“We are technically better” is something I hear often from manufacturers. It’s usually said with confidence, and sometimes with frustration, after a competitor wins the deal even though they have (what is seen as) an inferior product (or service).
The assumption is: if the engineering team just understood the specs… if procurement ran a better comparison… if the customer truly valued quality… we would have won.
When positioning their offerings, many manufacturers lead with technical superiority. Why not? Performance, specifications and engineering strengths are front and center, often because that is where the company has invested the most time, expertise and capital.
On its own, that logic makes sense. Yes: technical buyers care about quality, reliability and performance. For both, products and services.
But most purchasing decisions in OEM and industrial environments are not made by engineers alone.
Buying decisions today are shaped by multiple stakeholders, and each of them evaluates the same solution through a different set of eyes. Engineering may assess performance and fit. Procurement looks for predictability, cost control and supplier reliability. Finance focuses on risk exposure, total cost and long-term impact on margins. CEOs/Presidents look at ownership, professionalism, trust and strategic alignment of the business.
When a manufacturer frames its product’s value purely around being “technically better”, it speaks clearly to one part of that table, often missing the rest.
This gap shows up very clearly when technically strong products lose to alternatives that may not be as technically strong but feel easier to justify internally. It’s correct that they don’t perform better. But they are easier to explain, easier to defend and easier to approve.
What is that your buyers actually compare? That crystal clear understanding is the first step in sharpening how to position a manufacturing products. Talking to clients and asking them questions about why and how they use your products. That feedback and insights are key to making technical advantages become meaningful beyond the engineering department.
What this means for manufacturers
Making your offering easier to understand to those beyond engineering doesn’t mean you need to water down your message. It means you need to sharpen it.
Below is a sampling of the questions I use to help clients move beyond technical strengths and toward buyer alignment. Questions like these are meant to expose gaps and places where technical strength is not enough on its own, and require exploring where clarity, confidence or credibility might be missing from the message.
Some of these questions are:
Because in most industrial buying decisions, “technically better” is just the starting point. The rest is about reducing risk, increasing confidence, optimizing business results and making it easy to say yes.
If you are building sales tools or messaging for technical audiences, this is the lens that separates messaging that sounds good internally from messaging that actually works in the field. Happy to share examples of how other manufacturers are navigating this. Just reach out.
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