In a recent LinkedIn post, Giulio Segantini discusses a provocative approach to B2B sales: encouraging prospects to “divorce” their current suppliers. Segantini frames the common sales objection, “I’ve already got a supplier,” not as a dead end, but as an opportunity to uncover unmet needs.
Challenging Supplier Loyalty
Segantini draws a stark parallel between marital and business relationships to make his point about the transient nature of supplier agreements. He highlights the high divorce rate as evidence that even seemingly permanent commitments can end.
“If even a life partner isn’t forever… A B2B supplier definitely isn’t.”
This sets the stage for his core argument: that B2B suppliers are rarely a permanent fixture, and sales professionals should focus on identifying dissatisfaction, however small.
Identifying and Quantifying Gaps
The key to winning a client away from an incumbent, according to Segantini, lies in understanding what is currently missing from their experience and whether a new offer can adequately fill that void. He outlines a strategic questioning process for sales professionals to follow.
The Art of the Discovery Question
Segantini emphasizes the importance of asking the right questions to uncover potential gaps. He suggests that rather than directly challenging the existing relationship, the focus should be on the prospect’s desire for improvement.
“Your job is to figure out: • What’s currently missing? • Can your offer fill that gap? • Is the gap big enough to move them?”
He then shares his preferred opening questions designed to elicit this information. The first question aims to understand the prospect’s aspirations for improvement, while the second tests their openness to a solution if it meets those desires.
“My fave go-to question is: What’s the first thing you’d like to improve? Followed by: If I told you we could do that, what would you say?”
From Gap to Pipeline
Segantini acknowledges that not every identified gap will be significant enough to prompt a change. However, he views even these smaller gaps as valuable for future pipeline development. The underlying principle is that if a gap exists, there is a potential pathway to winning the business.
He frames the entire process as a strategic way to “steal clients from your competitors.” The ultimate goal, as illustrated by his post’s PS, is to persuade a prospect to switch suppliers, metaphorically divorcing their old one and “marrying” a new solution.
The underlying message from Segantini is that effective B2B sales involves keen observation, strategic questioning, and the ability to leverage a prospect’s desire for betterment, even when they profess satisfaction with their current supplier.
📝 About This Content
This article is based on insights shared by Giulio Segantini on LinkedIn.
📅 Originally posted on July 9, 2026 | View original post on LinkedIn →