to dislodge you as the incumbent provider. Creating some
angst and finding a sliver of dissatisfaction causes buyers
to question whether they are getting a fair deal.
The value added you deliver today becomes tomorrow’s
expectation. When buyers experience your value added,
it no longer becomes special, it just becomes another
expectation. When you’re accustomed to something, you
take it for granted. For instance, when is the last time
you tried starting your car, and when the engine turned
over you said, “Wow! The car actually started. That’s
incredible!” Customers get used to your value the same
way you get used to your car starting. When things just
work, we don’t think about it.
Hoping the customer gives you the credit you deserve
is not a reliable business strategy. Nobody gets the credit
they deserve, you only get the credit that you ask for. For
that reason, salespeople must proactively remind customers
of the value they deliver. If you don’t remind customers
of your value, it’s easier for competitors to sell their value.
Here are some tips to better reinforce the value you deliver.
It’s a Campaign, Not a Single Event
Our research shows that 82 percent of top-achieving
salespeople regularly review their value added with their
customers. Customers all suffer from short-term memory
loss, so it’s important that we remind them often. It’s
critical for salespeople to schedule value reinforcement
calls. On a quarterly basis, remind customers of the value
they received and the impact it had on their business.
If you’re planning a price increase, value reinforcement
becomes even more critical. Anytime the buyer sees
an increase, regardless of the nature of the increase,
they question the value they receive. So, begin a value-reinforcement campaign 90 days before a price increase.
Identify Customer Cost Drivers
Organizations are more sophisticated in recognizing
and reducing costs. This creates immense opportunities
to prove your value to customers. Work with your
customers to understand some of the key cost drivers in
their business. Once you understand how your customers
recognize these costs, document ways you help customers
reduce these costs.
Customers get used
to your value the same
way you get used to
your car starting. When
things just work, we
don’t think about it.
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