Much of my team would probably qualify me as about as buyer-pull as sales people get — I told my VP my strategy for pipe generation in a QBR was exercising more product influence — and I disagree with many of the author’s points.

I challenge my customers and attempt to convince them they have the wrong approach to achieve X all the time.

Attaching to buyers pain is the only way you’ll ever get anything meaningful done.

Identifying and building the pain and knowing you have the solution is how you create urgency. If you’re doing it right that work is valuable for your customer and your company.

Most people need to see something before they’re willing to invest team time mapping solution to pain / use cases.

Some customers completely drop the ball on deployment. People get fired. People leave and the project gets abandoned. Shit happens. It’s rarely the vendor’s fault, unless it was a complete mismatch, and that’s everyone’s fault.

They followed up with another post to answer that question: https://howtogrow.substack.com/p/the-physics-of-sales-part-2

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