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Simplicity
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It's not about what YOU think/see/feel is simple. It's about what your customers think/see/feel is simple for them (or not). They don't know the ins and outs. They don't know better. They do know better, though, their day-to-day. They're experts at that. A "simple" system for them might not be something that's simple for you. Take "my old tax booking system is simple"... until they know how simple other things can be. Because simplicity —or complexity— has not everything to do with the use, but with their transaction and emotional costs. With how much effort they might need to put on, instead of going with the flow of the known. Next time you hear "I want something simple", ask what they mean by simple. You'll be surprised. And they'll make the sale for you. |
Rod Aparicio
Get one tip, question, or belief-challenge that just might change the way you market, to help your customers buy. A *daily* email for b2b founders on improving your business —without the bullshit.
By agreeing with the objections. "It's too expensive." It is. "The price is ridiculous." It might be. "Why so expensive?" That's the price. "But it's SO simple." You're right. It's not your job to convince anyone —or to talk anyone into buying. Your job is to qualify early and bring those objections yourself at the beginning. The best way to defend your price is by making peace with your price. If you think it's too expensive, they will too.
Don't get invested into what you want to get. The moment you do that, you're too invested in the sale and giving your power away. You'll take the zero as a lose. You'll take the zero as non-appreciation. You'll confuse the zero with your self-worth. Start the other way around What could you give away for zero and help? Examples of Giving away for zero: deep knowledge in a general setting your insights and POV on a subject a recommendation to somebody else a recommendation to a competitor...
When you find a budget protector (one who sees costs as the core, efficiencies in the systems, how to spend less in order to gain more), no matter what you do, you won't make a case of how you're creating value for them and their organization —and pay accordingly. It'll be a battle for how to pay the least possible. Their driver is reducing costs. Everything that involves getting money out of the pocket is a expenditure. When you find them, look for the one in charge of value creation to be...