This article is the third in a series of articles on aligning marketing and sales with buying behavior and it will be of value to sales and marketing professionals who wish to adapt their process to align with buyer behavior.
The first article in the series, "A Guide to Aligning Marketing & Sales Engagement with Buying Process" discussed buyer behavior and how it is affected by risk. Last week's article, The B2B Buying Cycle and How to Influence it, pt. 1 is an in-depth review of the formative stages in the buying process and the role of sales and marketing in early adopter engagement as well as the risks to the supplier.
7 min read
The B2B Buying Cycle and How to Influence it, pt 2
Topics: killer products buying cycle b2b buying process
5 min read
A Guide to Aligning Marketing & Sales Engagement with Buying Process
Have you ever had a situation where you engaged a prospective lead, they showed a lot of interest, your meaningful conversations led to a demo or a presentation and then the prospective buyer went radio silent and disappeared?
This happens a lot; according to Scott Santucci of Forrester, at least 80% of the time leads fail to make it through the sales process. There are many possible reasons why leads die, but I suggest that most early leads don't make it past the critical internal "fight for funds" (Positioning) phase in the buy cycle.
Buying behavior has changed permanently and way faster than most sellers and marketers have been able to adapt their processes and their business. Much recent debate about the point at which salespeople are engaged in the buying process leads me to believe that an in depth review of buying-selling process is required.
This series of article will help you understand why most early stage opportunities die, how buyers buy and how you can better influence a buying cycle in your favor. The articles are based on a collaboration with Dominic Rowsell, co-author of " Why Killer Products Don't Sell" and adds a layer of understanding from the buyers perspective on how they go about buying innovative or disruptive technology and how risk affects vendor engagement.
Understanding the buying process will help sellers to engage and optimize their value chain. This is new thinking for most sales teams and with insights gained from this work, we can adjust our selling process to serve our customers according to how they buy - which is governed by their tolerance for risk.
Why do People Buy?
People buy for many and varied reasons; our role as sales professionals is to find out the underlying motives of the buyer and once in possession of this knowledge, do our best to satisfy the buyers needs.
People buy technology solutions and consulting services for dozens of reasons, however most of these can be distilled into the following four business drivers, or buyers compass.
Every purchase goes through the IMPACT cycle, either formally or informally, - with or without the supplier.
Whether an airline is buying a fleet of Boeing Dreamliners, a small business is buying an innovative new software service, or a family is buying a new laptop computer for the home, every purchase goes through the same process. For a Boeing 787 it may take 20 people two years to decide, for a Laptop in the home, it might take a discussion with your partner, a visit to a few Websites and a couple of hours in total.
The six steps in the buying process use an acronym which is easy to remember as it has huge I-M-P-A-C-T on organizational performance. Every purchase goes through all six phases, with or without the supplier.
This happens a lot; according to Scott Santucci of Forrester, at least 80% of the time leads fail to make it through the sales process. There are many possible reasons why leads die, but I suggest that most early leads don't make it past the critical internal "fight for funds" (Positioning) phase in the buy cycle.
Buying behavior has changed permanently and way faster than most sellers and marketers have been able to adapt their processes and their business. Much recent debate about the point at which salespeople are engaged in the buying process leads me to believe that an in depth review of buying-selling process is required.
The Book that Launched a Thousand Others
"The Diffusion of Innovation," by Everett Rogers is a hugely influential study on the process by which innovations are adopted or diffused into a population. This work, now in its fifth edition was first published in 1962 and has spawned dozens of books like "Crossing the Chasm," by Geoffrey Moore, "The Tipping Point," by Malcolm Gladwell and many others.This series of article will help you understand why most early stage opportunities die, how buyers buy and how you can better influence a buying cycle in your favor. The articles are based on a collaboration with Dominic Rowsell, co-author of " Why Killer Products Don't Sell" and adds a layer of understanding from the buyers perspective on how they go about buying innovative or disruptive technology and how risk affects vendor engagement.
Understanding the buying process will help sellers to engage and optimize their value chain. This is new thinking for most sales teams and with insights gained from this work, we can adjust our selling process to serve our customers according to how they buy - which is governed by their tolerance for risk.
Why do People Buy?
People buy for many and varied reasons; our role as sales professionals is to find out the underlying motives of the buyer and once in possession of this knowledge, do our best to satisfy the buyers needs.
People buy technology solutions and consulting services for dozens of reasons, however most of these can be distilled into the following four business drivers, or buyers compass.
- To grow top-line revenue
- To reduce cost and improve profit
- To create competitive advantage to attack new opportunities
- To reduce risk exposure to the business
How do People Buy?
There is a pathway or process that all organizations and individuals follow to reach purchasing decisions. This pathway is universal and does not vary by culture or geography as it is inextricably linked to human nature. What changes from one company to another is the speed at which organizations or individuals travel through the process.Every purchase goes through the IMPACT cycle, either formally or informally, - with or without the supplier.
Whether an airline is buying a fleet of Boeing Dreamliners, a small business is buying an innovative new software service, or a family is buying a new laptop computer for the home, every purchase goes through the same process. For a Boeing 787 it may take 20 people two years to decide, for a Laptop in the home, it might take a discussion with your partner, a visit to a few Websites and a couple of hours in total.
The six steps in the buying process use an acronym which is easy to remember as it has huge I-M-P-A-C-T on organizational performance. Every purchase goes through all six phases, with or without the supplier.
Engagement and the Cycle of Adoption
The Cycle of Adoption shown in the visual confection below, layers the cycle of adoption over the universal buying process IMPACT and introduces the four buying behaviors and the point during the cycle of adoption that they engage buyers.
