There is a flood of advice on social media to not sell products anymore, but the problem you’re solving for the customer.
And guess what? They are right.
And guess what? In the majority of cases, they’re doing it the wrong way.
Because solving problems is not the only important thing in the business, and a majority of the “solution-oriented” companies don’t have strong and clear problem statements.
Let’s take a real-life example.
I was approached by the account executive of one big sales enablement company, and he asked for a meeting.
“What problems are you solving?” I asked him, and he told me that their product (a.k.a solution) connects marketing and sales with the right enablement content.
My first response was, why this is the problem for us? And then he mentioned the zillion features their products have.
The opportunity to get a meeting and chance to present to me the solution was failed.
This wasn’t his fault, to be honest.
This is not a sales problem alone. Product and marketing are also responsible for this one too.
The solution for this is to write what problems are your best solving with your products and services, why this is a problem for the customer, and what is the impact (financially, productively) of doing nothing from today and how your solution is different from million others on the market.
And write it on paper. Invest some time.
Use Why and so what questions because they are so simple, but powerful ways to express what problems are you best solving.
Let’s take our “problem” of connecting marketing and sales with the right sales content.
We’re connecting marketing and sales with the right enablement content.
Why this is important?
So your sales reps can deliver a consistent approach on the field.
- So your sales reps represent your brand in the right way (brand image) and reps are losing the deals that could be easily won.
- So you can close more deals by explaining the customer the results your product promises which closes the sales cycle (performance)
- So sales reps can access the right content in the right time at right place (productivity)
We could wall those so what questions, and we’re going to stop here.
Put your first thought about the problems you are solving and write as much as you can using why and so what questions. You would be surprised how much you can learn about the problems you are really solving.
Food for thought
What problems are you really solving and why this problem should be important for the customer?
Can you explain the problems you’re solving in 3000 words?