Three Types of Value Propositions for Three Levels of Buyers

Sales and marketing professionals need to be able to express value. However, value is in the eye of the beholder. Each level of buyer will appreciate a different aspect of your value proposition.

In Slow Down, Sell Faster, Kevin Davis identifies three levels of decision maker:

1. C-Level: These buyers are concerned with the overall strategy of the organization. These visionaries look at the big picture for opportunities with an eye to growth.
2. Core: These buyers are responsible for the operations of the company. They lead departments like sales, manufacturing, logistics, finance, and human resources.
3. Support: These are the doers.

Each of these positions tends to look at value differently. Here's a short whiteboard video based on the three levels Davis outlines in his book.

C-Level Value: Possibilities

The visionary wants to know what the possibilities are. They are looking at the mega trends and wondering what their company could do to capitalize on the opportunities. They answer questions to investors and employees. They are true leaders responsible for casting vision.

Value to a C-Level has to do with possibilities. They have short-term goals and long-term dreams for the company. If you can help them realize this vision, you’ll get their attention.

Core Level Value: Problems

Gino Wickman, author of Traction, says there are two essential types of leaders in a company: visionaries and integrators. The core level decision makers are primarily integrators. These people are responsible for the execution of the company vision at a departmental or functional level. They need to make things work. Like any operation, there are always problems.

Value to a core level decision maker means showing them ways to solve their problems. You need to demonstrate the ability to understand their business processes and apply your technology to make their business work better.

Support Level: Pricing and Packaging

The support level are the doers. If you approach a new prospect at this level, you’ll find yourself in the purchasing department. This is the curse of death for a new deal.

However, at some point in every deal, you’ll find some support level people involved in the decision. These are the people that will use your product.

We tend to think that these people are focused on pricing. The reality is that all three of these decision makers are focused on price related to value. For the support people, I would say that they see value in the packaging:

• How will the solution be rolled out?
• What kind of support can they expect?
• How will it work with our existing systems?
• What type of change will be required? Will you support the change?
• Will we like working with your team?
• Have you done this successfully with other companies?

Implications For Sales

First, we need to understand our target. If we’re selling to the c-level, stay aspirational. Focus on the possibilities. Show how you’re helping other companies achieve their goals. Problems annoy the c-level. But remember, they have a staff of managers that are supposed to handle the problems. The passion of the c-level is bringing the right people and ideas into the company to drive toward the vision. Sell the vision of a better future.

When you’re selling at the core level, focus on the problem. Ask them about their challenges. Map out their processes together and help them uncover the true issue. Then bring your team to the table to craft a custom solution. They’ll love this. Solving problems makes them look good, securing their job and setting the stage for promotion. Sell the vision of problems being solved.

When you’re selling to the support level, take the time to explain how your company works with its clients. Show the rollout plan. Bring in case studies and references. Pull out your integration strategy. Sell the vision of a better future to put their minds at ease.

When you pick up the phone, go on an appointment, or present a recommendation you need to know what type of buyer you’re targeting. Tailor your conversation around their needs.

When you create a proposal or presentation, make sure to address the needs of all three types of buyers. The executive summary should hit on the vision of the company. The first part of the body should be targeted at the core’s problem and your solution. The last part should be about your implementation plan, guarantees, and support process.

Implications For Marketing

As marketers, we need to create content that expresses all three types of value:

1. Possibilities: Create thought-leadership papers that explore the mega-trends and how your company can help c-level executives capitalize on them.
2. Problems: Create content that describes the problems your company can solve.
3. Packaging: Explain how you deliver your solutions. Show case studies.

I really like the Story Brand framework by Donald Miller. If you’re familiar with the model, you’ll see how these levels of value fit throughout the decision matrix in a B2B sales situation:

1. A Hero (Identify the aspirations of the company.)
2. Has a Problem (Identify the business problem.)
3. Meets a Guide (Demonstrate your ability to deliver.)
4. Who Has a Plan and Calls Them To Action (Show how you deliver and the next step.)
5. That Ends In Success (Show how your solution helps the company achieve its goals [c-level], solve the problem [core level], and make the support people’s lives better [supplier level].)
6. And Helps Them Avoid Failure (Show them how inaction will keep them from achieving their goals [c-level], continue experiencing the results of the problem [core level], and make the support staff miserable [support level].)

It might be a good idea to inventory your content based on these categories. Then, make sure you’re serving up the right content to the right people. Also, make sure your sales team has supporting content for each type of buyer.