Video Walls Are About ‘Return on Objective,’ Not ‘Return on Investment’

Patrick May of Legrand AV says integrators need to understand customers’ true goals to make a video wall investment show return on objective.

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Patrick May, Legrand AV national solutions manager – commercial, on selling video walls.

Rapid adoption of video walls has led to customers that range from those with deep budgets and to non-traditional  prospects that recognize a business case for investing in a powerful video display.

It’s a great opportunity to sell more video walls to more customers is great for integration firms. However, it can be a double-edged sword. While customers with smaller budgets are more willing to invest in video walls, they’re also they’re also paying far more attention to their return on investment because more is at stake.

Video walls, for any customer, are “a significant upfront investment,” says Patrick May, Legrand AV national solutions manager – commercial. As such, customers “want to make sure that the investment is valid today and valid tomorrow.”

Challenge for Video Wall Integrators

It’s essential for integration firm sales professional to learn everything they can in order to provide customers with a video wall solution that will deliver the right return on investment. However, May says, it’s best not to build the conversation around ROI.

“One of the things that I generally try to do with my customers is turn the conversation from return on investment to return on objective,” he says. “This takes the focus away from the actual dollar amount.”

Instead, the focus should be on objectives.

“In our solution-based selling model [it] allows us to do is work with all facets of the customer,” May says. In other words, May doesn’t think integrators ought to be only talking to the IT department or those responsible for purchasing or deploying the technology. He suggests engaging with folks from the customer organization’s marketing department or human resources – “the people who are going to be working with it day in and day out.”

It’s those people, May says, who should be treated as key stakeholders along with the purchasing contacts and ought to be involved from the beginning of the conversation. “It tends to lead to a much more successful deployment.”