Fuel.
Choose.
Your biggest competitor is doubt.
What has changed.
Your buyer arrives better prepared than ever, and part of what he knows is wrong. He has been briefed by a model that explained your category, estimated your price level and named a competitor as the obvious choice. Doubt has become something else. It is no longer only missing information. It is often information that is wrong, and that you did not write.
For companies too good not to be chosen.
- — Customers show interest, but the conversation doesn't lead to a decision.
- — Your existing customers keep buying the same thing, when they could be buying more.
- — You know you're better than the competition. The customer still picks cheaper.
Not pushing harder. Making the choice easier.
The buyer arrives pre-briefed
He comes in with a picture he picked up elsewhere. Convincing starts with correcting what is already there.
One yes is not the same as a good yes
Bigger deals, better packages, more from every existing customer.
Proof a salesperson reaches for
Not a brochure nobody opens. The material a salesperson reaches for the moment the buyer hesitates.
Set up first. Then it runs.
Set up
First the positioning: why you, and not the other, per type of customer. Then the proof that carries that claim, exactly where the doubt sits in the buying process.
Out the door
We test that positioning with real buyers, including the ones who walked. What the market says back, we work into message and offer.
Ongoing
We keep reading why customers choose or hesitate. What makes the choice easier stays, the rest goes.
Change of course
Then we change course the moment the numbers say so, not at the end of the quarter. Setting up again takes days, not months. That is why we can afford to.
Who does the work: direction comes from the person at your table and is never outsourced. Execution is staffed per programme from a standing network of specialists, directed by Dogfight. If the work needs six specialists, six show up.
What we aim for.
If you write fifty quotes a year, one extra won quote per quarter is enough to pay for the programme.
Customers choosing instead of hesitating
Time between first interest and signed
Revenue per won customer
- — One half-day kick-off with leadership and sales.
- — Five to ten customers we may speak to, including the ones who walked.
- — Two hours a month from one decision-maker.
From EUR 9k a month, six months minimum. The Table works out what leaving this problem in place costs you a year. The programme never costs more than a fifth of that amount, and never on hours. Every quarter, you decide whether it continues.
The plan from The Table says what needs to be ready when. If we miss that, we keep working at our own cost until it runs.