Product Competitiveness

“Customers’ needs are changing faster than our product.”

How do we respond when customers, sales results, and the market are telling us the product is falling behind?

Fix what’s losing the deal.

Talk it over
FIG. 4  ·  THE SHORT LIST THE EVALUATION THE DECISION 1Competitor2You. Best on the evaluation.3Competitor WON Not you. You made the list. They made the sale. And nobody can tell you which screen lost it. GOOD ENOUGH TO CONSIDER, NEVER TO WIN Expand
McKesson
Intuit Mailchimp
Cox 2M
Scientific Games
Office Depot
NAPA
CommuniCare
Sound familiar?

Good enough to be considered, every time. Never good enough to win.

It costs you three ways at once: lost deals, support load, and churn. Usually only the lost deals get talked about. And sometimes you did not even build the thing that is losing. You inherited it.

You win the evaluation and lose the deal

Your engine scores best on the technical review.
The competitor demos better and takes it.
Sales cannot run the demo without a specialist in the room.
Nobody in the loss review says the word interface.

Buyers cannot see the value you know is there

The good part is four clicks deep.
Onboarding a customer takes weeks and a human.
Support volume tracks the workflow, not the bug count.
Your best feature is the one nobody finds.

You are carrying three products from three acquisitions

Each one looks like a different company.
Buyers see whichever is worst.
Every integration promise takes another quarter.
There is no single thing to demo.

You inherited a platform that is not working

The firm that built it is gone, or going.
Nobody left can explain why it works the way it does.
The documentation is the code.
You need someone to say honestly what is worth keeping.

“It was really hard for us to win bake-offs… I’ve had millions of dollars get into pilot, and then at the end of the day, we don’t win the pilot.”

Health-tech sales leader

How we solve it

Ask the buyers who chose someone else

Not sales, whose explanation has to protect them. Not your customers, who already bought. The people who saw both demos and picked the other one.

Discover phase
Discover

The lost deals, the demo itself, and a heuristic pass on where the product breaks what a buyer expects.

Experiment phase
Experiment

The riskiest assumption about why you are losing gets tested before anything is redesigned.

Engineer phase
Engineer

Rebuilt around the job the buyer is trying to finish, not the screens that exist today.

Optimize phase
Optimize

Watched in the demo and in onboarding, because that is where this either worked or did not.

The full method →

A better user experience is only worth paying for if it helps you win the deal.

Where to start

Start with a Blueprint

Find out why buyers choose someone else before you redesign anything. A Blueprint gets research, a validated prototype, and a build-ready plan in front of your team in one to four weeks.

Research with the people who decide

User interviews and a competitive review, so you know where the product loses people.

A prototype buyers can see

The four-week Blueprint adds working software tested with real users.

A build-ready plan

The architecture and a development plan with milestones and a budget.

Yours to keep

The research, the designs, and the IP.

The ToolsGroup redesign followed the same path: research with leadership, customers, and sales, then a user-validated prototype and a design system the team could build from.

If the board needs a business case for a redesign first, start with an Assessment.

Not sure which fits? Call us to talk it over.

How the Blueprint works →

Tell us about the last deal you should have won

Thirty minutes. Walk us through the bake-off and what you think happened, and we will tell you where we would look first.

An architect takes the call, not a salesperson.
We will tell you honestly whether we can help.
And roughly what it would take.
Swipe to see the whole drawing