for detail and seldom make errors. They are good at putting things in context.
Hertz’s differentiating strategy of leadership (there’s Hertz and not exactly) is a great program for the sensors, who instinctively know that Hertz is indeed the number one choice in airport locations. (Twenty-five years of telling us they are number one doesn’t hurt.) To them it’s just common sense that Hertz is the best.
People often are a mixture of these functions. Intuitives and feelers both tend to dislike too much detail. Thinkers and sensors work with more information. But they all are trying to make a decision on what to buy, one way or another.
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