B2B Organic Growth Blog

When you say you want to pursue a “new market,” do you mean the market is truly embryonic? Or is this just a new market for you? If so, it’s better to call the latter an “unfamiliar market.” The customers were already there. It’s you—not the market—that’s new. This is just one example of supplier-centric thinking that permeates B2B innovation. Customer-centric thinking will take you much further.

More in white paper, Innovating in Unfamiliar Markets (page 2)

It’s helpful—but shortsighted—to ask, “How can AI assist me?” It ignores the end game when AI becomes more than your friendly helper. Some ask, “When will AI replace me?” A better question is, “What work can I master that AI cannot?” For this, we’ll consider the Digital Waterline. (Watch in 5-minute video.) AI already does many ... Read More

In either case you should ask, “What was I thinking when I started this?” Especially if you are a B2B supplier with knowledgeable, interested, rational customers, who want you to know their needs. And a science already exists for completely understanding these needs. Maybe it’s time to stop throwing salt and begin learning a better approach?

Learn more about B2B innovation at www.newproductblueprinting.com

The customer stakeholder saying “no” may be completely HIDDEN from the key account manager. Key decision-makers are ABUNDANT… on average, 5.4 people per B2B buying decisions, which drops their “intent to purchase” below 50% (compared to individuals at 81%). Many critical decision-influencers are RELUCTANT to meet with a salesperson. And because these decision-influencers hail from different job functions, they DISAGREE on what is needed.

Learn how to overcome this with Key Account Blueprinting

Your stage-and-gate process is the interface between your company and project teams… doing vital work like preventing mistakes, planning resources, and creating portfolio views. Keep it, but add another interface on top… between the teams and customers. This interface is “customer insights skills.” Together they’re a dynamic duo.

More in white paper, Guessing at Customer Needs (page 9)

Some voice-of-customer experts recommend you exclude your salesforce from interviews because “they can sell but not listen.” True sales professionals are great listeners: You just need to reward them for listening. Strengthen listening and learning by your entire team, and you’ll out-perform competitors who side-line their sales pros when gathering market insights.

More in e-book, Reinventing VOC for B2B (page 24)

Over time, certain patterns become impossible to ignore—and when they do, it’s worth stepping back and talking openly about them. One of those moments is when we hear someone say, “All customers want is a lower price.” That statement isn’t a conclusion. It’s a signal. And it deserves attention. 1. Product Decisions Are Happening All ... Read More

You would hope the answer is, “yes.” After all, research since the late-1980’s has shown asking the right questions improves selling success. Unfortunately, our own research of 396 B2B sales professionals shows decades of selling experience gradually improves probing skills, but not taking multiple sales training programs. These sales training programs are surely helpful in mastering other skills, but not for changing behavior when it comes to asking good questions.

Download research report, VOC Skills that Drive B2B Sales

Think of a great radio interview. Did the host say, “I have 10 questions about your book”? Or did he listen carefully, asking wonderful questions? Did these questions cause the guest to think deeply? Did the guest enjoy the stimulating exchange, even thanking the host? This is how you learn what competitors miss. Check out our What-Why-Clarify probing method that’s part of Everyday VOC training.

More in white paper, Everyday VOC

Tell me to increase shareholder value and I struggle to identify something I can do as an employee to raise earnings per share. Tell me to understand and increase customer value, and I can think of a dozen things to do, most of them actionable, measurable, and beneficial to our bottom line. Many of these I will find inspiring… as will others. Our research shows companies pursuing shareholder wealth grow slower than others.

More in Chapter 4 of Business Builders by Dan Adams