How to Co-create the Numbers with your Customer Instead of Presenting Them.
You have a value story ready but you are worried the customer will push back on your figures or dismiss them as vendor maths
Numbers you hand to a customer are your numbers. Numbers you build with a customer become their numbers. When a buyer helps set the inputs - their volume, their current cost, their realistic improvement range - they own the conclusion. That shifts the dynamic from 'prove it to me' to 'let us figure this out together', and it makes your champion far more confident defending the case internally.
Where it goes wrong
You share a polished ROI model and the customer says 'our situation is different' or 'we would need to validate that with finance' - and the deal stalls while the numbers sit in a deck nobody opens again.
What you'll be able to do
You can run a live, collaborative value conversation where the customer helps build the model, agrees with the output, and feels confident repeating it to their leadership.
How to do it
Bring a simple, editable model with blank inputs -
Bring a simple, editable model with blank inputs - not a finished answer. Open with: 'I have a rough framework here. Can you help me fill in the numbers that are right for your team?'
Start with inputs they know off the top of
Start with inputs they know off the top of their head: volume, headcount, a rate they track. Avoid asking for numbers they would need to go away and find.
Once you have a draft output, sanity-check it explicitly
Once you have a draft output, sanity-check it explicitly: 'Does this look roughly right, or is there something we should adjust?' Give them permission to push back.
Pair the model with a short proof point from
Pair the model with a short proof point from a similar customer - one or two sentences, a real number, a reaction from someone in their role. This gives them a reference point for whether your assumptions are credible.
See the difference
Rep emails a PDF titled 'Acme Corp ROI Analysis' showing £240k in annual savings. Customer replies: 'Interesting, but our volumes are quite different. We will have a look when we get a chance.'
Rep says in the meeting: 'I have got a rough model here - three inputs. What is your current monthly ticket volume? And roughly what does a ticket cost you fully loaded?' Customer gives numbers. Rep fills them in live. 'OK so at those numbers, a 15% improvement would be around £8k a month. Does that feel in the right ballpark, or should we move the improvement rate?' Customer says: 'Honestly, 10% is more realistic for year one.' Rep adjusts. 'Fair enough - so £5k a month, £60k in year one. That is still a solid return on what you are paying us.' Customer nods and says they will take it to their director.
You can run a live, collaborative value conversation where the customer helps build the model, agrees with the output, and feels confident repeating it to their
How you'll know it's working
You have got it when the customer corrects one of your assumptions mid-conversation and the revised number still supports the case - and they are the one who says so.
Questions people ask
How do you co-create the numbers with your customer instead of presenting them?
Numbers you hand to a customer are your numbers. Numbers you build with a customer become their numbers. You can run a live, collaborative value conversation where the customer helps build the model, agrees with the output, and feels confident repeating it to their leadership.
What is the most common mistake to avoid?
You share a polished ROI model and the customer says 'our situation is different' or 'we would need to validate that with finance' - and the deal stalls while the numbers sit in a deck nobody opens again.
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