To paraphrase Mark Twain\u2019s comment about the weather, everyone talks about value, but very few people actually do something about it. Clearly value is important: The lack of a clear value equation lengthens or kills sales cycles and is one of the main reasons for \u201cNo Decision\u201d outcomes.<\/p>\n
So, let\u2019s explore how to make uncovering and communicating value an advantage for you!<\/p>\n
Hope you find this article valuable!<\/p>\n
Compare the following exchanges:<\/p>\n
Escenario uno:<\/strong><\/p>\n \"Si utiliza nuestro producto, ahorrar\u00e1 tiempo y dinero...\", ofrece el representante del vendedor. Segundo escenario:<\/strong><\/p>\n \u201cIf you use our product, you\u2019ll save time and money\u2026!\u201d says the sales rep. Scenario Three:<\/strong><\/p>\n \u201cIndustry averages show savings of a half a million dollars a year\u2026!\u201d declares the rep. Scenario Four:<\/strong><\/p>\n \u201cOther customers in the same space, similar to you, enjoyed savings of $400,000 per year,\u201d offers the vendor rep. Scenario Five:<\/strong><\/p>\n \u201cWhen we spoke last week, I believe you said you hope to recover $275,000 annually as a result of addressing your problem,\u201d says the vendor. In the first case, the vendor sounds like they are reciting from a marketing brochure, and it clearly doesn\u2019t connect with the prospect (sorry, marketing folks\u2026!).<\/p>\n In the second scenario, the rep has offered the same unhelpful value statement, unintentionally contributing to a No Decision outcome!<\/p>\n The third case shows some improvement, but value numbers from Gartner and other industry analysts are still insufficient to support prospects\u2019 needs to build compelling business cases.<\/p>\n The fourth scenario is even better, and can be helpful for the prospect, but it todav\u00eda<\/em> lacks the required specifics for prospects\u2019 business cases.<\/p>\n In the fifth scenario, the rep had done sufficient descubrimiento<\/a> para descubrir el prospectos <\/em>perception of the value of the solution, and the deal is moving forward nicely!<\/p>\n With these five examples, we can quickly understand three key ideas about value and value communication:<\/strong><\/p>\n That\u2019s clear, but how do you uncover specific value numbers for your prospects?<\/p>\n Value can be easily defined as, \u201cThe difference between the way things are done today vs the way they could be done or need to be done with a solution in place, expressed in terms of tangible<\/em> n\u00fameros\".<\/p>\n In the Great Demo! and Doing Discovery metodolog\u00edas<\/a>Esta diferencia se denomina Delta, la evaluaci\u00f3n tangible del valor de realizar el cambio, expresada en t\u00e9rminos de unidades espec\u00edficas de tiempo, personas o dinero. Por ejemplo:<\/p>\n While value can include both tangible and intangible elements, the tangible elements of value are much more important in sales and buying processes and are much more convincing. Very simply, the prospect cannot use intangible aspects of value to persuade senior management to invest in purchasing software. A reasonable ROI or business analysis is required to make a purchase happen. Numbers drive purchases, not platitudes!<\/p>\n So, how do you gather these Deltas?<\/p>\n Many Deltas are easy to uncover and communicate. Consider the following portion of a conversation with a prospect, in this case the prospect is the head of sales of a mid-size SaaS company:<\/p>\n Usted pregunta: \"D\u00edgame, por favor, \u00bfen qu\u00e9 punto se encuentra con respecto a su cuota de este a\u00f1o?\".<\/p>\n The reply, \u201cI\u2019m currently at 72% of quota \u2013 $7.2 million out of $10 million \u2013 and we\u2019ve got about 125 more days in the year\u2026 I debe<\/em> encontrar la manera de cerrar esa brecha de $2,8 millones\".<\/p>\n You smile, quietly, to yourself: The Delta is $2.8 million, a very tangible, compelling number! Even better, this Delta is tambi\u00e9n<\/em> tied to the head of sales\u2019 Cuesti\u00f3n empresarial cr\u00edtica<\/a>, which is to achieve or exceed quota.<\/p>\n This is, for you, the best-case scenario, as it incorporates three key elements of a GREAT DEMO!<\/a> Situation Slide:<\/p>\n Critical Business Issue : Achieve or exceed annual quota.<\/p>\n Delta : $2.8 million gap<\/p>\n Critical Date : End of the head of sales\u2019 fiscal year<\/p>\n Here are a few more examples of easy-to-uncover Deltas:<\/p>\n Los dos tipos de preguntas que hay que hacer en estos casos son:<\/p>\n You simply need to subtract the current state from the desired future state to calculate the Delta. Easy!<\/p>\n Those are simple situations; you only need to ask the two questions and do the math. Let\u2019s now look at slightly more complex scenarios.<\/p>\n Many operations-oriented and workflow-based Deltas can be uncovered during discovery, conversationally.<\/p>\n Por ejemplo, su cliente potencial dice: \"Nos lleva demasiado largo<\/em> para completar este proceso hoy...!\"<\/p>\n Usted responde: \"Lamento o\u00edr esto. De media, \u00bfcu\u00e1nto tiempo tarda actualmente cada persona en completar el proceso?\".<\/p>\n \u201cHmmm \u2013 I\u2019d say about one and a half days, on average,\u201d is your prospect\u2019s response.<\/p>\n You continue with another factor, \u201cAnd how often does this process take place for each person?\u201d<\/p>\n \"Todas las semanas: es una parte importante de nuestro trabajo\", dice su cliente potencial.<\/p>\n \u201cSo that\u2019s about fifty times a year,\u201d you comment. \u201cTell me, how many people are executing the process today?\u201d<\/p>\n \u201cTwenty folks,\u201d is the reply.<\/p>\n Now let\u2019s do the math: 20 people x 50 times per year x 1.5 days each time = 1500 person-days.<\/p>\n You summarize and then query, \u201cSo, it looks like this is currently consuming 1500 days each year of your team\u2019s time. What would you como<\/em> o qu\u00e9 es lo que necesita<\/em> para sentir que has resuelto el problema\".<\/p>\n Your prospect replies, \u201cGood question \u2013 if I could just reduce this to a half-day per person, I\u2019d be a hero to my team, and I know I\u2019d meet my objectives.\u201d<\/p>\n Ah ha! Just two more calculations yield this Delta:<\/p>\n 1.000 d\u00edas-persona. Esa es la diferencia entre la situaci\u00f3n actual y el estado futuro deseado. Lo mejor de todo es que las cifras proceden de su prospectos <\/em>\u00a1Labios!<\/p>\n Three notes on this:<\/p>\n OK, so uncovering the value by calculating a Delta can be done conversationally, with sometimes surprising results for your prospect when large numbers emerge from the discussion!<\/p>\n When many vendor team members hear their prospect admit pain in a discovery conversation, the sales team thinks, \u201cAh ha \u2013 we have uncovered their problema<\/em>por lo que ahora podemos presentar un soluci\u00f3n<\/em>\u2026!\u201d Truly great sales teams hold back at this point and, instead of leaping to offer a solution, they ask a few more questions about the value of making the change.<\/p>\n Cuando escuche alguna de las siguientes frases de su cliente potencial, considere cada una de ellas como una oportunidad para explorar los Deltas:<\/p>\n Prospect says, \u201cIt takes us para siempre<\/em> para terminar esto hoy...!\"<\/p>\n Deber\u00eda preguntarse: \"\u00bfCu\u00e1ntas personas participan, con qu\u00e9 frecuencia lo hace y cu\u00e1nto tiempo lleva actualmente? \u00bfCu\u00e1nto te gustar\u00eda que durara?\".<\/p>\n Prospect notes, \u201cWe have too many people focused on this\u2026\u201d<\/p>\n Deber\u00eda preguntar: \"\u00bfCu\u00e1ntas personas, con qu\u00e9 frecuencia, durante cu\u00e1nto tiempo? \u00bfC\u00f3mo te gustar\u00eda que fuera?\".<\/p>\n Prospect admits, \u201cWe have considerable project overruns\u2026\u201d<\/p>\n You should explore, \u201cHow many projects, how many overruns, and by how much? What reductions are needed?\u201d<\/p>\n Prospect realizes, \u201cI can\u2019t get this done with the current staff.\u201d<\/p>\n You should pursue with, \u201cHow many staff today, how many extra team members are needed?\u201d<\/p>\n Cada vez que escuche a su cliente potencial admitir un dolor, representa una oportunidad para explorar y descubrir uno o m\u00e1s Deltas para ese dolor. No dejes escapar esas oportunidades.<\/p>\n \u201cAnd if you use our tool,\u201d said the salesperson, \u201cyou\u2019ll save millions every year!\u201d<\/p>\n The response from the prospect team was indifferent, even quietly hostile. Why?<\/p>\n The group were all individual contributors, and in response to the salesperson\u2019s claim ellos<\/em> were thinking, \u201cSure, and we\u2019ll <\/em>never see any of that money\u2026!\u201d<\/p>\n There are three interchangeable expressions of value: time, people and money. These are simply three ways of expressing the consumption, redeployment or liberation of resources associated with solving a problem. Generally speaking, people at different levels of an organization perceive value through different filters, aligned with these three parameters:<\/p>\n Por eso, cuando hablamos de valor, tenemos que articularlo en consonancia con la persona con la que hablamos.<\/p>\n (It is even worse when the salesperson says to lower-level folks, \u201cAnd if you use our AI<\/em> tool, you\u2019ll save millions every year!\u201d<\/p>\n Now, not only is the group thinking, \u201cWe\u2019ll never see any of that money\u2026!\u201d but they are also worrying, \u201cAnd that AI may be taking our jobs<\/em>!\u201d)<\/p>\n Returning to our earlier operational example, we uncovered the following information in discovery:<\/p>\n So, enabling our prospect to solve their workflow problem will save them 1000 person-days per year. But most people can\u2019t visualize \u201c1000-person-days,\u201d so we need to translate that quantity into the corresponding numbers for money, people, and time.<\/p>\n But to do this we need two more pieces of information:<\/p>\n Our prospect tells us it is 250 days per year (tough company!).<\/p>\n Now we can complete the translation from \u201c1000 person-days\u201d to money, people, and time:<\/p>\n Now, your communication of value, via Deltas, is both precise y<\/em> in alignment with your prospect\u2019s job levels!<\/p>\n Let\u2019s revisit the five scenarios at the start of this article. If a vendor doesn\u2019t uncover the prospect\u2019s numbers when discussing value, what happens? What is the effect?<\/p>\n \u201cIf you use our product, you\u2019ll save $500,000 a year\u2026\u201d says the vendor to the prospect.<\/p>\n El candidato parece esc\u00e9ptico, pero no dice nada.<\/p>\n Have you ever seen this happen in a meeting with a prospect? Very simply, vendors\u2019 numbers are not believable and aren\u2019t helpful in moving the buying process forward.<\/p>\n There are normally four categories of Value Numbers (OK, five if you count \u201cNo numbers!\u201d):<\/p>\n \u00bfDe qui\u00e9n son las cifras m\u00e1s cre\u00edbles? Su prospectos <\/em>n\u00fameros, por supuesto.<\/p>\n \u201cI believe you said you are looking to save $400,000 a year \u2013 is that still correct?\u201d Ha recopilado esta informaci\u00f3n durante sus exploraciones de Deltas espec\u00edficos en su conversaci\u00f3n de descubrimiento con este cliente potencial. Las propias cifras del cliente potencial son las m\u00e1s convincentes y cre\u00edbles.<\/p>\n Pero, \u00bfy si no pudiera obtener n\u00fameros concretos de su cliente potencial porque no los conoce? \u00bfDe qui\u00e9n son los n\u00fameros siguiente<\/em> \u00bfMejor?<\/p>\n Otros, similar<\/em> clientes. Es decir, organizaciones que se perciben como iguales a su cliente potencial. Sus cifras son las siguientes mejores y pueden ser muy convincentes, sobre todo para Generaci\u00f3n de visiones<\/a> demos y ayudar a que las conversaciones de descubrimiento avancen m\u00e1s. Por ejemplo:<\/p>\n Usted dice: \"Otros<\/em> clientes con los que hemos trabajado, que son muy<\/em> similar to what you\u2019ve outlined to us so far, reported that they were able to save $200,000, $300,000 and sometimes as much $500,000 each year\u2026\u201d<\/p>\n \u201cVery interesting,\u201d responds your prospect, \u201cI think we are likely in that same range.\u201d<\/p>\n Esto le permite explorar la situaci\u00f3n espec\u00edfica de su cliente potencial con m\u00e1s detalle.<\/p>\n \u00bfY si no tiene un punto de partida razonable con los clientes existentes y el valor que han disfrutado? \u00bfQu\u00e9 n\u00fameros son los siguientes en la lista?<\/p>\n Industry and analyst numbers: Gartner, for example. Prospect perception of the relevance of these numbers is pretty low, however, since they represent broad swaths of customer types, sizes, and geographies. These estimates are not particularly compelling or believable for an individual prospect.<\/p>\n Por ejemplo, la estatura media de un hombre estadounidense hoy en d\u00eda es de 1,77 m. Si usted mide 1,91 m., ser\u00e1 esc\u00e9ptico ante la afirmaci\u00f3n \"La talla perfecta para el hombre medio\". Si mides 1,91 m, ser\u00edas esc\u00e9ptico ante la afirmaci\u00f3n: \"La talla perfecta para el hombre medio...\".<\/p>\n And while these industry number might serve as a starting point for a discussion, they are rather weak. (If you currently lack specific numbers for your current customers, aqu\u00ed est\u00e1<\/a> a solution!)<\/p>\n And whose numbers are at the very bottom of the list? (Let\u2019s all say it together!) The del vendedor<\/em> n\u00fameros. Estos son, sin duda, los menos<\/em> cre\u00edble por los clientes potenciales:<\/p>\n \"Ahorrar\u00e1 $500.000 cada a\u00f1o...\" \u00bfEl resultado? Incredulidad y miradas esc\u00e9pticas.<\/p>\n Tenga en cuenta tambi\u00e9n que las \"Calculadoras de ROI\" y las \"Calculadoras de valor\" generadas por el vendedor sufren un destino similar. Aunque el cliente potencial introduzca sus propias cifras, los c\u00e1lculos los realiza el proveedor, lo que hace que los resultados sean sospechosos.<\/p>\n Next, is there a way to elegantly close the loop regarding value expected and value enjoyed? Yes, indeed \u2013 and this can be a enorme<\/em> differentiator in your favor!<\/p>\n Have you ever made a major software purchase?\u00a0If you have, you\u2019ll recognize the following; if you haven\u2019t, be aware that the following is what your buyer or buying committee is going through!<\/p>\n The moment you signed that license agreement and issued that purchase order, immense pressure descended heavily onto your shoulders: The pressure of the responsibility of realizing the ROI, the return on your investment.<\/p>\n \u00bfCu\u00e1ndo se liber\u00f3 esa presi\u00f3n?<\/p>\n Was it released when implementation took place? Likely not. What about after initial roll-out? Maybe, but only for solutions that yield immediate returns. In most cases with large software purchases it can take a while before customers begin to enjoy their desired gains.<\/p>\n Accordingly, the pressure comienza<\/em> to be lifted when the person or team who made the purchase enjoys a Evento de realizaci\u00f3n del valor<\/a>: An early victory when a small, but relevant portion of value is realized. A small, but important \u201cwin.\u201d This is no<\/em> when the full ROI of the solution is enjoyed, which might take months or even years, it is a small, but important success along the way towards full ROI.<\/p>\n Considere las siguientes acciones del vendedor:<\/p>\n The discussion of an implementation timeline and Value Realization Events establishes a \u201cTransition Vision,\u201d your prospect\u2019s vision of how they will move from their current painful situation through \u201cGo Live\u201d all the way to achieving key Value Realization Events enroute to their full ROI. This is a key element of Descubrimiento<\/em><\/a>, and the vendor that does this well enjoys a distinct competitive advantage over vendors who do not!<\/p>\n Eso sugiere algunas preguntas adicionales de descubrimiento, tales como:<\/p>\n Note also that the point in time when initial Value Realization Events are achieved is\u00a0tambi\u00e9n<\/em>\u00a0the point in time when your customer will be open to becoming a reference and paves the way for renewals! Intrigued? If you haven\u2019t done so already, read more about Value Realization Events aqu\u00ed<\/a>!<\/p>\n Por lo tanto, todo el mundo habla<\/em> sobre el valor, pero muy pocos vendedores do<\/em> algo al respecto. La mayor\u00eda de los vendedores no descubren ni comunican adecuadamente el valor y, como resultado, sufren procesos de venta ralentizados y elevadas tasas de no decisi\u00f3n.<\/p>\n Usted y su organizaci\u00f3n pueden unirse a los pocos elegidos que do <\/em>uncover tangible expressions of value, right from your prospects\u2019 lips, and enjoy crisper sales and buying processes, markedly reduced No Decision rates, accelerated renewals, expansion, and delighted customers!<\/p>\n Copyright \u00a9 2014-2025 The Second Derivative \u2013 All Rights Reserved.<\/p>\n Para aprender los m\u00e9todos presentados anteriormente, \u00a1considere la posibilidad de inscribirse en una Gran Demostraci\u00f3n! Realizaci\u00f3n de habilidades de descubrimiento o demostraci\u00f3n Taller<\/a>. Para m\u00e1s consejos sobre demostraciones y descubrimientos, mejores pr\u00e1cticas, herramientas y t\u00e9cnicas, explore nuestro blog y los art\u00edculos de las p\u00e1ginas de Recursos de nuestro sitio web en https:\/\/GreatDemo.com<\/a> y \u00fanete al Gran demostraci\u00f3n y grupo de LinkedIn \"Doing Discovery<\/a> para aprender de los dem\u00e1s y compartir sus experiencias.<\/p>","protected":false},"excerpt":{"rendered":" Let\u2019s Talk About Value \u2013 Uncovering the Delta A Never Stop Learning! Article To paraphrase Mark Twain\u2019s comment about the weather, everyone talks about<\/p>","protected":false},"author":2,"featured_media":42459,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"default","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"set","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"footnotes":""},"categories":[8],"tags":[6],"class_list":["post-42446","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-great-demo-blog","tag-articles"],"acf":[],"_links":{"self":[{"href":"https:\/\/greatdemo.com\/es\/wp-json\/wp\/v2\/posts\/42446","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/greatdemo.com\/es\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/greatdemo.com\/es\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/greatdemo.com\/es\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/greatdemo.com\/es\/wp-json\/wp\/v2\/comments?post=42446"}],"version-history":[{"count":3,"href":"https:\/\/greatdemo.com\/es\/wp-json\/wp\/v2\/posts\/42446\/revisions"}],"predecessor-version":[{"id":42460,"href":"https:\/\/greatdemo.com\/es\/wp-json\/wp\/v2\/posts\/42446\/revisions\/42460"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/greatdemo.com\/es\/wp-json\/wp\/v2\/media\/42459"}],"wp:attachment":[{"href":"https:\/\/greatdemo.com\/es\/wp-json\/wp\/v2\/media?parent=42446"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/greatdemo.com\/es\/wp-json\/wp\/v2\/categories?post=42446"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/greatdemo.com\/es\/wp-json\/wp\/v2\/tags?post=42446"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}
\n\"Bla, bla, bla, bla, bla...\", piensa el interesado.<\/p>\n
\n\u201cThat isn\u2019t particular compelling,\u201d thinks the prospect, \u201cwe\u2019ll revisit this project next year\u2026\u201d<\/p>\n
\n\u201cBut we\u2019re not \u2018industry average,\u2019\u201d thinks the prospect, \u201cwe\u2019re not even the same size as the average company in our space.\u201d<\/p>\n
\n\u201cWell, that\u2019s better,\u201d thinks the prospect, \u201cthat\u2019s a good datapoint, but I need our propio<\/em>, specific numbers to get this project approved!\u201d<\/p>\n
\n\u201cThat\u2019s right,\u201d replies the prospect, \u201cthat\u2019s the kind of change I need to meet my objectives.\u201d<\/p>\n\u00bfQu\u00e9 enfoque es m\u00e1s convincente?<\/h5>\n
\n
El Delta<\/h3>\n
\n
Deltas f\u00e1ciles<\/h3>\n
\n
\n
Operational and Workflow Deltas<\/h3>\n
\n
\n
\u00bfCu\u00e1ndo explorar el Delta?<\/h3>\n
Communicating Value<\/h3>\n
\n
\n
\n
\n
\n1000 person-days \/ 250 working days per year = 4 FTE; 4 FTE * $100K = $400K
\nThe Delta for the senior management is: $400K annual savings<\/li>\n<\/ul>\n\n
\n1000 person-days \/ 250 working days = 4 FTE
\nThe Delta for the middle managers is: 4 FTEs who can be redeployed to other, more productive tasks<\/li>\n<\/ul>\n\n
\nThis one is straightforward: \u00bd day each time the workflow is executed
\nThe Delta for each staff member is: \u00bd day each week<\/li>\n<\/ul>\n\u00bfLos n\u00fameros de qui\u00e9n?<\/h3>\n
\n
\n\"As\u00ed es\", responde su cliente potencial, \"Esa es exactamente nuestra situaci\u00f3n\".<\/p>\nRealizaci\u00f3n del valor<\/h3>\n
\n
\n
Volver a Twain<\/h3>\n