{"id":4354,"date":"2025-04-15T15:30:45","date_gmt":"2025-04-15T15:30:45","guid":{"rendered":"https:\/\/ngulam.com\/?p=4354"},"modified":"2025-04-15T15:31:02","modified_gmt":"2025-04-15T15:31:02","slug":"the-rise-of-outcome-based-sales-in-tech-and-media","status":"publish","type":"post","link":"https:\/\/ngulam.com\/insights\/the-rise-of-outcome-based-sales-in-tech-and-media\/","title":{"rendered":"The Rise of Outcome Based Sales in Tech and Media"},"content":{"rendered":"\n
\"\"<\/figure><\/div>\n\n\n\n

The Rise of Outcome-Based Sales in Tech and Media<\/h3>\n\n\n\n

A Tale of Two Media Tech Companies<\/strong><\/h4>\n\n\n\n

Consider two enterprise software companies, each vying for dominance in the booming field of digital collaboration. \u201cSynergy Solutions,\u201d the established player, relied on a seasoned sales force armed with compelling feature lists and competitive pricing tiers. Their quarterly reports showed steady new sign-ups, powered by relentless outreach and rapid-fire pitches\u2014closing deals of any size, in any sector.

Meanwhile, a younger, more agile competitor named \u201cFlowState\u201d operated with a markedly different philosophy. Their sales interactions seemed less about product specifications and more about pinpointing each client\u2019s unique operational challenges\u2014and mapping those directly to customized solutions. One notable case involved a mid-sized media firm struggling with bottlenecks in cross-departmental project management. Synergy Solutions promptly pitched its robust feature set and offered discount bundles to entice a quick deal. FlowState, by contrast, spent several weeks mapping the client\u2019s existing workflows, identifying the root causes of delays, and collaboratively designing a plan to fix them. FlowState\u2019s final proposal illustrated precisely how the platform would compress production timelines, reduce errors, and measure success at key milestones.<\/p>\n\n\n\n

The result? FlowState secured a long-term, high-value contract, while Synergy Solutions\u2019 broad-stroke approach, though initially generating more inquiries, failed to address the client\u2019s deeper needs.<\/p>\n\n\n\n

Why focusing on outcomes prevails<\/strong><\/h4>\n\n\n\n

This fictional story raises a central puzzle for today\u2019s B2B tech and media leaders: in markets awash with sophisticated solutions and unending sales pitches, why did a company that talked less about the \u201cwhat\u201d of its product and more about the \u201chow\u201d of tangible business impact clinch the more lucrative deal?<\/p>\n\n\n\n

In an era of data-rich CRM systems, advanced lead-scoring algorithms, and AI-driven analytics, why do so many sales organizations still find themselves treading water\u2014exhausting resources without unlocking meaningful or sustained revenue growth? Is there a vital, often overlooked ingredient that separates high-velocity sales activity from truly transformative outcomes?<\/p>\n\n\n\n


Data, Insights and Industry Voices<\/strong><\/h4>\n\n\n\n

Increasingly, success stories like FlowState\u2019s showcase a profound shift from what was once known as \u201csolution selling\u201d to a deeper, more consultative approach: outcome-based selling. Traditional methods often revolve around features and benefits, hoping to match them with perceived pain points. But today\u2019s B2B buyer\u2014especially in the Media and Entertainment sector, where new revenue models and emerging streaming platforms demand creativity\u2014expects measurable results and strategic alignment. Buyers want to see how technology investments directly serve overarching business objectives in real, trackable ways.

Recent findings from TSIA reveal that while 96% of technology companies have a dedicated customer success function, only 27.2% measure the actual business outcomes their solutions deliver. As our CEO points out:<\/p>\n\n\n\n

\u201cHow can you truly focus on your customer\u2019s success if you don\u2019t understand how your offers contribute to the achievement of what matters most to the people who buy them?\u201d<\/strong><\/p>\n\n\n\n

This disconnect underscores the gap between what companies sell and what customers genuinely need.

To bridge this gap, sales teams must adopt what we call \u201cDeep Discoveries\u201d\u2014conversations that extend well beyond surface-level requirements to explore the client\u2019s strategic vision. These discussions range from micro-level concerns\u2014like a particular department\u2019s workflow issues\u2014to macro-level considerations, such as the organization\u2019s cultural and financial objectives. Clients and providers should collaboratively develop value statements tied directly to business goals, evaluating progress against these statements as projects unfold.<\/p>\n\n\n\n

Contrasting Viewpoints in Action:<\/strong><\/p>\n\n\n\n