Solution gap meetings

The KAM, whose mind is set on selling more solutions to the client, must not overlook this. It is a subject that we shall look into further inthe following chapter when dealing with the sales pitch and the necessary presentation of the quantified financial aspects of yourarguments. However, in routine relations, the KAM will also seek systematically to quantify the added value he provides. To do this, regularproject- and assignment-review meetings serve to gauge what we call the «solution gap»; that is, the discrepancy between the solutionsold and the solution implemented and noted by the client. You must help your client distinguish between the expected added value (atpurchase) and the delivered added value (observed on implementation). The client essentially buys a solution to improve performance. This improvement is represents the desired added value and it is your responsibility to provide that value by helping the client achieve ahigher level of performance.

During the implementation phase, the complete success of the solution(delivered added value exceeds expectations) depends on the following:

• Your ability to monitor and measure the added value achieved;
• Your ability to secure and sustain the new performance level(solution sustainability);
• Your ability to convey this information effectively to all levels of your client's organisation.

The TVSC is very innovative for that purpose.
We all know how hard it is to provoke a shift in the thinking of a client obsessed by price. Although it is difficult, it should nonetheless remaina priority. Why? Because if you aim to defend your prices as best you can, it is important to set out that element of your offer. Salesmanshipmeans clearly conveying to the client (especially the buyer) the difference between the global implications and the details of his decision.