For years, my business approach was this: If you make something truly remarkable, it will sell itself. I know, it's very "Field of Dreams," but that's how I thought.

And then I read The Challenger Sale, a book by Matthew Dixon and Brent Adamson, and it changed my perspective forever.

In the book, Dixon and Adamson present the findings of a customer loyalty study. They found that the combined impact of company and brand impact, product and service delivery, and value-to-price ratio accounted for just 47% of customer loyalty to a particular company.

What? 47%? That can't be right. Surely people remain loyal to a company's products mostly because they like the products, right? Wrong.

The remaining 53%? That was directly attributed to the "sales experience."

In other words, if you work for a company with a rock-solid reputation that makes a truly remarkable product and prices it at a level the market believes is fair, you are only less than halfway toward creating the kind of loyal, repeat buyers every business longs for.

I confess that I never realized how critical the buying experience was to the success of my company.

We make a CRM product in a very crowded market, and we've worked hard to create features and benefits that truly help the people who use our software. But I realize now that a great product isn't enough; I have to make sure the process of buying our product and being our customer is also exceptional.

Sign up for free to read the full article.

Take the first step (it's free).

Already a registered user? Sign in now.


image of Mike Kamo

Mike Kamo is VP of marketing for Strideapp, a cloud-based CRM and mobile app that helps small to midsize businesses and agencies manage and track leads as well as close more deals.

LinkedIn: Mike Kamo