Questions

Hi, I'm wondering if someone could please offer me a hand of help because I'm literally at the bottom of my hopes. No matter what I say and how I say, the result is always being declined like "we aren't interested" or "we already have this" or "situation is not that bad" etc. I'm approaching worldwide public companies (enterprises) and my main focus are, due to the nature of the value, Chief Financial Officers and/or their first level assistants. Sometimes I provide my message to CFO directly but usually I provide it to assistant to pass it to CFO. I'm involved to the lending firm and I'm looking to get new borrowers so "our" underwriting team may either approve or decline their request but everyone is telling me they are not interested or they have good liquidity position. Sometimes I provide my message in a form of email content, sometimes in a form of self recorded video speech presentation where I upload the video of me speaking to Google Drive and send them the link with two clarification files in attachment. I can't just schedule the call with someone here on Clarity because payment in advance is required but I'm paid (never been yet because of no success yet) negligibly small amount of the deal only if they really request additional capital (no one has done it yet) and if our firm approves it. We are talking about the potential of very large amounts in the nonrecourse loan and I'm approaching giant public companies with extreme numbers in their revenue. Would anyone please be willing to discuss this with me further and to check my communication (pitches / approaches) to see what I'm doing so much wrong: 100% rejection rate? I'm looking for entrepreneurship C board of directors communication (value) expert... I don't sell anything! There is no marketing involved but it's about putting the massive value to their business and making sure they do NOT use their own capital for whatever purpose (goal).

A significant part of defining a value proposition involves what I like to call the 4Us. If you find yourself answering a definitive yes to most of these questions, then you are on the right path toward a compelling value proposition. If not, consider re-evaluating and revising your new venture.
· Is the problem Unworkable? Does your solution fix a broken business process where there are real, measurable consequences to inaction? Will someone get fired if the issue is not addressed? *If the answer is yes – then that person will likely be your internal champion.
· Is fixing the problem Unavoidable? Is it driven by a mandate with implications associated with governance or regulatory control? For example, is it driven by a fundamental requirement for accounting or compliance? *If the answer is yes – then that group will likely be a champion.
· Is the problem Urgent? Is it one of the top few priorities for a company? In selling to enterprises, you will find it hard to command the attention and resources to get a deal done if you fall below this line. *If the answer is yes – then you know you will have the attention of the c-suite.
In B2B technology markets, you want to be in the position of addressing problems that are blatant and critical, as they are far more acute than those that are latent and aspirational. Blatant and critical problems stand in the way of business. Latent problems are unacknowledged, which means they often require costly missionary selling. Aspirational problems are optional, which is the hardest of places for a B2B start-up to sell.
Though it should be noted that many successful B2C products are based on exposing latent aspirational needs.
EVALUATE whether your breakthrough is unique and compelling
· Defensible technology - offers intellectual property that can be protected to create a barrier to entry and an unfair competitive advantage. · Disruptive business models - yield value and cost rewards that help catalyse the growth of a business.
MEASURE potential customer adoption using the Gain/Pain Ratio
So, the Gain/Pain ratio involves measuring the gain you deliver the customer vs. the pain and cost for the customer to adopt. Non-disruptive is critical to start-ups since the gain you deliver will also be discounted by the risk associated with betting on you as a young company.
Once you have gone through the defining, evaluating, and measuring steps, you are ready to BUILD your value proposition, for which I recommend the following kind of framework.:
a. For (target customers)
b. Who are dissatisfied with (the current alternative)
c. Our product is a (new product)
d. That provides (key problem-solving capability)
e. Unlike (the product alternative).

Besides if you do have any questions give me a call: https://clarity.fm/joy-brotonath


Answered 5 months ago

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