EDITOR’S NOTE: The following are my three related comments to the following post by customer service and customer experience expert Shep Hyken: “Brittany Hodak and I challenge you to “just ask your customers.” Customers want to tell you how you can make their lives easier. They want to let you know how you can make their experience better. All you need to do is ask.”
My response: Stop selling products, and start solving problems.
We live and work in a very noisy world where we are constantly bombarded with information telling us what we need and why we need it. To stand out from the crowd, start asking your clients questions and start listening to their needs.
Here is the link to a short video that provides one example of what I mean: https://bit.ly/3O3tRGN
COMMENT 2
There is no doubt that through the discovery process, you reference that you solve an important and specific problem, Jim H. But what is the impact of your solution beyond the procurement department?
How does it interact, impact and benefit other stakeholders within and external to the enterprise?
Like my DND example, the benefits of addressing the procurement department’s needs would have been muted because of the previously unidentified conflict with the service department and suppliers’ objectives and processes. Here is the link – https://bit.ly/3FBnFRr
Have a look at my video example regarding the EPP automotive and steel manufacturing industry programs. While the computers, e.g., “the solution” I was offering, were great, the ultimate “solution” had nothing to do with the features, functions, and benefits of the technology or brand. I solved a problem outside of the product I was selling that removed the obstacle to adoption and a successful outcome. – https://bit.ly/3O3tRGN
In short, problem-solving is not isolated to the specific areas you address. It includes the reverberating impact you have enterprise-wide and beyond.
COMMENT 3
To add to my previous comment, Jim H., during an interview with Tom, I talked about the reverberating impact of your solution beyond the technology and procurement department.
For example, how do you calculate the impact of your solution on the following stakeholders from an outcome standpoint accounting for their unique processes and objectives:
In short, what is your solution’s individual and collective reverberating impact on each stakeholder?
Where are potential misalignments of interests, and how do you address them? For example, reference the disconnect between the procurement department, service department, and suppliers in my DND case study.
To me, that’s the difference between selling a solution and problem-solving – refer to my response to Duncan Jones‘ insightful comment in this discussion stream.
COMMENT 4
I agree, Duncan Jones – we are saying the same thing differently.
Let’s start with your last point, e.g., If you focus on the negative, the customer may say, “that’s not an important problem for me atm.”
I often receive emails from providers about how their solutions will address a specific problem. It may address the stated problem well, but what if those problems aren’t mine or a priority? What if successfully addressing the problem doesn’t produce the desired or optimal outcome?
We shouldn’t tell people what their problem is based on our solution and assume or hope it aligns. True problem-solving is based on a situational understanding on an enterprise-wide basis. For example, my DND case reference asks; are you chasing solutions or solving problems? https://bit.ly/3FBnFRr
Solution providers have to stop “tunnel vision” selling based on what their solution does and instead focus on understanding where their solution fits into the big picture beyond the siloed needs of their target client to include the interaction and impact on other stakeholders both within and external to the enterprise.
Again, reference my example of the DND regarding the service tech department and suppliers’ challenges.
EPILOGUE(SHEP HYKEN’S COMMENT)
Jon W. Hansen, Jim HilbertDuncan Jones, I’m finally able to jump in on this conversation. All great information and comments. I enjoyed the video. Thank you!
My simple take on what you shared is that whether they know it or not, our customers aren’t looking for just a vendor. They are looking for a partner. That’s a vendor relationship on steroids. When you listen to them, support them, make suggestions, and look out for their best interest, they will see you as a partner.
Procurement Insights
If you ignore the technology, the “all-in-one, best-of-breed” procurement solution suite can be a reality
Posted on January 17, 2024
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EDITOR’S NOTE: The following are my three related comments to the following post by customer service and customer experience expert Shep Hyken: “Brittany Hodak and I challenge you to “just ask your customers.” Customers want to tell you how you can make their lives easier. They want to let you know how you can make their experience better. All you need to do is ask.”
COMMENT 1
Great question, Shep Hyken!
My response: Stop selling products, and start solving problems.
We live and work in a very noisy world where we are constantly bombarded with information telling us what we need and why we need it. To stand out from the crowd, start asking your clients questions and start listening to their needs.
Here is the link to a short video that provides one example of what I mean: https://bit.ly/3O3tRGN
COMMENT 2
There is no doubt that through the discovery process, you reference that you solve an important and specific problem, Jim H. But what is the impact of your solution beyond the procurement department?
How does it interact, impact and benefit other stakeholders within and external to the enterprise?
Like my DND example, the benefits of addressing the procurement department’s needs would have been muted because of the previously unidentified conflict with the service department and suppliers’ objectives and processes. Here is the link – https://bit.ly/3FBnFRr
Have a look at my video example regarding the EPP automotive and steel manufacturing industry programs. While the computers, e.g., “the solution” I was offering, were great, the ultimate “solution” had nothing to do with the features, functions, and benefits of the technology or brand. I solved a problem outside of the product I was selling that removed the obstacle to adoption and a successful outcome. – https://bit.ly/3O3tRGN
In short, problem-solving is not isolated to the specific areas you address. It includes the reverberating impact you have enterprise-wide and beyond.
COMMENT 3
To add to my previous comment, Jim H., during an interview with Tom, I talked about the reverberating impact of your solution beyond the technology and procurement department.
For example, how do you calculate the impact of your solution on the following stakeholders from an outcome standpoint accounting for their unique processes and objectives:
– end customers
– suppliers
– finance
– warehousing
– manufacturing
In short, what is your solution’s individual and collective reverberating impact on each stakeholder?
Where are potential misalignments of interests, and how do you address them? For example, reference the disconnect between the procurement department, service department, and suppliers in my DND case study.
To me, that’s the difference between selling a solution and problem-solving – refer to my response to Duncan Jones‘ insightful comment in this discussion stream.
COMMENT 4
I agree, Duncan Jones – we are saying the same thing differently.
Let’s start with your last point, e.g., If you focus on the negative, the customer may say, “that’s not an important problem for me atm.”
I often receive emails from providers about how their solutions will address a specific problem. It may address the stated problem well, but what if those problems aren’t mine or a priority? What if successfully addressing the problem doesn’t produce the desired or optimal outcome?
We shouldn’t tell people what their problem is based on our solution and assume or hope it aligns. True problem-solving is based on a situational understanding on an enterprise-wide basis. For example, my DND case reference asks; are you chasing solutions or solving problems? https://bit.ly/3FBnFRr
Solution providers have to stop “tunnel vision” selling based on what their solution does and instead focus on understanding where their solution fits into the big picture beyond the siloed needs of their target client to include the interaction and impact on other stakeholders both within and external to the enterprise.
Again, reference my example of the DND regarding the service tech department and suppliers’ challenges.
EPILOGUE (SHEP HYKEN’S COMMENT)
Jon W. Hansen, Jim Hilbert Duncan Jones, I’m finally able to jump in on this conversation. All great information and comments. I enjoyed the video. Thank you!
My simple take on what you shared is that whether they know it or not, our customers aren’t looking for just a vendor. They are looking for a partner. That’s a vendor relationship on steroids. When you listen to them, support them, make suggestions, and look out for their best interest, they will see you as a partner.
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