Often we don’t link our products to our customers’ anticipated benefits.

Or we mistake indirect value for direct business value - a change in the P&L.

Every business aims to grow revenue and reduce costs (the fundamental business equation!).

The CSM’s job is to drive toward that outcome and *demonstrate* our product’s impact on it, even if indirect.

So what impact does your product have?

Here’s a way to think about the benefits of your solution.

The further down this list you go, the more work you have to do to link outcomes to business results:

📍Direct Outcomes
Direct impact on the budget typically through decreased costs.

📍 Semi-direct Outcomes
Impacts budget (cost or income), but adjusted for probability of success.

📍Indirect Outcomes
Improve team member productivity: do something faster or more efficiently or at higher quality than you could before

📍Price of Entry Outcomes
Expected benefits, don’t directly raise productivity over competitive solutions. Of political importance.

How can we do a better job of linking benefits to customer business outcomes?

And at what points do you have these conversations with your customers?

(Credit to Nucleus Research for the 4 orders concept)

View Original Discussion and LinkedIn