Why Features and Advantages Alone Don't Win Complex Decisions

Julie’s department is introduced to a new high-speed printer by a supplier who spends the first fifteen minutes rattling off features: page speeds, ink technologies, auto-stapling. Eyes glaze over, no one asks questions. Then, Julie recalls a meeting from two weeks ago where her boss groaned about downtime from constant jams. She steps in: 'You told us what matters most is reliability—how does this model reduce downtime?' The supplier picks up the cue, ties a specific feature to reduced jam incidents, and suddenly the conversation comes alive.

Later that week, Julie reflects that the winning supplier wasn't the one with the 'best' product list, but the only one linking the offer to the team’s explicitly stated pain. Having the right answer didn’t matter—delivering it at the wrong time, before anyone cared, did. The research backs her up: explicit benefits, tied closely to stated needs, drive decisions far more than generic features or supposed advantages.

Next time you promote a new idea—whether it’s a gadget, a group project strategy, or a classroom change—start by confirming what your audience actually wants. At each stage, check back: Does this address the need you shared with me? Then, give just enough detail to connect your solution’s strengths to that issue, not every possible benefit. You'll find buy-in grows when people feel heard, not when they’re overwhelmed with information.