Sometimes complex customer problems require complex solutions. We can get stuck in considering how do we address it instead of thinking of the customer first. Addressing the complex problems of your customer requires finding a way to be part of the bigger ecosystem that the customer’s complex issue sits in.
Now let’s consider instead that your B2B customer decision maker is an area Sales Manager. This Sales Manager measured on Market Share and Revenue as well, but they may be more directly measured on the length of the sales cycle and their team’s lead to conversion rate. For this customer, your messaging could focus more on the impact of closing deals anytime anywhere; enabling their mobile sales teams to close deals faster, as well as cutting down on the number of buyers who change their mind in the previous extended time before the invoice was sent.
It’s not reasonable to expect people to contribute to our business without return. We need to consider what’s in it for them. I believe that we need to look at partners and employees as customers. They pay us with their time, their outputs, the doors they open and their loyalty.
how do we know if our Customers are realizing these benefits? Do our Customers know they are achieving these benefits? And more importantly – do our Customers agree that these are the key benefits they want from our offering? To answer these questions we need to make the Value Proposition more than just a marketing statement. We need to make it a living breathing part of the business.
Startups primary focus is customer acquisition. This happens by refining the customer persona, defining and branding positioning statement and responding to the customer buying cycle. You lean this by engaging with customers. Working on brand comes second.