What do you do if your B2B customers aren't convinced by your value proposition?

Chances are if customers aren't buying your value prop, you've got a value prop problem. To fix this situation, you need to take three steps immediately. First, have your executive team reach out to all of your best customers and ask them how things are going. Don't just focus on your product. Try to get a sense of their overall challenges and if/how your product fits into their priorities. Gather this info. Second, listen in on Sales calls (during or after) to hear how prospects are reacting to your various approaches and look for the top issues. Next, do a worst/best exercise with the leadership team. Ask each exec to share what the worst value prop would be. Repeat this with a best-value prop discussion. Test. Test. Test.

You have to be Customer Obsessed to be successful in Marketing. So if your VP is not convincing your customers, then you need to go back and ask yourself how well you know your customer, their problems, their pain points, etc. If your assessment comes out that you do know your customers deeply, then you have to take a look at the way the VP is structured, worded and shared.

Three obstacles that put value to the test: 1. I don't get this product 2. I don't need this 3. I don't trust you First problem is solved through education, powerful copy, use cases, tailored market segmentation. The "need" is either a PMF problem with your product or wrong ICP. Iterate and calibrate. The trust factor is brand awareness. Faith in the brand. Reviews, testimonials, success stories, case studies. Triage these three and conversions will go up.

B2B customers unconvinced? Rethink the value equation! Deep dive back into customer research. Are you truly addressing their core challenges with a differentiated solution? Focus on the "why" for them. What measurable impact can your offering deliver to their bottom line or strategic goals?

**Revamp Your #B2BValueProp: A Game-Changer Strategy** Is your #B2B value proposition falling flat? ?? Turn things around with these strategic tweaks to convince even the most skeptical customers: 1?? #CustomerResearch Dive deep into target audience's needs, pain points & desired outcomes. 2?? #UniqueSellingPoint Identify your unique strengths & craft a compelling value prop that resonates. 3?? #ValueDelivered Back up claims with tangible metrics like cost savings, efficiency gains or improved ROI. 4?? #TailoredMessaging 5?? #SocialProof 6?? #ContinuousOptimization A well-crafted value prop is a #GameChanger for #B2BSales! ?? #ValuePropositionMarketing #B2BMarketing #CustomerCentric #SalesStrategy

If you are customer obsessed, you are constantly interacting with your customers. Take the opportunity to discuss your value proposition and discuss with your customer why it's not effective (root cause) and what could make it more effective (countermeasure plan). Make sure that you do not do this work with just one customer but that you get this kind of feedback from multiple customers to make sure that your VP will resonate with the majority of your target customers.

Consider customer feedback as an ongoing process. Utilize the insights collected from the feedback to make specific enhancements to your value proposition, and then gather feedback again to evaluate the impact of those changes. Adopting this iterative improvement approach driven by customer feedback can lead to a more customer-centric and successful business, with improved customer satisfaction, retention, and growth in the revenue.

If you have good data, analyze it. Either, 1) they're receiving the value you expected and they're not seeing that or, 2) they're not receiving the value you expected. Interview key customers you believe are receiving the expected value. Discuss their expectations to see how they vary. Or perhaps they don't vary but you need to better communicate that they are receiving the value. If they're not getting the value per your initial analysis, walk through their usage of your product and together try to analyze how it can be improved to meet their value expectations.

Reverse-engineer what your competitors do. Add on adjacent vendors serving the same ICP. Craft two offers: - one that mimics the format, channel, structure of your competitors - a bespoke one disrupting a different market trend to diversify You need at least 2 successful offers to pivot. Use the market average as a control test and develop your unique angle simultaneously.

I would not recommend doing this competitive analysis or spending too much energy on this activity. You really can not benchmark other company's VP because the company will be different, their way of solving problems will be different, their go to market will be different. Thus, there's very little you can learn from understanding you competitor. Instead, spend the energy to better understand your customer, to be customer obsessed.

yes, I completely agree on this point. by competitive analysis enterprises can achieve a overall view of marketing trends and players move for competitiveness.This action helps in below way to all enterprises. (1) Understanding Competitors' Offerings (2) Identifying Competitive Advantages (3) Addressing Customer Pain Points (4) Refining Messaging and Positioning (5) Iterative Improvement

Important here to be wary of competitor claims on websites, selling materials, or in demos. I've seen so many unsubstantiated claims about ROI - additional revenue generated, time saved, and more. Find your customers who've switched and find out the actual value they got from competitive products and why they switched. Then analyze the value in comparison they're getting from you.

When creating a tailored message make sure you're testing, learning and optimizing. More than likely you won't nail the first time you work on the copy. I'd recommend running an A/B on messaging at first and measure the results. Also when working on copy make sure you align with the customers pain points right away and don't talk about your product until later to solve the problem. If you start with his narrative in the being it will set you up for success.

The most important aspect of tailoring your message to a specific segment / sub-segment is the language. The language of the message has to be fully aligned to the customer's perspective, how they communicate, their terminology, etc. Of course you have to have your own brand voice but make sure that you do not bring any of your own company terminology in the message and that you only use the terminology that your customers use.

The best messaging for customers often isn't every single product or service detail that the internal stakeholders are jazzed about, its the message that is short, sweet, and speaks to the daily lives of others. Such as how much time they can save, improved accuracy, or lowering their costs will delivering high quality results. This is what other businesses care about, more so than that 8th bullet point on slide 8.

When faced with B2B customers unconvinced by your value proposition, address their objections by refining your offering based on feedback, providing concrete evidence of its benefits, and tailoring your approach to their specific needs. Engage in consultative selling to demonstrate how your solution can solve their challenges, offer exceptional support to build trust, and continuously iterate to stay responsive to evolving market demands, ultimately strengthening value proposition and winning over hesitant customers.

Be real. At my last company, I did a significant ROI analysis of the competition - their claims. Most were not cited as to how they were generated. Just numbers put on their site. Make sure your messaging conveys true value. Yes, you can stretch some but not too much or you lose all credibility. We had a competitor that promised their customers would generate $x / month from using their product. We had many, many of their customers come to our booth at shows and say that promise wasn't anywhere close to reality.

If you haven’t had a chance to, interview as many customers of all sizes as possible to make sure you have the right message. Also stay in constant contact with the various sales teams to make sure marketing understands what is resonating during the sales process. Then text, test, and test some more. Often great messages get watered down with internal jargon and too many opinions. Try to push for a simplified approval process that is customer - not internal focused.

Generate real tangible value statements, as measurable as possible, that you can integrate into product demonstrations. It should also be conveyed on your website and along the path to purchasing. Again, make them real and believable. If possible, use real customer names. If that's not possible, describe them as to their industry, size, or some other way to make them "real". Product demonstration is not just for prospects but should be part of a customer success program. You want to make sure your actual customers understand how to best use your product to get the value they expect. Help them understand the value they're actually receiving and help them improve.

Mostrar seu produto em a??o realmente faz a diferen?a, tanto para fechar uma venda quanto para assegurar a satisfa??o do cliente após a compra. Produtos digitais, muitas vezes, sofrem com baixa ades?o porque os usuários n?o tem tempo para aprender a ferramenta, apesar de entender que é importante. Por isso, as demonstra??es s?o essenciais. Uma demonstra??o eficaz n?o só esclarece dúvidas e facilita o aprendizado, mas também pode ser decisiva na hora da venda, porque o potencial cliente sai da reuni?o com solu??es práticas e n?o com mais um problema (aprender uma nova ferramenta), transformando a experiência extremamente esclarecedora.

Remember that your customer's needs are always evolving, your competition is always taking actions in the market, that disruptions are always happening, that even your own organization is changing. For all these reasons, the VP is not fixed in time but you have to constantly evolve it so that it's always as effective as possible. This requires constant conversations with customers, deep market research work, competitive analysis, etc.

If you are not testing your value prop then you are surely missing out. Companies like Wynter have created a great framework to test messaging and value prop. But even before going to market, check with your peers, existing cusotmers, and people from the ICP if they resonate with what you are trying to market. Enhance the value prop continuously with customer feedback till you have the right market fit for the same.

Customer Journey Mapping: Create a map of the customer journey to determine the touchpoints where customers may experience obstacles or discontentment with your value proposition. This will help you identify areas that require improvement. By creating a customer journey map and using it to identify areas for improvement in the customer experience, you can enhance the alignment between your value proposition and customer expectations, ultimately driving greater satisfaction and loyalty.

**Provide Proof of Concept**: Offer case studies, testimonials, or data that demonstrate the real-world impact of your solution on similar businesses. Providing tangible evidence of success can help build credibility and trust with skeptical customers. **Offer a Trial or Pilot Program**: Consider offering a risk-free trial or pilot program to allow potential customers to experience the value of your offering firsthand. This hands-on experience can be more convincing than simply describing the benefits theoretically. **Address Objections Transparently**: Listen to customer objections and address them openly and transparently. Understand the reasons behind their skepticism and provide clear, detailed responses to alleviate their concerns.