How to Understand Customers' Pain Points

How to Understand Customers' Pain Points

In consulting, understanding the customer’s pain points is one of the most critical steps toward delivering effective solutions. Too often, consultants fall into the trap of guessing, assuming, or speculating about what the client truly needs. While experience and expertise are invaluable, relying on assumptions without concrete evidence or data can lead to missed opportunities, misaligned strategies, and ultimately unsatisfied clients.

1. The Importance of Understanding Customer Pain Points

What Are Pain Points?

In consulting, a client’s pain point refers to a specific problem or challenge that they are struggling to solve. These issues can range from operational inefficiencies and declining profits to poor employee morale or customer dissatisfaction.

As a consultant, your ability to identify and address these pain points is critical to adding value and ensuring long-term client satisfaction.

Why Identifying Pain Points Is Critical:

Understanding your client’s pain points helps you tailor your solutions to meet their exact needs. It also strengthens your credibility as a consultant who can offer actionable, relevant, and impactful solutions. If you miss or misinterpret a client’s pain points, the solutions you provide may be ineffective or irrelevant, damaging your relationship and reputation.

Strategies for Uncovering Pain Points

Asking the Right Questions: The first step in understanding your customer’s pain points is to ask the right questions. These should be open-ended and designed to get the client to elaborate on their problems, goals, and challenges. Examples of questions include:

• "What challenges are you currently facing in your business?"

• "What are your top three priorities for the next six months?"

• "What issues keep you or your team from being as productive as you'd like?"

• "Where do you feel you are losing time, money, or resources?"

By asking thoughtful questions, you open the door for the client to share valuable insights about their business problems.

Active Listening: Effective consultants listen more than they speak. When a client is sharing their problems, listen actively and empathetically. Pay attention not only to what they say but also how they say it. Are there certain challenges that make them particularly frustrated? Are there areas where they are unsure or looking for clarity? Active listening helps you gather subtle clues about the root causes of their pain points.

Conducting Interviews and Surveys: Sometimes clients aren’t fully aware of the problems they are facing, or they might not express them clearly. Conducting interviews with key stakeholders or running surveys with employees, customers, or suppliers can help uncover pain points that aren’t immediately visible.

For example:

• Employee interviews may reveal issues with internal communication or workflow inefficiencies.

• Customer feedback surveys might highlight dissatisfaction with the company’s service or product offerings.

These tools allow you to gain a more well-rounded view of the client’s problems from multiple perspectives.

1. Analyzing Data to Identify Pain Points

Leveraging Data Analytics: In today’s data-driven world, data analytics can be a powerful tool for identifying pain points. Analyzing financial statements, operational reports, and customer data can reveal trends, inefficiencies, and bottlenecks that may not be obvious from conversations alone. Data gives you concrete evidence of where things are going wrong.

For example, if a company is experiencing declining customer retention, analyzing customer behavior and satisfaction scores could reveal the specific areas where the company is failing to meet expectations. If there is a rise in operational costs, financial data might show inefficiencies in supply chain management or procurement processes.

Identifying Trends and Patterns: As you gather data and feedback from various sources, look for patterns. Are there common complaints or issues across departments or customer segments? Do financial metrics consistently indicate problems in specific areas of the business? By identifying trends, you can pinpoint the core problems that need to be addressed.

Emotional vs. Rational Pain Points

Emotional Pain Points: Emotional pain points refer to challenges that create frustration, anxiety, or discomfort for the client or their team. These can include things like low employee morale, customer dissatisfaction, or a lack of clear direction from leadership. Emotional pain points often stem from cultural or interpersonal dynamics within the organization and can be harder to quantify but are equally important to address.

For example, a client may express frustration with team collaboration, which may lead to poor project outcomes. Understanding these emotional triggers can help you develop solutions that not only address the practical problem but also improve the working environment.

Rational Pain Points: Rational pain points are more straightforward, dealing with tangible, measurable issues like declining sales, missed deadlines, or increasing operational costs. These problems are often easier to diagnose using data and analysis. However, even when addressing rational pain points, it’s important to consider their emotional impact on the team or stakeholders.

For instance, declining sales might be the rational pain point, but it could also be causing emotional distress among the sales team, leading to low motivation. As a consultant, your solution should consider both aspects to deliver long-lasting results.

1. Prioritizing Pain Points

Urgency vs. Importance: Once you’ve identified your client’s pain points, you’ll need to help them prioritize. Not every problem can be solved immediately, and some issues may be more urgent than others.

Use the Eisenhower Matrix to categorize pain points into:

• Urgent and Important: Immediate problems that need addressing right away (e.g., cash flow issues, compliance risks).

• Important but Not Urgent: Long-term problems that need strategic solutions (e.g., leadership development, market expansion).

• Urgent but Not Important: Problems that feel pressing but may not have a significant impact (e.g., minor employee grievances).

• Not Urgent and Not Important: Low-priority issues that can be addressed later or delegated.

By prioritizing pain points, you can focus on delivering high-impact solutions that will bring the most immediate and significant benefits to the client.

Resource Constraints: When prioritizing pain points, it’s also important to consider the resources (time, money, manpower) that the client has available. Helping them allocate resources effectively is key to successfully resolving the most critical problems first.

1. Providing Tailored Solutions to Pain Points

Customizing Solutions: Once the pain points are clearly identified and prioritized, the next step is to design tailored solutions. Off-the-shelf solutions often don’t work because they fail to address the specific nuances of the client’s pain points. Take the time to tailor your approach based on the client's unique situation, goals, and challenges.

For example, if the client’s pain point is inefficiency in their supply chain, an off-the-shelf logistics solution might not be enough. A tailored solution would consider the specific vendors, delivery schedules, and logistical constraints the client is facing.

Short-Term Fixes vs. Long-Term Solutions: Some pain points will require immediate fixes, while others will need more comprehensive, long-term solutions. Be clear about which solutions are designed to address short-term emergencies and which will contribute to sustainable improvement over time.

For example:

• Short-term fix: Streamlining a bottleneck in production to meet an urgent deadline.

• Long-term solution: Redesigning the entire production workflow to avoid future delays.

1. Case Study: Understanding and Addressing Client Pain Points

To illustrate the concepts, let’s look at a case study of John, a consultant hired by a mid-sized retail company struggling with declining sales. Through interviews with the leadership team and employees, John uncovered the primary pain points: outdated inventory management systems and poor employee engagement.

By analyzing sales data and conducting customer surveys, John was able to confirm that inefficient stock management was leading to frequent product shortages, while employee dissatisfaction stemmed from a lack of clear communication from management.

John prioritized addressing the inventory issue first, implementing a real-time tracking system that significantly reduced stockouts. Simultaneously, he worked with leadership to improve internal communications, leading to better team morale and increased productivity.

This case demonstrates the importance of fully understanding client pain points before developing solutions, and how effectively prioritizing these pain points can lead to meaningful, sustainable improvements.

One Minute Elevator Pitch with TONY ELUMELU that led to a $100,000 Assignment!

Monday Motivational - Real Stories from the Consulting World

Elevator Pitch – Meeting Tony Elumelu and Landing a $100,000 Consulting Brief

Last week, we shared the Diamond Bank Story and the takeaway from that is simple: organisations will only buy from you if what you are selling solves a problem or adds value to them.

Today, let’s talk about the Elevator Pitch.

What is an Elevator Pitch?

Your typical elevator ride lasts roughly a minute or so. If you find yourself in an elevator with someone you have been trying to meet – what would you say to convince them to buy from you within that short timeframe? That’s the essence of the Elevator Pitch.

Some years back, I was flying from Lagos to London and who did I see across the aisle speaking with someone? Tony Elumelu, then CEO of UBA.

Now, please note that prior to this point I had been trying to sell to UBA with little success.

Seeing and meeting the key decision-maker was an opportunity I was not going to let pass.

The Moment of Truth

So, what do I say?

Do I complain about how difficult it had been to reach UBA? That’s often the default mode for many – psychological, seeking sympathy or at least a listening ear. But that rarely works, and at best only results in a sympathetic nod before the moment disappears, forever.

Another mistake people make in these one-minute windows is spending all the time introducing themselves, talking about their credentials, background, or history. By the time they finish, the opportunity is gone.

So, what did I say?

I walked up to Tony and said:“Tony, hi, my name is Shola. I have a solution for your company that will solve a major human capital need you have.”

Notice two things here:

• The emphasis on will, not might or maybe.

• The directness – no long introductions, no excuses.

Also notice I addressed him by his first name. It created familiarity and confidence. (Of course, be careful with this – we are a people who love respect and titles. You must read the situation well.)

Tony was taken aback, and I guess so – the audacity of the moment!

He looked at me and asked, “What is the product?”

That was my opening. That’s the point where you sell.

He concluded by saying, “Someone will call you next week.”

And indeed, I got a call from UBA the following week. The discussions that followed led to a $100,000 consulting brief.

The Unexpected Bonus

The story didn’t end there. Tony then said, “There is someone you have to meet.” He introduced me to another executive on the plane, a senior leader at the Nigerian Stock Exchange.

Not only did Tony give me a chance, but he validated me to his network. We ended up doing work for the NSE a year later.

So, one pitch turned into multiple opportunities.

Lessons Learnt

1. Have a product. Even if it’s a service, package it as a product that solves a clear problem.

2. Opportunities live in familiar places. Airports, planes, lounges were my everyday spaces because I flew a lot. But that day, my “ordinary” zone became the gateway to an extraordinary opportunity. Don’t overlook the goldmine in your own familiar spaces.

3. Be ready. Some call it luck, but really it’s preparation meeting opportunity. You don’t rise to the occasion—you fall back on your preparation.

4. Be bold and confident. People like boldness. Confidence is contagious. The worst that can happen is a No.

5. Don’t focus on yourself. Don’t beg for attention or sympathy. Focus on the problem you can solve for your prospect. Frame yourself as a solution, not a seeker.

6. Keep it short and clear. You don’t need your whole CV. What is the one compelling idea you can communicate in under a minute?

7. Balance respect with audacity. Too timid and you’ll be ignored. Too aggressive and you’ll be dismissed. The sweet spot is respectful boldness.

8. A good pitch multiplies itself. The $100,000 contract was big, but the bigger win was the introduction to Tony’s network. A single “Yes” can unlock several doors.

9. Clarity beats complexity. Tony engaged because my pitch was sharp, direct, and unambiguous. Decision-makers don’t have time for long stories—give them clarity.

10. Authority respects belief. If you don’t believe in your own product, why should anyone else? Projecting certainty makes decision-makers lean in, not tune out.

Final Word

Develop and practice your one-minute pitch. Opportunities rarely announce themselves in boardrooms. They show up in airports, elevators, weddings, parties, and random encounters.

When they do, the question is simple: Will you be ready?

Wish you the best.Hope this inspires you and helps you seize opportunities with confidence this week and beyond.

Shola AjaniSchool of Consulting

Thoughts on Competitive Strategy

It is easier to become a market leader, but much more difficult to prevent others becoming your market leader.

If you think doing nothing is an option; you are wrong because others are doing things that will make them better options.

Forget about sharing the market; create a new market for a bigger slice of the cake.

What your competition want is for you to loose your leadership position. How? By continuous improvements and innovation; inch by inch clawing away all your advantages.

Decisions are risks anyway; a calculated risk reduces the potential cost and implications of a wrong decision.

Collanovate - competitive strategy from collaboration and innovation.

Yes indeed the goal post has been moved; depending on which side you are, its either good news or bad news. The playing field is now level.

And finally…

We play catch up when our change initiatives is reactive; we risk loosing the right to set the pace for others to follow.

Shola Ajani