Ultimately, customers buy from the seller who offers the best value. Yet salespeople who are seen by buyers as value-multipliers are as rare as pink diamonds. A recent Forrester executive insight survey asked senior executives to rate salespeople.
Just 15% Of executive buyers felt their meetings with salespeople were valuable.
Just 15% Of executives felt salespeople articulate their solutions in terms of solving business problems.
Only 6% Of executives felt salespeople articulate their solutions in terms of solving business problems.
Companies can be seduced into thinking that insight-led selling is little more than a toolkit of Aha! producing techniques to be adopted and mastered. But for an insight-led sales team to truly flourish it helps enormously if Aha! thinking becomes part of a firms DNA.
To help firms create a customer focused, insight-driven culture where inventive thinking flourishes, my firm takes clients through a three phase process.
During the first phase, we get the clients leadership team to define their customers vision statement. While most firms have a vision statement that focuses on what the firm aspires to become, few have a customer vision statement that addresses what their customers want to become.
In the second phase we help our clients collate all their strategic innovations in a portfolio which allows them to answer the question what do we want our customers to become? Strategic innovations which answer the question ‘what do we want our customers to become?’ “makes both the business and its customers more valuable over time” writes MIT researcher and author Michael Schrage.
When Disney executive Andy Mooney attended a Disney on Ice show in Phoenix in 2000, he couldn’t help but notice the numbers of little girls in the crowd who were dressed up in home-made costumes of Disney characters.
How do insight-led sellers come up with value-multiplying insights? The flash of insight more often than not comes from questioning a basic assumption.
When most salespeople and companies want to understand their customer needs they typically start by asking what do our customers want? The problem with this approach argues A.G. Lafley, CEO of Procter and Gamble, is “the customer can rarely tell you what
he or she wants or needs.”
Marketing departments spend an astonishing one trillion US dollars a year on advertising. So what types of persuasive messages pack the most punch?
A company’s business model is a simplified picture that captures how it creates, delivers and extracts value. In other words, how it makes and loses money.
When most salespeople and companies want to understand their customer needs they typically start by asking what do our customers want? The problem with this approach argues A.G. Lafley, CEO of Procter and Gamble, is “the customer can rarely tell you what he or she wants or needs.”