Time to Get Closer to the Customer

‘Close to the customer’ was a buzz word in the 1980s and 90s inspired by one of the biggest management books of all times; In Search of Excellence – the classic study of Americas most successful company by Peters and Waterman.

However, there is one aspect of closeness to the customer that has a major impact on the sales success of many organisations. Companies have successfully sold, installed and supported their solutions. Yet, they often lack detailed information, or even a clear understanding, of the experiences of their customers, at all levels – from end users to managers – of using their solutions.

That impacts on their ability to proactively manage and grow the post sale customer relationship and in selling to new customers leaves them short of information, stories and data on the real and specific benefits and challenges experienced by using their product.

We are always encouraging managers to get more specific regarding the quantifiable business impact of their solutions, such as for example the impact on key metrics such as costs, sales, time to market, etc. Yet, we are amazed to find that most organizations struggle with providing this information, or substantiating it by reference to results achieved by their customers.

We are also encouraging sales people to communicate benefits and features in the most compelling manner possible – by telling customers stories, whether by means of case studies, anecdotes, or customer references. Here again, however, closeness to the customer in terms of the experiences, use cases, etc. of the solutions sold are vitally important.

Could you get closer to your customer? When is the last time you talked to an end user? Do you know all the joys and frustrations experienced by the users? What are they key metrics against which customers measure your solution? What are the stories that you really want prospects to hear?

Got the Sales Collateral You Need?

Do you have the sales and marketing collateral do you need? If yes, how can you be sure that it does not immediately end up in the prospects bin? We recommend you use the acronomyn IMPACT to measure the effectiveness of your sales and marketing collateral: 1. Impressive: Does it look as good, if not better than, competitor collateral and create the right impression (i.e. a successful international organisation)? 2. Memorable: Can the message be summarised into a memorable & succinct 'We have done A, B & C, for X, Y & Z Clients'? 3. Proposition: Does it clearly communicate compelling benefits to the prospect? 4. Action: Does it grab attention, encourage the reader to find out more? Does it educate, or change attitudes? 5. Content: Is the information presented useful? Is it Consistent across your web site, sales presentation, etc.? 6. Tailored: By decision maker level (functional area), vertical, stage of the buying process, event, campaign, etc? If you don't have something good to send to a customer who enquires, or to leave with a customer you have met, then it will impact on your sales effectiveness.

ROI - Yes, everybody wants it, but nobody believes it!

'Yes, everybody wants it, but nobody believes it!' its not a cryptic clue, we are talking about ROI models. Buyers want to see them (and will be very suspicious if you don't have one), but don't believe them once they are provided.

We have listened to buyers on the subject and here are the reasons why the ROI models provided by sales people are not working:

1. We have our own – 'we prefer to use our own model' – 'salespeople only use a model to give them ammunition to sell' – 'some information we don't want to share'

2. Our business is different – 'that model is more suited to small companies…'

3. It is too complex – 'there are too many sheets, too many calculations, too many assumptions, etc.'

4. It is biased – 'what else would you say (being a salesman)'

5. It doesn't consider the total cost of ownership –'OK, you put the cost at 1.5 million, but that is just your charges, there will be a lot more cost on our side'

6. The assumptions made are not verified – for example 'the efficiency gain you have put at 50%, but what is that based on?' Is that backed up by research, or by your customers?

7. It is presented as a 'fait accompli' – 'if we are not involved in creating the model, then we don't own it'

8. It is confidential – 'we cannot share that information because it is confidential to our business'

Recognizing these obstacles provides clear guidance as to how ROI models can be made more effective. It is not about the perfect model, but an easy to use and credible tool that engages the buyer in exploring the key benefits of your solution to his/her business.

In fact it is probably a series of tools. This is important, as the first introduction to the concept of payback or financial return from your solution is likely to be at a high level, perhaps using standard industry figures, or benchmarks and based on the results typically achieved by other customers.

As the sales cycle progresses the seller will hopefully get a chance to get into more detail and will be involved in building a business case that is tailored to the specifics of the customer's business. However, the business case should always be communicated right from the initial sales meetings and presentations, using examples and averages based on other clients.

If the business case conversation is left till the sales cycle is advanced, then there is the risk that it will take place without the salesperson being involved. When this happens the danger is that the buyer will say we have our own business case, but the information contained therein is confidential. Obviously one concern that the buyer will have is that any costings used will set the expectations of the seller regarding price and therefore prevent a competitive tender.

Having such a model is also vital to quantifying how customers have benefited from your solution - which in itself represents the most powerful marketing information your sales team needs. Indeed, it is the zenith of understanding in terms of the compelling reason to buy your solution.

How to Creat Powerful Customer Success Stories

Customer stories and case studies are the most powerful of sales aides. That is because we are all more likely to believe our counterparts that the claims of a salesperson.

In a review of competitors for a client recently, we were struck by the poor standard of client success stories and case studies.

So, here are the lessons for writing powerful case studies:

1. Keep it short – The best client success stories can be communicated in 1 page, including graphics, both logos and contact details. That is 8-12 sentences, plus main heading and 2/3

2. Use good headlines – there was nothing to get the reader's attention or to encourage him/her to read on

3. Have a Central Point to Communicate – one that relates to the central benefit of the suppliers solution, don't try to include everything.

4. Have a story to tell – most case studies are bland, they have more in common with press releases to announce the signing a customer deal that a story of client success

5. Focus on the business, not the product – too many case studies focus technical implications as opposed to business impact

6. Use powerful quotes – keep them short and punchy and put them in large font sizes.

7. Use figures and graphs – quantifying key benefits makes them more tangible.