Słaba sprzedaż? Zacznij od diagnozy.

Agnieszka Szklarczyk, założycielka i CEO I AM FOR DEVELOPER, znalazła się w gronie 14 ekspertów, których wypowiedzi Yara Abboud zebrała w artykule „14 Experts on Why Weak Sales Need a Diagnosis First” na Medium.

Temat dotyczy także sprzedaży inwestycji deweloperskich. Zanim zwiększymy budżet reklamowy, trzeba ustalić, gdzie powstaje problem: w popycie, pozycjonowaniu oferty czy realizacji działań marketingowo-sprzedażowych. W swoim komentarzu Agnieszka proponuje testowanie jednej zmiennej naraz. Przy sprawdzaniu bardziej przejrzystej propozycji wartości należy zachować porównywalną grupę odbiorców i kanał komunikacji. Osobno warto przeanalizować targetowanie, przeszkody na stronie docelowej oraz obsługę zapytań. W praktyce oznacza to konkretne pytania:

• Czy oferta trafia do właściwych osób?
• Czy odbiorca rozumie wartość inwestycji?
• Czy może łatwo znaleźć informacje i wysłać zapytanie?
• Czy po zapytaniu następuje dobrze przygotowana rozmowa?

Skuteczność oceniajmy przez rozmowy z zakwalifikowanymi potencjalnymi klientami i konwersję. Sama liczba kliknięć nie daje pełnego obrazu.

Takie podejście pomaga podejmować decyzje o marketingu inwestycji na podstawie danych i zachowania klientów.

14 Experts on Why Weak Sales Need a Diagnosis First.

Yara Abboud

When sales stall, the default is to spend more on marketing.

However, weak sales can come from too little demand, an unclear positioning, and/or an execution or campaign mistake. Each of these requires a different solution. I asked 14 revenue, sales, and marketing leaders how they differentiate these three issues, what points help them identify positioning, and what solutions helped them after the diagnosis.

This is what they had to say.

1. Where Visitors Drop Off Tells You Which Problem You Have

“If nobody is arriving, that is demand. If they arrive and stay but do not convert, that is execution. If they arrive and immediately leave, that is positioning.” — Ameet Mehta, Co-Founder and CEO at VisibilityStack

2. Positioning Needs a Weekly Check, Not a Monthly One

“In organic lead generation, you can’t check positioning once a month, you have to watch it weekly, sometimes daily. The clearest signal it’s positioning, not demand or execution, is when engagement stays steady but conversion doesn’t move, no matter how much you adjust the offer.” — Michel Rustom, Co-Founder & Brand Strategist at Rue Rue Creative Studio

3. Strong Engagement Is Not the Same as Purchase Intent

“A low conversion rate alone does not tell you which one you have. … Our system favored a manufacturer opportunity because email traffic, meetings, and stakeholder activity looked strong. A senior rep recognized that the active contact lacked budget authority and the buying group was not reaching a decision. Engagement was being mistaken for purchase intent. … The broader lesson for me is to separate evidence of interest from evidence of a funded decision.” — Andre Magrini, Global CRO at OGI Systems

4. Changing Your Position Won’t Fix Low Demand

“If you have low demand and try to solve it by changing your position you will continue to lose sales.” — Robert Kozub, CEO at Showcare

5. Test One Variable at a Time Before You Blame the Message

“My suggested test is to change one variable at a time: keep the audience and channel comparable while testing a clearer value proposition; separately audit targeting, landing-page friction and enquiry handling. Judge qualified conversations and conversion, not just clicks.” — Agnieszka Szklarczyk, Founder and CEO at I AM FOR DEVELOPER

6. Listen to the Questions Buyers Ask First

“When the first serious question a prospect asks is ‘How are you different from…?’, the buyer has already filed you somewhere. … I also listen for the gap between the problem a prospect says they have and the problem they think you solve.” — Ed Moore, Co-Founder at Olelo AI

7. Lost Deals That Contradict Each Other Point to Blurry Positioning

“Ask your last ten lost deals why they bought elsewhere. When the answers contradict each other — price, features, timing — your positioning is the fog. When they rhyme, you have a demand or execution problem, and a clear fix.” — Mark Pugachev, Founder and CEO at Motenza Capital

8. When Every Brand Sounds the Same, Advertising Can’t Fill the Gap

“The problem is that, from the customer’s perspective, everyone sounds the same. That’s when I stop asking, ‘How do we generate more leads?’ and start asking, ‘Have we given people a compelling reason to choose this brand?’ Because marketing creates visibility, but positioning gives that visibility meaning. And no amount of advertising can consistently compensate for a brand that hasn’t clearly defined its value.” — Karima Sakout, Founder at EMM Studio

9. A Product Bought as a People-Counter Belonged in a Bigger Budget

“Look at where deals die, not at the marketing spend. … A computer-vision analytics company I led sales for was getting bought as a people-counter — a point solution routed to facilities budgets. … The deal autopsies showed buyers understood the product but filed it in the wrong budget line. We repositioned it as the store’s behavioral data layer … and conversations moved to merchandising and analytics owners with real budgets.” — Ed Smith, Founder and Fractional VP of Sales at Fractional Sales Experts

10. A Request for a Campaign Often Hides a Positioning Problem

“Clients usually come to us asking for a campaign, a website or some other marketing asset. When we dig in, the request often hides a positioning or messaging problem … Del Monte had a naturally pink pineapple, Pinkglow, and the first read was weak demand … The brand was the problem. … We repositioned it as a luxury item. The price went from $14 to over $39, and it became the most profitable product in Del Monte’s history.” — Garrett McClure, President at Born & Bred

11. If Buyers Can’t Retell Your Story, It Never Reaches the Decision

“If the buyer can’t retell the story, it doesn’t travel to the room where the decision is made. … Equilibrium Aerospace builds a rotating detonation engine. The outreach was fine. The story wasn’t. … The reveal wasn’t weak demand. It was that nobody could see which problem the engine was for.” — Chris Murphy, Founder at Murphy & Company

12. Deals Are Lost When the Rep Can’t Answer the Competitive Question

“If reps freeze when a competitor comes up, or default to feature dumps, that is usually positioning and enablement, not spend. … I have lost deals that were shortlisted as one of two final vendors where we did not lose on price or product. We lost on intel.” — Paul Towers, Founder and CEO at Playwise HQ

13. A Short, Tailored Proposal Can Win at a Higher Price

“We used a concise core proposal rather than a ten-page document. But the email, conversation, or meeting was tailored to the individual client. That required preparation: understanding what they were looking for and what problem they needed to solve. We started with their needs, then showed how our capabilities and relevant results addressed them.” — Mariia Golitsyna, Business Growth Expert

14. Buyers Paying for Marketing Look for Proof, Not Polish

“In US home services, a ‘fancy’ site can make customers think you’re a luxury provider. … Our own website converted 0.05% of visitors into leads. We didn’t redesign it. We ran in-depth customer interviews until the answers started repeating. They showed that someone paying $5,000+ for marketing looks for proof (reviews, cases, certifications, the faces of the team), not aesthetics.” — Mariia Grachova, CEO and Co-Founder at Loona Agency

Final Note

Weak sales don’t automatically mean marketing has failed.
They’re simply a sign to investigate and find the real cause. In the end, the teams that recover aren’t the ones spending more; they’re the ones reading what the buyer actually does, and fixing only the part that is broken.

 

Link do artykułu na Medium: 14 Experts on Why Weak Sales Need a Diagnosis First