The End of Solution Sales by Brent Adamson, Matthew Dixon, and Nicholas Toman
Harvard Business Review (The Magazine – July/August 2012)
Summary
In recent decades sales reps have become adept at discovering customers’ needs and selling them “solutions.” This worked because customers didn’t know how to solve their own problems. But the world of B2B selling has changed: Companies today can readily define their own solutions and force suppliers into a price-driven bake-off.
There’s some good news, though, according to the authors, all directors at Corporate Executive Board. A select group of reps are flourishing in this environment—and lessons from the playbook they’ve devised can help other reps and organizations boost their performance.
These star reps look for different sorts of organizations, targeting ones with emerging rather than established demand. Instead of waiting for the customer to identify a problem the supplier can solve, they engage early on and offer provocative ideas about what the customer should do. They seek out a different set of stakeholders, preferring skeptical change agents over friendly informants, and they coach those change agents on how to buy rather than quizzing them about their company’s purchasing process.
High-performing reps are still selling solutions—but more broadly, they’re selling insights. And in this new world, that makes the difference between a pitch that goes nowhere and one that secures the customer’s business.

The End of Solution Sales by Brent Adamson, Matthew Dixon, and Nicholas Toman
The hardest thing about B2B selling today is that customers don’t need you the way they used to. In recent decades sales reps have become adept at discovering customers’ needs and selling them “solutions”—generally, complex combinations of products and services. This worked because customers didn’t know how to solve their own