It is true, as we walk through the corridors of our customers, we come across many problems that can be solved. Depending on who we talk to, these problems will be more or less critical than others. A tool that is malfunctioning will be a serious problem for the operator, while a tool that produces parts with quality defects will be a very serious problem for the Quality Manager.
But which of these problems drives the purchase of a solution? Why some before others?
A motorist who drives his car without proper insurance already has a problem. It is a potential problem, because until the authority asks for proof of the mandatory policy, or worse still, until he has an accident, that problem will remain potential, but it will not have an impact. However, once the accident has occurred, that problem will have one or more impacts, and here the driver will realize that his problem was, in fact, a need.
At mbyl, we often say that the need is the sum of the problem plus the impact it generates, in a false arithmetic. What we want to represent is that it is not the “problems” that drive the sale, but the needs. And it is the impacts that these problems generate that justify the expenditure of money on the solution. Our customers have many problems, although they do not always recognize them. But they will only act when the impact they generate justifies it.
It is interesting to note that there are impacts that are not always generated by their own problems. Regional economy can bring impacts. Changes in the market, competition strategies, new technological developments are also causes of impacts, and were not generated by problems.
Therefore, although it is very good to be aware of our customers’ problems, let us observe their impacts, because these are what turn problems into needs, and they are the ones that also justify the purchase of our goods and services.
If you want to delve further into this problem vs. need dynamic, consult us, we will be happy to discuss this and other topics of consultative selling.
