Chapter 2 – How to Run a BVA Discovery Session Without the Interrogation

2.1 Set the Stage: Scheduling & Framing

Ask for 30 minutes. Short calls keep focus tight and avoid overwhelming the prospect.

Frame the session up front:

“We’ll walk through a live Business Value Assessment (BVA) together. I’ve pre-filled some estimates, and together we’ll validate the assumptions to build a business case you can use internally. This is a working session, not an interview.”

Use recording or transcription tools (Spotlight.ai, Gong, Chorus) to stay present without scrambling for notes.

2.2 Do Your Homework: Pre-call Research

Pull strategic initiatives from earnings calls, press releases, or public statements. Tools like Spotlight.ai can surface this data automatically.

Estimate the solution investment and plug it into the BVA early. Start high (list price) to avoid premature discounting.

Identify key roles — the Economic Buyer, your champion, and technical influencers — so you’re ready to map them during discovery.

2.3 Guide with Discovery Questions” to “2.3 Guide with Discovery Questions in a BVA Discovery Session

Use structured, open-ended prompts to drive urgency and insight. Examples:

• “What outcomes are you responsible for this quarter?”

• “What happens if nothing changes here?”

• “How does this challenge affect other departments or KPIs?”

Industry guidance suggests 15–20 targeted questions per session is optimal. Let the BVA tool guide you toward the next question instead of reading from a script.

Show curiosity. Come with a value hypothesis based on industry benchmarks. Even if you’re off, it sparks richer conversation. The session should feel consultative, not like an interrogation. By guiding the discussion, you’re already giving value.

2.4 Be the Guide: The Right Kind of Consultant

A discovery session isn’t cross-examination. It’s consulting — just enough to help the buyer connect assumptions to impact and take ownership of the numbers.

• Use conservative defaults with confidence. They’re vetted, not arbitrary.

• Make sure the buyer owns the numbers. Never leave them with data they can’t defend.

• If the buyer doesn’t know an input, say: “Let’s start with a default and adjust later. Our goal is a realistic, CFO-ready business case.”

• Always connect your questions to value: “We ask about onboarding time because it drives churn and satisfaction.”

2.5 Calibrate in Real Time

Once you’ve captured enough inputs, open the Advanced or Executive Summary view.

Aim for ROI between 200% and 600%. Anything higher requires adjusting assumptions down to preserve credibility. Narrate your reasoning so the buyer understands every change:

“Let’s reduce this productivity gain to be cautious. That way, your CFO won’t push back.”

2.6 Review and Confirm with the Prospect

Ask: “Does this reflect what you’re seeing internally?”

Co-create the narrative. The buyer should feel ownership of the BVA. Treat it as an asset your champion can use in internal discussions.

Leave them with a downloadable or shareable version. Offer to revise it together before final review.

2.7 Discovery, Pitching, and the BVA: Different Tools, Different Goals

Stage	Purpose	Seller Role	Buyer Experience
Pitch Deck	Tell your company and product story	Presenter	Inspired
Discovery	Uncover needs, pain, urgency	Active Listener	Understood
BVA	Quantify outcomes & align value	Strategic Advisor	Confident, Equipped

A strong BVA does more than quantify outcomes. It creates a compelling event for executives who haven’t met you. It moves the conversation above feature-for-feature battles.

2.8 What the Research Says

• Gartner: Sellers must shift from “feature delivery” to “value alignment.” Value tools structure these insight-led conversations.

• Forrester: Only 17% of the buyer journey is spent with a seller, so your time must drive outsized impact.

• Buyers often complete about 70% of their decision process before engaging with sales reps.

• 86% of B2B purchase efforts stall somewhere in the journey, underscoring the need for clear alignment and value early.

• Most buyers wait until late in the process to speak with sellers — which means every discovery conversation must deliver outsized impact.

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2.9 Key Takeaways

• Frame the session as a partnership, not a pitch.

• Prep with pricing and strategic insight, not just product facts.

• Guide the buyer through conservative, credible assumptions.

• Calibrate live — don’t email a spreadsheet later.

• Leave the buyer with an asset they can carry into executive conversations.

• Ensure your champion feels ownership of the BVA and can confidently present it.

Q&A

Q: How should a value discovery session feel?

It should feel consultative, not like an interrogation. You’re guiding, not grilling.

Q: What prep is most important before discovery?

Pull executive initiatives from public sources, anchor with list price, and map key roles like the champion and Economic Buyer.

Q: How many questions should I ask?

Aim for 15–20 targeted prompts. Use the BVA tool to guide you so the session feels natural.

Q: What ROI range should I target?

200%–600% is credible. Anything lower signals weak impact; anything higher risks losing credibility.

Q: Who should own the BVA?

The buyer and the champion must feel ownership. They need to defend and deliver it internally when you’re not in the room.

Q: How does a BVA differ from discovery or a pitch deck?

Discovery uncovers pain. A pitch deck inspires. A BVA quantifies value and arms the champion for executive conversations.