Consider three types of unconsidered needsThere are really three kinds of unconsidered needs you should look to identify in your prospect?s status quo situation. (1) Undervalued needs are rapidly approaching trends or problems whose speed of approach or impact has been underestimated by your prospect and could threaten their most important business goals. (2) Unmet needs are those your prospect doesn?t realise they have because they?ve papered over the problem with stopgap measures and other workarounds to temporarily conceal the nature of the pain. (3) Unknown needs are usually longer-range issues that surface when a vendor has a fix for a problem the prospect didn?t know they had. You can enhance the value of your deals by bringing these issues into the life cycle of the buying decision.
Rethink insightsTo reform the way you develop, deploy and deliver your message, you may need to reform the way you think about insights?which serve as the foundation of the ?unconsidered needs? approach. No longer can you afford to deliver insights that provide what I call ?true but useless? information. Your insights should aim to be original, provocative and forward-looking, revealing inconsistencies or uncertainties in the way your prospect?s doing business today. The best insights will include a surprising data point,?a disruptive perspective and a provocative question.
Connect the unconsidered needs you identify to your unexpected strengthsThis is the step that allows you to effectively transition from the ?why change? story to the ?why you? one. It?s not enough to just tell your prospects why their current situation will prevent them from reaching their objectives; you have to link their challenges to your solutions to show how you?re uniquely qualified to resolve them. To testify to your value, conclude with a story that highlights a comparable scenario in which you helped another company find a ?new safe? with your solution. Unexpected urgency and uniqueness ? that?s what it?s going to take to convince prospects to pursue a pathway to change. You won?t be able to take them there if you?re telling prospects the same things as your competitors. You will if you can expose prospects and customers to the problems and missed opportunities they didn?t know they had. Tim Riesterer is the chief strategy and marketing officer at Corporate Visions.
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