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The Inflexion-Point Blog: VALUE SELLING STRATEGIES

8 steps to positioning your strategic business value

Posted by Bob Apollo on Tue 2-Oct-2018

In complex B2B sales environments - particularly ones that involve multiple stakeholders and lengthy and often complicated buying journeys - it's unwise to rush to propose your solution the moment a prospective customer acknowledges or implies that they may have a need that you might be able to solve.

This tendency towards "premature elaboration" has been the ruin of many apparently promising sales opportunities. If it is a significant purchase, and if your customer takes their decision-making seriously, they are going to take their time. rather than racing ahead of their buying journey, you would be far better advised to first establish your distinctive value.

But before you can position the distinctive value of implementing your solution, you first need to position the value of addressing your customer's issues ...

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Avoiding death by stovepipes [guest post]

Posted by David Jackson - Guest on Tue 25-Sep-2018

As anyone who has worked with me or read my articles, I am passionate about ensuring that sales and marketing are aligned in a common cause. But that's not enough: We need to ensure that marketing, sales and customer success are all working together to improve lifetime customer value.

I am delighted to invite David Jackson, CEO of TheCustomerCo - a widely recognised expert in the area of customer focused organisations and the former CEO of Clicktools (an Inflexion-Point client) to share his perspectives on the subject.

Working with Management Today magazine, David introduced and managed the UK Service Excellence Awards (subsequently renamed UK Customer Experience Awards) and is the author of 'Dynamic Organisations' and 'Becoming Dynamic', both published by Macmillan. Avis CEO Alun Cathcart described David's work as "essential reading for all those who lead organisations in the 21st century".

Over to you, David:

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The Buyer’s Journey: Why Change? > What To? > Why You?

Posted by Bob Apollo on Wed 13-Jan-2016

It’s awfully hard for many sales people to resist the “itch to pitch” when they come across a prospect that seems a perfect fit for their solution. After all, why would they want to hold back? It turns out that there are many compelling reasons why rushing to present your solution is a really bad idea.

Closing a sale in one call might be possible in some transactional sales environments - in fact it may be the only economic way of dealing with low-value opportunities. But in complex, high-value buying decisions, the last thing most prospects are interested in at the start of their buying journey are the fine details or unique capabilities of your solution. Here’s why

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Why it's time to STOP "Adding Value"

Posted by Bob Apollo on Thu 8-Oct-2015

It’s probably the most commonly proposed response to price pressures and commoditisation: if we’re not prepared to cut our prices, we had better add more value for the customer. It’s a reasonable objective, but the sad truth is that most so-called “value-added” strategies simply add cost and complexity without making the offering any more desirable to the customer. In fact, they often have the opposite effect.

It might be a good idea to start by defining exactly what we mean by value. For many product-focused organisations, it’s seen primarily in terms of adding incremental functionality without adding much or anything to the price quoted to the customer. But that’s not how the customer typically views it...

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The fundamental principles of value-based selling

Posted by Bob Apollo on Tue 21-Jul-2015

It’s a sad fact that today’s average B2B sales person is still far more comfortable talking about their products than they are discussing business issues. However the average B2B buyer regards a sales person’s relevant business knowledge as being far more valuable than their ability to regurgitate product features, functions and benefits.

This terrible mismatch has profound consequences. It should be no surprise that according to SBI, on average 87% of the revenues in complex B2B sales environments are being generated by just 13% of the sales population. Needless to say, the gap between the best and the rest is far narrower in best-in-class sales organisations. What sets these top performing organisations apart?

There’s abundant evidence to suggest that one of the most significant differences lies in their ability to systematically create unique value to their customers through the disciplined application of value-based selling techniques across their entire sales and marketing organisation. And the results can be seen in top line revenue growth that far exceeds market averages.

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