We still have very antiquated views of our “value proposition.” Most of the time, we restrict it to the value that might be realized through the purchase and implementation of our solutions.
Ideally, we will have developed a business case for our solutions, perhaps looking at cost reduction, ROI or some other financial return the customer should expect from our solution. Sometimes, we look at an extended view–not just the results from the implementation of our solutions, but the extended impact of our solutions as part of a larger change initiative.
And our competitors are doing the same thing. And usually, there is no profound difference in the alternative solutions the customer is considering
We may win based on the superiority of that business case. Some times there are features or capabilities of our products that complement the value proposition. Sometimes we build greater confidence with our solutions through the references we provide.
But all of these value proposition proofs are based on the outcomes the customer should expect from the implementation of a solution.
These are critical for us to develop and present to our customers, but too often, we miss the biggest and most differentiated part of our value propositions—us!
The experience we create in the customer buying and, ultimate implementation, is a key element of the value proposition.
We need to think of value in a much broader context, it’s not just an economic, dollars and cents, business case. A large part of the value proposition is how the customer “feels” about the alternatives they are considering. Do they feel confident they are doing the right things through their buying process? Do they feel comfortable they are making the right decision–for themselves and their organizations? Are we addressing the FOFU they develop in the buying process? Are we addressing and minimizing/eliminating the regret they might experience subsequent to committing to a decision?
The business cases, the dollars and cents of our value propositions are table stakes for us to compete and be considered by our customers.
But the value we create with the customer in their buying and implementation process is the greatest and most differentiated value for our customers. And too often, we neglect this, consequently, are not competing as strongly as we might.
Once we recognize that we are, probably, the most important part of our value proposition, we must address the tough question, “Are we actually creating the value we can and should be creating with our customers—or do we miss this, leaving the heavy lifting to the customer?
Such a huge, but too often missed opportunity. We and how we work with our customers are the most differentiated aspects of our value propositions!
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