This issue explores a topic: how to get customers to proactively close a deal? By "closing a deal," I mean not just selling products and services, but also winning over clients, HR, investors... Its application is actually quite broad. You want to raise funds—how do you get investors to give you a large sum? You're presenting a project and want to apply for a big budget—how do you win over your boss? You're looking for a job—how do you impress HR and secure a high salary? A very important principle is: You need to activate the ideas in the customer's mind, making them want to buy from you proactively, rather than forcing a sale. This might sound counterintuitive, but let me explain slowly. You're great, but what does that have to do with me? People only buy what they want to buy. First, let's talk about some wrong sales models. I once did consulting for a leading online video platform. At the time, the platform's sales team and I reached a common conclusion: the way they recommended projects was contrary to customer buying logic. They often launched a big drama sponsorship, like "Eternal Love" (三生三世十里桃花), and the pitch deck would say: Our platform is amazing, our data is top-tier across the web, our audience structure is like this, this drama is directed by such-and-such director, with such-and-such actors, and the resources are also top-notch. If you cooperate with us, we'll give you generous resources. I jokingly called this the "let's be great together" model. I think this is a typical sales approach that customers really dislike. Because "you're great, but what does that have to do with me? Why should I approve and cooperate with you?" Think about it: does your company also sell projects this way? For example, in the advertising industry, when pitching our company, we often say we've served top clients like Coca-Cola, McDonald's, and P&G; we've won awards like One Show, Golden Mouse, and Effie; we're agents for multiple platforms... What's the customer's reaction to such a pitch? They immediately start scrutinizing your project and company like an interrogator, asking many tough questions. For instance, you say the director is great. But as far as I know, he's always directed modern dramas; now he's doing a period drama—can he pull off this crossover? Then they question the celebrity: their recent reputation might be shaky; will the drama be risky when it airs? If our brand does product placement, will we face public backlash? As a salesperson, you start explaining and rebutting these negative comments. Then the customer raises more issues. Back and forth, you find yourselves debating rather than discussing business. Why does this happen? Because when you actively push a sale, you put pressure on the customer, triggering a defensive mechanism. They feel you're trying to control them, and they want to break free, so they start finding faults. This isn't necessarily rejection of your company, product, or service—it's just resistance to being controlled. When we try to force a sale and impose our ideas, we trigger the customer's "psychological reactance." The key to solving this is to not make the customer feel you're selling them something. Customers don't like buying under pressure; anyone only buys what they want, not what you want them to buy. Let me repeat: Anyone only buys what they want to buy, not what you want them to buy. A truly good sales model is to spark the customer's own desire to transact, making them feel it's their idea, not that they're coerced into it. Sounds unbelievable? Is there such a way? Is there such a perfect approach? Actually, it's common in life. For example, some high-end sneaker brands release limited editions, telling you only a few pairs exist globally; top luxury brands do this too, like a bag with only about 500 pieces worldwide. When many people hear this, their first reaction is: "Limited edition, only one bag in this region—I must get it." See, it sparks your desire to buy proactively. There's also an interesting experiment: if you fold a piece of paper into an origami crane and try to sell it on the street, asking passersby how much it's worth, most say it's worthless. But if you change the approach and tell them to fold the crane themselves and then price it, asking how much others would pay, the result changes: most people set a relatively high price. What does this illustrate? It shows that people only believe deeply in their own thoughts; they resist externally imposed ideas and view them objectively. But when they participate personally, they feel it's from their own heart, and they elevate its value. This gives us a big insight: when selling something, we must make the other party feel it's their idea to transact with us. That's the core of today's discussion: how to activate the other party's desire to transact. Today I'll give you six steps to activate proactive transaction desire: identity alignment, loading certainty, implanting preset information, novelty packaging, invisible boundaries, and consistent persona. Identity Alignment: Gain Equal Dialogue Opportunity First, let's talk about the first technique: identity alignment. The first issue in any transaction is whether you can make the other party feel you're qualified to talk to them. When they feel you're not qualified, they'll refuse to engage. So, the first step to closing a deal is to grab their attention and make them willing to pause and talk. The biggest mistake in grabbing attention is "name-dropping." For example: "Mr. Wang, your daughter is studying in Los Angeles, right? Does she like basketball? My cousin is also in LA and has two Lakers tickets. I'll give you one so she can go with him." Or: "I heard your kid is having issues lately. I know the kindergarten principal; I can help." Or: "Are you from Henan? I'm from Henan too. My hometown is... where's yours?" These are classic name-dropping tactics. They might grab attention and get you a conversation, but they don't work. Why? Because while you've caught their attention, you haven't earned professional respect. It's a sycophantic approach. The person might think you're worth talking to, but you're not qualified to handle their problem, so the deal won't come to you. What's the right way? The author calls it "identity code." Simply put, you speak industry jargon or insider language, making them feel you're part of the circle and qualified to discuss the topic as an equal. Here's a fun example: One day, Oren Klaff drove his car to a high-end party. The car was worth several million dollars. When he arrived, the valet stopped him and said, "Sir, give me the keys, and I'll park your car." He hesitated because the car was expensive and he didn't trust the valet. But the valet's next sentence dispelled his doubts: "I'm curious, sir, does your car use Weber sensors and American fuel pumps? From the sound, you're using forged pistons and titanium connecting rods." The valet used many terms we don't understand, only car enthusiasts would get it. But after hearing that, Oren Klaff felt relieved, thinking this guy really knows cars, and handed over the keys. The gap between the valet and the author is huge, similar to real-life situations. For example, if you're an insurance salesperson trying to sell to a billionaire, your statuses are unequal. But if you can offer professional financial advice from their perspective, you become equals professionally. So, when negotiating a deal, first align identities to make the other party feel you're qualified to talk. The specific method is to use industry jargon and insider language, making them feel you can handle their problem. But just saying a few jargon terms isn't enough. The other party only briefly acknowledges you; their concerns about you and the deal haven't been resolved. So, the second step is crucial: loading certainty. Loading Certainty: Eliminate Uncertainty Between Transaction and Delivery There's a lot of uncertainty between transaction and delivery—simply put, "transactions carry risk." Everyone worries before closing a deal, thinking about potential pitfalls. Mediocre salespeople provide more information to potential buyers. For example, some ad agencies, when facing a distrustful client, start listing awards and similar clients they've served. They say a lot, but the result is the client might be impressed or even more confused. Actually, you don't need to say more to reassure them; you need to say less but more professional information, making them feel your company and you are the most authoritative in the field, giving them a strong sense of certainty about the deal. The author proposes a method called "flash professional skills." That is, within a very short time—about 90 seconds—showcase your expertise to give them a shock, bridging the uncertainty gap. For example, if your brakes fail or transmission breaks, you take your mountain bike to a repair shop. The mechanic takes one look and says, "The lever at the connection point between the guard plate and the main chain's gear insertion point is broken, so every time the wheel rotates toward the center, the plate bears too much pressure, causing friction between the rear edge and the derailleur cable." He says a bunch of stuff we don't understand, but just hearing that makes us instantly trust him, thinking he can fix the problem. Why does saying more fail while saying less works? Because he creates an illusion: this problem, which seems serious to you, is commonplace to him, giving you a huge sense of security. When flashing professional skills, never say "I suspect," "I think," or "I feel." Instead, convey a very confident tone, as if you've handled this a thousand times. His problem is never a problem to you—just routine. This earns his high trust. Let me share a personal experience taking my dog to the vet. She had a condition called pyometra, where pus accumulates in the uterus, causing sudden abdominal swelling. At the hospital, a night-shift doctor examined her and said, "I suspect it's pyometra." I asked, "Is it serious?" He said, "It's a common condition, but not entirely mild. I suggest waiting until our director returns tomorrow; he'll do the surgery." His hesitant tone made me reluctant to leave my dog with him. After confirming it was okay to wait overnight, I decided not to do surgery or anything at that hospital. The next day, I went to a familiar hospital and found a trusted doctor. He diagnosed: "Pyometra is common, similar to spaying a female dog, just slightly more complex—we remove the entire uterus, but it's not a particularly complex surgery." Then, seeing my hesitation, he added, "If it were my dog, I'd do surgery right now." His confident tone naturally earned my trust, and I immediately asked him to schedule the surgery. When discussing a professional topic with a client, any sign of hesitation—whether objective or subjective—makes them doubt your ability to handle their problem. The key to loading certainty is not to over-explain, but to quickly convey a confident solution based on your understanding, making them feel it's a piece of cake for you, that you've handled countless similar issues, thus earning their trust. Implant Preset Information: Build Customer's Sense of Control The third step is to implant preset information in the customer's mind. There's a huge information gap between buyer and seller. They buy your service because they don't understand your industry; if they did, they'd have already ordered. When you convey professional information, the customer doesn't know it and is doubtful. The more you convey, the more confused they get. So, you must give them a sense of control over the entire transaction in a very short time. How? You need to know that some information is understandable and most important to them. Once you explain it clearly, they gain control. What information do people care about most in transactions, even in daily behavior? Psychologists have found three types of information that people pay special attention to during transactions. When mentioned, the brain reacts immediately, and even unconsciously, people seek answers to these. The first is the danger information zone, the second is the reward information zone, and the third is the fairness information zone. The danger zone refers to situations with many changes and risks; the brain reacts subconsciously. Since ancient times, our environment has been full of uncertainty—like early humans encountering snakes or wolves—so we're always alert. Our genes are sensitive to danger. The reward zone is about judging whether the outcome will be better or worse. For example, in a hunt, how many people die to catch a wolf pack for meat? We naturally assess the cost-benefit ratio. The third is the fairness zone: after bringing back the wolf meat, how is it distributed? The chief gets the best leg, the elderly and weak might get better treatment, but how are others allocated? Fairness is considered. In transactions, customers subconsciously seek answers to these three points: First, the danger zone: What does this transaction have to do with me? What threats or risks do I face? What action must I take? Second, the reward zone: What's in it for me? If I make this deal or buy your product, what do I get? Third, the fairness zone: Why should I cooperate with you? What are your terms? How do I know I'll get a fair deal? Are you cheating me? Is this the lowest price? To address these concerns, we need specific solutions. Step One: Winter Is Coming For example, when a customer asks, "What does this have to do with me? Why should I buy?" You need to describe the threats in their environment. This method is called "Winter Is Coming." If you've watched "Game of Thrones," you know the meaning—it's about creating anxiety. You don't tell them how great your product is, how low the price is, or how excellent your company is. The first step is always to describe where the industry is heading, what threats exist, and what actions competitors have taken, making the buyer feel they must act now or be left behind. Step Two: The Double Reward Principle Why double? Industry research shows that two is a magical number. When you say something can improve by two times, people immediately pay attention. But if it's less than two times, they might remain indifferent. For example, to encourage American families to replace their cars, the new car's performance must improve by nearly 100% for consumers to consider it. If it's only 80%, they won't care. So, when promising or hinting at rewards, aim for a double effect. Step Three: Risk Sharing Some might offer lower prices or more discounts, thinking that's fair. But that's wrong. When you sell your product or service at rock-bottom prices without limits, it raises suspicion: "Are you cheating me? Is this thing not worth much?" The correct method is risk sharing. Simply put, make them feel you're in the same boat. Let them know you've invested your best resources, best team, and most effort. If the project fails, you fail too. That's the right effect. By following the three steps—Winter Is Coming, Double Reward, and Risk Sharing—you form a solution set in the customer's preset information, giving them a definite conclusion and making them feel they understand the deal, with a strong sense of security. Let me share an example where Oren Klaff used these three tactics to help an elderly professor's gene company win investment. When he got the request, he felt it was tough: the professor was old, the investment amount was significant, and the potential investors were professionals with a team of analysts. First, he used Winter Is Coming to activate their thoughts: gene engineering will apply to many consumers in the future, making them feel the deal is necessary. He asked, "Many of you analysts are young. I'm sure your salaries allow you to buy the best health insurance?" They said yes. He continued, "If you unfortunately developed Alzheimer's now, what treatment would you use?" They were stumped. He said, "Honestly, there's no good treatment. Many chronic diseases can't be cured; they need advanced technology and gene-based drugs. So this is relevant to everyone's future life." This example and Q&A sparked awareness in the room that this drug and service are a future trend. Second, he made them feel the outcome is excellent. He asked the client, "Professor, how old are you?" The professor replied, "I'm 71, but my probability of living to 90 is twice that of everyone here." This was pre-arranged. The author explained why: the professor had undergone extensive genetic testing, and his survival rate and probability of serious illness were much lower than average. Some potential diseases had been intervened at certain ages, so his chance of living to 90 was double. When they heard "double," they were shocked again. Third, he created a risk-sharing relationship between the professor and the investors. He said, "Our company has researched this field for 15 years, holds 12 patents, and has 25 PhDs supporting us. It's not that our technology is superior, but because our founder, this professor, has invested all his earnings and savings into this gene code company, totaling $5.7 million over the years." This was real data. After hearing it, all potential investors got the impression that this man had devoted his life to the company, so he must love it and would stick with it through thick and thin. Although he's 71, he'll likely live to 90, with double the probability of me, so investing in him is extremely safe. After these three steps, the CFO came out of the meeting, looked at him in surprise, and said, "I don't know what just happened. Everyone in the room unanimously voted to invest in him. That's never happened before!" We've covered about three methods: identity alignment, loading certainty, and preset information. Identity alignment: On first contact, use identity codes and industry jargon to quickly make the customer feel you're worth talking to. Loading certainty: Quickly flash your professional skills to make them feel you're the most professional in the field, earning their trust. Preset information: Provide clear answers to the information customers inherently care about, making them feel they've mastered the transaction. These are: What does this have to do with me? What rewards will I get? Will I be treated fairly? Recommended Reading