Solution Selling is all very well ... but what about Problem Marketing?
It seems obvious that solutions can only exist in the context of problems that have to be sold. So shouldn't we (and I'm thinking specifically of B2B marketers here) be basing our marketing campaigns around problems? Have you seen spectacularly good / bad examples of this principle?
Discuss ...
Good Answers (5)
Roch (Rock) G
Director of Product Marketing (Market Research & Analysis) at Aspen Technology
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Hi Bob - I believe that you are right. B2B marketers do need to think more in terms of (a) customer problems and (b) customer business goals, and less about "solutions".
I can't think of some spectularly good / bad examples on the top of my head. However, here are some practical tips on problem/goal marketing based on my experience:
1) Validate customer business problem(s) and goal(s) via fact based market research activities. Too often, product marketers don't do enough primary research to confirm the top customer goals and problems. This step also helps validate the lingo/terminology used by customers and will help with marketing messaging activities down the line. Validate these goals/problems as broadly as possible. Remember that problems/goals are typically role specific (e.g. CIO, Production Manager, etc.) and may be similar within a given vertical market segment.
2) Maintain an inventory of customer problems and goals. These should be updated a couple of times per year. These inventory lists can then be mapped to your current products and services portfolio to determine if there are any gaps or opportunities for new products/services. These problem/goals inventories can also be used by product marketing teams to brainstorm and plan marketing campaigns during the year. Finally, these documents can be repackaged and used for training new and existing sales hires.
3) Redesign your website so that your visitors can browse by goals or problems - not only products and services. This is an opportunity for B2B marketers to help their customers figure out what products/services they might benefit from. It frustrates our customers when they encounter a website with a series of product names (e.g. F-Plan XL, F-Plan-XLS, F-Plan-EV). Prospects know one thing very well from the get go... their problems and goals.
4) Send prospective customers invitations to webinars/events that call out their specific goals/problems. If you've done a good job with your market research activities (as outlined in #1 above), you have a great reason to follow up with that customer to invite them to an event that will likely resonate. The event attendee participation rate will also likely be higher.
5) Your products and services become a "solution" only when a customer confirms that their business problems have been solved. When a project closes, make sure to get sign-off from the customer that their inventory of problems, originally identified and part of the scope of your "solution deliver", is no more. Just because a project is delivered on-time and within budget doesn't mean that business value has been created. I also recommend conducting a post-delivery benefit audit -- get at KPI improvements, margin improvements, etc. Your future marketing efforts will be all that more credible and powerful if you complete this final step. This is also a great way of enrolling customers into a reference program.
I hope you find this useful.
A B2B marketer should never be selling solutions alone: It says to the customer 1. you have this problem (even if you didn't know it) and 2. it can only be solved by this product. In other words, who cares what your problem is, here's our solution -- it fits everything (or nothing).
But problem marketing as you define it only goes half way to correcting this: it emphasizes that there is a common problem, but it still implies that your solution is best. So it remains a version of consumer-style mass marketing (i.e. the I can't believe I ate the whole thing campaign).
I think that B2B marketers should take a more consultative and targeted approach. So the best route is probably "problem identification" marketing, instead of solution or problem marketing.
This means you have a (flexible) process or customizable product that can be applied after you have helped the customer identify a problem specific to his or her situation. So it's collaboration on improving a business, not one-way, channeled, delivery of a canned process or a packaged product.
A good book on this is Exceptional Selling, by Jeff Thull (John Wiley & Sons).
Scott M
Owner, McGregor Excellence Consulting (mcgregorexcellence.com) (scott@mcgregorexcellence.com) Feel free to invite me.
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I have spent the last several years consulting and working to get sales and marketing professionals to take the approach of being problem solvers in their areas of expertise. My solution, and I am going to use a dirty word to marketers here, is to adapt and enhance the Six Sigma approach to Marketing and Sales.
No, not every Six SIgma tool is appropriate! But, with a few extra tools, and teaching some really good methodologies and problem solving techniques I have seen Marketers stuck in qualitative decision making change in to more decisive and pro-active problem solvers. In fact, I am finishing a book on Six SIgma for Marketing and Sales right now.
I have found in consulting with major companies that the most successful marketers are the ones who have the diverse experience of being analytic, process focused, and data driven. The tools that Marketing for Six SIgma provides supplies that skill set.
My advice, get your people deployed in a good DMAIC, or CDOV, program that teaches them to be problem solvers, that teaches them to find hidden cost or growth dollars, and enables them to fix problems rapidly for their companies or their customers.
Benchmarks: 3M, Samsung SDI, Motorola, Invensys, Cummins, GE, etc.
The best sales people are the ones that solve problems for customers as part of the package. The best product marketers are the ones that no the tools to make sure product development get's the right requirements, the best marketers are the ones who don't have to rely on analytic consultants to tell them what they want to hear. Create skilled marketers with the abilities to attack problems, waste, and customer value.
Scott Mcgregor
www.mcgregorexcellence.com
mcgregorconsulting@gmail.com
Links:
I believe that as a B2B marketer the best thing you can do is provide salespeople with tools that will help them articulate and customize the value proposition, for each role in the organization. As we know, in B2B, there is rarely only one decision maker, so you may want to use something that’s called “Pain sheets” for each key person int he organization. Pain sheets typically answer 4 questions: (1) What is the pain? (2) What is causing the pain (reasons)? (3)Would it help if…?(solution) (4) What are the tangible benefits you can expect if you cure the pain?
For example, the pain of the VP of Sales may be that he’s unable to meet his revenue goals. This may be caused by the unproductive use of his salespeople’s time (reason). If marketing was putting in place a lead nurturing program (solution), the VP of Sales could expect a 15% higher close ratio (tangible benefit).
Developing this kind of tools is ultimately the role of marketing but that will lead to Solution Selling, which is the role of salespeople.
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Bob,
Problem, or Challenge Marketing is how my company approaches most of its campaigns for us and for our clients, to much success. The wording is very Sandler, such as,
We work with B2B companies to increase their revenue and marketing effectiveness.
We typically work with VPs of sales and company leaders that are
...frustrated that they are not getting enough leads in the pipeline
...concerned that their sales reps are not in front of the right opportunities
...or simply fear that they are missing their sales and marketing goals for the year.
We hear things like "I know half of my marketing is not working; I'm just not sure which half".
Then, the hook - Strong version - I don't suppose any of these are challenges for you? or the softer version - Any of these things resonate with you?
We have found this to effective in direct mail, email, networking and teleprospecting in most cases. You have to be crisp and well defined in your problems and ensure that your prospects will identify and understand your stated problems.
Hope that helps.
Mike Eyre
Apollo Sales Group
mde@apollosalesgroup.com
More Answers (15)
Sharon B
Technical/Marketing Writing: Our Words Mean Business
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The main problem with problem marketing--or the one I've consistently run into--is that the business spends pages and pages depressing the blazes out of their customers. Most customers are educated about their problems: it's the solutions they don't recognize. Occasionally, they try to solve the _wrong_ problem and in that case education (problem marketing?) is essential. But you need to get from the problem to the solution as fast as possible. Customers want to know you understand the problem; otherwise, your solution's no good to them. They don't want to wallow in it.
Many marketing campaigns are centered around problems. An effective marketing campaign creates a perceived problem for the consumer, with the advertised product as the solution. Examples of this:
The T-Mobile campaign that advertises the 'Fave5', implying that using minutes to talk to those close to you who are not on the same network is a problem. T-mobile provides a solution by allowing you to select 5 telephone numbers of your choice, regardless of the carrier, and having unlimited minutes to talk to these people.
Along the same lines, AT&T's tagline has been "A dropped call can ruin a conversation", creating a perceived problem by highlighting a variety of comical scenarios where a lost call caused a communication problem. AT&T then offers the solution, 'More bars in more areas', implying that if those customers were using AT&T, these communication issues would have been avoided.
Many advertising campaigns are based on marketing the problem, and implying a solution.
Ken S
Consumer Products Sales and Marketing
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I agree that from a marketing campaign perspective that building the campaign around the problem is the way to go.
Drug companies are good examples. They are fixing a problem and whether you liked Bob Dole doing a ED ad or not, most remember it. Same with Alka Selzer (I Can;t Believe I Ate The Whole Thing). IBM's color printer ad where the ink drips off the lamp is good.
I think if you aren't selling a lifestyle you have to display a problem and associate your product as the fix.
Karthikeyan H 0
Sales Optimizer
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These are the ten Ps of problem based marketing
* Purpose
* Problems
* Positioning
* Process
* Products
* Packaging
* Promotion
* Persuasion
* Pricing
* Performance
As a marketer myself(B2B), I try to address to all of these concerns before making a pitch to the potential prospect.
Strong brands are important in both B2C and B2B markets, but the reasons why they are important are not the same. A strong consumer brand can compel consumers to purchase the product, prevent them from switching to competitive offerings, and make them less price sensitive.
This is not the case in B2B markets. In B2B markets a strong brand will win you consideration, but in general it will not lead to purchase, to customer loyalty, or to reduced price sensitivity. The days are long past when anyone bought from IBM because of the power of its brand.
By all means continue to build your brand, but be aware that in a B2B environment a strong brand will never be enough. Use your brand to get on the short list; use value research to close the deal.
Jim C
Managing Partner - Sales Performance Associates - Sales & Marketing Conditioning for Growing Media Technology Companies
Interesting turn of a phrase, Bob. It did get me thinking, however.
I think one of the best ways to apply the concept of "problem marketing" is to build a bright and shining future for prospects by illustrating a problem they may be having and showing a solution to the problem. Some would say this is kind of feature-benefit selling and it may be. But, if marketing takes up this mantle and through advertising or public relations placements helps build awareness of needs the prospect would otherwise be ignorant, it opens up opportunities for sales.
Cathy C
Attorney, Mediator, & Conflict Management Consultant
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In mediation, we are problem solving. The term re-framing is often used. The participants need assistance in visualizing their conflict and relationship from a new perspective. I would think this would be similar in sales. (After all, management, sales, and conflict resolution are all forms of attempts to influence!) Your question is phrased in a negative way, which tends to illicit a negative response. When I took marketing classes, they never said "problems" - they said "needs". Making the client aware that they have a need/desire for something that they may have never perceived existed. You're creating the yearning for the latest technology, the hunger for the Big Mac, etc. That is neither swimming about aimlessly marketing the solution or creating negativity by focusing on problems. And that (smile) would be re-framing your question!!
Don't label it as a problem. Label it as an area of improvement. Nobody likes to hear how their business is full of problems. Just tell me how you can help me do things BETTER, and I'll be more inclined to listen to you.
Christophe P
Founder & President, The Happy Future Group Consulting Ltd
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Solution selling and problem marketing are in fact 2 sides of the same medal.
I think an important key for success is the way you communicate about the "problem" and how this is perceived by your audience. In the end PERCEPTION becomes the truth.
The ACCEPTANCE of the problem also depends on whether it comes over as a surprise, or if you address something that has already been recognized a being a problem indeed, and I believe that being in a B2B environment instead of a consumer market at large is an advantage, as normally you are dealing with people with "insider knowledge" of the issue you are bringing up.
But in the end the customer will only buy something that adds value and "solves" the "problem".
Hope this helps
Jill K
Author of "Selling to Big Companies," sales strategist & speaker
Best Answers in: Sales Techniques (9), Business Development (3), Lead Generation (3)
Your post reminded me of an ebook I wrote last year that tons of people downloaded. I reposted it on my blog so you could read it.
It's called What Sales Really Needs from Marketing: 7 Strategies to Get More & Better Prospects in Your Pipeline.
Check it out. I think you'll find it helpful.
Links:
Mercedes O
Senior Marketing Manager
Best Answers in: Internet Marketing (1), Business Development (1)
“Problem” marketing is not in the spirit of marketing. In marketing you point out the positives. You can address a problem or pain without pointing it out and offering a “solution” might be a better way to do that. It is the positive approach to the same thing.
Any B-2-B marketer will share with you that it is not Problem Marketing. It is about challenges that the consumer or prospect faces so perhaps Challenges in Marketing would be a better definition of terms.
Whilst in some instances it is good to "highlight the problems", I think you will find that the Ostrich Customer apears and will bury his head in the sand, rather than ever acknowledge a problem. If you ask him if he has challenge in his organisation he will raise his head from the sand and is more likely to enage with you.
Rajesh N
Marketing Planning and Communication Strategy Consultant
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Hi Bob
Interesting question. Sorry, saw it pretty late.
My points for your consideration.
In B2B, advertisers have used the problem solution approach quite often, and quite early in their communication life-cycles. But unfortunately, rarely have I seen any of those advertisers actually understand the problems they propose to solve and innovate around it. Therefore, there is a shift to image building as soon as a captive customer base is created on the problem approach.
I have worked on various technology clients myself, who always wanted to be in the solution space, and were glad to highlight problems as long as their product seemed to solve it. As the understanding on the problem developed, they preferred to move to newer markets rather than innovate. So I think problem marketing has been tried before but soon enough, lethargy, numbers, and business process inflexibility force a change of attitude and approach. But in this evolving world, it will be very nice to see any one marketer actually listening to customer problems, innovating around that and living problem marketing to the t.
Thanks. Hope this was an interesting read.
Personally I prefer a combination in which I include both the goals that the target is trying to achieve, the challenges (situation) that prevent them from fully achieving them and the capabilities my company can provide to help them address the challenges and achieve the goals. I have found that this one-two punch effective as it hits the positive (goals), the negative (challenges) and the path forward (capabilities). Just my $0.02, your mileage may vary.
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Vasu S
Textile Technology, IT Programming and Training, Computer Applications and a Student of Sanatana Dharma
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The best example of problem marketing I think is the Y2K bug created and "solved" by Microsoft. Another one is "WMD" problem created by the USA and still "Unsolved".
Many unscrupulous people in Religion, Legal and Medical profession do this problem marketing day in and day out.