The third key explains how to best execute point one (driving a valuable business conversation) and point two (continuous qualification). By reexamining opportunities in the light of business shifts, you can let your prospect know that you understand their challenges and can align with their needs. Qualification is a key to value selling because you look at qualification as a multifaceted, multidimensional mechanism.Įvery salesperson must ask, “Is there enough value to motivate my prospect to take action?” The value should be supported by a buyer with the authority to make that decision, and the timing between the buyer and the sales reps also needs to align. The opportunity to reengage those opportunities may now come months later than anticipated. What was important in February or March when sales reps were creating opportunities for their pipelines likely has shifted in May, June or July, for example. Are they selling the right products? Do they have the right business model? How has this pandemic affected their customers both short-term and long-term? Are there pivots or adjustments that the company should make based on the new realities? These business decisions may have significant impacts on the sale you are trying to make. One thing that often happens in a time of crisis is that business leaders take a hard look at their organizations and reevaluate. Some companies have had to adjust their business models or make changes to their supply chain. Lately, we’ve been talking to our clients about their pipelines and the fact that every opportunity must now be requalified. In any crisis, sales leaders will take stock and reevaluate current opportunities this is the second key. Requalify Every Opportunity In The Pipeline I know many sales reps will encounter this type of decision process with their prospects as we start to get back to some level of normalcy after a crisis in B2B selling.Ģ. A CFO or COO might not have the specific subject matter expertise around the proposed solution, but they will weigh the value of that solution against other investments in the business. Tie your solution to the business results for the company rather than just a simple problem-solution approach.įor example, “Should I invest in the manufacturing shop floor or in a human resources solution?” Sales reps will need to understand how to have that business conversation. Therefore, you need to make sure that the problems that you solve are worth solving. Does it impede production and limit potential revenue? Do supply chain issues increase the cost of goods sold? The business value of your solution will always be measured in business terms with some sort of financial metric. Dig deeper, and find out how that manufacturing issue impacts the business. However, the key to value-based selling is to elevate that to a rigorous business conversation. Then, you have a conversation with your prospect about manufacturing problems or supply chain problems. So, if you sell technology that delivers a manufacturing solution, the easy or conventional wisdom is that you go in and uncover problems that you can solve with that solution. The conventional approach to sales is to identify a problem and sell your solution to that problem. The first key to effective value selling is to elevate your conversations to business-level discussions. ![]() ![]() Elevate The Conversation To A Business Level
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