The 10 ROI Pitfalls
The traps that make an ROI number suspect. Full detail in the 10 ROI Pitfalls whitepaper (Goldsmith & Sarno).
1
Including Only Cost Savings
Counting only saved costs — the "return" is costs and revenues.
2
Ignoring the Solution's Useful Life
Judging on the short term; ignoring cost and benefit over the full useful life.
3
Not Including Time Value of Money
Treating a future dollar as today's; no discounting to net present value.
4
Revenue vs Expenses Dollar-to-Dollar
Offsetting them 1:1 — only the margin portion of a revenue dollar is profit.
5
Unsupportable Cost/Revenue Estimates
Numbers with no rational basis; "justification" instead of analysis.
6
Not Realizing Benefits
Estimated savings never taken — headcount stays, costs shift, "five minutes a day."
7
Separating Intangibles, Risk, Opportunity
Quarantining them into a qualitative aside instead of quantifying all in money terms.
8
Confusing Scenarios and Deltas
Using a delta where a full scenario is needed — both compare to BAU / "No Change."
9
Not Matching Actuals to Estimates
Never checking projected vs actual; estimates drift from reality.
10
Not Addressing the Right Variables
Selling value the customer doesn't actually care about.
The 5 Value-Selling Maturity Levels
Levels 1–4 give modest gains; Level 5 is the breakthrough. Full model in the Value Selling Maturity Model whitepaper.
Not Selling on Value — "What is the seller selling?"
Asking for the order without naming any value.
Differentiating Features — "How is it different?"
Touting features; assuming features alone are what the customer values.
Benefits — "What benefits might they want?"
Listing benefits with no proof the customer sees or values them.
(Ostensible) ROI & Calculators — "Best financial case?"
ROI claims that are suspect — because they fall into the ten pitfalls above.
REAL Customer Value Selling Proposition — "What does the customer value, and what's it worth?"
Their REAL requirements (Problem Pyramids™), linked to features (ROI Value Statements™), proven with REAL ROI™ on their own figures — the pitfalls avoided.