A month or so ago I suggested a daring concept: The IT vendors tell prospects the truth about the shortcomings, as well as the strengths, of their offerings.
My rationale: Customers will find out anyway, and telling them first strengthens your credibility, and also helps filter those who aren’t a good fit anyway.
Turns out at least eight marketers in the Spiceworks Tech Marketing community agreed. “If you don’t position your solution with a customer candidly, all you’ll end up with is a dissatisfied customer that is not referenceable and who will eventually leave you,” wrote “JBarnet” from Promys, a vendor of professional services automation software. But first they’ll tell other prospects how badly it all turned out.”
“I’ve trained many salespeople over the years, the ones (who have) killed quota consistently sell exclusively to ideal customer prospects and quickly weed out poor fit prospects,” he continued. “The reps who struggle try and turn weak fit prospects into customers,” and being honest is a great way to qualify prospects
“Within the first five minutes I state the OSes we support,” wrote “Josh” from cloud VPN vendor Pertino. “There are some variables that we can’t always uncover in the process, but I’d rather disqualify (the prospect) early and know that we may have a shot with them later than have them try it out and be disappointed.”
“If you’re not going to be honest, someone else online will be and those reading your content are going to call it out,” wrote Angela Cope with hardware and services provider softchoice. “…there are pros and cons to everything, but if you outline which tech is best for (the customer) based on his/her needs, then the customer is going to start to build a deeper relationship with you that is based on trust. Getting your boss to think that way may be a challenge, but will be worth it in the end.”
The MessageOps team from the migration consulting services firm of the same name asked not only that vendors admit their weaknesses, but offer a fix. “I would certainly value a vendor telling me that `xyz’ isn’t something they believe they are the best at but I would appreciate it more if it came with a solution,” they wrote.
Let the Customer Decide
“…as a small company, we have to make sure that we establish our identity early on as not just another product, but a platform to partner with,” wrote “Josh” from Pertino. “We want to know that our customer is going to be 100% happy with deploying Pertino, and thus, we almost try to disqualify prospects.”
One example of a potential shortcoming: Pertino offers no command-line interface for admins to write their own commands. “…some ITers actually like the power of knowing CLI commands. So does that make it a weakness? We think no…” but their strategy is to “…Lay it all on the table and let the customer decide which are strengths and which are weaknesses.”
A similar vote came from Matt Stephenson, who manages Symantec’s presence on on-line communities such as SpiceWorks. “There are times when the facts are going to be batting practice fastballs about what makes our products shine,” he wrote. “Other times…the facts are 100 mph fastballs that blaze right past our strengths to our biggest faults. Owning those faults and admitting them….even…dare I say…pointing out where a competitor might be a better fit…establishes each of us someone who can be trusted.”
Honesty for the Rest of Us?
I’m wondering if my responses were skewed because the SpiceWorks community is, admittedly, all about blunt feedback to vendors and its members.
But how does how approach work out in the wide world, especially with more conservative management or with vendors who are in a downturn and struggling for survival with every sale? Have you proposed this and succeeded, or been laughed out of the room?