"Customers in B2B markets are becoming increasingly sophisticated about purchasing. Recognizing that most products and services they buy are not strategic to their businesses, they begin by simply seeking suppliers that will meet their basic specifications at a competitive price. Then, after they’ve winnowed down the contenders, they often ask the finalists to offer “something more.”
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Many suppliers misunderstand this request. They’ll respond with the well-worn tactic of stressing features their offerings have but competitors’ lack, and when that doesn’t work, they propose price concessions. But it turns out that customers are looking for neither of those things.
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During a three-year research project, we discovered that when purchasing managers ask for something more, they are actually looking for what we call the justifier: an element of an offering that would make a noteworthy difference to their company’s business. A justifier’s value to the customer is self-evident and provides a clear-cut reason for selecting one supplier over others, effectively breaking the tie among the final contenders.[Moi ici: O artigo está cheio de bons exemplos, em vários sectores, destes "justifiers"]
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The justifier, or tiebreaker, helps the purchasing manager demonstrate to senior leadership that he or she is making a contribution to the business. [Moi ici: Outra vez um exemplo de deixar de pensar nos outputs para concentrar a atenção nos inputs. Basta pensar no que vem a seguir] That is no small thing. People responsible for nonstrategic purchases have difficult, often thankless, jobs. They’re under pressure to complete these transactions as quickly and efficiently as possible. Whenever anything goes wrong with what they’ve bought, they get blamed. But their diligence and understanding of the business typically get little recognition.
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Tiebreaking sellers coach their salespeople to explore this topic with customers and engage them in a conversation about their concerns.
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With value selling, suppliers build a case to prove that their offerings provide greater worth to customers than competitors’ do. But when purchases aren’t strategic, that approach is ineffective, and suppliers need something extra whose value is self-evident to win the sale.
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The top yearly goals of a customer’s senior management can be a great source of ideas for justifiers. By visiting a customer’s website or perusing its annual report, a supplier can learn about initiatives aimed at improving safety in specific areas, reducing waste, and the like. Yet purchasing managers told us that salespeople rarely conduct such rudimentary background research or put in the time to learn about their customers’ objectives.
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we discovered demonstrate that with enough determination, even a supplier of a nonstrategic offering can persuade its customers’ purchasing managers and leadership that it is something special."
Trechos retirados de "Tiebreaker Selling"
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