- I'd like to ask you a simple, but very important question.

Do you sell a product or a solution?

If you answered solution,

then I have a very important follow-up question.

What's the definition of a solution?

Now if you said something that solves a problem,

you get a prize.

But here's the issue.

Most salespeople think they're selling a solution,

but the reality is

they really only talk about their product.

Now in order to make an impact with the C-suite,

you have to be an expert at their problems,

the cost of not solving those problems,

and then how your product serves

as a solution to those problems.

If your customer doesn't believe or agree

that they have a problem,

guess what they're not looking for?

That's right, a solution.

Being perceived as a credible problem-solver

means your customer perceives you as knowledgeable,

skillful and capable of solving those problems.

So how do you ensure that you drive that perception?

Step one, understand exactly what your customer

is trying to accomplish and the problems

that may be preventing them now or in the future

from accomplishing those objectives.

Step two, search for third-party insights that highlight

or underscore those problems

and reinforces the urgency to solve them.

Step three, help the customer quantify

the cost to them and their organization

should they not solve those problems

or if they solve them incorrectly.

And then finally, in step four,

position your product or service

as an ideal logical solution to those very problems.

Now I recommend you spend

as much time as possible talking about

the customer's problems and the cost associated with them.

The longer you can keep

the customer discussing their problems,

the more likely they are to desire a solution.

Problems are personal and emotional to your customer

and that's what drives urgency to change.

Think beyond your products' features and benefits training

and really try to understand your customer's point of view.

Once you can do this regularly,

you will naturally begin to speak their language

and be viewed as someone

who completely understands their business

and the threats that prevent them from being successful.

If you don't focus on your customer's problems,

you will commoditize yourself

and not be able to establish real value.

Let me give you an example.

If you sell elevators for commercial office buildings,

your customer's problem is not that they need an elevator.

Their problem is they're trying to design

and build a Class A office building

that generates top lease rates,

operates as efficiently as possible

and builds long-term value in the resale of the building.

Now how does your elevator solve for those?

Let's say you sell CRM systems.

Your customer's problem

isn't that they need one more database

to manage with loads of bells and whistles.

Their problem is they need to increase sales

and find a better way to manage their customer conversations

in the buyer journey.

Now tell me how your CRM system solves for that.

I think you get the point.

Always remember, problem-solvers rule the world

and the C-suite.

Be one of those.

(bright music)