Why great solutions miss the shortlist in Germany

The shortlist is already a decision about which vendors are worth investigating. 

Buyers weigh the expected value of an alternative against the effort of evaluating it. 

A compelling reason to consider a new provider could be an important problem existing solutions leave unresolved, a measurable improvement in cost or operational effort or a better fit with the customer’s infrastructure. 

Relevant customer references, a credible recommendation and a realistic implementation approach strengthen that case. Together, they give someone within the customer’s organisation a reason to put the provider forward. 

A new vendor therefore needs to make its relevance and credibility clear before it can demonstrate its superiority.

A company is preparing to replace a business-critical software system. The team draws up an initial list of potential providers.

Some names come from existing supplier relationships. Others are recommended by colleagues, implementation partners or peers. A few are familiar from previous projects.

A new vendor’s solution could address the customer’s problem exceptionally well. But if nobody in that conversation knows the company -or can explain why it belongs on the list - its capabilities may never be evaluated.

The vendor has not lost a product comparison. It was overlooked in the initial selection that made the comparison possible.

Selecting a vendor takes time and creates responsibility. Buyers need to assess the product, the company behind it and the implications of working together.

A familiar provider offers points of reference: relevant customer evidence, an established relationship or experience within the buyer’s professional network.

A new provider introduces additional questions:

➜ Does this company understand the industry and the specific requirements?
➜ Can it reliably support implementation and ongoing operations?
➜ Who has successfully used its solution in a comparable environment?
➜ What justifies the effort of evaluating this vendor?

These questions are reasonable. They also explain why technical superiority alone may fail to open the door.

When entering Germany, success in other countries is particularly helpful when buyers can see its relevance to their own situation.

“More features,” “better technology” and “lower cost” can support an evaluation. They do not necessarily give buyers a reason to start one.

That reason begins with a problem the customer recognises and considers important enough to act on.

The buyer needs to understand three things: why the problem matters, why the current approach falls short and why the new provider is a credible candidate to help.

Without that connection, an innovation can sound interesting while remaining outside the buying process.

Clear positioning makes the connection explicit. It identifies whom the solution is for, which problem it addresses and why the provider is relevant to that particular customer.

A shortlist is built through relevance and credibility. Software vendors can strengthen both in several ways:

Focusing on a specific customer situation.
Clearly defined industries, organisations and use cases show where the solution offers a compelling advantage. Broad claims make it harder for buyers to recognise its relevance to their own situation.

Making evidence easy to relate to.
References and results are particularly persuasive when they reflect the buyer’s challenges. The starting situation, the use of the solution and the outcome matter. A list of customer logos alone does not explain that connection.

Explaining the relationship behind the product.
Clarity about implementation, support, responsibilities and long-term service makes the provider easier to assess. Buyers are also evaluating what it will mean to work with the company.

Reaching the people who influence the initial selection.
Successful market entry requires an understanding of who identifies potential vendors, whose recommendations carry weight and what information those people need to consider a company a credible candidate.

Marketing and sales become more effective when they communicate these answers consistently.

A strong Go-to-Market strategy prepares a company for the decisions buyers make before the formal evaluation begins.

At APILANi, that means clarifying the target market, positioning the provider around relevant customer needs and building the credibility required to enter the buying conversation.

Once a vendor earns a place on the shortlist, its product capabilities, pricing and differentiation can be assessed.

Until then, even an excellent solution can remain invisible.

The first question in market entry is therefore: Why should a German buyer put this vendor on the shortlist?