Instead of guessing at metrics, insert placeholders like "[Current Cart Abandonment Rate]" into your business case. This acts as a prompt, inviting the buying team to fill in the blanks, which builds ownership and surfaces crucial data you need to quantify value.
Related Insights
To truly resonate with an economic buyer, align your solution to the specific KPIs they are personally accountable for. These metrics often differ from those of your champion or general corporate objectives like revenue and cost savings, requiring tailored messaging.
Instead of stating that customer retention improved from 80% to 95%, tell the story behind it. Explain the problem, the specific actions taken by a cross-functional team, and the resulting outcome. This narrative makes the numbers credible and memorable.
Companies don't sign six-figure contracts to solve one person's frustrations. To justify a large purchase, you must anchor the sale to tangible business outcomes. Frame discovery questions around the company's goals, not just an individual champion's personal pain points.
Metrics like "Marketing Qualified Lead" are meaningless to the customer. Instead, define key performance indicators around the value a customer receives. A good KPI answers the question: "Have we delivered enough value to convince them to keep going to the next stage?"
True problem agreement isn't a prospect's excitement; it's their explicit acknowledgment of an issue that matters to the organization. Move beyond sentiment by using data, process audits, or reports to quantify the problem's existence and scale, turning a vague feeling into an undeniable business case.
To get buy-in for developer experience initiatives, don't use generic metrics. First, identify leadership's primary concerns—be it market share, profit margin, or velocity. Then, frame your measurements and impact using that specific language to ensure your work resonates.
Instead of ad-hoc pilots, structure them to quantify value across three pillars: incremental revenue (e.g., reduced churn), tangible cost savings (e.g., FTE reduction), and opportunity costs (e.g., freed-up productivity). This builds a solid, co-created business case for monetization.
Replace generic praise like "we love this product" with testimonials that feature specific, quantifiable outcomes ("saved 12 hours a month"). This helps prospects visualize concrete benefits and can increase conversion rates by over 15%.
To get company-wide buy-in for CRO, focus reporting on program-level metrics, not just individual test results. Share high-level insights like win/loss rates and cross-departmental impact in quarterly reviews. This frames CRO as a strategic business function, not just a series of tactical marketing experiments.
When reviewing a shared business case, look for red ink—comments, changes, and edits from the buying team. This signifies ownership and conviction. A document with zero changes indicates shallow discovery and a lack of internal buy-in, making it a powerful negative signal for the deal's health.
