In taking your offer to a client try to avoid “my-solution my-opia” (Where you as the seller are short sighted in relation to the clients true perspective). This can leave you looking through rose tinted glasses.

There are reasons why the buyer doesn’t always agree with the sellers point of view.

1. They have a choice

They don’t necessarily need to buy your solution as they have other alternatives they can consider. They have other suppliers offering them solutions too, they could build something in house and of course the classic “Do Nothing” strategy is also available to the buyer who is not convinced of the value.

2. You don’t demonstrate that you understand THEIR specific needs

With often complex challenges to trade off it is vital that you demonstrate empathy with the buyer. They need to know that you understand THEIR situation and can demonstrate the potential impacts of the project for their performance. This is the Why Buy? challenge in the buying process and needs to be addressed before the product pitch.

3. Your Business Case is relatively weak

Great news, you have developed a business case for the client. However, other projects will compete for [often limited] funds in the organisation. Sometimes another project could offer a better ROI/payback/IRR etc for the client and they will focus effort there instead.

4. So what is it exactly is the offer? (Scope fuzziness)

They are unclear on exactly what it is you are offering them. If this is unclear they are likely to leave decisions unmade until such time as they are clear.

5. They have different priorities.

You might want to focus on the usability of your solution in the field and whilst this is interesting for the buyer it is not the key thing driving their approach .For them it is the need for decision support intelligence that is the key requirement. Don’t be short sighted, research THEIR priorities.

6. They perceive deployment to be risky

Are you clear about what it will take to get this deployed into the prospect organisation? what are the dimensions of change required for this to be successfully implemented. It is possible that there are people, timing, process, training, IT, systems and communications considerations. This is especially relevant where there are longer term and broader aspects of the project into which you provide an element of their project solution.

All told they need to be convinced of the Why Buy? (1,2&3) before the What Do? (4&5) before finally the Why You? (6) aspects of the process are complete. 



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