We all know the story;
A team creates a groundbreaking new innovation only to see it mired in internal debates. When it is eventually launched in the market, there is an initial flurry of sales to early adopters, but then sales cycles become sluggish. Pilot customers are enthusiastic, but broader adoption is slow even with customer support and training. All the pieces are in place to create “disruptive innovation” and to “cross the chasm,” but the results are disappointing. What’s missing?
The problem is that data, information, and value propositions are not enough to sell innovative products. We all know the saying, “I’ll believe it when I see it.” But when it comes to innovation, the truth is often “I’ll see it when I believe it.” To sell your idea to executives, buyers, and users, you have to change not only what they think, but how they think. Without the right mental model, they won’t see the problem, understand the benefits, or make the change. Mental models are how the brain makes sense of the vast amount of information to be processed every moment of every day. To understand the power of Mental models: Read Full Article by CEO Mark Bonchek
Innovators change the lens through which we see the world.Don't Sell a Product, Sell a Whole New Way of Thinking - Harvard Business Review - Pocket
We all know the story. A team creates a groundbreaking new innovation only to see it mired in internal debates. When it is eventually launched in the market, there is an initial flurry of sales to early adopters, but then sales cycles become sluggish.
Albert Einstein once said, “We cannot solve our problems with the same thinking we used when we created them.” Companies that help customers shift their thinking will be more effective at solving problems and ultimately selling products.
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