Replacing an incumbent vendor whose software or service the customer already uses and depends on.
Competitive displacement is harder than selling to a customer using no solution. They're not asking whether to solve the problem—they've already decided. They're asking whether your solution is worth the switching cost: data migration, staff retraining, new integrations, the risk of disruption.
A prospect evaluating you against nothing might pick you on features and price. A prospect switching from a competitor picks you on reduction of pain. You have to promise not just a better tool but a smoother transition.
Displacement changes what you talk about. In discovery, you're listening for frustration with the incumbent—their support, pricing, integration, roadmap. You're also listening for the switching barriers: long contracts, custom integrations, user adoption resistance, data you'll need to migrate.
The stronger their frustration and the weaker their switching barriers, the faster the deal moves. The weaker the frustration and the stronger the barriers, the longer the proof period or the harder the negotiation on terms.
You also need to know whether they have an alternative or you're the only replacement they're considering. If they're comparing you to two competitors, one of whom they already use and know, your pitch has to address why the disruption of switching to you (an unknown) is worth it.
Underestimating the status quo bias. Reps hear frustration and assume it leads to change. But frustration and inertia coexist. The prospect is annoyed with their current vendor—and also unwilling to disrupt their team with a replacement. Your job is to make the switching cost smaller and the pain of staying larger. That takes more discovery and proof than a greenfield deal.
Part of our guide to Discovery calls.
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