Janson Resilient through any Challenge

Incl. Bonus - Handle fears problems & sabotage, see crisis as an opportunity for a new start, Learn emotional intelligence anti-stress- strategies & mindfulness
8. Auflage 2026
ISBN: 978-3-96596-369-6
Verlag: Best of HR
Format: EPUB
Kopierschutz: 0 - No protection

E-Book, Englisch, 180 Seiten

Also in the 8th revised and improved edition, published by a government-funded publisher involved in EU programs and a partner of the Federal Ministry of Education, you receive the concentrated expertise of renowned experts (overview in the book preview), embedded in an integrated knowledge system with premium content and 75% advantage. At the same time, you do good and support sustainable projects.
Because resilience is absolutely necessary when sudden changes upset our lives and thus force us to rethink. But as Winston Churchill said so well 'Never waste a good crisis'. And in fact, the most important thing is to view the changes positively and also as a challenge, even if this is difficult at first. It is crucial to have enough resilience and flexibility to be able to deal with such a new situation quickly and correctly. And it requires the ability to learn quickly from a situation what can be done better for the future. Good luck and have fun reading.
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Publisher, journalist and editor Simone Janson is also a best-selling author, was a columnist for WELT and Wirtschaftswoche, and, according to ZEIT, one of Germany's most bloggers on success.

Autoren/Hrsg.

Janson, Simone

Leseproben

5 manipulation techniques: thinking errors fears peer pressure and wrong assumptions
// By Simon O. Sinek

Often enough, we let ourselves be misled by false assumptions, fears, peer pressure, or flimsy promises. An overview of 5 classic manipulation techniques.

Kennedy or someone else?

The 34-year-old man was sworn in as the leader of his country on a cold January day. At his side was his predecessor, a famous general who 15 years earlier had commanded his country's armed forces in a war in which Germany was defeated. The young leader had been raised in the Roman Catholic faith. He watched honorary parades for the next five hours and partied until three in the morning.

It's easy to guess who I'm describing, isn't it? It is January 30, 1933, and I am describing Adolf Hitler and not, as most would assume, John F. Kennedy. The whole point is that we make assumptions. We form an idea of the world around us that is sometimes based on incomplete or incorrect assumptions. In this case, the information I gave was incomplete. Many of you probably thought I was describing John F. Kennedy until I added a little detail: the date.

Decisions based on assumptions - not knowledge

This is important because our behavior is influenced by our assumptions or by supposed truths. We make decisions based on what we think we know. It wasn't long ago that most of humanity believed that the earth was flat. This supposed truth influenced behavior. There were few discoveries in this era. People feared that if they ventured too far they would fall over an edge at the end of the world. So they preferred to stay where they were.

Only with the discovery of a small detail - that the earth is round - did that change. After this discovery, cultures began to explore the planet. Trade routes emerged, spices were traded. Societies began to exchange new ideas, for example in mathematics, which made all imaginable innovations possible. Correcting a simple false assumption moved humanity a little further. One could also say: lost illusions are clarity gained. But what can we do about the power of manipulation?

With carrot and stick

There is no product or service offering on the market that the customer cannot get elsewhere just as cheaply, just as well, with just as good customer service and corresponding properties. Most new products lose their lead within a few months. Innovative products come up against equally or even better products on the market in a very short time. Yet when asked why their customers are loyal to them, most companies will reply that they are better, cheaper, have superior products, and serve their customers better. This shows us that most companies don't know why their customers are their customers. And if a company doesn't understand why its customers are loyal to it, then it will not know why its employees are loyal to it either.

A company that does not know why its customers and employees are loyal has no way of knowing the ways in which it can attract new employees and strengthen the loyalty of existing ones. The reality is that most companies base their decisions on sketchy or even completely wrong assumptions about the forces that drive what is happening in the marketplace.

5 manipulation techniques: this is how influencing people works

There are two methods that can be used to influence people: manipulation or inspiration. Manipulation doesn't have to be a bad thing; it is a normal tactic that is not necessarily harmful. We all manipulated others in our youth. The phrase "I want to be your best friend" is an expression of a negotiation tactic that generations of children have used in order to get things from other children that they wanted. And every child who has already given away a piece of candy to make a new best friend can confirm that the tactic works. Manipulation is common in sales and marketing. This is not only true in the

Economy but also in politics. Types of targeted manipulation are discounts, promotions, peer pressure, addressing fears and wishes or announcing innovations. These funds are used to influence purchasing behavior and voting behavior or to secure support. Companies and other organizations that do not have a clear idea of why their customers are loyal to them tend to use massive manipulation techniques to achieve their goals. And there is a good reason for that. The manipulation is successful.

1. The price as a manipulation technique

Many companies have reservations about discounts, but they use them because they know they are effective. So effective that the temptation is almost irresistible. There are few professional service companies who don't simply drop their prices to close a deal when the chance of a big deal arises.

Discounts are like heroin addiction

No matter how you explain it to yourself or how you explain it to the customer, the price is a highly effective manipulation technique. If we lower the price just enough, the customer will buy the product. We see this in retail at the seasonal "sell-out". If you cut prices low enough, the shelves will empty quickly and space will be made for next season's merchandise.

However, working with discounts can be costly and in trouble for a company. For the seller, discounts are like a heroin addiction. The short-term gain is fantastic, but the more you do it, the harder it becomes to quit. Once shoppers get used to paying a below average price for a product or service, it is very difficult to get them to pay more for it again. And the sellers, who are under intense pressure to keep prices down in order to remain competitive, have to accept that their profit margins are also getting smaller and smaller.

When the price spiral turns downwards

More has to be sold to compensate for the losses. Again, the quickest way to do that is by price. And so the downward spiral of price dependency is started. In the drug world, addicts are called junkies. In the business world, this role has been taken over by consumer goods. Insurance. Home computers. Cell phone service. Packaged goods. There is a long list of consumer goods that have only become part of this through discounts. It is almost always the responsibility of the companies that have to sell their products as consumer goods. Certainly, dropping prices is a perfectly legitimate way of increasing sales; but the challenge is to stay profitable.

Wal-Mart seems to be an exception. The chain built a very successful business model with its discounts. But at a very high cost. Only their size allowed the Wal-Mart group to avoid the dangers of discounts. But the company's fixation on price made it vulnerable to scandals and damaged its image. The trigger for the scandals was always the attempt to keep costs down in order to be able to offer products at low prices. Price always has its costs. The only question is, what do you want to pay for the money you make?

2. Manipulation with buying incentives

General Motors had a bold goal. The company wanted to gain the largest market share in the American auto parts industry. By the XNUMXs, there were four choices in the US auto industry: GM, Ford, Chrysler, and AMC. Before the foreign auto manufacturers appeared in the market, GM dominated. However, as expected, the new competition made it difficult to achieve the goal. There is no need to provide statistics to show what has changed in the auto industry over the past fifty years. But General Motors successfully steered through most of the past century and was able to maintain its dominance with high-priced products.

Buying incentives only work at the beginning

Since 1990, however, Toyota's share of the US auto market has more than doubled. In 2007 Toyota's market share rose from just 7,8 percent to 16,3 percent1. In the same period, GM's US market share plummeted from 35 percent in 1990 to 23,8 percent in 2007. In 2008 that became an unthinkable reality: US consumers bought more foreign than American cars.

Faced with the successes of the Japanese competition, GM and the other American car manufacturers began to offer incentives to buy in the 500s. The goal was to keep the dwindling market share. GM offered massive incentives for customers who bought cars and trucks, with cash back between $ 700 and $ XNUMX. For a long time the actions worked splendidly. GM's sales rose again. But in the long run, the incentives only contributed to the dramatic decrease in GM's profit margin and caused the company's heavy debt.

Customers as cashback junkies

In 2007, GM lost $ 729 per car, largely because of the incentives. When it was realized that the model could not be maintained, GM limited the discounts, but with it sales also fell. No cash, no customers. The auto industry had turned customers into cash-back junkies; customers were no longer willing to pay full price.

Whether “two for the price of one” or “plus free toys” - such campaigns are so widespread that we often forget that we are being manipulated. The next time we buy a digital camera, let's pay attention to the criteria we use to make our purchase decision. It's easy to find a camera that fits your needs - size, number of megapixels, good price, well-known brand name. But one of these cameras may have an action associated with it - a free case or memory card. Given the relative equivalence of properties and performance, that little extra is often the decisive factor in a product. In the B2B area, this is called »value enhancement«. The principle is always the same: to give something away to reduce the sales risk.

The peak of manipulation: 40 percent of customers involuntarily forego discounts

As with the price, you can see that actions are successful. Action...