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Value Props : Buyer vs Seller journeys

Buyer’s journey stages	LEARN & BUILD AWARENESS OF NEW NEED	INVESTIGATE OPTIONS	COMMITTING TO CHANGE	SOLUTION SELECTION	CONTRACT NEGOTIATION	COMPLETE PAPERWORK	INCREASE ROI
Buyer’s needs	What is my problem / need? Can my problem / need be solved? Do others experience the same problem / need? What is the cost of doing nothing? Is there a credible new frame breaking vision ?	What solutions exist? How do various solutions compare? Where can I go to learn more about potential solutions? What are the required capabilities for change / solving the problem	Could Value Props solve my problem? Are others at my company interested in solving this problem? Is this a priority for us right now? Is the solution worth the resources and costs?	What are our decision criterias? Will Value Props work as expected? Does Value Props work with our systems, processes, and culture? Can I talk to others who have used Value Props ?	How can I justify cost with value? How do I mitigate any risks? How can I get the most value for the least cost?	What paperwork do we need to sign? How do I navigate our contractualization process? Who needs to be involved?	How do I get the most value out of my purchase? Who can I speak with about best practices? How do I use Value Props more to solve other pains/needs? Who else at my organization should use Value Props ?
Actions	Engage with new SPARK- INFORM content	Engage with CONFRONT content & Admits the initial perspective is flawed	First Champion is convinced and ready to build consensus for action	The group agrees on the best solution and preferred vendor	Budget is secured and all contractual documents are validated	All documents are signed and the vendor 1st invoice is received	Project milestones are respected the value delivered can be calculated
Seller’s needs	What important & urgent problems do we solve better than competition ? What are our defensible differentiators? Who do I need to target? How do I qualify potential buyers? How can I get in front of mobilizers?	How can I learn more about the buyer and their pain/need? How can I help the buyer understand what we do? How can I understand the pain/need from multiple angles? How can I communicate Value Props unique/different value ? What is the validated value proposition by the prospect?	How can I emphasise the urgency to the buyer? How can I communicate value to multiple stakeholders? How do I validate the value proposition with multiple stakeholders? Who are my champions?	What are the most important value drivers? How can I demonstrate the added value of Value Props compared to our competitors? How can I measure Value Props value? How can I enable our champions to get internal consensus? How do I test my champions?	How can I charge the most for our Solution? How can I mitigate any Value Props risk? How can I maximize contract value and length? How do I reconnect with the economic buyer?	How do I navigate their purchasing process? How do I get them to sign? Who needs to be involved?	How do I set up a consistent cadence to interact with my customer? How do I assemble an account management team to meet their needs? How do I grow their ROI of Value Props to get them to buy more? How do I ensure they renew their contract?
Seller’s journey stages	PLAN, PROSPECT, AND QUALIFY	DISCOVERY	SOLUTION PRESENTATION	BUSINESS CONSIDERATION	CONTRACT NEGOTIATION	SIGNATURE PENDING	CUSTOMER MANAGEMENT

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Value Props : Buyer types

BUYER TYPES	DEFINITONS	IDENTIFICATION	ACTIONS / TACTICS
CHAMPION	No champions No deal ! Ability and willingness to effectively sell on your behalf when you’re not there.	This is the person who is going to support you throughout the sales cycle. It could be a contact you already have a relationship with, or just someone who really wants to see this project move forward. Whatever the case, the champion is a powerful person to help you navigate through the organization.	FIND: identify a real champion EQUIP: enable them to create internal consensus BUILD: continually empower and coach TEST: give homework (informations & access to power)
CHAMPION - GO GETTER	Gets it done Champions other’s good ideas Always delivers more than asked Learns from mistakes and moves on	“Show us business value and we will make it happen” Strengths : relentless, handles ambiguity well (create structure), team player Deficiencies : less visionary, poor storyteller, values rational over emotional explanation	Prioritize organisational benefits Give them a vision and ensure they convey it
CHAMPION - SKEPTIC	Makes you prove it Perceives unclear projects as risk Prepares influential stakeholders for disruptive ideas Believes changes require small wins first	“I know how to get things done, but you have got a lot to prove before” Strengths : his buy-in / approval means a lot for the organisation, prepares others for chang, forces precision Deficiencies : struggle with ambiguity, moves cautiously, communicate in plans not ideas	Drive urgency to compel them to act Provide absolute certainty in the project plan Give them a compelling story to share
CHAMPION - TEACHER	Sells the vision Often teaches and shares new insights Colleagues and senior executives seek their input Good at convincing others	“I love this idea ! Let’s save the details for later” Strengths : persuasive, advise others, passionate Deficiencies : can be viewed as undergrounded, weak in project management, manages primarily through excitement	Stick with their vision, only tweak as needed Provide a clear project plan and timelines Keep them on track with interim deadlines
TALKER - FRIEND	Likes to hang out Readily accessible and enjoys conversations with vendors Often networks sales reps with colleagues Generous in giving time	“Sure i will take a call, what new things can you show me ?” Strengths : give time, sets up settings with others Deficiencies : rarely buys but still takes your call, their help is not always valuable, is likely also helping others vendors	Don’t get too comfortable with them, they can become a distraction and a time sink
TALKER - GUIDE	Tells you everything Provides information typically unavailable to vendors Speaks the truth when sharing Distributes informations equally	“Here’s what you need to know about us ...” Strengths : knows the organisation, helpful and candid Deficiencies : not action oriented, less influence, is helping other vendors	Pull as much information from them as you can Dont mistreat as a champion They won’t get things done
TALKER - CLIMBER	Out for themselves only Needs to personally gain from projects Wants personal rewards for risk taken Likes to tell others about their success	“What’s in it for me” Strengths : ambitious and driven, savvy and know how to get what they want Deficiencies : distrusted because others assume they have a personal agenda, backs out at the first sign of risk to themselves	Focus on the personal win IF you think you need them be careful because their help can backfire if you become linked with a distrusted contact’s personal agenda
ADVERSARY - BLOCKER	Track them all and neutralize or win them over Openly avoids change and defends the status quo Believes stability is a goal in and of itself Believes improvement projects are distracting	“I don’t want you to win because …” I prefer another vendor because … I don’t want to change anything because it will make my job more difficult I don’t believe the proposed change is a good thing for the company	Do not avoid, and understand the reasons why they are blocking Use rational to make them change their mind Use peers influence to silence them Make trade-offs during negotiation to get their support
ADVERSARY - DOUBLE AGENT	Sounds like a champion but is actually an adversary	“I am a smart blocker with no direct power”	Use Talkers and Champions to actively identify them and publicly address solve their concerns

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Value Props : MEDDICCC cheatsheet

M	Metrics	Economic impact of the solution	In order to calculate potential impact, metrics must be both quantifiable (in either dollars, percent, or time) as well as comprehensive. Potential impact is expressed as the financial impact of each percent change, and should always have the associated time period attached.
E	Economic buyer	Control of the budget	The economic buyer has the final authority to say yes or no to the money, has discretionary control over funds, and understands business benefits, decision criteria, and the process to close a deal.
D	Decision criteria	Technical, business, financial (ROI), personal criteria	Customers don’t always know or understand their decision criteria. We have to help define and guide their decision criteria through discovery and commercial teaching. The goal is for a prospects’ decision criteria to align with our unique differentiators. It takes commercial teaching to make this happen.
P	Decision process	Legal, security, paper, people, process, timeline(s), approval	Key steps to uncovering the decision process: map out the political landscape, map out the steps in the decision making process with dates, understand the role of the main contact and use them appropriately, make friends and influence people (find reasons for them to get things done), and continued follow-up and accountability.
I	Identified pain	Business objective, problem to be solved, personal pain	Pain is measured by URGENCY: Is there a compelling event? CONSEQUENCE: If left unaddressed, are there real negative consequences? DESIRED RESULT: What is the impact on the Positive Business Outcomes's (PBO)?
C	Champion(s)	Who will sell on your behalf, business & operational level	A true champion is an active promoter of your product or service, has close access to the purse strings of their organization, possesses organizational credibility, power and influence, is honest with you and works to align their interests with yours, and stands to gain a personal win if you succeed.
C	Compelling event	What will ultimately compel the business to act	Compelling event answers “why now” and is a crucial component to ensuring deals don’t continually push. Compelling events can be organic (budget cycles, board meetings) or manufactured (cost of doing nothing, fear, uncertainty, and doubt). Validate compelling events with multiple stakeholders.
C	Competition	Direct and indirect competition for time and budget	Understanding your direct (competitors) and indirect (competing priorities) competition should influence, but not dictate, your sales strategy. Understand both incumbent and potential competition.

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