a change to avoid a certain loss with their current approach than to take the risk for potential gain using a new ap- proach. This creates a high hurdle for your solution to overcome. As a result, your message must clearly show them the cost of staying the same. • Selection difficulty – Everyone is overwhelmed with the amount of information available on any given solution. The part of the brain that makes the decision to change relies on clear contrast between what you are proposing and what they are do- ing, as well as competing alternatives. Value lives in contrast: no contrast, no value. Show them enough contrast to help them see the value in change. • Anticipated regret – Someone


suffering from status quo bias is a de- nier. They are in denial that they have a problem that needs to be solved, and they worry about getting the


blame if they change something that wasn’t broken. The best antidote is for you to share a proof story of someone just like them who didn’t think they had a problem, but discovered they did – and successfully implemented your solution with great results. The key is telling both the before and after parts of the success story.


WHEN THE STATUS QUO IS YOUR FRIEND When you are the incumbent look- ing to keep your best customers, get them to pay more, and sell them add- ons, you must deliberately defend these four causes: • Reinforce preference stability


– Document the results and impact you’ve had to date and remind them of the level of diligence they put in place to decide on you in the first place. Refresh decision makers on why they


chose you – and transfer ownership of the decision to any new deciders. • Reinforce perceived cost of change – Highlight the investments that have been made in putting your solution in place, including onboard- ing and training their teams, updating and changing their processes, and any one-time investments that are now sunk costs. No one wants to do that again. • Reinforce selection difficulty – Showcase how you have made sure your solution has kept pace with the market. Remember: People don’t change if they don’t see enough contrast. So, counter-intuitively, it may serve you best to show how your solu- tions are keeping pace with anything they are hearing or reading about in the market. • Reinforce anticipated regret


– No one wants to stop positive momentum, so share the progress you’ve made – from where they start- ed to where they are now. You want to show their risk of losing ground that has been gained if they make a change at this stage of their journey. Sharing an example of another com- pany that changed and came back could help here. 


Tim Riesterer is chief strategy and research officer, Corporate Visions (@TRiesterer)


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