Persuading buyers to choose Google's next-generation elevator: go-to-market strategy

Google has just launched a next-generation elevator. How would you persuade customers to buy it? ```hint Find who signs People ride elevators, but few of them ever buy one. Work out who makes and who influences the purchase, and why choosing a newcomer to elevators feels risky to them, before you write the pitch. ``` ### Clarifying Questions - What makes the elevator next-generation: faster travel, smarter dispatching, predictive maintenance, lower energy use, or something else? - Is this Google's first elevator, and does Google install and service it itself or through partners? - Which buildings are we going after: new construction or replacements in existing buildings, and offices, residential towers or public facilities such as hospitals and airports? - Which country or region is the launch in, given that elevator safety codes and approvals differ by jurisdiction? ### What a Strong Answer Covers - Who buys, specifies, approves and operates an elevator, kept separate from the passengers who ride it - A chosen first segment with a reason, for example new construction versus modernization of existing buildings - The objections a new elevator maker faces (safety, service coverage, long-term support, price) and a concrete way to remove each - A go-to-market plan with proof points, channels and a commercial model suited to a long, high-stakes business purchase - Success metrics for the sales funnel and for in-service performance, with safety as a hard guardrail ### Follow-up Questions - A large property owner likes the product but refuses to be the first to install it. What do you offer? - Established elevator makers respond by discounting maintenance for customers who renew with them. How do you respond? - Pilot buildings show shorter waits but more service callbacks than expected. Do you keep pushing sales, and what do you change?