How do you develop and maintain a value selling mindset and culture?

Additionally, moving to a value selling culture is often a transformation for organizations. To keep this culture alive and thriving, it requires strong executive sponsorship from the C-suite internally, as well as bottoms-up success in the trenches where the field has had a taste of success using the approach in their accounts. Getting both of these going is a potent ingredient to a sustainable value selling culture.

You have to fuel the initiative. Too often we see generic value selling training provided to sellers and viola, the organization claims mission accomplished. In order to empower sellers for value-centric engagements they need research on challenges, insights to share , key performance indicator guides, value models and tools, success stories and proof points to facilitate proper value discovery, communication and quantification.

I think before you can do any of this, you need to understand how painful and expensive the problem is you solve. If you can describe the pain and expense in graphic detail, your value proposition almost falls in place, in my experience!

Para poder hacer una venta de valor debe entenderse en profundidad e integrar cuál es el valor que el producto o servicio supone para el cliente. Esto pasa por un conocimiento profundo de las necesidades de cada cliente en cada proyecto y por descontado, un conocimiento de las ventajas competitivas que se les puede ofrecer. La clave como siempre es saber escuchar, saber hacer las preguntas adecuadas y saber conectar los puntos del proyecto para dibujar el camino al cierre.

Having a shared, internal lexicon is often a skipped step when it comes to driving a value-based sales culture... What very specific, key words are we going to repeat over and over (across Marketing, Sales, Product, etc) to communicate to employees, prospects, customers what we uniquely do + how we do it? Too often we try to be everything to everyone, which slows down sales + innovation. Customers prefer precision, not vague terms or marketing-speak. Repetitive and Simple wins.

Value comes alive only when Quantified, communicated, understood and acknowledged by the receiver as Value to them. Value that does not adhere to the above remains a perception in the minds of the provider and the customer. Mapping the Value and the benefits associated to the KPI's of the Client, highlighting the contrast between "Cost of Same" versus "Cost of Change", brings life to the Value equation.

The only way to demonstrate this is to translate the value proposition into metrics that understand and affect the customer, more sales, lower costs, more customers... with measurements and estimates with calculations shared with the customer. The very process of analysing, identifying and calculating value is itself a process of effective communication.

Effectively conveying product value to customers is nuanced. Customers often misinterpret their priorities, desiring one thing but valuing another. Tata Nano's launch illustrates this; despite market data favoring cost-effective cars, marketing it as the "Cheapest car in the world" led to poor sales. Positioning it as "Your First Car" could have succeeded as a two-wheeler alternative. Tata's shift to safety marketing, though initially unimportant to the Indian market, secured consistent top sales. Empathy mapping is crucial, revealing customers' true values and latent desires, enhancing marketing effectiveness by aligning products with genuine needs.

Um Ihr Wertversprechen effektiv zu kommunizieren, ist es entscheidend, die Sprache und Terminologie zu nutzen, die Ihre Zielgruppe versteht und mit der sie sich identifizieren kann. Ein oft untersch?tzter Aspekt ist aktives Zuh?ren: Stellen Sie gezielte Fragen, um die spezifischen Bedürfnisse Ihrer Kunden zu verstehen, und passen Sie Ihr Wertversprechen darauf an. Geschichten und Fallstudien sollten als Beweise dienen, die den Nutzen Ihrer L?sung authentisch und nachvollziehbar aufzeigen. Der Wert Ihrer Botschaft wird erst real, wenn er von der Zielgruppe als solcher wahrgenommen und anerkannt wird.

TCO (Total Cost of Ownership) is widely used to assess value, but it has several weaknesses. ??By definition, Total Cost of Ownership focuses on cost reduction and often misses potential revenue impacts and risk levels that can be valued. ??The bigger problem is its comprehensiveness. By definition assessing total cost requires gathering data for any cost that your offering could conceivably impact. ?Customer value modeling is a better alternative. It includes all areas that impact value - not just cost. Also by focusing on just the points of difference with the customer's alternative, less data is required. That means more customers will share their data and you'll save time. Most importantly, you'll also simplify your value story.

Empower your customer champions to take ownership of the value model and enable them to effectively share and explain it to senior management, including the CFO, CIO, and other decision-makers. Encourage them to use the value model as a tool to demonstrate the ROI and business benefits of your solution, and provide them with the necessary resources and support to do so.

Cuantificar el valor de la propuesta es crucial y puede ser una herramienta que nos ayude no solo a garantizar la venta sino también, a mantener el mayor margen en la operación. La venta de valor debe generar un buen margen, solo de esta manera se estará premiando la mejora y competitividad del proveedor. Al calcular el retorno y especialmente al compararlo con otras propuestas, podemos descubrir que la oferta más cara sea en un corto o medio plazo la más económica y rentable. Y esto puede ayudarnos a cerrar acuerdos sin descuento o incluso con un margen a?adido para poder ofrecer servicios adicionales que puedan incluso a?adir más valor al esperado.

Um den Wert effektiv zu quantifizieren, ist es entscheidend, nicht nur auf traditionelle Kennzahlen wie TCO (Total Cost of Ownership) zu setzen. Oftmals sind diese zu eng gefasst und vernachl?ssigen wichtige Aspekte wie potenzielle Umsatzzuw?chse oder Risikominderungen. Stattdessen sollte man auf ein umfassenderes Kundenwertmodell setzen, das die gesamten Auswirkungen der L?sung auf den Kunden abbildet. Besonders wichtig ist es, die spezifischen Bedürfnisse und Herausforderungen der verschiedenen Stakeholder im Unternehmen zu berücksichtigen und ma?geschneiderte, greifbare Belege zu liefern, die den Wert der L?sung in deren Sprache und Kontext verdeutlichen.

The best value sellers measure & communicate value at 3 critical times. 1?? During the sale, create a value "estimate" 2?? After the sale but before your offering is implemented: * agree on specific "value goals" * gather the baseline data * establish ongoing value data collection & review processes 3?? After delivery, quantify "value delivered" to the customer. Many firms are so excited to get the sale that they skip step 2. A value goals workshop should be a required part of your implementation process. Successful value communication requires shared value goals and an ongoing value data collection & review processes. Your retention improves and you build trust and credibility for future upsell & cross-sell value claims.

Para mí una de las maneras de reforzar el valor es crear canales digitales de comunicación mediante los cuales aportar píldoras de información o conocimiento. Nos interesa que los clientes se mantengan fieles a la marca. Queremos una adherencia a nuestra propuesta más allá de la venta puntual que se pueda hacer. Por ese motivo, mantener a los clientes en nuestro ecosistema nos permite estar más cerca de él y posiblemente, ayudarle a detectar puntos de mejora que nuestros productos o soluciones puedan darle.

Look full circle. I found that when quantifying a products value from a few points of view is the best way to pin point a companies unique value in both quantitative and qualitative ways. For example the qualitative and quantitative you create to: - your users, - your buyers (not always the same persona as the user) - the direct or indirect value to customers or clients of the company you are selling to (like customer success). Also, I like to pin point the value that the founders intended to create when launching their startup with the startup's core values. When mapping the #vision of the company's value from numeros angles and then rising to a birds eye view we could spot a unique way to communitcate our value in a a

Quantifier la valeur de votre proposition est crucial pour garantir la vente et maintenir une marge élevée. En comparant les rendements avec d'autres offres, on peut démontrer que l'option la plus chère est souvent la plus rentable à moyen terme. Cela permet de conclure des affaires sans réduction de prix et d'offrir des services supplémentaires.

Um den Wert w?hrend des gesamten Verkaufsprozesses effektiv zu st?rken, sollten Sie sicherstellen, dass dieser kontinuierlich durch konkrete Beispiele belegt wird. Besonders wichtig ist es, den Nutzen, den Ihre L?sung liefert, nicht nur einmalig, sondern regelm??ig zu kommunizieren. Das kann durch Fallstudien, Kundenerfolgsgeschichten oder regelm??ige Leistungsberichte erfolgen. Ein oft übersehener Aspekt ist die Visualisierung der erzielten Ergebnisse - Grafiken oder Dashboards, die den Impact Ihrer L?sung in Echtzeit zeigen, schaffen Vertrauen und verst?rken das Wertversprechen nachhaltig.

The transition to value selling is uncomfortable for the sales team. Training alone is never enough. Sales people need the right tools to make value discovery, quantification, and communication easy. Those tools have to be integrated into the marketing, sales, launch/delivery, and customer success processes. Ongoing coaching is essential to reinforce the behavior change. Initially, I've found that some additional incentives to reward value selling behavior accelerates adoption. If you have the scale, a Chief Value Officer, who has visibility and responsibility for value creation across the firm's silos (Marketing, Sales, CS) increases success. Lastly, value selling only works if the senior leadership are strong and vocal advocates.

Ein erfolgreiches Value-Selling-Mindset in einem Unternehmen zu etablieren, erfordert weitaus mehr als nur ein einmaliges Training. In meiner Arbeit als Expertin für Value Selling und Verhandlungsführung begleite ich meine Kunden oft über sechs bis zw?lf Monate nach den initialen Workshops. Diese kontinuierliche Unterstützung und das Coaching sind entscheidend, um einen echten Mindset-Shift in der gesamten Organisation zu bewirken. Dieser Wandel ist nicht nur intern spürbar, sondern zeigt sich auch in deutlich h?heren Umsatzzahlen, geringeren Churn-Raten und langfristig loyalen und zufriedenen Kunden.

La formación en este área es crucial ya que, la venta por valor es algo que tiene que ver con la cultura de la empresa pero también con el desarrollo de ciertas actitudes. Saber escuchar al cliente y sus objeciones para responder de forma clara y convincente es una de esas capacidades. Será clave así mismo que el vendedor sea capaz de entender su propuesta de valor, y no solo eso, debe creérsela para ser convincente. Esto requiere un esfuerzo muchas veces pues, los conocimientos del vendedor podrían no ser suficientes en ciertos momentos, lo cual podría llegar a dificultar esto.

In addition to direct feedback, track metrics for behaviors that demonstrate whether value selling is occurring on each opportunity. Then you can calculate the win rate, discounting, and sales cycle for opportunities using value selling vs. those that don't. It's usually a big gap. Recognize those individuals who are practicing value selling. Identify and share their best practices. Show the laggards how they can close wins faster without discounting by following the value selling approach.

Learn from your mistakes! Implement a "Monthly Pulse" survey to continuously refine your value selling approach. This brief, focused questionnaire targets recent customers, prospects, and team members, gathering insights on value proposition clarity, objection handling, and overall effectiveness. Using a mix of rating scales and open-ended questions, ensuring both quantitative tracking and qualitative feedback. Key findings drive targeted action plans, informing training initiatives and strategy adjustments. This systematic approach keeps value selling top-of-mind, provides data-driven insights, and fosters a culture of continuous improvement, enhancing your team's ability to articulate and deliver value consistently.

We miss a huge amount of the value we create by focusing only on the value of our solutions. Customers struggle in making a change decision. They struggle with the buying process because they don't know how to buy. We create great value with our customers by helping them understand what they are trying to do, helping them navigate the buying process. We are the most helpful when we help the customer gain confidence that they are doing the right things. Value is all about the customer and how they feel undertaking this process.

Sales leadership should continuously reinforce the importance of understanding the customer, where they are, and how they define value! (ie. consultative selling) Just as often, if not more-so, than they reinforce quotas and tactical sales motions. By understanding things like their appetite and capacity, maturity and culture, and WHAT REALLY MATTERS to decision-makers, we can learn how they define value which is the GOLDEN TICKET to closing anything! Sales leadership pushes GTM strategies and materials that focus on sharing industry trends, when what we should be pushing is how to approach customers with the right set of strategic, NON-TECHNICAL discovery questions and an open ear.