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The End of Solution Sales mitchellmackey.au(解决方案销售mitchellmackey.au的结束)
The End of Solution Sales
by Brent Adamson, Matthew Dixon, and Nicholas Toman
Artwork: Chad Wys, Thrift Store Landscape With a Color Test, 2009, paint
on found canvas and frame, 42 x 34 x 2
The hardest thing about B2B selling today is that customers don’t need you the
way they used to. In recent decades sales reps have become adept at
discovering customers’ needs and selling them “solutions”—generally, complex
combinations of products and services. This worked because customers didn’t
know how to solve their own problems, even though they often had a good
understanding of what their problems were. But now, owing to increasingly
sophisticated procurement teams and purchasing consultants armed with troves
of data, companies can readily define solutions for themselves.
In fact, a recent Corporate Executive Board study of more than 1,400 B2B
customers found that those customers completed, on average, nearly 60% of a
typical purchasing decision—researching solutions, ranking options, setting
requirements, benchmarking pricing, and so on—before even having a
conversation with a supplier. In this world the celebrated “solution sales rep”
can be more of an annoyance than an asset. Customers in an array of
industries, from IT to insurance to business process outsourcing, are often way
ahead of the salespeople who are “helping” them.
But the news is not all bad. Although traditional reps are at a distinct
disadvantage in this environment, a select group of high performers are
flourishing. These superior reps have abandoned much of the conventional
wisdom taught in sales organizations. They:
evaluate prospects according to criteria different from those used by other
reps, targeting agile organizations in a state of flux rather than ones with a
clear understanding of their needs
seek out a very different set of stakeholders, preferring skeptical change
agents over friendly informants
coach those change agents on how to bu
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