TAILIEUCHUNG - How to Compete and Win When the Stakes are High_5

Tham khảo tài liệu 'how to compete and win when the stakes are high_5', khoa học xã hội, kinh tế chính trị phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả | Peeling the Onion 135 That price tag enables customers to prioritize the problem and then make a rational informed choice between continuing to incur its cost and investing in a solution. In fact as we see in the next chapter establishing an accurate cost of the problem is the only path to defining the true value of a solution. Cost is also the surest way to shorten the customer s decision cycle. Think of the customer s pain as the decision driver and the cost of the pain as its accelerator. The higher the cost of the problem the faster the decision will be made to solve it. Salespeople tend to shy away from quantifying the actual financial impact of their customers problems. Sometimes they honestly believe this work is the customer s responsibility and that their customers don t need help to understand financial impacts this is after all the common underlying assumption of the sales processes they are taught to use. Many other salespeople complain that it is too difficult to uncover financial impact and quantify the value. They base this conclusion on their experiences asking customers about costs. However they typically ask cost questions that encompass too many elements. You know this is happening when customers respond by saying That s a tough question that would be really hard to determine. The real problem is not that the cost is too difficult to quantify but rather that salespeople do not have a proper formula for calculating it. The number one reason salespeople avoid quantifying their value is that they have not been equipped by their companies to do so. The best sales professionals embrace the measurement of value and realize that the starting point for determining 136 DIAGNOSE COMPLEX PROBLEMS value is calculating the cost of the problem. They know that there is always the possibility that the cost of a problem will not be large enough to motivate the customer to change. They also know that such an outcome is entirely legitimate. If the cost of a .

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