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.
Here’s what I’ve discovered after working with thousands of sellers around the globe for over 20 years: a very small number of sales reps conduct business value conversations with their buyers. This is despite the reality that value selling improves margins, close rates, and customer satisfaction better than any sales strategy out there.
Upselling and cross-selling are strategic sales processes that can increase revenue and market penetration. Once a prospect or customer is “sold” on your product, you have a unique opportunity to provide additional value with enhanced and complementary products, if you fully understand your B2B customers’ needs. Building a solid business case for these opportunities is just as critical as it was for the initial sale.
Much is written these days about the changing nature of B2B marketing. The internet and marketing automation are changing how companies engage customers. Social media is playing a prominent role in shaping customer choices and influencing new trends. Some call these changes “consumerization” of B2B marketing, a potentially game-changing environment for some B2B marketers.
Managed services is today’s second most popular business model. Yet despite that popularity, it can still be challenging to market these services in ways that demonstrate the strategic value and benefits to drive business growth. This post addresses how managed services is perceived and valued by different IT buyers, and offers insights into overcoming objections and successfully changing limiting mindsets.
A compelling value proposition is critical to sales success. It can, without a doubt, make or “brake” a sale and is often the root cause when new products or solutions fail to reach their destination. Without a clear value map or an understanding of “what’s in it for them,” prospects have little reason to invest in your offering.