ARE YOU A NICE­TO­HAVE? Do you believe your intended buyers need what you’re offering? Or are you a nice­to­have? One clear sign that you’re a nice­to­have: everyone you show it to says “cool!” but no one buys. Consumers don't buy what they need; they buy what they want. How much do consumers spend on Porches and ice cream compared to broccoli and psychotherapy? But businesses don't buy "nice­to­haves." For example: ● Marketers want a beautiful website – but they need a website that converts visitors to outcomes such as leads or purchases. ● CEOs want "happy employees" – but they need people to show up and do their jobs, for products to be released on time, or cash­flow improved. ● A VP Sales wants "increased sales productivity" – but they need and buy what contributes to it, like leads, accurate reporting tools, and training. ● Venture capitalists want to invest in honorable founders – but they need to generate above­average returns, which may or may not come from companies with honorable founders. It takes a lot of energy to buy and use something new, so if you're a nice­to­have, it won't stick. Nice­to­haves fall to the bottom of the “must do” list. If the buyer doesn’t need your solution, they won’t be motivated to go through all the work to convince their people, justify the purchase, roll it out and get people to use it. So: ● What’s painful enough that a team will spend both money and time to fix it? ● How can you describe what you do differently, so prospects also see it that way? ● What differentiates the customers who need you vs. the ones who don’t? ● Where can you create the most financial value? ● Where can you get permission to create case studies or get references? ● How can you “sell money”?