When There Is No Compelling Reason To Change, The Result Is Status Quo

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Considered Versus Unconsidered Needs

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According to research, at least 40% of pipeline projects are abandoned due to "in action" rather than competition. This is due to a phenomenon called Status Quo Bias, which is your prospect's inherent unwillingness to change their current behaviour.

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Now, this can apply to almost anything in the workplace. In the context of data analytics, if you are conducting some analysis and are making recommendations to your management or client, you must give them a compelling reason to act.

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As an outsider when you are trying to convince your client, you're up against inertia, which is your client's inherent desire to remain in their current circumstance.

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To persuade your client to change and choose you, you must disrupt their current status quo, emphasize their desire for change, and build a vision that differentiates you from your competition.

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However, keep in mind that you cannot begin talking about your solution's capabilities and benefits immediately.

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If your client does not first sense a need for change, they will be uninterested in your answer.

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Rather than that, emphasize the critical nature of change by explaining how your client's existing position prevents them from accomplishing their most critical business objectives.

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If you connect your solution's unique capabilities to the client's considered needs, which is something your competitor will be doing as well. You end up sending generic messages that are indistinguishable from your competitors.

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When clients hear and read similar content from you and your competitors, they have no way of knowing which is which. Because there is no compelling reason or need to change, the client opts to maintain the status quo.

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By informing your client of issues they are already aware of, you become a tape recorder, not a trusted counsel.

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To drive urgency for change and overcome Status Quo Bias, you must educate clients about unconsidered needs—unmet or yet unknown obstacles or missed possibilities inhibiting their business growth or progress.

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According to a B2B Decision Labs study, starting your message with an Unconsidered Need increases your persuasive power by 10%.

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Attempt to avoid the standard discovery questions. Work with your clients to identify known and unknown challenges that are preventing them from achieving their business objectives.

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