Solution Selling Methods

I helped a client implement April Dunford's "Sales Pitch" framework in their deck last week. After their first two pitches, they said: "This is completely changing our conversations!" I read April's book when it first came out and have tested the framework with multiple clients since then. It works incredibly well. Here's the framework breakdown (and why each step is so valuable): 1. 𝗜𝗻𝘀𝗶𝗴𝗵𝘁 (𝗣𝗢𝗩): Start with what your experience reveals about the customer's situation and problems you can help solve. This positions you as a trusted expert and frames the conversation around your unique value. 2. 𝗔𝗹𝘁𝗲𝗿𝗻𝗮𝘁𝗶𝘃𝗲𝘀: Discuss common solutions customers typically use with honest pros and cons. This builds credibility and helps uncover what they value most in potential solutions. 3. 𝗧𝗵𝗲 𝗣𝗲𝗿𝗳𝗲𝗰𝘁 𝗪𝗼𝗿𝗹𝗱: Paint the picture of an ideal solution by summarizing the pros of all alternatives. This creates alignment––if they agree with your perfect world description, they're likely a fit. If not, they probably aren't. 4. 𝗜𝗻𝘁𝗿𝗼𝗱𝘂𝗰𝘁𝗶𝗼𝗻: Now introduce your solution and category. This works because you've established the perfect context before revealing your offering. 5. 𝗗𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝘁𝗶𝗮𝘁𝗲𝗱 𝗩𝗮𝗹𝘂𝗲: Focus your demo exclusively on your differentiated features. Don't overwhelm with every feature. Instead, highlight what truly sets you apart and creates unique value. 6. 𝗣𝗿𝗼𝗼𝗳: Provide evidence that you deliver on your promises through testimonials, case studies, and results. This validates your claims and builds trust at a critical moment. 7. 𝗢𝗯𝗷𝗲𝗰𝘁𝗶𝗼𝗻𝘀: Come prepared with answers to common questions. This demonstrates you understand their concerns and have thought ahead about potential roadblocks. 8. 𝗧𝗵𝗲 𝗔𝘀𝗸: Close with a clear next step. A good pitch always includes a straightforward call to action appropriate for where they are in their journey. The beauty of this framework is by the time you reach that final ask, it feels completely natural for both sides. What sales framework has worked best for you? #positioning

For my first 16 years in tech sales, I averaged 240K/year W2 income. In my last 4 years, I averaged 720K/year. In order to triple my income, I had to change my sales approach entirely. Here's what I changed: I started using a new approach that I now call Yo-yo selling: 🪀 Yo-yo selling emphasizes starting at the executive level, conducting thorough discovery within the organization, and then returning to the executive with a tailored business case. Like holding a yo-yo, you are constantly in communication with the Executive Sponsor and updating them as you collect information and conduct deep discovery lower down in their organization. You are literally going up and down the organization, but always taking everything back to the Executive Sponsor to surface your findings along the way. Here's a breakdown of the framework: 🎯 𝐈𝐚𝐧 𝐊𝐨𝐧𝐢𝐚𝐤’𝐬 “𝐘𝐨-𝐘𝐨 𝐒𝐞𝐥𝐥𝐢𝐧𝐠” 𝐅𝐫𝐚𝐦𝐞𝐰𝐨𝐫𝐤 This strategy involves a three-step process: 1. Start at the Top (Executive Engagement) Initiate contact with a senior executive to understand their most pressing challenges, the reasons behind the need for change, and the consequences of inaction. If your solution aligns with their needs, secure their sponsorship for further discovery within their organization. To secure the Executive Meetings, it's essential to create a tailored POV (point of view) on where you think you may be able to help them based on your initial research of their highest level goals and priorities. Chat GPT has made this research a LOT faster now. 2. Conduct In-Depth Discovery (Middle Management) Engage with department heads and key stakeholders to uncover the day-to-day challenges they face. Focus on understanding their processes, pain points, and the implications of current inefficiencies. Gather direct quotes and insights to build a comprehensive view of the organization's needs. 3. Return to the Executive (Present Findings) Compile the insights gathered into an executive summary and business case. Present this to the executive sponsor, highlighting how your solution addresses the identified challenges. Tailor your demonstration to focus solely on relevant aspects that solve their specific problems. 🚀 Why It Works 1. Accelerates Sales Cycles: Engaging executives early ensures alignment and expedites decision-making. 2. Builds Credibility: Demonstrates a deep understanding of the organization's challenges and showcases a tailored solution. 3. Facilitates Internal Buy-In: By involving various stakeholders, you ensure that the solution meets the needs of all parties, increasing the likelihood of adoption. I'm pleased to share that that Yo-yo selling was recently awarded as a Top 15 Sales Tactic of All Time by 30 Minutes to President's Club, and I received a cool plaque for entering the 30MPC Hall of Fame. Since I have no chance of entering the Hall of Fame for my baseball or golf game, this is a nice consolation prize 😁

40-60% of deals end with no decision. Want to change that? Here’s why this happens—and how you can fix it. Most deals stall because buyers feel overwhelmed. They’re anxious about: → Making mistakes → Budget constraints → Implementation complexity But here’s what many salespeople miss: Buyers don’t wake up thinking, “I need this product.” They feel symptoms first: → Frustration from missed goals → Stress over inefficiencies → Pressure from their team If you don’t speak their language, they won’t listen. Here’s how to break through: ✅ Start with their symptoms Talk about their daily struggles and emotional pain points. Show them you understand their reality. ✅ Use open-ended questions Ask things like: “What’s your biggest challenge right now?” or “How does that problem impact your team’s performance?” ✅ Summarizing builds trust Reflect back what you’ve heard. For example: “So what I’m hearing is that you’re spending too much time on manual tasks, and that’s causing delays for your team?” ✅ Co-develop value Instead of pitch mode, invite buyers to explore solutions with you. Ask: “If we could solve this, what would success look like?” ✅ Shift from features to impact Focus on how your solution makes their life better. For example: “Here’s how we’ve helped teams cut manual work by 50%—free up time for strategy and growth.” ✅ Show proof Use case studies, testimonials, and data to build credibility. People trust results, not words. ✅ Offer low-risk steps Demo your solution or give them something they can experience firsthand. Let them see how it works for their unique situation. By address buyer anxieties early and speaking to symptoms, you’ll move deals forward—with confidence. What’s your go-to strategy for help buyers feel understood? Share your thoughts below. #SalesTips #EmpathyDrivenSelling #BuyerAnxieties #SalesPipeline

“The Right Fit > The Latest Model.” High-tech doesn’t always mean high-impact. Tailor the solution to the process. In manufacturing, automation is never about blindly adding robots or advanced systems. It’s about addressing pain points and improving measurable metrics like Productivity, Quality, Volume, and Cost (PQVC). Stop Selling Products. Start Offering Solutions. The same applies when pitching to the industry: ✔️ Don’t push what’s available in our catalog. ✔️ Don’t sell machines for the sake of selling. Instead, sell solutions that address our client’s specific challenges: Do they need high speed or precision? Should they invest in the latest technology, or will a simpler system suffice? Is aesthetics a key factor, or is cost efficiency more critical? Understand first. Recommend second. The right solution doesn’t always have to be the most expensive or the most advanced—it needs to be the most appropriate for their process. 💡 This approach builds trust, ensures results, and sets you apart as a partner, not just a seller. #SolutionDriven #ManufacturingExcellence #AutomationInsights #ValueOverFeatures

The B2B sales Playbook: How MBB Firms sell (and you should too) The other day, I was in a meeting where a major brand was pitching to one of my clients. It was painful to watch. For 30 minutes, they talked about themselves. Their capabilities. Their success stories. Their tech. Their global reach. Not once did they ask, “What’s your problem?” Not once did they try to understand what actually mattered to the client. This happens ALL THE TIME in B2B sales. And it’s the fastest way to kill a deal before it even starts. Here’s the thing: B2B sales isn’t about you. It’s about them. And whether you’re a startup selling SaaS, an engineering firm pitching to a construction company, a boutique consultancy, or anyone selling projects to enterprises this playbook applies. It’s the method consultants have used for 50+ years to sell multi-million-dollar projects. Here’s how to do it right. 1. Stop selling solutions. Start diagnosing problems. The biggest mistake? Pushing your services instead of uncovering the client’s actual pain points. MBB rule: Never sell a solution before diagnosing the problem. The first meeting isn’t about what you do. It’s about what they need. - Ask smart questions. - Identify the real pain points. - Find the problem behind the problem. The best salespeople don’t pitch. They make the client realize they deeply understand their challenges. 2. Forget proposals. Start with a short memo. Once you identify an opportunity, DO NOT jump into a full proposal. Instead, test the waters with a short memo covering: - What you understood about their problem - How you think it can be solved - The impact it could have A memo lets you validate interest before you waste time crafting a proposal. If the client says, “This makes sense. What’s next?” then, and only then, you move forward. 3. Nail the proposal without the price. Here’s the mistake most people make: They include fees too early. Before discussing price, you need the client to say: - "Yes, this is the right problem.” - “Yes, this methodology makes sense.” - “Yes, this outcome is valuable to us.” You want full alignment before price even enters the conversation. Because if the client questions the cost before they’ve bought into the solution, you’ve already lost. 4. Price based on impact, not effort. Most people price their services based on effort. Wrong. Your internal costs don’t matter. The only thing that matters is the value you create. If solving this problem saves the client $50M, your fee isn’t about your hours; it’s about your role in that value. If your price is based on cost, you’re a commodity. If your price is based on value, you’re a partner. Final thought. Most people sell like that multinational: pushing services instead of solving problems. MBB firms? They do the opposite. They frame problems, align the client before discussing price, and charge based on impact, not effort. This playbook works in every B2B deal. Try it.

Most B2B teams suck at marketing to technical IT buyers. Here is why: They try to replicate what works to sell to economical buyers: Linkedin Ads → personalized outreach → semi-custom landing pages paired with content. But what if your buyers aren't on LinkedIn? What if they ignore every cold email? What if they give exactly zero f*ck about your "streamlined solutions"? We generated multiple enterprise deals with senior IT buyers, and I can say for sure - these audiences are notoriously skeptical of "traditional" marketing. Here is what works based on our case studies: Testrail: https://lnkd.in/dgmAxcuf Postindustria: https://lnkd.in/dKMiy-DN Glorium Tech: https://lnkd.in/dwJ6APG9 1. STOP SELLING. START PROVING. Technical buyers don't respond to "here is your challenge - here is our solution" message . They research on their own, read documentation, and test products before talking to anyone. Before launching any ABM program to IT buyers: - Make sure your product documentation is crystal clear - Offer a trial or sandbox environment - Validate your messaging with actual technical users - Ensure you have POC as a part of the sales process 2. LEVERAGE SPONTANEOUS ADVOCACY. Engineers trust their peers 100x more than your case studies. We found our customers already talking about the product in technical forums, YouTube, and niche communities. We amplified their voices instead of drowning them out with our own. Result: peer-driven recommendations that actually moved deals forward. 3. USE INTERNAL SUBJECT-MATTER EXPERTS. Your solution architects and technical leaders used to be your buyers. Put them front and center. What worked for us: - Educational webinars led by SMEs (not sales pitches) - Community roundtables addressing real technical challenges - Enabling technical experts to share lessons learned 4. FORGET LINKEDIN. GO WHERE THEY ACTUALLY ARE. Senior IT buyers might not engage on LinkedIn, but they're active somewhere. We targeted them through: → Niche communities → Direct mail with relevant, personalized research → Content collaborations with industry peers they already trust 5. INVOLVE THEM IN CONTENT CREATION. The fastest way to build credibility with technical audiences? Make them the experts. We invited target buyers to: - Contribute to market research - Participate in podcasts - Co-create educational content This gave us an excuse to reach out, built genuine relationships, and created peer-to-peer content that was 10x easier to distribute. My honest take: Most B2B teams will never run these playbooks. Too manual. Too much effort. They'll keep blasting automated outreach at technical buyers who will continue ignoring them. But that's good news for you. It means there's a massive opportunity to stand out by actually doing the work of understanding your technical buyers and engaging them on their terms—not yours.

Selling isn’t about talking — it’s about understanding. The best founders don’t “pitch.” They uncover problems, build trust, and guide people to the solution. Here are 6 steps top performers use to sell anything to anyone: 1. Ask Questions Start with curiosity, not assumptions. Listen closely and stay genuinely interested — that’s where real insights appear. 2. Find Pain Identify what’s holding them back — and the cost of doing nothing. Understand both the practical and emotional weight of the problem. 3. Paint the Outcome Ask what “success” looks like for them. Tie your solution to their long-term goals, not just short-term fixes. 4. Show Contrast Doing nothing always has a cost. Help them see that waiting is riskier than acting. 5. Stay Honest Be clear, be direct, and earn trust. Credibility always outperforms manipulation. 6. Bridge the Solution Make the transition feel natural. Show how your offer leads them from problem to result — and close with confidence. Sales isn’t persuasion. It’s clarity. The clearer you make the value, the easier it is to say “yes.”

During one of my mentoring sessions, someone asked, "How can I become a more successful sales leader?" Reflecting on my two decades of experience building businesses through consultative and relationship-based selling, it clicked that I had been following a consistent playbook. This playbook applies to B2B sales, such as opening and growing new accounts, and can be tweaked for B2C, like selling Tide Pods to billions of consumers. Here’s how it goes. Let’s say you are trying to sell business consulting services to senior leaders at a CPG company. 1. First, Sell Your Personal Brand Your personal branding gets you the first meeting. In sales, people buy from those they trust and respect. Position yourself as a knowledgeable and reliable expert in your field. 2. Engage on a Regular Basis, But Don’t Try to Sell Yet Find a way to engage with your prospect regularly. Spend time listening and learning about their world; don't try to sell yet. Share examples of what their peers are doing, preferably. Use these opportunities to subtly position your company brand in a way they hadn’t visualized before. 3. Sell the Problem Framework, Co-Expand the Framework To sell a solution, you need to sell the problem first. But before selling the problem, sell the problem framework that connects the solution to a bigger purpose, like SG&A reduction, revenue growth, or cleaner, brighter, and fresh-smelling clothes (Tide Pods). This is the most critical step. The framework needs to be logical and simple. Bonus points if the prospect co-develops the framework with you. Once they do, you occupy the space in their head on how they evaluate any solutions in the future, and your competitor won't even know that their proposals are being evaluated with the framework you defined. 4. Sell the Problem Once the prospect has the problem framework in their head, share what they are missing today within that framework that prevents them from achieving their bigger goals. That’s the part your company solves for, but you are not yet selling the solution until the prospect is in clear agreement on the problem. 5. Sell the Solution Once the problem is clearly defined and understood, present your solution as the ideal response. Your solution should address the problem directly and offer clear benefits in alignment with the bigger goals that can be evaluated using your framework. 6. Continue to Engage Until Sold, Continue to Engage, Period Just because you sold the solution doesn't mean the prospect will buy it immediately. They might think it over for days or weeks, consult peers, or evaluate your competitors. This is where you can offer references. If the prospect comes back with concerns or objections, don't panic—they are only trying to justify the purchase in their head. Help them with those points using data and proven facts. Eventually, they will come around and ask you for a formal proposal. At this point, you have increased your probability of winning. Focus on closing.

Very few, if any, executives woke up today excited to buy your software. However, many of them, especially the successful ones, woke up with problems to solve and goals to achieve. So, if you want to gain mindshare from executives and ultimately make a sale that solves problems, you need to have the right conversations. Pain points and goals drive executives, not products. They need solutions tailored to their specific problems. You need to help them audit why they can't do this independently and why you are the right provider in a crowded field. Here are a few proven strategies that have worked for me and my team, which you can apply: Establish yourself as an expert who gets it: Show your domain knowledge before asking about their challenges. Discuss trends, data, and company news. Be as specific as you can be. Don't be one of those generic sellers talking about "growing revenue." Specificity sells, and generality gets DQ'd. Position yourself as a partner and trusted advisor, not a vendor: Show that you care about their success, not just your sale. Showcase how your solution solves all their problems: Don’t list features. Tailor your pitch to their pain points. Show them how your solution will alleviate their specific challenges, improve their processes, and contribute to their business goals. Also, be sure to talk about change management. Some transformational technologies require a culture change, which can be a complex transition, so set expectations accordingly. Buying solutions that fuel tomorrow's growth can't be adopted with yesterday's approach. So, the next time you find yourself in front of an executive, resist the urge to dive into product details. Start with a conversation about their business domain, company, pain points, and goals.

There's one mistake that makes all the difference between a bad salesperson and a good one, and it's not in the pitch. It's not in describing the features, it's not in describing the benefits, nor is it in mentioning the price. Most people kill a sale by prescribing a solution before they correctly diagnose the problem. They hear a surface-level complaint and immediately start pitching their product. But, like any good doctor, you can't prescribe medicine until you diagnose, even if you guess correctly. Imagine being at your doctor's office, and halfway through describing your symptoms, he gives you a prescription, medication, and tells you that'll be $400 at the front desk. You wouldn't trust him, and you'd probably go for a second opinion. So here are 4 things you need before you pitch to anyone else: 1. Ask deeper questions Most people think they know their prospect's problem after 5 minutes of conversation, but the truth is, sometimes the prospect might not be clear on what the real issue is themselves. You need to dig deeper and ask: What's the real constraint? What's the root cause? What's it costing you outside of this? What have you already tried that didn't work? And what happens if you don't do anything to fix the problem? The moment you think you understand the problem, repeat it out loud and see if the prospect agrees. 2. Articulate the cost of inaction The price of inaction often costs them more than they realize: • Time wasted on work below their true hourly rate • Lost revenue from opportunities they can't take on • Wages bleeding out from bad hires Quantify the pain and show them the math. 3. Only offer a solution when it matches their pain point Once someone sees the full cost of their problem and feels understood, they're ready to hear what you have to say. But if you skip the diagnosis and jump straight to prescribing, you're just another salesperson trying to squeeze money out of them. 4. Realize you're doing them a favor If someone has a problem and you have the solution on how to fix it, you're almost doing them a disservice by not sharing how they can fix it. So stop pitching solutions to problems you don't fully understand. Start asking better questions, diagnose accurately, and the sale closes itself.