
A couple of years ago, my wife and I were having dinner with friends. We exchanged the usual pleasantries: How are the kids? How was your vacation? How’s business? Then the conversation shifted to youth sports and motivation. We discussed ways to further motivate our kids and the kids we coached. My friend posed an intriguing question: “What single factor contributes the most to success?”
To kick off the discussion, I shared my research on top-performing salespeople. Top performers are knowledgeable, driven, professional, etc. These characteristics were specific to salespeople but not for general success.
After a few moments, he said, “I believe the one factor is … sacrifice.”
He was right. Every meaningful success is achieved through sacrifice. Success in any endeavor is determined by what you’re willing to sacrifice.
I view the world through the lens of a salesperson. As our conversation progressed, I pondered the role sacrifice plays in the buying experience. How much your customers are willing to sacrifice determines how much (or how little) they value your solution.
There’s a reality most sellers fail to acknowledge. Customers say no when the sacrifice is greater than the gain. Customers don’t believe the outcome is worth what they sacrifice — the juice isn’t worth the squeeze. Here’s the challenge for value-added salespeople: short-term sacrifice influences the decision more than long-term gain; most of your solution’s value stems from long-term gain.
Inspiring change means transporting your customers into a better future — beyond what they sacrifice in the present and toward what they gain in the future. Help your customers realize their vision of the ideal future. Buyers will sacrifice their resources if they believe your solution helps them realize their desired outcomes. This process begins by knowing and understanding their better future. Here are six questions to guide this conversion.
What does a successful outcome look like at the end of this project?
This question helps guide the buyer’s focus toward future outcomes, shifting their attention from immediate sacrifices to long-term achievements. Focusing on future success clarifies the buyer’s vision for the project’s impact and keeps their attention on what they hope to accomplish.
How does this decision personally impact the buyer?
Does this decision increase the buyer’s workload? Does it present unique gains or benefits for them, or will its funding come from their department or elsewhere? Understanding the personal impact reveals not only what the individual might sacrifice but also what they stand to gain.
What is their greatest fear or concern in making this decision?
Fear is a strong motivator; many decisions are made to avoid a certain pain than to achieve a gain. Remember, buyers are often more worried about risks than price. Acknowledge and address these concerns directly and look for ways to mitigate associated risks when presenting your value.
How can I make the decision maker look like a hero?
While you may sell products, you’re also in the business of building trust and recognition. Find ways to make decision makers look like heroes to their boss, customers or teammates. Offer documentation highlighting the value of the partnership and how it aligns with broader goals. This can make decision makers more willing to support your solution when they see how it enhances their reputation with their team, leadership and customers.
What are they sacrificing to make this decision?
Sacrifice goes beyond price. While the price is visible, hidden sacrifices often weigh more heavily on buyers. These hidden sacrifices include time, energy, effort, stress and risk. The ratio of sacrifice to gain determines value; reducing sacrifice wherever possible enhances the overall value of your solution.
How can I align my solution with their definition of value?
Change is more desirable when your solution aligns with their definition of value. Buyers are drawn to solutions that directly address their unique needs and preferences. Identify their needs, wants and desires, then tailor your solution to emphasize these aspects. The closer they match, the higher the perceived value.
Value is a trade-off between what is gained and what is sacrificed. In Value-Added Selling, we focus on maximizing gain, but we must also respect the role of sacrifice in every decision. To illustrate, consider NVIDIA — a company whose rise underscores the weight of sacrifice. Today, NVIDIA is the most valuable company in the world, with a market cap exceeding $3 trillion. When Jensen Huang, co-founder of NVIDIA, was asked recently how he would advise his 30-year-old self and if he would take the same path again, his answer was unexpected: “I wouldn’t do it.” He admitted the journey was “one million times harder than I expected.” Despite NVIDIA’s monumental success, Huang’s reflection reveals an unfiltered honesty about the immense sacrifices made along the way.
What if you applied this perspective to a customer interview? Imagine asking your existing customers a similar question: “Mr. Customer, knowing what you know now and based on your experience with our company, would you still choose to work with us?”
How many of your customers would confidently say yes? Was their sacrifice worth what they gained? This is the true acid test of a value-added partnership — a question that reveals the real balance between gains and sacrifices.
Paul Reilly is a speaker, sales trainer, author of Selling Through Tough Times (McGraw-Hill, 2021), co-author of Value-Added Selling, fourth edition (McGraw-Hill, 2018). For additional information on Paul’s keynote presentations and seminars, call 636-778-0175 or email [email protected]. Visit www.TomReillyTraining.com and signup for the free newsletter.