When I Gave Up on Value Selling

And what I found instead - 

A Value Selling Disciple

I came to Sales late. I moved from Operations into Sales seven years into my professional career. I found myself having to adapt quickly to this new field and I relied on the structured methodologies of Value and Solution Selling to “catch up.” I became proficient at and a a proponent of their use. Later in my career as a Marketer and Business Leader I regularly taught Sales teams the Value methods and worked them into my marketing tactics as well.As I worked within these methods across multiple industries I started to see a familiar pattern: these methods didn't always yield the desired results. Often, a value case was the obvious choice for a customer, yet the case was ineffective in persuading them. The methodologies I’d learned weren’t helpful in offering a recourse.

Seeking a solution to this problem, I experimented with insights-based methods, like the Challenger approach. While this idea of bringing insights to a customer seemed promising, I soon realized that these methods were "clunky." They relied on developing a FEW BIG insights, usually prepped by Marketing, which Sales then delivered to customers. It felt like a one-size-fits-all solution—one that didn’t account for the unique perspectives of individual clients. In addition the preparation for delivery by sales still seemed to emphasize “the pitch,” merely substituting the "insight pitch" in place of the "value pitch." This realization led me to a crucial turning point in my career.

A Shift to Trusted Advisor

In search of a more effective approach, I stumbled upon a concept that revolutionized my understanding of sales: the consultative model. Born in consultancy practices, this model had a proven track record and was grounded in building deeper, more meaningful relationships with customers. The decisive difference of a consultative approach lies in its departure from relying on a single, overarching insight. Instead, sales reps bring a multitude of small yet powerful insights tailored to each customer's unique context.

This approach recognizes that each customer is different, and the insights that resonate with them will vary accordingly. The conversations initiated by these insights are not only unique but transformative. Professionals  who uses these methods become capable of fostering a level of trust and understanding that changes both relationships and sales outcomes. Sales professionals can transition from being mere solution providers to becoming trusted advisors.

I’ve seen this methodology work, and the results are transformational. I’ve seen the results as clients adopt it; I’ve used it in my own practice. It fundamentally changes the relationships with your prospects, and it's been shown to close more deals.

Yet, this approach requires a real shift in the way sales professional prepare and hold their conversations, drawing focus from preparing a pitch to real empathy and an advisory role with the client. But when handled well, these conversations often lead the customer to ask the rep to offer the value, and customers often work with reps to craft their own customized solutions.

Actioning the Insight

The key action here is to become clear on the idea of what an “insight” is.

Often being "consultative" is equated or confused with simply “helping solve customer problems.” While this does increase commercial team responsiveness, it often results in teams providing services and problem-solving, for free, as part of the selling process. Demonstrating the ability to solve problems ahead of a sale is not “insight.” While well-intentioned, this confusion will inadvertently commoditize the expertise of sales professionals.

The essence of leveraging insights lies in using our expertise and knowledge to help customers think differently. It's not about solving problems; it's about guiding customers to reframe their perspectives and see problems from a new angle. Based in cognitive psychology and new understanding of cognitive biases, this approach strengthens the customer relationship by making the sales professional as a valuable thought partner rather than just a problem solver. What’s more, on the other side of thinking differently about a problem customers usually experience a need for more relevant solutions, and that opens the door to solutions the sales professionals can bring to bear.

Developing the skill to craft and deliver such insights requires a new sales skills and deep understanding of the customer's business, industry trends, and a keen ability to listen and adapt. As sales professionals, we must learn to cultivate these insights continuously. By doing so, we position ourselves as trusted advisors—partners who guide and inspire, rather than simply transact.

The potential of insight and framing to fundamental change the sales conversation exposes a fundamental gap in the older Value and Solution Selling methodologies, which I leaned on as a new Sales Rep.

To understand more about what an insight is, and why value selling struggles for lack of framing, I would suggest the following 7 min video clip:

“Why Does Value Selling Struggle Today?”

Until next week,

Kendall -

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