In the world of B2B sales, we often pride ourselves on knowing our products inside and out. We can rattle off their features, functions, and capabilities with ease. We might even have a solid grasp of the problems they’re designed to solve – things like boosting productivity, streamlining efficiency, and cutting costs. But here’s the real question: Do we truly understand our customers’ problems?
If you don’t know your customers better than they know themselves, you have no chance to really sell to them
Harvard Business Review, Dec. 2011
Our customers have a complex web of concerns running through their minds, and it’s time we go deeper into their world. They’re pondering questions like:
Identifying the Root Causes: What’s causing these problems in the first place? What should our customers be on the lookout for as early warning signs?
Defining the Problem: How can we help our customers define the problem and all its related issues comprehensively?
Understanding Impact: When the problem strikes, who does it affect, and how? What are the repercussions, and who else in the organization is impacted if the problem goes unaddressed?
Problem-Solving Process: As our customers strive to unravel the intricacies of their problems, what questions should they be asking themselves? What data should they be gathering, and how should they analyze it? Who within their organization should be involved in problem assessment?
Knowledge Gathering: In their quest for answers, where should our customers turn to gain a better understanding of the problem and explore alternative solutions? What kind of information is vital, and what can be disregarded? How should they navigate conflicting information?
Risk Assessment: How can our customers evaluate the risks of taking no action or making a change to address the problem? What factors should they consider in making a decision, and what’s the timeline for implementing a solution? What are the consequences of inaction?
Evaluating Solutions: As they become more aware of the problem definition, how should our customers assess both themselves and potential solution providers? How can they compare and evaluate alternatives, distinguishing critical solution capabilities from those that are less essential?
Project Planning: What steps should our customers take to develop a project plan for addressing the issue? Who should be part of the team, and how can they secure support from the rest of the organization and from management? What’s the strategy for building a compelling business case to secure funding amidst fierce competition with differing priorities?
Managing Challenges: Inevitably, challenges will arise for them. How can our customers handle disagreements within their teams and maintain consensus throughout the project? How can they juggle their project responsibilities with their daily tasks?
Contingency Planning: What if things don’t go according to plan? What if mistakes are made? How can we guide our customers through these scenarios?
We might know the ins and outs of our products, but our customers are wrestling with a multitude of concerns beyond product features. Let’s imagine how we can be more than just product experts; let’s be problem-solving partners. By addressing these critical questions and assisting our customers in navigating their complex landscape, we can truly become invaluable trusted allies in their journey to success.
