B2B buyers expect vendors to deliver content that not only informs, but also demonstrates a deep understanding of their unique challenges and business goals. Yet, research reveals a significant disconnect between what buyers seek and what vendors provide.
To bridge this gap, organizations must adopt a value-driven storytelling approach that resonates personally with buyers, delivers proof of tangible value, and builds trust in the achievability of positive outcomes.

With frugalnomics remaining in effect, the appetite for longer-term payback on IT investments is waning.

Gone are the days when stakeholders were willing to wait a year or more to see measurable returns.

As technology providers navigate Frugalnomics in the New Year, Gartner has identified critical trends that demand immediate attention. These trends emphasize the urgent need for transformation in go-to-market (GTM) strategies to counteract emerging challenges and capitalize on opportunities. Ignoring these insights could result in significant setbacks for businesses.

In this article we explore two high-priority trends and their implications.

Across the fifty Value Coffee Talk episodes produced and published in 2024, here are the top 5 most popular – covering everything from the need for better value articulation for CROs, to best practices in value storytelling, quantification, adoption and realization.

Your prospects are faced with too many solution options, too few resources, and are spending less time with solution providers during the decision making process. As a result, it’s now much harder to build meaningful connections, inspire buyers to make a decision, and differentiate from the competitive options.

Research shows that a well-defined Point of Value (PoV) presentation, rooted in value storytelling, can be a powerful tool to break through the noise, communicate urgency, and quantify the outcomes you deliver.

Here’s why crafting a compelling PoV presentation is essential and how it helps you stand out.

As 2025 approaches, Go-to-Market (GTM) teams are reflecting on what worked—and what didn’t.

Despite best intentions, many teams are held back by lingering “Bad Value Habits” that undermine success in sales, marketing, and customer success. The New Year can be a perfect time for a reset.

Let’s break down the five bad habits to leave behind and the transformative impact of adopting better practices.

In survey after survey, B2B buyers indicate that their purchase process has gotten more complex and their confidence in making good decisions is on the decline. We coined this trend the “Purchase Pessimism Pandemic”, where B2B buyers’ post-purchase sentiment shows how overwhelmed they are: with more stakeholders, more complexity, and more regret than ever before.

But things could be turning around?

Recent data from G2 and SaaStr paints a vivid picture of an increasingly competitive landscape for software firms.
The good news is that half of software buyers are gearing up to spend more in 2025, a clear shift from the consolidation and “do more with less” attitude of 2024.
However, there are three key constraints in buying behavior that GTM teams need to aware of in order to garner a competitive share of the spending increase.

B2B buying is in turmoil. This according to the latest Forrester research revealing the sobering reality: almost 9 in 10 B2B purchases stall during the buying journey, and when a decision is made, more than 80% of buyers are dissatisfied with their chosen provider.

Yet amidst this “buyer mayhem,” a clear solution emerges: Value Selling: prioritizing a buyer-centric approach and focusing on measurable outcomes, organizations can address the critical gaps in today’s broken buying process.

As B2B solution providers become increasingly focused on delivering measurable outcomes to their customers, the shift toward value-driven strategies is reshaping sales, marketing, and customer success. Value management, value consulting, and value enablement are no longer niche capabilities—they’re becoming essential for winning and retaining customers in 2025 and beyond.
Here are five key predictions for how value-focused strategies will evolve in the coming year, along with the challenges companies must overcome to realize these outcomes

In a recent survey, we examined the key characteristics of value program leaders, with each falling into four distinct archetype categories — Doer, Enabler, Evangelist, and Orchestrator — each representing a different level of maturity and focus along two key dimensions.

Understanding which archetype you currently are, and how you would like to evolve to the more desired type is essential for organizations looking to optimize their value programs and scale their impact.

For any tech company in a growth phase, proving product value and aligning it with a customer’s strategic goals is essential.

As more buyers demand measurable ROI and comprehensive financial justification, tech companies need skilled value engineers and consultants to support the sales process. These experts develop the proof points, ROI analyses, and CFO-ready business cases that today’s buyers expect.

But for companies without established value engineering teams, the decision to hire full-time staff or leverage fractional consultants is critical—and for many, fractional support is the clear choice.