{"id":1155,"date":"2022-10-07T20:17:00","date_gmt":"2022-10-07T20:17:00","guid":{"rendered":"http:\/\/versabilityllc.com\/?p=1155"},"modified":"2022-11-29T20:40:36","modified_gmt":"2022-11-29T20:40:36","slug":"selling-virtually-building-value-with-customers","status":"publish","type":"post","link":"https:\/\/versabilityllc.com\/index.php\/2022\/10\/07\/selling-virtually-building-value-with-customers\/","title":{"rendered":"Selling Virtually: Building Value with Customers"},"content":{"rendered":"\n

\u00a0In my posts, I refer to value a lot: engaging customers in a way that has them see value<\/em> in talking to you\u2026asking questions artfully so you draw out their definition of value<\/em>\u2026but what is value, truly?<\/p>\n\n\n\n

Defining value can take many forms. Let\u2019s start by remembering that ultimately, value is defined by the customer; but what are the factors that they consider when thinking through how their needs translate into viable solutions?<\/p>\n\n\n\n

In the simpler days as consumers, we purchased items based on a formula of knowing that if you wanted quality, you paid a higher price for it. Name brands like GE or Ford signified quality. The equation \u201cquality = price\u201d shifted when companies started competing to offer quality goods for a better price; auto leasing programs demonstrated this, enabling consumers to drive a better made car for less money. Volvo, considered well-built but expensive, delivered true value when they started selling their vehicles coming off lease for a great price. Today, generic store brands, often direct copies of their more expensive counterparts, offer great value.<\/p>\n\n\n\n

But in today\u2019s stressed economic environment, three other mitigating factors press against this simple equation of Value = Quality \/ Price: Time<\/em>, Risk<\/em>, and Outcomes<\/em>. Will it take a lengthy amount of time to change or implement? What will be the risk to implementing this change? Will I get the intended outcome from my efforts?<\/p>\n\n\n\n

Your customers are facing unprecedented pressures to get more done in less time with fewer resources, so the energy or time it takes to make a change in their routine can cancel any sense of value quickly. And risk is high if the intended outcomes don\u2019t materialize or have unintended consequences on those that are affected by the change. It\u2019s not that implementing your solution won\u2019t benefit them; it\u2019s just not worth the hassle, risk, or chance.<\/p>\n\n\n\n

So how do you increase the urgency, or need, to solve the problems they are facing that directly relate to solutions you can offer? This is where your questioning becomes strategic. It\u2019s easy to ask questions to find a basic problem or need; the art of Balanced Seller\u00ae questioning is in carefully taking the time to double click and build the need awareness and urgency in the customer\u2019s eyes. YOU may see the problem or need, but does the customer? And, if they do see it, is it compelling enough for them to take the risk and time to change? Add questions to your repertoire that build the problem statement so the pain or gain of change far outweighs keeping the status quo. Ask questions that<\/strong>:<\/p>\n\n\n\n