Command of the message: a methodology to align commercial and customer value speech

Developed by Force Management, the methodology Command of the message focuses on the alignment of commercial discourse with the value perceived by the customer. It helps salespeople structure their messages to clearly communicate how their products or services respond to customer critical problems, while strengthening their competitive position.

The methodology is based on three key principles:

1. Value articulation : Clearly explain how the solution creates value for the customer.
2. Customer orientation : Center discussion on critical needs and customer strategic priorities.
3. Competitive differentiation : Show why your solution is unique and preferable to alternatives.

These principles allow salespeople to strengthen the relevance of their offer and increase their chances of concluding sales.

1. Understand the customer’s critical problems

• Identify the major challenges that the customer faces.
• Quantify the financial, strategic or operational consequences of these problems.
• Prioritize problems based on their impact and emergency.

2. Articulate the value of your solution

• Clearly define how your product or service solves the customer’s critical problems.
• Support your claims with concrete evidence (data, case studies).
• Show the measurable profits that the customer can expect (e.g. cost reduction, increase in income, increased efficiency).

3. Create “value drivers”

• Identify the factors that directly influence customer value perception.
• Aligned on critical problems, these elements serve as a guide to structure the message.
• Show how each functionality of the solution meets a specific need.

4. Differentiate your solution

• Highlight the unique characteristics of your product or service.
• Compare your offer to those of competitors and explain why it is superior.
• Use evidence to demonstrate your credibility.

5. Engage the key stakeholders

• Identify critical decision -makers and influencers in the sales process.
• Adapt the message to respond to the priorities of each stakeholder.
• Obtaining their membership by showing how the solution align with their objectives.

1. Before the customer meeting

• In -depth research : Collect information on strategic objectives, current challenges and the customer’s implicit needs.
• Construction of the Drivers : Identify the most relevant value factors for the customer.
• Objections planning : Anticipate potential questions or reluctance and prepare answers based on solid evidence.

2. During the customer meeting

• Active commitment : Start by validating the understanding of the customer’s critical needs.
• Clear articulation of the value : Explain how your solution responds to the client’s priority problems.
• Competitive differentiation : Show why your offer is the best option available.
• Continuous validation : Get a return from the customer to confirm that the message is clear and relevant.

3. After the customer meeting

• Key recapitulation : Send a report structuring the identified needs, the solutions offered and the next steps.
• Rigorous monitoring : Maintain regular communication to ensure that the customer remains committed.
• Impact measurement : Present indicators showing how the solution responds to the problems identified.

1. An alignment with customer needs

This methodology guarantees that each commercial interaction is focused on customer critical problems, thus increasing the relevance of the message.

2. A clear communication of the value

By structuring the discourse around the “Value Drivers”, salespeople can effectively communicate the impact of their solution.

3. Solid competitive differentiation

Command of the message helps to show how your solution is distinguished from those of competitors.

A company offering ERP software used command of the message to conclude a strategic contract with a large manufacturing organization. By identifying critical problems, such as ineffectiveness in the supply chain, and quantifying the costs linked to these problems, they articulated a solution that promised a 15 % reduction in operational costs. This clear and targeted approach made it possible to conclude a major sale in less than three months.

• Requires in -depth training : Salespeople must be trained to master concepts and apply them effectively.
• Implementation time : The initial implementation of this methodology can be long, especially for teams not used to structured processes.