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Full Course: Marketing Psychology With Neuromarketing — Transcript

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0:00Welcome to this course on marketing
0:02psychology. My name is Alex Kinyua Dick
0:04and I'll be your instructor. In this
0:06video, I'll briefly explain to you what
0:08to expect from the course, a little
0:09about my background, and we'll start
0:11right away. Well, I've been doing
0:13marketing and sales online for the last
0:1520 years and I've reached millions and
0:16millions of people through my own
0:18marketing and I've been successfully
0:20selling online. And what people have to
0:21understand about marketing and sales is
0:24that they are profoundly emotional.
0:27People think that you just have to
0:28present things logically. But
0:31research shows, all neuroscience
0:34scientific research shows that sales are
0:36profoundly
0:38emotional. So, what I'll help you do in
0:40this course is tap into the right
0:42emotions in your potential clients and
0:45the people you're promoting to so that
0:47they feel emotionally compelled,
0:49interested, and engage with whatever
0:52you're promoting in the way you need.
0:55And of course, then we'll get into how
0:56to use that in a deeper way. How to use
1:00psychology in negotiation.
1:02And how to price with psychology in mind
1:05and a number of other factors. So, by
1:07the end of this course, you'll fully
1:09understand the right
1:11emotional triggers
1:13that will make your marketing and sales
1:15infinitely more effective and grow
1:18whatever you're promoting in a far more
1:21effective way. So, that's the course.
1:23Welcome and let's begin.
1:26In this video, I want to highlight the
1:28extent to which we buy things and we
1:31make essentially all of our decisions
1:34with our emotions. Because most of us
1:36think that it's with logic, of course,
1:38right? We're intelligent, educated, blah
1:40blah blah, we're smart. But our
1:43decisions are based on emotions. Emotion
1:47tells us what we like and that's how we
1:50decide on what decision to make. This is
1:53backed by science and research and the
1:56neuroscientist that I'm going to
1:58highlight is Antonio Damasio. He's
2:01responsible for a study on an individual
2:03that I'm going to talk about in this
2:05video. So, he worked on a patient that
2:08was in an accident and had a brain
2:10damage and the brain damage severed his
2:13ability to connect his emotions and feel
2:16emotions and it didn't connect with his
2:18logic. So, he could count, he can
2:21perform logical exercises, he could
2:23still perform well on IQ tests, but
2:26he couldn't make decisions. Like real
2:29basic life decisions. What does he want
2:31to do this afternoon? Decisions he had
2:33to make at work, he couldn't make them.
2:35Because
2:36he had no emotion to tell him what he
2:39wanted, what he preferred. Without
2:41emotion, the patient could not know what
2:44he preferred and could not make any
2:46decisions. And of course, that severed
2:48his personal life, professional life, he
2:50lost his job, etc.
2:52And this highlights the extent
2:54of how much emotions lead you to desire
2:58outcomes. And of course, logic helps you
3:01strategize for how to get to those
3:02outcomes that you want, the goals that
3:04you set. But the goals that you have,
3:07you have them because your emotions
3:09guide you to them. And this particular
3:11case study with this brain damaged
3:13patient told neuroscientists
3:17just how much emotion plays a role in
3:19decision-making because before
3:21this kind of a patient, it was
3:23impossible to decouple
3:26exactly what in your mind and your brain
3:29helps you decide on things.
3:31So, having explored that, let's explore
3:34well, what is our takeaway for our
3:36marketing psychology that we're going to
3:38use?
3:39So, to a much larger degree, our buyers
3:43make emotional purchases and then
3:46logical purchases. So, what we have to
3:49build in our buyers are emotions. Those
3:53emotions lead them to desire. Once they
3:56desire something, then our solution can
4:00be part of the solution to their desire.
4:02And of course, don't think like, oh,
4:04it's all emotion. Because there is
4:06logic, right? Logic kicks in when people
4:09start thinking through price, how it
4:12relates to their income and and do they
4:15really need your product, etc., etc. But
4:18that also has to be looked at from a
4:20lens of all of those secondary decisions
4:24on which you perform the logic, all of
4:26them also are connected to your emotion.
4:29For example, the price sensitivity that
4:32a buyer might have is directly related
4:35to
4:36their emotional connection to the money
4:38that they spend to earn, the savings
4:40they have. Emotions are a big part of
4:42spending
4:44and dealing with money, etc. So,
4:46emotions are of course, in the desire to
4:49buy something, to have some outcome, but
4:51also in every element of the logical
4:53thinking.
4:54But all that logical thinking even kicks
4:57in only after you build up this
5:00emotional desire, emotional need in the
5:03consumer for your product. If it's not
5:06present,
5:07you're going to have a hard time
5:08selling. If it's present, then the
5:10consumer has already convinced
5:12themselves that they want it. And then
5:14the sale is much easier. So, that
5:16emotional connection, emotional desire
5:18in the consumer is what you have to
5:21build up with your marketing
5:22and that's going to help your sales
5:24tremendously.
5:25Now, let's talk a little bit about the
5:27emotional intelligence, the kind and the
5:30emotion of excitement
5:33and how that's related to marketing and
5:35sales. Well, it's related because when
5:38we're excited about something, anything,
5:41we have a ton of blind spots and very
5:44often we have wishful thinking. Like if
5:47we were completely objective, we would
5:49be able to more clearly think through
5:51things, but when we're excited, instead
5:53of thinking through things logically, we
5:56allow our own
5:57wishful thinking, in other words, what
5:59we want to happen,
6:01and we replace logic and objectivity
6:04with wishful thinking, which further
6:06blinds our thinking. And this all
6:08happens when we're excited about
6:10something.
6:11So, as a marketer,
6:13what you have to understand is that when
6:15an individual is excited, they're highly
6:18motivated to do something at that very
6:20moment. That motivation might go away
6:23when the excitement goes away, but
6:24during the excitement, they are
6:26motivated. And like I mentioned, we
6:28largely see what we want to see and
6:31we're largely blinded by this emotion.
6:34Now, excitement is a very good and
6:36enjoyable emotion. Most people would say
6:39that it's good and it's great because it
6:40makes us feel great, it motivates us,
6:43which is a great positive thing about
6:45it. But the negative thing we have to
6:47understand is that it's very misleading.
6:51When we ourselves are experiencing, we
6:52have to understand that. But we also
6:54have to understand that from the
6:55perspective of what our potential
6:57customer is going through when we're
6:59promoting things to them and when we're
7:01selling to them.
7:02So, I would almost say is that
7:04excitement is a hyper emotional
7:06experience
7:07because it's very engaging. When a
7:09person is excited, they're very excited.
7:12Usually that emotion takes over from
7:15among all the other emotions that a
7:17person has and really carries that
7:19individual. So, the reasoning is very
7:22biased. And as marketers, we have to
7:23understand that when people are excited,
7:26they're hyper motivated to buy from us
7:28or whatever we want them to do, they are
7:31really motivated to do that thing. This
7:33is one of the best times to close a
7:34sale, start a sale, etc.
7:37But having said that, just because we
7:38understand people's emotions, we don't
7:40want to take advantage of them. We want
7:43to stay tastefully and we want to use
7:47this knowledge in a good, helpful,
7:49tasteful way.
7:50So, you don't want to just excite and
7:52fool people. That's not at all what I'm
7:54advocating here, but what I am
7:57advocating is that you excite people
7:59about the real value you can bring to
8:01their lives. So, if you're doing
8:04something that you honestly feel is
8:06helpful to people, really providing some
8:08good product or service,
8:10what your role is is to explain and show
8:14and make the potential buyer see just
8:17how good their life will be after they
8:20get your product
8:22in an honest way.
8:23And you would think it's easy, but as
8:25marketers, we aren't always successful
8:28at communicating the full extent of the
8:31value we bring. And that's the job that
8:33you have here. And if you are able to
8:36really effectively communicate the full
8:38value that you bring, well, guess what?
8:41It's more genuine on your part and the
8:43buyers will find it more believable.
8:46So, the idea behind this video was to
8:48show that in your marketing, if you're
8:51starting a sale, if you want to get a
8:53person further down the sales funnel,
8:56you can very effectively do that by
8:59genuinely showing people the way,
9:02getting them excited about what you can
9:03offer them, and then closing the sale.
9:06So, instead of randomly promoting and
9:08instead of randomly explaining things,
9:11now you have a framework.
9:13You need them to go from lukewarm to
9:15excited. When they're excited,
9:18your sale is almost complete.
9:20You're going to be much more likely to
9:22get people to do what you're trying to
9:24get them to do in your sales and
9:26marketing process.
9:28In this video, I want to talk to you
9:29about something called AIDA. It's an
9:32acronym for a four-step process for
9:34sales. It's very widely applicable.
9:37Whenever you're promoting anything, so
9:39let's go over this letter by letter. The
9:41first letter is attention. You want to
9:44grab attention. You usually do this with
9:47attractive headlines, attractive titles,
9:50email subject lines, sales pitches,
9:53promises of big benefits.
9:55Because if you promise some tremendous
9:57benefit that a person actually wants,
9:59that's going to go a long way to them
10:01clicking on your link, to them opening
10:04your email. Whereas, if it's mediocre,
10:07like they're not that interested, it's
10:08boring, they're just going to ignore it.
10:10So, you want to grab attention and
10:13everything starts with that, because if
10:14you don't grab attention, the rest of
10:16your sales process doesn't even happen.
10:19After A is I. I stands for interest. You
10:23want to build interest in that person to
10:27whom you're trying to sell. They're
10:28thinking something like, "What's in it
10:30for me? Am I going to get something out
10:32of this? Can I trust them?"
10:34And you want to build trust by
10:36explaining how your service or product
10:38works, its details a little bit, and
10:41your own credibility as the seller or
10:43creator of it. Are you qualified to have
10:46created it, to promote something? And in
10:49the beginning of the sale, you just want
10:50to promise benefits. That's the
10:52attention. And you don't want to get
10:54into too many details too soon, but
10:56after you get the attention,
10:58you build up the interest by getting
11:01into the details just a little more. Not
11:04too many details, because too many
11:05details can actually backfire, because
11:07it might confuse people, or it might
11:09just frustrate them, or it might bore
11:11them. So, you want to progress into
11:13details slowly. They don't need to know
11:15everything about the ins and outs of
11:17your product or service, but they
11:18certainly need to know a little bit more
11:20to see if they still want it. And as
11:22they're building their interest, turn
11:24that interest into desire. When interest
11:27becomes strong, they start to desire
11:30your product or service. Desire is when
11:33they are thinking about it. They're
11:35imagining themselves using your product
11:38or service and getting those benefits.
11:40And when they start thinking about it
11:41and desiring it, now they're convincing
11:44themselves that they need it and want
11:45it. So, your job is nearly done. The way
11:48you build desire is usually by
11:51reinforcing that attractive headline
11:53with really inspiring images or even
11:57sometimes using terms like, "Imagine how
12:00good your life will be after you do
12:02something, after you lose weight." And
12:05the person literally starts to imagine,
12:07cuz you just asked them to imagine. So,
12:08they start imagining how good their life
12:10will be. And of course, if they see it,
12:12they'll want it. If they picture
12:13themselves reaping the benefits. So,
12:15they start convincing themselves that
12:17they want it, and your job is almost
12:19almost almost done. Then you just have
12:21to do the last A of AIDA, which is
12:24action, call to action, get them to buy
12:27or sign up. So, in everything you do in
12:30sales or promotion, think of it through
12:32AIDA. It's a really helpful guideline
12:36for you to make sure you're doing the
12:39right thing in the sales process, not
12:41going too fast, not going too slow, and
12:44having your potential clients go through
12:47it on their own time, not skipping
12:50steps. Because if you do some of these
12:52in reverse, your client might not be
12:54ready for it. But if you do them in the
12:56right sequence, that's the ideal flow of
12:59your sales cycle.
13:02In this video, let's talk about the part
13:03of marketing psychology that's called
13:06social proof. Most of us have heard of
13:08social proof, but let's dig into it and
13:10see how it plays out. So, social proof
13:12is basically like if I am considering
13:15buying something or looking into
13:17anything,
13:18and that product or brand has no
13:22purchases, reviews, or sales, or
13:25traffic, or anything, then I'm not going
13:27to be as interested because other people
13:29didn't seem to be as interested.
13:31Whereas, if there are a lot of people
13:33following, subscribing, buying, and I
13:35can tell that just by glancing at it,
13:38then I'm going to think, "Oh, a lot of
13:40people trusted it. A lot of people made
13:42the decision that it's good. Maybe it's
13:44actually good. I should give it a look."
13:47It's very common for brands, companies,
13:50even people online who have personal
13:52brands to try to boost their
13:55social proof in both
13:57organic, meaning natural, and fake ways.
14:01Because when you do it in the fake ways,
14:03people think that you are better than
14:06you are, and then they follow, and then
14:07your real organic engagement starts to
14:09go up. So, these work hand in hand. And
14:13there are, of course, ways to tell
14:15whose followers are fake. For example,
14:17I'm on Katy Perry's Twitter profile, and
14:20Katy Perry, you know, she's a pop
14:21singer, she's a non-controversial
14:23figure. I didn't want to pick anybody
14:25who's even remotely controversial.
14:27But anyway, she has 100 million
14:30followers, a little bit more than that,
14:31right? And there are ways to tell how
14:35many of them are fake. There's a
14:37website, fakefollow.
14:39So, we can actually look at Katy Perry,
14:41like I searched for you here, and they
14:43say that about 6.9% of her followers are
14:48fake, which is going to be approximately
14:50between 7 and 8 million people that are
14:52fake on this account, right? Which
14:55actually wouldn't be that bad. It would
14:57still keep her around 100 million, but I
15:00feel like this website is quite
15:02inaccurate.
15:03How do I know that? And why do I have
15:05that sense? And why do I sense that
15:08the follower inflation is hyper-follower
15:12inflation, not just small percentage
15:14like this?
15:16Because when I look at her engagement,
15:18actual engagement, like on Twitter,
15:20right?
15:21Out of the 100 million people, let's
15:23look at her pinned tweet. And the way
15:25pinned tweets work is they they stay up.
15:28So, this pinned tweet gets a lot of
15:30engagement. So, for example, you see the
15:33posts before got a lot less engagement.
15:36So, let's look at it. So, for example,
15:39if I look at the total engagement,
15:41almost 40,000 people who hearted this,
15:43another 10,000 people who retweeted, and
15:46another 7,000 people who commented.
15:49Okay, so this is actually
15:51less than
15:5360,000 people out of 100 million
15:56followers. This is like
15:59not even 1%. This is .001%.
16:03An unbelievably low engagement rate. And
16:06that's for a pinned tweet. For a
16:09non-pinned tweet, let's say some random
16:11tweet, right? She gets under 4,000
16:14engagements. That's like .0000, like
16:17like incredibly low engagement.
16:21And she has real fans. She's a real
16:22person.
16:23What's happening here?
16:25Is this trustworthy?
16:27Two things can be true. She can have a
16:29truly incredibly high number of fake
16:32followers. Perhaps they're fake
16:34followers, but they're just harder to
16:35detect than this website detected.
16:38That's all.
16:39It's not like this website knows
16:41everything.
16:42And let's say if an average celebrity
16:44has an engagement of like, you know, 2
16:46to 3 to 5% engagement per tweet. Let's
16:49say something like that, if you're a
16:50real celebrity and and you have real
16:52fans, that would mean that she has about
16:55a million or less
16:57followers. Maybe 2 million at the at
16:59best, 3 million.
17:01That's my count here. I could be wrong
17:04as well.
17:05But you see the reasoning we are working
17:07through. Now, this is Twitter. On
17:09platforms like TikTok, it's even more
17:11hyper-inflated. The views are
17:13hyper-inflated because they cycle,
17:15right? Once a video ends, it just starts
17:18again, so it counts as more and more
17:19views, and there's more bot traffic, and
17:22it's crazy. But the goal of this is that
17:25if you are
17:26a personal brand, to a new listener,
17:29like for Katy Perry, if I see, "Oh my
17:31gosh, she's so popular. Like everybody
17:33knows her. She has over 100 million
17:34followers."
17:36Then, of course, it's going to be way
17:37more impressive than if she had only a
17:40couple of million. A couple of million
17:41is still great, but
17:43considering all the television coverage
17:45she's getting, considering all the
17:46albums, considering all the money that's
17:48pumped into promoting her by her
17:50agencies, it's actually very little.
17:53Perhaps reflecting on the level of
17:54talent.
17:55So, I don't know if you're a fan of Katy
17:57Perry or not, but just looking purely at
18:01the
18:02low engagement would show that she's so
18:05hyper-promoted.
18:07But true fandom
18:09is far far far far below how much she's
18:13promoted on traditional media and media
18:17where it seems like she's promoted for
18:19free, but somewhere behind the scenes,
18:22somebody's paying to get her so
18:24promoted, right? To keep on building her
18:26personal brand. We'll never know that,
18:28but we can kind of tell the social proof
18:31on the surface looks far far far more
18:34impressive than what it really is. But
18:38that's social proof. That's why all the
18:40celebrities, all the brands, all the
18:41personal brands,
18:43they build up their
18:44social proof in two ways. The real way,
18:47of course, by providing quality, but
18:48also this kind of a fake way that
18:52perhaps it's
18:53gray area morals,
18:55but certainly it's effective. And many
18:58people do it to a certain extent, so
19:00it's not too frowned upon because
19:03it's sort of understood that some of
19:05that is going to be going on.
19:07Like it's not a high crime.
19:09So, in this video, I just wanted to
19:10explain what social proof is, and how
19:12commonly spread it is among everything.
19:15With this video, let's discuss
19:17additional things that help you improve
19:19your sales conversion on your homepage
19:23or on your sales pages, and that is
19:25social proof. And in this video, I'm
19:28going to give you a few examples of
19:30social proof you can have, and you don't
19:32have to use all of it, but at least try
19:34to use
19:35the ones that fit your situation. So,
19:38the first piece of social proof that I
19:40want to show you is the headline that I
19:43use on my website. Now, the headline is
19:45usually used to offer benefits, but in
19:48my case, my assumption is that most
19:50people who come to my website, they
19:52don't really know that much about me.
19:55So, I actually did something unusual and
19:57I actually led with social proof. Like
19:59this. Coached over 1,000 entrepreneurs,
20:02taught 700,000 students, impacted
20:06millions. While this has some problems,
20:08like I don't actually explain what I
20:11coached them or what I taught them,
20:13and for that reason I might edit it,
20:15what this does do really well is
20:17it shows real numbers, social proof.
20:20Like if 700,000 students
20:23learn from me, okay, wow, that's a
20:25significant number. Coached 1,000
20:27people, that's a significant number.
20:28Impacted millions, that's strong.
20:31So, numbers, right away.
20:33That's social proof. Additional social
20:36proof maybe if you have any industry
20:39awards.
20:40That's a great thing to put on your
20:44homepage or sales page because that
20:46immediately gives you credibility.
20:48Similarly, if you're like a best-selling
20:50author or a best-selling course
20:52instructor, like I am both of those
20:53things, right? Like I wrote books that
20:55are best-sellers on Amazon and I'm a
20:57online instructor with best-selling
20:59courses.
21:00Those are also
21:02great things to lead with, like
21:04best-seller.
21:05That is immediate social proof. That
21:08builds credibility because again, people
21:10don't exactly know if you're good. And
21:12this is one of those examples of a
21:14picture being a thousand words.
21:16You can talk only once about how good
21:18you are, but if you're a best-seller or
21:20if you have an award, that by itself
21:23sounds strong. So, think of the ways in
21:25which you stand out,
21:27whether it's by servicing many people or
21:30having many years of experience or
21:32having awards or anything else
21:34that
21:35makes you stand out in your industry and
21:37make sure that that's prominently
21:39explained so that the people who are
21:41browsing your sales page or website are
21:44immediately impressed.
21:46And with that idea, in the next couple
21:47of videos, I'll go over a couple of more
21:50other things that you can immediately do
21:52to impress your potential buyers,
21:56build trust, authority, and increase the
21:58chances that they will buy from you.
22:00The next element that is going to help
22:03you boost your sales is properly created
22:07testimonials from customers. Now,
22:09testimonials are usually very
22:11mistrusted, and these are different than
22:13reviews. Reviews are things people just
22:15leave, that customers just leave, and if
22:17they give a star rating, and it stays
22:18there.
22:19The testimonials are things that you
22:22legitimately and ethically elicit from
22:25your customers, and they look like this
22:27on your website, perhaps.
22:29I I like this example to to show you
22:31first
22:32because look here, you have the person's
22:35LinkedIn. You have their company. And
22:37the reason these things are so
22:39mistrusted is precisely because it's so
22:41easily faked. I can make up a name, Joe
22:45blah blah blah, said I'm fantastic, and
22:47put it on my website, and done. And
22:49that's highly mistrusted because who is
22:51this Joe blah blah blah? But, when you
22:53have this, let's say this person, Jeff
22:56Gerardi,
22:57and they have a LinkedIn, and they're
22:59CEO of this company, and I can click
23:02here, and I can see that they're a
23:03legitimate business person, and you see
23:06they have 500 connections, they write a
23:10professional blurb about themselves that
23:11you can read more.
23:13So, that makes this testimonial quite
23:16believable because it's from a
23:17legitimate person who's a customer of
23:18this company. And you can
23:21even research the company and everything
23:23about him. And he wrote a very full
23:26testimonial. So, this is a customer, and
23:28he wouldn't write it.
23:30Again, everything can be faked online,
23:32but this is much less likely faked.
23:35And so, this is then in that case more
23:37trusted.
23:38Let me show you So, the takeaway from
23:41this thing is that having their LinkedIn
23:43profile is very helpful, and having
23:45their company is very helpful. Here, and
23:48having the testimonial be a little
23:50longer is also very helpful.
23:52And being able to then go on their
23:54profile and browse it is also helpful.
23:56And this to this is and to see that this
23:58is a legitimate business person. Now,
24:00let me give you another example of a
24:01good a way to place testimonials on your
24:05site. And again, this time I'm going to
24:07use this Accelerant's company.
24:09For them, they have a lot of
24:11testimonials, and that's what I like
24:13about them. Look how many. This is the
24:14testimonial section of their page. And
24:16look, 1 2 3, like almost 10. Maybe 10.
24:20And the here, again, you know, it's what
24:23they didn't get right is like it's hard
24:25to click on this person, it's hard to
24:27know who they are. They did provide
24:28their name, but like I can't click on
24:30them. So, that part is not really good.
24:32But, what's good is that there's 10
24:34people, so it's a lot. So, more builds
24:37more trust.
24:39Not tremendously more trust, but
24:40certainly more trust. So, if you can
24:42combine the best of both worlds by
24:44having a lot of testimonials like these,
24:48then
24:50that would be good. And so, here, you
24:51see there's a lot of testimonials, but
24:53because there's so many testimonials,
24:55this particular company had to make a
24:56whole page for testimonials.
24:59And here, the way these guys did it in a
25:01scrolling fashion,
25:03that allows them to put it on their
25:05homepage where more people would see it.
25:08So, if you can take the best of both
25:10worlds and have it a scroll, but and
25:12have the
25:13LinkedIn and be able for people to be
25:17more easily
25:18to be able to more easily verify these
25:20people, that's the best of both worlds.
25:22Now, let me also show you
25:24on Amazon, you
25:26on on a lot of e-commerce sites, you
25:28cannot place testimonials, but or
25:30there's only reviews, but you can on
25:32Amazon. Take it take a look. There is a
25:34section of editorial reviews,
25:37and this is something you can add. And
25:39look, you can put testimonials right
25:41here. The power of the story, la la la
25:43la la. So, these are things from real
25:45people, right?
25:47See that? It's from real people that you
25:48put a and and this is different than
25:50this is different than these are
25:51reviews. These are actual Amazon
25:53reviews, but these are testimonials from
25:56real people.
25:58How do you add that? If you have an
26:00Amazon book,
26:02for you, you should go to amazon
26:04authorcentral.amazon.com,
26:07and from this
26:09this is your, you know, you you would
26:11log into your account, and there's an
26:12area for you to add customer
26:14testimonials, and it will improve the
26:17conversion rate of your
26:19Amazon listing because guess what?
26:21You're not you're it's you're editing
26:23this.
26:24It's testimonials from other people, but
26:26you're the one editing. So, you'll never
26:27going you're never going to put anything
26:29bad. You're going to put positive things
26:30that reinforce the description
26:34and that reinforce the positive reviews
26:36that you might have gotten. And so, this
26:38is just another thing when people are
26:40deeply browsing. This is for people who
26:43are deeply browsing your page, and they
26:45need to be convinced extra because after
26:48all, people first are going to browse
26:50the description, then they're going to
26:52browse the reviews, and so only later
26:55they're probably going to end up on the
26:56editorial page. So, this is for people
26:58who are super curious, can't make up
27:00their mind. This is where you want to
27:02close the deal and say, "Hey, look at
27:04what other people are saying." And you
27:06can see
27:08like real reader from Amazon, real real
27:11reader from, you know, so for book
27:13reviews. So, you know, you can see it's
27:15real people. So, that helps to confu-
27:19not confuse, convince people more that
27:22they need to get your product.
27:24This is not going to be a tremendous
27:26boost in conversion, but it is going to
27:29give you a slight boost. Another part of
27:31marketing psychology is the section of
27:33your website, perhaps, that has a list
27:36of major brands that you've either
27:38worked with or were featured on. So, for
27:41example, if you see my website right
27:43here, you see I've been featured on
27:45Mashable, Inc. Magazine, a big
27:48entrepreneurship podcast called
27:49Entrepreneur on Fire, and my books are
27:52used in the University of Kentucky.
27:54So, these are all major brands, like
27:56University of Kentucky in the US, people
27:58know this major university. Mashable,
28:00entrepreneurs know this magazine. Inc.
28:02Magazine, people just know these brands
28:04if they're in my niche. So, what does
28:06that do? Immediately, this gives me
28:09authority
28:11and a level of trust, like, "Hey, if
28:13he's good enough for Mashable, and if
28:15he's good enough to be have his book
28:17used in University of Kentucky and
28:19perhaps other universities, then, hmm,
28:22maybe it's a respectable individual,
28:24maybe it's a good professional. I should
28:25give it more of a look. I should explore
28:28his work more." That's what having this
28:31sort of a thing
28:33does to a person visiting your website.
28:36So, if you ever work with big brands, if
28:37they were clients, if you ever get
28:39featured anywhere, note that and list it
28:42on your website because it doesn't take
28:44a lot of space, but immediately in the
28:46mind of your potential customer,
28:49it gives you higher value.
28:51In this video, let's talk about how to
28:52use discounts and promotions for your
28:55products to boost sales and to use them
28:58to set the price for your product or
29:00service.
29:02So,
29:03just about every business has them.
29:05Apple is very famous for almost never
29:08having them, having very few of them,
29:09but most businesses use them very
29:11liberally, and they make it look like
29:14they don't.
29:16And first of all, it's important for
29:18them for the businesses to create a
29:21perception of value. So, for example,
29:24you know, a lot of products, they take
29:27literally pennies to make.
29:29But, it doesn't matter because the more
29:32you can get for the product, the more
29:34profit the company makes. So, the
29:36company has to
29:38make their products or services appear
29:41as though they are more valuable than
29:43they are.
29:44And often pricing things high is a part
29:47of
29:48making products appear more valuable.
29:52And as long as the market holds up that
29:54price, in other words, as long as
29:57there is no competitor of yours that's
29:59underbidding you in price,
30:01and the price the market price for a
30:02certain service or product is stable,
30:05then that's the perceived value for that
30:08product, even though the value might be
30:0910 times less.
30:11And the higher you create the value of
30:14perception,
30:15the more you can run discounts. And
30:19discounts are really closer to the real
30:23price as low as you can go.
30:26But because the perceived price is, for
30:29example, $10, maybe like $9.99,
30:33the discounted price may be
30:35$6.99
30:37or $4.99, and to the buyer, that seems
30:40like an amazing opportunity to buy it.
30:43But the seller knows, "I'm still making
30:46a profit. I just ballooned and inflated
30:49the original price, so I'm able to give
30:52you a big discount on the price you're
30:54paying."
30:56The $6.99 or the $4.99, whereas the
30:58$4.99 is probably close you you know, if
31:00there was price competition, that
31:02business could still probably come down
31:04to $4.99 in our example, at least.
31:07And the businesses, they get a huge
31:10boost from
31:11discounts when they run discounts
31:14because they're able to promote
31:15discounts in many places. On their site,
31:19people jump on their you know, on their
31:21site or in a store, people really jump
31:23on the discounts because they see, "Oh
31:25my god, it used to be $9.99, now it's
31:27$4.99, like 50% discount, I got to get
31:30it now because all the other times I'll
31:32have to pay
31:33a full the full price." So, people jump
31:36on it, first of all. And not only that,
31:38but it gives the business an opportunity
31:40to sell it promoted externally, like on
31:43discount websites, on in newspapers and
31:46different ads.
31:48A deal. Everybody wants a deal. And
31:51pricing higher than you would allows you
31:54to create deals. And because you can
31:57create deals, you have more channels to
31:59promote your product, specifically
32:01promoting deals. And people love deals,
32:04they jump on deals. This is the whole
32:05point of these discounts. Now, how do
32:07you make people jump on deals way more
32:10readily?
32:11There's a concept of scarcity. Now, if
32:14you have a deal
32:15every day of the year,
32:17there's no deal.
32:19So, you have to limit the deal
32:21artificially.
32:22Sometimes the deal is limited naturally,
32:25but most of the time the discount or the
32:27deal is limited artificially. So, you
32:30can say, "Oh, until
32:32supplies run out." But you know your
32:34supply will never run out, you can
32:35always order more.
32:37Or people say, "This month only." Or
32:39"This weekend only." Or "This summer
32:42only." Whatever. People give a deadline
32:45for the end of the promotion, so that
32:47customers know, "Oh my god, I got to
32:49jump on this offer, I got to get it
32:51before the time runs out." But very
32:53often, even if the time runs out,
32:56not always, but often, you can still get
32:57that same deal if you ask for it, even
32:59if the time ran out.
33:01And you can create scarcity by saying
33:03only 100 people, like only the first 100
33:06people get this deal, or any way you can
33:09limit the availability
33:11makes people
33:12kind of nervous because they "Oh my god,
33:14I'm not going to get the deal." And so,
33:17they act on it more quickly. If they
33:20feel like this deal is going to be
33:21around for a while, they get complacent
33:24and they don't act on it, and the deal
33:26loses effectiveness. So, just to recap,
33:30you want to price a little bit higher
33:31than typical, so you can run promotions
33:34and deals. And when you run the
33:36promotions and deals, you want to create
33:38scarcity,
33:39so that people jump on it. So, you'll be
33:42making a lot more sales if you price a
33:45little higher and sell it at the deal
33:48and run really strong promotions during
33:51the deal periods.
33:53In this video, I want to introduce the
33:54concept of scarcity, which is a very
33:56common sales tactic that is used to
33:59boost sales a lot. The premise of it is
34:02that you create often a false sense of
34:05scarcity, a feeling in the customer that
34:08time is running out or there's like a
34:10limited supply, and they need to hurry
34:12up and buy what they're shopping for,
34:14otherwise something will happen. And
34:16some people think it's a dishonest sales
34:19method because, of course, there's a
34:21tiny bit of dishonesty in there. I
34:23agree. For example, when car dealerships
34:26say, "We only have like one car in
34:28stock, hurry up, soon if we sell it,
34:31we'll run out." Of course, they have
34:32more cars in stock more likely, but they
34:35tell you that they have one left or like
34:37one at this price or something like
34:38that, so that you would come in quickly.
34:41And it's not just car salesmen who do
34:44this, it's actually almost entirely
34:47everywhere. You see big companies do
34:49this all the time. They say things
34:51"While supplies last." "Sale ends
34:54tomorrow." "The price goes up after a
34:56certain date after the sale ends." "Only
34:59certain number left in stock." "Only two
35:00seats left on the plane." You might have
35:02seen a lot of these. Everywhere you
35:04shop, you get these messages. You may
35:06have ignored it, but it's everywhere,
35:08and all the companies do it. If this
35:09tactic is not for you, you don't have to
35:12do it because being honest in sales is a
35:14value of itself, and I totally commend
35:18that, actually. But at the same time, if
35:21you are doing sales, this is one of the
35:24tools in your tool belt, so at least you
35:27have to learn it. Usually, it is
35:29time-based or supply-based. Time is
35:32running out, typically sale is running
35:34out. Or when you have like a weekend
35:36sale or holiday sale, well, people know
35:39they need to get it at that time. Or
35:41it's supply-based. Only two left in
35:43stock. Or I see a lot of business
35:45coaches say, "I only have room for one
35:47more client, and then I'm booked." So,
35:50of course, people want to jump on that
35:51opportunity, but probably they have more
35:53room for clients, you know. And then
35:55after that, you want to follow that up
35:57with a call to action. "Come into the
35:59store now." Or "Order soon." Or "Buy
36:01now." Or "Take advantage of this low
36:03price now."
36:04And this is something you can apply to
36:06your business starting today, and it
36:08does boost sales. And here I am on an
36:10Amazon page, and what I see is sometimes
36:14labels like this, you see
36:16on the right side, "Limited time deal."
36:19Where they they want to get you to hurry
36:21up, there's a limited sale. And
36:23sometimes I see things like
36:25if there's a low inventory of something,
36:27I see "Limited inventory." So, companies
36:30use this all the time, so it's not bad
36:33if you use it, too. And if you have
36:35honestly natural scarcity situations,
36:38like you can only serve a certain number
36:39of people, of course you should use that
36:41because then it's it's honest and it's
36:42fully ethical.
36:44In this video, I will talk to you about
36:46a very interesting and helpful
36:49psychology principle in marketing, and
36:51that's the reciprocity principle. This
36:54principle is essentially what it sounds
36:56like. When you do good things for
36:58others, they feel compelled to
37:01reciprocate. It's part of human nature,
37:03it's how historically we collaborate
37:06even as cavemen, right? This is how we
37:09create a society. We are programmed to
37:13find people with whom we work well, with
37:15whom there is collaboration.
37:17Collaboration is a scientific word,
37:18actually. It's used in a lot of
37:21psychological studies. So, this
37:23collaboration
37:25is essentially reciprocation. So, some
37:28examples of this where it's really
37:30common and you'll recognize it right
37:31away. If you take time, for example, in
37:34a sales situation, to get on a sales
37:37call, and during that sales call, really
37:40build a connection with the person.
37:43That connection, that's what sells. Of
37:45course, they have to want your product,
37:47of course. But
37:49if you don't build a connection, they
37:50don't feel compelled. But if they feel
37:53good after they finish the call, if you
37:55build a little bit of a bond,
37:57they'll be more likely to feel
37:59compelled, and even a little guilty if
38:01they don't proceed, than if there was no
38:05connection. That's why if you have
38:07something lucrative to sell, where it
38:09makes financial sense to get on a call,
38:11then you get on a call, and focus on
38:14building that connection. Another place
38:17where this really works is customer
38:19support. When you make the customer
38:21happy,
38:22they remain loyal because that's
38:24reciprocation, right? They feel
38:25compelled. It doesn't mean they're going
38:27to be loyal forever, and you're not
38:29getting married, but there's just going
38:31to be more of a reason for them to stay
38:33loyal. Of course, if you do something
38:34bad later,
38:36all of this
38:38disappears. Cooperation ends when trust
38:41ends. But as long as you can start with
38:43trust, start with feeling good, do
38:46something good for your clients or
38:47customers, and build on that,
38:50your collaboration
38:52and cooperation will build.
38:54And even if you don't have these
38:55scenarios, but you have a scenario like,
38:57for example, when people use your
38:59product, whenever they have a wow moment
39:02or aha moment if they're learning
39:04something, or wow if they're really
39:07getting a lot of value from your
39:08product, whenever that moment happens,
39:10if it's on a website or mobile app or
39:12something like that, if you can measure
39:13or know when that happens during the use
39:16of your product, that's a great moment
39:19to ask for reviews, to sell something
39:22else, because they're the happiest with
39:24you. They'll not only want to
39:26reciprocate, but there's also additional
39:28good emotions that they have, which will
39:30increase the likelihood of that sale.
39:32And the more you can make your customers
39:34feel good, the more of that trust
39:36increases, and that's what you want to
39:38do is build trust and maintain it, and
39:40never lose it.
39:42Because to recap,
39:44as trust gets tested over time with
39:47every moment you work together,
39:50if it's tested and it strengthens,
39:53collaboration increases and you do
39:54bigger and bigger things later.
39:57This is true with employees, business
39:59partners, other companies you work with,
40:01and your customers. And that's why you
40:03always hear in business,
40:05provide value. Provide more than you
40:08expect and surprise people by providing
40:11it faster than they expect. It's a very
40:13common piece of business wisdom and now
40:16you know why it's so effective and the
40:19psychological element behind it.
40:21In this video, I want to share another
40:23psychological principle in marketing and
40:25that's the information gap theory. It
40:27basically is self-explanatory from the
40:30name.
40:31Consumers just feel like they need to
40:32know some piece of the puzzle that they
40:34don't know yet. And they'll go to some
40:37lengths to learn it.
40:39And you'll very commonly recognize this
40:41in click-baity headlines.
40:44Some examples might be
40:46see what secret method this millionaire
40:48is using to make money. Or you can even
40:51put a name and a face on that
40:53millionaire. Like, see what secret
40:54method Mark Cuban is using to make
40:57money. And people want to know, what is
41:00that secret method?
41:01I want to know, right?
41:03You might not want to know. But having
41:05that word secret in the headline creates
41:09an information gap. It's a secret and
41:11people will click to know. It's a very,
41:13very common type of headline. Another
41:15very, very common type of headline that
41:17you see probably everywhere online these
41:19days is something like what did the
41:22media say about Kim Kardashian's new
41:24outfit?
41:25And to see the outfit, you have to
41:28click on the link to the article, right?
41:30So, they just got you to click. Now,
41:32these click-bait things,
41:34I don't love them because it's kind of
41:36like a little bit of lying.
41:39Or withholding information, which is the
41:41same thing as lying. So, I want to leave
41:43a little commentary on click-bait and
41:46using this particular principle, which I
41:47actually don't really use.
41:50I don't recommend it
41:52if you care about your brand's
41:54reputation because people will click
41:56your article once, sure, but then
41:58they'll realize it's not exactly
42:00interesting or what was promised and so
42:03the promise was more than the value and
42:05they're not going to click again.
42:07You just lost the trust of that
42:09customer. Where trust is the most
42:11important thing.
42:12So, often, personally, I prefer the
42:15exact opposite, transparency. Being open
42:18and honest.
42:20People will really appreciate it and you
42:22will feel very good about being
42:24transparent and honest. It's a pride
42:26point.
42:27And you'll notice that transparency is
42:31actually closer to the reciprocation
42:34principle that we discussed earlier
42:36because we build trust with it and we
42:38build cooperation. So, if you're in your
42:40business for the long term,
42:42you use the reciprocation principle, you
42:44build trust, you increase cooperation.
42:47That's your goal.
42:48If you're just in it for a quick buck,
42:51then you can use the information gap
42:53theory, but personally, I never use it
42:57and I don't really advise it. But as far
42:59as education is concerned, we have to
43:00talk about it in this course because
43:02it's one of the
43:03major principles of psychology in
43:05marketing. So, at least now you know
43:07when to use it and the pros and cons
43:10with using it.
43:12Now, let's begin our conversation about
43:14pricing hacks and a little bit about
43:16pricing psychology. So, we'll start with
43:19how to label your prices. So, of course,
43:22you may already very well know that if
43:24you label something as ending in 99,
43:28whether it's 99 cents or 99 dollars or
43:3095, it looks better than if it was 100.
43:33So, 99 cents looks better than a dollar.
43:3699 dollars looks better as a price than
43:38100 dollars. It just creates that
43:40ceiling. So, for example, if somebody's
43:42buying range is from 50 dollars to under
43:44100, 99 fits. 100 is at the borderline
43:49there.
43:50And it's just a very well-known
43:51principle. So, if you have any pricing
43:53that has a round number,
43:55if you get rid of that round number like
43:57100 or 1,000 and
43:59replace it with 99,
44:01it typically increases conversion rate
44:03right away by itself.
44:04Also, what you can do is sometimes not
44:07put the actual dollar sign before the
44:10price.
44:12Sometimes,
44:13not having that can look a little less
44:16intimidating to the potential buyer. And
44:19also, whether you're a buyer or a
44:21seller,
44:22sometimes,
44:23there are bulk prices available.
44:26And what people don't always understand
44:29is that sometimes you can get bulk
44:31prices when you don't buy bulk. When you
44:34buy just one or much smaller bulk, if
44:37you ask in some specific situations
44:40for the bulk price while perhaps buying
44:43less items,
44:45it may be available.
44:47And that's something you can use whether
44:49you're a seller or a buyer, depending on
44:51where you are in the negotiation. If you
44:54want to offer the bulk price, you can
44:56offer it if it helps you convert the
44:58sale.
44:59And generally speaking,
45:01what you want to do is make your pricing
45:04simple,
45:05not like 37.97 or 37.95 or 17.99.
45:10That's too complicated. It's hard to
45:12calculate discounts. It's hard to
45:13calculate other things for potential
45:15buyers. It's just confusing. So, you
45:17want to have
45:18prices that are closer to round numbers.
45:21And if you have round numbers, just
45:23augment them by instead of 100 or 10,
45:26just add 99. So, that's the beginning of
45:29this conversation about pricing.
45:32In the previous video, we started our
45:34conversation about pricing and you can't
45:36discuss pricing without discussing
45:38discounts. So, now let's add to our
45:42previous conversation and let's discuss
45:45how our pricing will change depends
45:47depending on discounts. And the first
45:50question you may already be asking or
45:52wondering, should you present your
45:54discounts in percentages or dollar
45:56signs? Like total amounts or percentages
45:59off?
46:00For example, if you have a product that
46:02costs 350 dollars,
46:05should you say it's 50 dollars off or
46:08should you say it's 15% off? What looks
46:11better to the potential buyer?
46:14Now, 15% off actually gives a slightly
46:17bigger discount by a couple of dollars.
46:20But 50 looks like a bigger number.
46:24And 50 is also easier to understand.
46:28Because, you know, you have a number
46:29that's not exactly a round number to
46:31start with, 350, and then the percentage
46:34is 15%. It's also not a round number.
46:37Some people will take a few moments to
46:38calculate that and for some people it
46:40would actually be difficult to calculate
46:41that. But everybody understands 50
46:43dollars off.
46:45So, in this case, you would definitely
46:47select 50 dollars off as the discount
46:50you offer. And naturally,
46:53because people don't need to calculate
46:56the discount anymore, instead of 350,
46:58you would say 349.99.
47:01So, with that, let me introduce you to
47:03this idea, this rule of 100, which is a
47:06principle you can use throughout all
47:08your discounting.
47:09It doesn't always work, but it's a
47:11really great general principle you can
47:13use.
47:14So, if the price is over 100 dollars,
47:17then you use specific dollar amount
47:21discounts. You state 10 dollars off, 20
47:23dollars off, 50 dollars off. You state
47:25the amount.
47:26If the price is under 100 dollars, then
47:29you use percentages.
47:31And another hack you can use is you can
47:34also raise your standard price
47:36to make the discount look a little
47:38bigger.
47:40Let's go over an example of what I mean
47:43by that. So, for example, if you have a
47:4520 dollar item
47:47and you make it 20% off,
47:49that's 4 dollars off. You don't really
47:51want to give away 4 dollars, but you
47:53kind of have to so that you can increase
47:55the sales conversion. But it really eats
47:57into your margins. You may not have that
48:00level of profit happening in your
48:02business. So, what you can do is instead
48:04of labeling it as a 20 dollar item,
48:07you would label the retail price a
48:09little higher. So, you might increase
48:12the perceived value by setting the price
48:14to 24.99, 29.99
48:17because you would know that most of the
48:19sales wouldn't come at the
48:2130 dollar price or the 25 dollar price
48:23here,
48:24but at the cheaper price. But you're
48:27enabling yourself to create
48:29a discount this way.
48:31So, this way, you get the best of all
48:34worlds.
48:35Let's say you sell your item for 24.99.
48:38The advantages you get are you can run
48:40constant discounts all the time or very
48:42often.
48:44You can increase conversion rate of your
48:46product.
48:48And of course,
48:4920% off off of 24.99, that's 5 dollars
48:53now. So, you're actually seen as giving
48:56a bigger discount.
48:58Even though most of the sales will still
48:59happen at 20% off, the 25 dollars or
49:0324.99 becomes 20 dollars, which was the
49:06very original price you started with,
49:08but all you've done is
49:10increase potential perceived value,
49:13enabled yourself to run regular
49:15discounts,
49:16and increase conversion all without
49:19ruining your margins.
49:20So, these are the kinds of things you
49:22can immediately do
49:23with your pricing
49:25once you understand the psychology of
49:27your buyers when it comes to how they
49:29perceive your price versus value versus
49:31discount value.
49:33With this video, let's begin the next
49:34section of the course, which is going to
49:36focus on negotiation and there are many
49:40psychological principles involved
49:43starting with well, how do you create
49:46limiting beliefs and barriers in others?
49:49Perhaps you don't want them to go beyond
49:51a certain negotiation
49:53number that they're negotiating or
49:55certain threshold. How do you set that
49:57limit in the other person? And at the
49:59same time, how do you not let others
50:02create those barriers and limiting
50:04beliefs in you? And this is all the
50:07while managing your anxiety and creating
50:10anxiety in others because imagine that
50:14you're trying to sell something for a
50:15very expensive price.
50:17There's a lot of fear at that moment
50:20because
50:21what if they don't buy? You kind of lose
50:24the potential to make a lot of money.
50:26And so, while we're looking at this
50:29issue from a distance like right now
50:31we're discussing it there are no
50:32emotions involved, but when you're in
50:34the middle of a negotiation and you
50:36really care about the outcome, there's a
50:38lot of anxiety, there's a lot on the
50:40line, there's a lot of fear and you have
50:42to manage these emotions and not only
50:44manage them in yourself but in others.
50:47So, it's not just psychology, it's also
50:50emotional intelligence that's involved
50:52and the better you can do it all the
50:54while dealing with unknowns. There's a
50:56great unknown of how much will the other
50:59person negotiate before they walk away.
51:01So, you can negotiate yourself 10% up
51:04maybe something like 10% better deal,
51:06but you're risking during that extra
51:08negotiation, you're risking losing the
51:10entire deal. So, there's risk
51:12management, there's a lot of things
51:14happening. So, we'll talk about that.
51:17And also, there's this other element of
51:20well, you actually don't want to just
51:23grab as much as you can because you want
51:26to build a rapport and all the while
51:28having this difficult situation like
51:31difficult conversations, difficult
51:33negotiations
51:34a better and a long-term way of thinking
51:37about this is that you at the same time
51:41while having this difficult conversation
51:43wants to build and improve your
51:46relationship with the other person
51:48because you want to work together
51:51to build and enhance your relationship
51:53because if you do, you may do more
51:56business with them later. More deals,
51:58bigger deals if there's trust, if both
52:01parties win and not just one party
52:03grabbing as much as they can.
52:06So, you see there's a lot going on here.
52:08It can be simple, but it can be
52:10intricate and complex depending on the
52:12individual nature of negotiation and
52:14each negotiation is a little different.
52:16So, now that you understand what we're
52:18going to cover, let's get into the
52:20psychology of negotiation and general
52:23negotiation principles.
52:25In this video, I want to introduce a
52:27very powerful negotiation tactic that is
52:30simple to apply but is very effective.
52:33It's called the bad cop good cop
52:35technique and I'll show you how to use
52:37it from both sides.
52:38Being you being the bad cop, you being
52:40the good cop and how it works by setting
52:43limiting beliefs in others. So, first
52:47let's look at the situation where you
52:50are the bad cop. So, let's say somebody
52:52is trying to buy something from you and
52:55you might have said like I'll give you a
52:575% or 10% discount which is relatively
52:59small, but that person keeps on trying
53:01to ask for bigger discounts.
53:03And so, you say I can't. I really can't.
53:07That's it. You're the bad cop, so you
53:09say that's it I cannot go. And if they
53:11really keep asking you for more
53:12discounts, you say, I'm going to ask my
53:15boss or I'm going to consult with my
53:17partner or just ask some higher
53:19authority. And your boss or that higher
53:22authority they may not even exist. Like
53:25if you're buying a car and you and
53:26negotiate extra extra, the salesman
53:29might say I'm going to ask my boss. But
53:31like they don't have to ask the boss,
53:32they've already discussed it beforehand.
53:35So, that salesperson already knows all
53:38the price points in and out, but they
53:40still say I'm going to consult with my
53:41boss. The boss even may be in nearby, so
53:45he might come in and he might make a
53:47face and in the end he'll say, you know,
53:49you're you look like a good person. I'll
53:51give you an extra discount. But this is
53:53all play like this is all make-believe
53:55on their end. And so, that good cop boss
53:59gives you that discount and then the
54:01customer is happy because they got an
54:03extra extra discount. But you created
54:05this limiting belief in the beginning
54:07that your initial discount, the 5%
54:10discount was so to get that extra
54:12discount by the good cop boss was like a
54:15aha moment for you. Oh oh my god, I got
54:17an extra discount. That's great. And
54:19then the customer ends up settling for
54:21the deal.
54:22You can replicate something very similar
54:24if somebody's trying to buy from you or
54:26ask something from you. Like you can
54:29make a big deal about something that you
54:31say is impossible, but then you make it
54:32possible and then they're very happy and
54:35they stop negotiating.
54:36Where these are not as concrete barriers
54:41as you make them out to be.
54:43Now, on the other hand, there's also a
54:44chance for you to be a good cop. This is
54:48where you play the role that you want to
54:50give a discount. You really want to help
54:53but some higher authority, your boss,
54:56business partner, family member
54:59they just say no. Like let's say you're
55:01okay with something, but your partner
55:03disagrees. And so, you have to listen to
55:05your partner and respect your partner.
55:07And that creates a really strong
55:09limiting belief like if you say, my
55:10partner does not go below this price.
55:13So, you play the good cop and the
55:15partner is the bad cop, but they may not
55:16even exist. It's the same situation. But
55:19with the limiting belief that they set
55:21this rule and this limit
55:23you create a framework outside of which
55:26you cannot go and so, that creates the
55:28boundaries within which you end up
55:30finding a solution in the negotiation.
55:33And you see examples of this in real
55:35life all the time. Let's say somebody
55:37doesn't want to go out and they have a
55:39child. Well, what do they say? I cannot
55:41find a babysitter.
55:42No babysitter, it's impossible to go
55:44out. Conversation is over, right?
55:46There's this really strong limit. Is it
55:48true? You have no idea, but
55:51you can't really argue with that. Like
55:53can't find a babysitter, what can the
55:54person do? Or
55:56you invite somebody somewhere, they
55:58don't want to say no, so they say maybe
56:00their spouse
56:01wants them to do something else that
56:02weekend or they have to do something
56:04with their spouse. Okay, well, they have
56:06to do something with their spouse. They
56:07can't go to whatever you invited them
56:08to.
56:09So, again, you never fully know how true
56:12these reasons are
56:14but you have to work with them. So, the
56:16negotiation partner
56:18is almost forced to accept them as the
56:21truth and work within that boundary.
56:25That's why this is so strong. And to add
56:29real assertiveness
56:31and being transparent with issues that
56:33are important for you, just replace
56:36the
56:37examples that I gave in this video with
56:41the issues that really pertain to you
56:44and that way you'll be using the good
56:46cop bad cop technique which is a really
56:49powerful way to
56:52control people's limiting beliefs
56:55and set boundaries
56:56but now to apply to what's important for
57:00you and whatever you need to be
57:02assertive about.
57:04In the area of negotiation, there is
57:06this big debate. Should you name the
57:09price first? Often of course, the price
57:12is publicly stated, but what if it's
57:14not? Let's say you're applying for a job
57:17and the job is a regular job, let's say
57:20mid-level marketer or mid-level
57:22engineer.
57:23And the pay says competitive. It doesn't
57:25say a number. And let's say you've gone
57:27through the interview process and they
57:28want to hire you.
57:30Then they ask you, what are you looking
57:32to get paid? This is common. They
57:34haven't named their own figure yet. And
57:37so, the challenge is, do you name your
57:39range first or you do you let them and
57:42then you work from there?
57:43And a lot of people are really hesitant
57:46about naming the price first, but I
57:48think that's a myth. There's no problem
57:49to naming the price first. I do it all
57:51the time. I believe that it's okay to
57:54state the price.
57:56You should just know what you want to
57:57get paid and add
58:00some reasonable percentage to your
58:02intended price.
58:04And that amount that you add is the
58:06amount that you're going to negotiate
58:09with. Your negotiation partner is going
58:11to name a different price, a lower price
58:13and you'll meet somewhere in the middle,
58:14maybe split the difference and maybe
58:16you'll come out still on top a little
58:18bit of what you had wanted originally.
58:20And this range that I give, 25 to 50%,
58:23of course it varies in different
58:24situations. If it's a job situation and
58:27the salary of the position is really
58:29well understood, a 50% hike may not be
58:32reasonable. So, you may want to go a
58:34little lower. So, just use this as a
58:36ballpark idea. What you really don't
58:39want to do is don't make the price so
58:42high that it creates the sticker shock
58:45and it's almost like crazy. For example,
58:47let's say you're trying to get a job
58:49that pays $70,000 a year
58:52but you say, well, I'd like to get paid
58:54$200,000 a year. Well, that just doesn't
58:57make any sense in any universe, right?
59:00Same if you had said 150k. Okay, that's
59:03too much of a difference, right? So, you
59:05want to be reasonable and know what's
59:07the market rate. But whatever you end up
59:10saying, it should be a number that works
59:14for you
59:15and that should make you happy. Meaning,
59:18it should overshoot your value probably
59:21by a tiny bit, a little bit, but not too
59:23greedy because then if it's too greedy
59:26it will make it much less likely that
59:27you'll get the job. It will create a bad
59:29impression with the hiring manager
59:31because you know, you'll have to work at
59:33that company later. So, being too greedy
59:35ruins your chances in many ways, but
59:37being a little greedy
59:39actually gets you a better deal than you
59:42would have otherwise.
59:44And I have had a situation before where
59:48I hesitated to say the price and I made
59:50the other party say a price and they set
59:53a price that literally was out of this
59:55world. Like I was negotiating with a big
59:57company and I thought I could charge
59:59them like $100 or $200 for something,
1:00:02but then they said 5,000. But this only
1:00:05happened to me once in my life. Like
1:00:07literally instead of getting paid $200,
1:00:09I got paid $5,000 for the same thing.
1:00:12But this really only happened once.
1:00:15In all the other cases,
1:00:17I won more by stating the price first,
1:00:21being straightforward, and picking a
1:00:23price that works for me plus a little
1:00:25bit and then got so many more deals that
1:00:28on the average that I made more money
1:00:31than that one crazy deal example. So,
1:00:34stating the price like this ended up
1:00:36working out for me just fine. With this
1:00:38video, let's begin the next section of
1:00:40the course, which is going to focus on
1:00:42logical fallacies and we're going to
1:00:44talk a little bit about common paradoxes
1:00:47and errors that our brains kind of
1:00:49easily fall into. So, you have to
1:00:50understand them, especially when you're
1:00:53creating marketing materials, when
1:00:54you're trying to promote, you have to
1:00:55understand your consumer from that angle
1:00:58as well in addition to all the other
1:00:59ways.
1:01:00And originally, I wasn't planning to
1:01:02have this content in the course, but
1:01:04then as I was creating this course, I
1:01:06was thinking this would be really great
1:01:08and helpful because some of these
1:01:10things are really relevant. So, I
1:01:12actually have a logical fallacies
1:01:14course.
1:01:15It's a separate course and I took some
1:01:16of the videos from that course that I
1:01:18thought would be relevant here. So,
1:01:20logical fallacies is kind of a
1:01:21philosophical, not a psychological
1:01:24topic, but nevertheless,
1:01:27these videos that we're going to go
1:01:29through, they focus on philosophy and
1:01:31they intersect a little bit with our
1:01:33psychology. So, it's going to be
1:01:35relevant and it's especially going to be
1:01:36relevant for sales and marketing, both
1:01:40how we promote things and in
1:01:41understanding our consumer. So, with
1:01:43that, let's get started with this
1:01:45section.
1:01:46With this video, let's begin looking
1:01:48into logic and reasoning and start to
1:01:51look into deductive and inductive
1:01:54reasoning, which are two ways to come to
1:01:56a conclusion.
1:01:57First, deductive. That is when you start
1:02:00with a conclusion and you find arguments
1:02:03to prove the conclusion. You might say,
1:02:05"Dogs are better than cats." And you
1:02:08will start to find arguments why dogs
1:02:10are better than cats. The problem with
1:02:11this line of reasoning is that
1:02:14people are typically subjective and
1:02:16biased and they look for points to
1:02:18support that conclusion. If you already
1:02:21form in your mind the statement "Dogs
1:02:24are better than cats." you're much more
1:02:26likely to find reasons why dogs are
1:02:28better than cats rather than why cats
1:02:30are better than dogs. On the other hand,
1:02:32the other kind of reasoning is
1:02:35inductive. You don't start with a
1:02:36foregone conclusion, but you work from
1:02:38the bottom up. If you want to challenge
1:02:40the same issue,
1:02:42you ask, "What is better, dogs or cats?"
1:02:45When you ask, "What's better, dogs or
1:02:47cats?" you're going to work from the
1:02:49bottom up. You'll ask questions, "Well,
1:02:50what does it even mean to be better?
1:02:52Well, there are different breeds of cats
1:02:54and dogs. They're not all evaluated the
1:02:56same." And you'll have this really
1:02:59rational
1:03:00approach and build up arguments from
1:03:03there. It will require a lot of
1:03:04patience, but it's more rigorous and for
1:03:07most people in everyday life, I find
1:03:10that it's a lot less prone to error.
1:03:13Of course, you can still
1:03:15add your subjective biases into the
1:03:18arguments you want,
1:03:19but it helps to not start with a
1:03:22foregone conclusion.
1:03:23Now, with philosophical discipline,
1:03:25ideally,
1:03:27you will end up with the same conclusion
1:03:29in the end. But in most cases, people do
1:03:32not. If they think about the same
1:03:35things, but compare their deductive
1:03:38versus inductive reasoning to get to
1:03:40that conclusion or to address that
1:03:41problem, they'll find inconsistencies
1:03:44and discrepancies in the results, which
1:03:49actually will highlight where their
1:03:52biases are.
1:03:54We're not going to get into biases now,
1:03:55but in this video, the takeaway is now
1:03:58you know how to reason and get to
1:04:00conclusions. Deductive reasoning and
1:04:01inductive reasoning, very necessary
1:04:04tools for logic.
1:04:07In this video, I want to give you a
1:04:08real-life example of the effectiveness
1:04:11of a case study and I'm going to use
1:04:15Udemy
1:04:17to illustrate it because I'll show you
1:04:19how Udemy actually uses
1:04:22case studies to grow its business.
1:04:24And if you're not too familiar with the
1:04:26term case study, it's basically an
1:04:27example of one. Like
1:04:30anything can happen once.
1:04:33And that thing that happened once can be
1:04:35representative of a greater situation or
1:04:38it really can be an extreme outlier, but
1:04:41it makes people feel like
1:04:43this is common, okay? And it's
1:04:46attainable because they can clearly see
1:04:48that story. So, what's the story? When
1:04:51Udemy started out, like way, way, way
1:04:54back when when they were tiny,
1:04:56itsy-bitsy startup, nobody wanted to
1:04:59teach on Udemy.
1:05:00Because if Udemy doesn't have courses,
1:05:03then there's no buyers and there's no
1:05:04business, right? But nobody wanted to
1:05:06teach courses because they didn't know
1:05:08if they were going to make money.
1:05:10Instructors saw it as a waste of time.
1:05:12You know, if it's a small online course
1:05:13website, it's not worth the effort.
1:05:16So, instructors ignored Udemy. So, to
1:05:19solve that, companies who are kind of in
1:05:21Udemy's shoes, who need to onboard
1:05:23people,
1:05:25they manually reach out to quality
1:05:28service providers. In this case, the
1:05:29service providers were teachers.
1:05:31And of course, companies see a high
1:05:34rejection rate. That's fine
1:05:36because
1:05:38nobody wants to join until
1:05:41there's a very clear success story.
1:05:43Because when you reach out to someone
1:05:45and you say, "Hey, you don't know me,
1:05:47but you can make a lot of money."
1:05:49that doesn't really work. But when you
1:05:51reach out to someone and say, "Hey,
1:05:53here's what you can do and here's what
1:05:55other people are doing."
1:05:56it works much better.
1:05:58So, what Udemy did is they onboarded,
1:06:00they invited, manually invited a few
1:06:03really good instructors
1:06:04and they very heavily promoted those
1:06:07instructors and made them very
1:06:09successful very, very early on.
1:06:11And then they created these case
1:06:14studies, these individual stories,
1:06:16individual examples of how easy it is to
1:06:19make money on Udemy if you're an
1:06:20instructor. And then of course, they
1:06:22promoted those stories on all kinds of
1:06:24social media, bigger media,
1:06:27and many other experts, many other
1:06:29instructors started to want to join
1:06:31because they saw, "Oh, I can make a lot
1:06:33of money on Udemy. I want to try." And
1:06:36that's the power of having a case study.
1:06:38It helps the person you're selling to
1:06:40visualize themselves, put themselves in
1:06:43the shoes of the people who you are
1:06:44showing as successful. And then
1:06:47furthermore, what Udemy did is they
1:06:51participated in existing communities
1:06:53online,
1:06:54leveraged existing media,
1:06:57ran commercials, etc. But they also
1:06:59created their own social media groups,
1:07:01their own marketing channels where those
1:07:04instructors who were successful
1:07:07were encouraged to be very active and
1:07:10help out, which constantly promoted that
1:07:12case study to potential new instructors.
1:07:15And guess what? Let's say you're an
1:07:17instructor, probably you network in a
1:07:20community of other instructors. So,
1:07:22business owners know other business
1:07:24owners. And if this is done well, then
1:07:27the business owners will start talking
1:07:29amongst each other, making this viral,
1:07:32giving this extra virality. So, it's not
1:07:35just your business promoting the case
1:07:36study, but impressed individuals
1:07:40start to discuss this with their friends
1:07:42and colleagues. And that can be a
1:07:44catalyst for a lot of growth. But none
1:07:47of this happens until people see
1:07:50and visualize that they can profit or
1:07:52get some other big benefits. And that's
1:07:55exactly what having an early case study
1:07:58or case studies accomplishes.
1:08:01And that's psychological, right? We have
1:08:03that herd mentality. When somebody goes
1:08:05to a greener pasture, we all want to
1:08:07follow, but we don't necessarily want to
1:08:09be the first ones to explore because in
1:08:12that, there's risk. So, once you break
1:08:14down that psychological barrier of like
1:08:16not wanting to explore that there's
1:08:18risk, there's fear,
1:08:20and get that herd mentality going,
1:08:22that's a catalyst for business growth.
1:08:25In this video, let's look at the role of
1:08:27statistics versus role of case studies
1:08:30to help us understand and make sense of
1:08:32realities. And I'm going to use one
1:08:34historical quote to highlight the issues
1:08:37that are involved here and it's going to
1:08:39be a quote from one of the most evil
1:08:41people in history, Joseph Stalin. He
1:08:44said, "One death is a tragedy, a million
1:08:47is a statistic." What does that mean?
1:08:49Well, when you have
1:08:51one, that's a case study.
1:08:53It can give you a closer sense of the
1:08:55detail.
1:08:56You can understand what really happened,
1:08:59but when you just look at one case, it
1:09:02doesn't have statistical significance
1:09:04and it can be very deceiving because
1:09:06maybe that's the only
1:09:08case that ever happened in the world.
1:09:11So, it can be the most deceiving thing
1:09:13ever as well. In fact, a lot of news,
1:09:15when they try to shock you, they show
1:09:17you something that's outside the norm,
1:09:19that's a unique case study because it's
1:09:21noteworthy. So, you got to be careful of
1:09:24not being deceived. It's very easy to
1:09:26fall into that, especially when we want
1:09:28to believe that or when it's comfortable
1:09:30to believe that. So, the way to balance
1:09:33that is to look at statistics, not the
1:09:35way most people do it. How do most
1:09:37people do it? Most people skim headlines
1:09:40on social media, not that credible, and
1:09:42they think, "Oh, yeah, it's a
1:09:43statistic." But really, a lot of
1:09:45organizations these days and
1:09:47governments, they keep actual real
1:09:49statistics that you can publicly access
1:09:51on a lot of different issues. And
1:09:53there's independent studies on a lot of
1:09:55different issues. Those are the more
1:09:57credible sources to look into. Now,
1:10:00statistics tell you the broader truth,
1:10:03but they disconnect you with the reality
1:10:06on the ground. You lose connection with
1:10:08the people, with the individual stories.
1:10:10And statistics can be highly manipulated
1:10:13as well. If I tell you a statistic that
1:10:16a player has a 100% success rate in
1:10:18shooting in games that his team wins,
1:10:21that sounds pretty good. Sounds like
1:10:22he's amazing.
1:10:24But because it's in games that his team
1:10:26wins, his team maybe only won one game.
1:10:29And maybe if he played 100 games, he'd
1:10:31be a pretty terrible player. So,
1:10:34statistics can also be very much
1:10:36manipulated. We have to make sure that
1:10:38they're generated by either correctly
1:10:41created scientific studies or accurate
1:10:44polls. So, the source of them should
1:10:47also be questioned. And when you try to
1:10:49form your sense of reality, you have to
1:10:52balance the understanding of
1:10:55realistic and representative case
1:10:57studies and
1:10:59accurately collected statistics. That's
1:11:01the best way to accept something as more
1:11:05or less a truth in the world.
1:11:07In this video, let's address the common
1:11:09issue of blindly trusting authority.
1:11:12Most of us will say, "No, I don't. Of
1:11:14course I don't." But it's impossible not
1:11:16to trust all of it because it's
1:11:19comfortable to just take existing
1:11:22truths. They can come from parents,
1:11:24teachers, even celebrities, even
1:11:26doctors, or established experts. They
1:11:29can be wrong. Their knowledge can become
1:11:31outdated. There's all kinds of ways they
1:11:33can be wrong. It's very easy to take
1:11:35authoritative sources as
1:11:38sources of the truth.
1:11:40But we have to keep in mind that
1:11:42everyone have first of all has their own
1:11:43biases. Some people are trying to sell
1:11:46us something. Some people are trying to
1:11:48make us do what's better for them, not
1:11:50what's better for us necessarily.
1:11:52And sometimes people just suggest things
1:11:55that were good the way they were done
1:11:56before. For example, in software
1:11:59engineering,
1:12:00there's a lot of tendency to copy and
1:12:02paste old code that works. But it's one
1:12:05of the biggest fallacies and source of
1:12:08bugs because
1:12:09one piece of code that works somewhere
1:12:11else, if you copy and paste it, there
1:12:12may be some details that don't apply to
1:12:15the new situation where you're pasting
1:12:17it. And you're introducing new
1:12:19fallacies, new bugs into that code which
1:12:22has worked before.
1:12:23So, you always have to reassess and
1:12:26re-evaluate. If we use that same example
1:12:28of the code, can it be written better?
1:12:30Is there a new technology that can
1:12:32accomplish the same thing in a
1:12:33different, better way?
1:12:34And there's a really strong tendency for
1:12:37things that used to be true to become
1:12:40false today.
1:12:42In every field, the way it started is
1:12:45not the way it is now. It evolved, and
1:12:48many early assumptions probably became
1:12:51wrong over time.
1:12:53So,
1:12:54what we don't want to do is sort of
1:12:56become dinosaurs believing old things.
1:12:59And if we just accept things as they are
1:13:01because that seems like an authoritative
1:13:03source,
1:13:04then we are setting ourselves up for
1:13:07actually believing something that's not
1:13:08true.
1:13:09And so, in our case, instead of blindly
1:13:11trusting things, we have to use our
1:13:14critical thinking skills. We have to
1:13:16re-examine old facts to make sure that
1:13:19they're still valid. We have to use
1:13:20research. And only when we keep on
1:13:24testing old beliefs, old ideas, and
1:13:27making sure, "Oh, yeah, they're still
1:13:28valid." Then we can believe them. But we
1:13:31certainly cannot blindly keep on living
1:13:35the truths of the past or the truths
1:13:37that somebody else tells us without
1:13:40ourselves examining it and evaluating
1:13:43it. And of course, critical thinking and
1:13:45how to research and how to examine and
1:13:46evaluate, we covered that in other parts
1:13:49of the course, so you will have the
1:13:50tools for that.
1:13:52Now, let's go over another logical
1:13:54fallacy. This one, a lot of people know.
1:13:56Correlation does not imply causation.
1:13:59What does that mean? Well, if B happens
1:14:02after A, it's not proof by itself that A
1:14:06caused B.
1:14:07An example of that would be, let's say I
1:14:09drank green tea yesterday, and today my
1:14:12skin is way better. Does that mean that
1:14:16it was because of the green tea?
1:14:18It can be, but it would be too early to
1:14:20believe that. My skin may have improved
1:14:22from many other factors. We don't know.
1:14:25Maybe it was just a random chance. Maybe
1:14:28I got better sleep that same day. Maybe
1:14:30it was my diet. Maybe I got more
1:14:31sunlight. Maybe I had less stress
1:14:33levels. Maybe it was a hundred other
1:14:35things, or maybe it wasn't any one
1:14:38thing, but a combination of things.
1:14:40So, you see, it would have been too
1:14:42premature to assume that it was because
1:14:45I drank the green tea.
1:14:46So, you want to be careful of that
1:14:48assumption. When some things are
1:14:50correlated, it doesn't mean that one
1:14:53causes the other.
1:14:55The next logical fallacy is something we
1:14:56all fall into, wishful thinking or
1:14:59consoling ourselves. These are nice
1:15:02statements like, "All people are good.
1:15:04Everyone wants love." They're
1:15:06generalizing statements. They don't take
1:15:08particularly much thought to say.
1:15:11They're more just wishful thinking and
1:15:14kind of protect us from thinking about
1:15:16difficult things. It's obvious when
1:15:18people make such statements that these
1:15:21kinds of statements can be discredited
1:15:23because they're just statements out of
1:15:25thin air. And often when people make
1:15:27such statements, it can be self-evident
1:15:30that that person saying it didn't
1:15:32examine it that much. Because it's
1:15:34actually really hard to examine such
1:15:36broad statements
1:15:38and prove them logically. Usually, if
1:15:40people are quizzed why they make such
1:15:42statements, they give reasons that are
1:15:45insufficient to support such broad
1:15:47statements.
1:15:49What these kinds of statements really do
1:15:51is they protect us from the challenge of
1:15:54thinking deeply about things or from
1:15:56having negative thoughts about things.
1:15:58It's much easier to have pleasant
1:16:00thoughts and not bother ourselves with
1:16:03these negative potential things like the
1:16:05opposite of all people are good. Hmm,
1:16:07nobody wants to think about that. So,
1:16:09even though a lot of these wishful
1:16:10thinking statements sound nice and
1:16:12there's a tendency to want to believe
1:16:14them, really, it's just something people
1:16:16make up. There's no logical evidence to
1:16:19back it up most of the time.
1:16:22This video may be a little
1:16:23controversial. It's about our confusion
1:16:26about who's really our in-group and
1:16:29who's really our out-group. Because if
1:16:32you look at evolution and
1:16:35thousands of years ago, even other
1:16:37species, if you look at monkeys, well,
1:16:39we have our monkey group from like our
1:16:41side of the mountain, and on the other
1:16:43side of the mountain, there's another
1:16:44group of monkeys, they're our
1:16:45competitive tribe. In that sense, it's
1:16:47much easier to see who's more on my
1:16:50team. In today's world, it's a lot
1:16:52harder. But a lot of behavior has to do
1:16:55with our biology and psychology and
1:16:59evolution. And evolution is about
1:17:01survival and passing on genes. So, a lot
1:17:04of behavior can be explained through
1:17:06that. And everything that I learned
1:17:08here, I actually learned from one of the
1:17:11top experts in
1:17:13behavioral psychology and biology,
1:17:15Robert Sapolsky.
1:17:17I took an online Stanford course. This
1:17:20course right here that you can also find
1:17:22if you search for introduction to human
1:17:24behavioral biology. It's a Stanford
1:17:26course. You can see there's 26 videos,
1:17:29and each video is about 1 or 2 hours
1:17:31long. So, it's essentially like taking a
1:17:32college course. But this guy right here,
1:17:34he's maybe the top or one of the top
1:17:36world experts on human behavior biology,
1:17:39essentially understanding human behavior
1:17:41biologically. If you don't have the time
1:17:44to do that, just watch my video, and
1:17:45I'll give you a few of the important
1:17:47takeaways. Because this is quite an
1:17:50investment. It took me about 30 hours of
1:17:52actual listening time to take the whole
1:17:54course. So, when we look at things
1:17:55biologically, a lot of our behavior is
1:17:58about our survival so that we can
1:18:01reproduce. And being in a group that's
1:18:03safe helps our survival a lot. In
1:18:07animals, groups are easy to understand.
1:18:09In humans, it's quite complex because we
1:18:12have a lot more factors to go by. We
1:18:15look for and confuse similarities.
1:18:18Generally, in that course, they talked
1:18:20about a lot of studies that showed that
1:18:23people like similar people. People with
1:18:26brown hair, when shown pictures of other
1:18:29people with brown hair versus other
1:18:31kinds of hair, showed that they liked
1:18:32people with brown hair more. And people
1:18:35who talk like us, people who like things
1:18:37like us, we like them more. And it's
1:18:40very common. For example, let's say you
1:18:42meet a stranger. You don't know anything
1:18:44about them, but they wear a baseball hat
1:18:46that says Yankees, and you have a
1:18:48baseball hat that says Yankees. Well,
1:18:50you like them because they're kind of
1:18:52like the same as you. You have something
1:18:54in common. The challenge that happens is
1:18:57that we have so many points like that.
1:19:00For example, I like soccer, and I like
1:19:02my family.
1:19:04What if my family member likes a
1:19:06different team, a rival team? A rival
1:19:09team, if it was just rivals in soccer,
1:19:12then we're rivals. We don't really love
1:19:13each other. But at the same time, it's a
1:19:15family member. I like family members a
1:19:17lot, and it becomes really easily
1:19:19confused. So, with humans, this behavior
1:19:22is extremely complex because we have so
1:19:25many things like a tribe of monkeys,
1:19:28they don't have soccer, they don't have
1:19:30hobbies, they just have family, they
1:19:32have few factors to confuse them. We, on
1:19:35the other hand, have an infinity of
1:19:38factors. We like baseball, we don't like
1:19:40soccer, we like swimming, we like don't
1:19:43like running, we like reading, we don't
1:19:45like reading. I mean, there's like a
1:19:46million things, especially when you get
1:19:48to topics that exacerbate these issues
1:19:51like politics, which I'm not going to
1:19:54get into here, but obviously this is
1:19:56quite divisive. So, be aware that our
1:19:58brains are highly confused over group
1:20:01belonging, and people who need to
1:20:04manipulate our brains are deeply aware
1:20:06of that. Politicians, marketers, people
1:20:09who are selling to us, people who are
1:20:10trying to convince us of things,
1:20:12anything like that, you should be aware
1:20:14is there any group belonging confusion
1:20:16happening here because obviously people
1:20:19who want us to do what they need us to
1:20:21do have to make us like them first and
1:20:24feel like we have something in common.
1:20:26So, what you have to be aware of, I
1:20:27think, as a basic, you know, this is
1:20:29obviously a basic introduction that
1:20:31other courses like 30 hours long, but as
1:20:33a basic, just make sure that at least
1:20:36people aren't manipulating this group
1:20:39belonging whenever they're trying to
1:20:41convince you or make you do something.

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