Every sales professional has been there. You close the deal. The customer seems thrilled. Weeks or months later, they come back unhappy. The return on investment (ROI) they expected just isn’t materializing. Suddenly, you’re managing disappointment instead of building loyalty.
This week on Sales Logic, hosts Meridith Elliott Powell and Mark Hunter break down why getting proactive with customer ROI expectations is no longer optional and how you can transform it into your competitive advantage.
Get on the Same Page Early
Budgets are tighter, scrutiny is higher, and the definition of “ROI” varies wildly between sellers and buyers. As Meridith put it, “I think if, as sales professionals, we really have a very honest conversation with ourselves about how much and how often we really clearly define the ROI that the customer expects and get them to agree to that ROI, I think it’s kind of rare.”
Mark agreed, stressing that the disconnect usually starts before the contract is even signed. “How salespeople measure the ROI is going to be different than how customers measure it. And this is what you’ve got to get on the same page right from the beginning.”
If you’re letting customers decide on ROI measures without you, you’re at risk. You must co-create how ROI will be evaluated, and be ultra-clear about the timeline for results.
Own the Conversation
Both hosts echoed a non-negotiable: don’t dodge the ROI discussion, even if it feels uncomfortable.
“If I’m going in and trying to sell a product and Mark’s going in and trying to sell a product and we’re competitors and Mark’s having the conversation with that prospect about, you know, how are you going to get return on investment?…He looks so much stronger than me as a service provider, right? So don’t shy away from it. Talk about it right from the start.” —Meridith Elliott Powell
It’s not just a defensive move, either. Clarifying ROI before the close makes you a partner, not just a vendor.
Proactive Check-Ins Prevent Post-Sale Surprises
ROI isn’t set-and-forget. Regularly check in to monitor satisfaction and address concerns before they become full-blown complaints.
Meridith shared her approach: “If you have an existing customer, and you need to retain that customer, you need to be proactive in asking whether they’re getting the return on investment. That would look something like…‘Here are the results that I believe we’re getting. Has anything else come up? Is there anything else that you need or any other information I can provide?’”
And Mark reminded us not to overlook the decision-makers higher up the chain. “If you can get an audience on an annual basis with the CFO or the CEO, push for that. Because far too often, the person that you’re working with…is not thinking about ROI. And that hammer is going to come down from the CFO or the CEO.”
Reset Expectations, But Don’t Make Excuses
Many sellers have faced the awkward moment when customers are disappointed based on their own internal projections, not the reality you sold. The key is to own the conversation, not sidestep or become defensive.
Meridith’s advice: “I would go in and talk to the customer and say…‘This is the return on investment that…we typically see. However, I’d like to know and understand what return on investment is for you, what it is that you need to get from these products or services. And then let’s work on a strategy to get to that point.’”
Never overpromise. Never hide from tough conversations. Own the learning process and get better with every deal.
ROI Beyond Dollars
Some industries, like educational travel or advertising, find ROI hard to define in dollars and cents. As Mark pointed out, “It may be an experience, it may be an emotional outcome, and to them, that’s their ROI. That’s totally OK. But you got to frame it up from the beginning.”
Ask the right questions: what excites the customer about your offering? What do they hope will change as a result? Let those answers guide how you set and measure expectations.
Build Deeper Relationships, Drive Retention
ROI conversations aren’t just a risk management tactic. They’re one of the most powerful ways to deepen relationships and drive long-term retention.
As Mark put it, “Go back to some of the other things that we’ve talked about in the past in terms of understanding how your product or service impacts downstream. How does it impact their customers? We’ve all faced these questions of ROI expectations post-sale. And at the end of the day, you have got to own it yourself, period.”
Book Recommendation
This week’s pick: The Effortless Experience by Matt Dixon, Nick Toman, and Rick DeLisi. It’s a master class in creating experiences that make it easy for customers to stay and buy again.
Lightning Round: Top 10 Ways to Increase Customer Retention
- Proactively reach out and touch base with customers
- Share stories and case studies right from the start
- Show them proactively the return on investment, at least quarterly
- Bring them new solutions and ideas for their business
- Ensure they are connected to multiple people inside your organization
- Refer other people or services they can benefit from
- Sell them additional products or services to increase “stickiness”
- Understand their marketplace, competitors and industry and bring insights
- Do an annual update to discover what’s changed in their business
- Own problems as they arise; be the responsible person for your customer
Managing ROI isn’t just about reducing complaints. It’s about growing trust, credibility, and loyalty no matter how tough the market gets. Start the ROI conversation early, own it always, and watch your customer relationships flourish.
Question: Jason from Little Rock asks, “I closed a deal where the customer keeps referencing an ROI number that came from their own internal projections, not anything my team quoted. Now they’re unhappy with results that are actually solid, just not what they expected. How do I reset expectations without sounding like I’m making excuses or admitting we underdelivered.”