Oren Klaff Quotes

pitching is one of those business skills that depends heavily on the method you use and not how hard you try. Better method, more money. Much better method, much more money.

Let's consider three of the most fundamental behaviors of human beings:
1. We chase that which moves away from us.
2. We want what we cannot have.
3. We only place value on things that are difficult to obtain.

Your pitch is first going to register in the target’s croc brain. And as we discussed in Chapter 1, the croc brain would like to ignore you. But if you are dynamic enough — giving new and novel information — you will capture the croc’s attention. Once that happens, the croc is going to have one of two primal reactions: • Curiosity and desire, or • Fear and dislike.

Observing power rituals in business situations — such as acting deferential, engaging in meaningless small talk, or letting yourself be told what to do — reinforces the alpha status of your target and confirms your subordinate position. Do not do this!

Narrative and analytical information does not coexist. It cannot; that’s simply impossible. The human brain is unable to be coldly analytical and warmly engaged in a narrative at the same time. This is the secret power of the intrigue frame. When your target drills down into technical material, you break that frame by telling a brief but relevant story that involves you. This is not a story that you make up on the spot; this is a personal story that you have prepared in advance and that you take to every meeting you have. Since all croc brains are pretty similar, you will not need more than one story because the intrigue it will contain will have the same impact on every audience. You need to be at the center of the story, which immediately redirects attention back to you. People will pause, look up, and listen because you are sharing something personal.

The two parts of the attention cocktail are novelty and tension, which in a pitch work together in a feedback loop for about 20 minutes until — no matter what you do or how hard you try — they get out of balance and then stop working altogether.

Broadcasting weakness by seeking validation is often a death sentence.

Setting the frame Telling the story Revealing the intrigue Offering the prize Nailing the hookpoint Getting a decision

The human brain is thus wired by evolution to distrust any information from the outside world and to greatly favor that which originates inside us.

For [target customers] Who are dissatisfied with [the current offerings in the market]. My idea/product is a [new idea or product category] That provides [key problem/solution features]. Unlike [the competing product].

Money is almost useless to any buyer/investor until it purchases what you have. Oh sure, the investor's money can earn a few bucks in Treasury bills or corporate bonds. But that's not what money wants to do. It wants to go to work by investing in deals and buying products. How does this work in the real world? This can seem a little abstract until you fully internalize the following fact: Money cannot do anything without you. The money needs YOU.

You know what decision you want the buyer to make, but the more you push in that direction, the more they dig in, slow down, and change the agenda. They want to make their own decision on their own timeline. Buyers buy how they want to buy, not how you want to sell.

Attention will be given when information novelty is high and will drift away when information novelty is low.

When you are defiant and funny at the same time, he is pleasantly challenged by you and instinctively knows that he is in the presence of a pro.

Only one frame will dominate after the exchange, and the other frames will be subordinate to the winner. This is what happens below the surface of every business meeting you attend, every sales call you make, and every person-to-person business communication you have.