Creating A Blueprint For Buyers

In the end, it is about the consumer. You can break through and sell your stuff, but you can’t get it purchased. Therefore, for the right buyer, you need the right thing.

The greatest mistake is to sell the wrong thing. Either they drive the most important things about their product or service, or what their manager ordered them to offer. They don’t understand why when the prospect says no. The seller never questioned what the prospect required — his purchaser’s blueprint did not understand.

I should have known better, but I myself fell into this pit. One example was during the Virgin Charter era. We had an intelligent, trained team. We were assured that we understood and knew how to solve the problems of our customers. So we developed a product road map that listed the features planned for development and ordered them to be built. I felt that I was on the right track with a hundred features on our list. We then discovered a problem after spending a lot of money building and going to the market.

The Blueprint

People didn’t use our service as we thought they would. Our team has spent time constructing features at the back of our website: creating efficiencies, automating processes and designing technology to allow a customer to buy and manage their travel information online. However, customers have spent time on the front end of our website to check and display profiles of all the aircraft available. When they were ready to buy, they mostly collected the phone and requested our team to process the order.

We had to return to the market so our distribution, product and technical staff gathered with their customers in the rooms.

We soon discovered that some of the functions most people wanted were not in the current product, or in the top ten of our product roadmap. Some of us haven’t even been in our strategy.

The challenge is to create a strong buyer plan before you do something else. That can be done by asking two very basic questions:

What are you most important?

Many times, if you ask the customer this question, I don’t know the answer you would get. But try to answer with But what would it be if you knew? You will typically find helpful responses, and the individual will begin to list what he values most, maybe without even realising it. Take notes, and once completed, work with them to determine the features are most important to them, to list each item in their lists.

For example, if you only could have this or that feature, what would you choose? Continue to refine and refine your responses. For example, a potential buyer can claim that a food item tastes good or that the use of a tech service is simple. That’s a beginning, but not everything you need to know. That brings you to the second issue.

How do you decide what you want to get?

Most of us fail to ask this question, and maybe it is the most relevant. Why? Why? Since the “good taste” or “easy to use” term is different for everyone. Your duty is not only to figure out the principles for your perspective, but also to stop them from finding what they want. This makes follow-up questions crucial: How are you aware that it tastes good? Want to be sweet or sweet, crunchy or smooth? How do you know that it is user friendly? Do you need online access? If you want it on a mobile device?

You will develop and sell goods and services that fit the plan of your customer and that will bring great success for your company with an early understanding of what your perspective wants and how it knows they get what they want.

However, a word of caution: just because a client says that they want something, it doesn’t mean they’re going to buy it until they have an opportunity to use it. It’s not that they want to trick you; only when they have a chance to feel what you have to do, will they know so much. That’s why it’s important to do two things.

First of all, construct one thing at a time, not all at once. When your customers start using your product and know that they want something new, you don’t waste too much time and money. Second, get consumers to use the product to receive as much feedback as possible as soon as possible. Then iterate, reinstall and scale.

Conclusion

Continuous contact and collaboration with your users and constant reassessment of your products and goals are the best way to continue. Established companies also make the mistake of believing they know exactly what their customers want because for many years they have been successful. Times are changing, consumers are changing and their needs are changing. Continue to ask for suggestions to keep up to date. You will finally crush your competition if you stop asking for feedback and stop learning about your customers.

Also Read: Tips To Avoid Business Failures

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