Value Selling Blog

Developing a solid business case is a critical step in the B2B sales process. It involves creating a clear and comprehensive argument that presents the financial benefits of a solution so that a customer can make an informed purchasing decision.

Engaging with buyers has become increasingly difficult as demand for their time and attention is at an all-time high. On top of that, marketing channels are falling in and out of favor at unprecedented pace. All this makes creating single-purpose marketing and sales content a big and costly gamble.

Building value selling content into your solution messaging and sales process requires a deep understanding of the difference between ROI and TCO analyses and the right use case for each. If used inappropriately, or not at all, you can lose credibility with customers and hurt your chances of closing deals.

Encouraging prospects to change their behavior is one of the greatest challenges facing marketers and sellers. Behavioral economists call this phenomenon “status quo bias.” How can sellers overcome this inherent yet irrational desire to keep something the same, even if it’s less than optimal?

The biggest gap between sellers and buyers is a shared understanding of a solution’s value. This gap leads to long sales cycles or worse, deals that just fade away. Overcoming this chasm can be accomplished using value selling tools, which function as a Rosetta Stone to unlock insights for both sides.

Wonder why your buyers and sales teams aren’t using your value selling tools? Chances are they’re built around a product-centric value proposition and creating unwanted complexity, despite your best intentions. Here are two strategies for fine tuning your value selling tools and increasing adoption.

Sellers have been told for years to “sell higher in the organization.” This is especially true for complex sales, which require the approval of the CFO or another senior-level financial leader. Unfortunately, financial approval remains elusive, partly because sellers are often unprepared.

Labor savings is the value dimension most often challenged by prospects when building a business case. Why is it so tough to get customer buy-in for your labor-saving estimates? While the answer will vary by company, these hesitancies are often at the core.

The buyer's journey has evolved from a linear, predictable process to a complex expedition with twists, turns, and multiple decision points. Unfettered access to information puts the buyer in charge but something important is missing: a clear perspective of a product's value to the business.

An effective business case conveys your solution’s value and impact as they relate to the specific needs of your buyer. Although different levels of approval are often needed, a business case should be tailored to include the messaging and metrics most important to the decision maker.