How will we, as buyers and sellers, decide where we are really spending our time and money? How much will buyers be willing to invest today in research and identification of a solution to purchase when constraints begin to ease? Short term calls may shift to sharing information and positioning ourselves for a future commercial discussion (rather than relentlessly trying to move deals forward). The questions that will reshape our engagements are more nuanced. The “generic” buying cycle of identifying need or interest, researching options, committing to deeper evaluation, selection, negotiation and implementation seems unlikely to change dramatically. You may not have to help me in my time of need, but when the dust settles I will remember those who did help, and they will be my first stop for any new business. Once we identify a set of newly qualified opportunities and timelines, why will someone buy from us? Are we still clearly differentiated from our competition, and what can we do to maintain our unique position? Have we positioned ourselves as valued, empathetic partners or do we come across as desperate, opportunistic predators waiting to pounce? What can we offer to both retain our customers and engage new ones (free trials, extended contracts at reduced cost, financing or payment terms). Messaging around service, partnership, and support rather than clear calls to action are already emerging as best practice during these pivots. Many buyers may well agree that we have something that solves an important business challenge for them, but their definition of need versus want may have narrowed considerably. What is top of mind for our customers and buyers, and what are they likely to spend money on for the rest of this year? What will they budget for in 2021? Is our solution aligned with their immediate short-term spending plan? Using Stephen Covey’s model, are we in the urgent and important quadrant, or do we fit in the important but not (or no longer) urgent category?Īs marketers and sales teams look at where to invest we need to consider how the concept of Demand Creation has been turned upside down. To our solutions to remain relevant and compelling? Personas and the power base inside our customers? Are there tweaks we can make Sub-verticals more likely to need our solutions than others? What about buyer Has our ideal customer profile changed? Are certain Tattoo parlors, haberdasheries and hairdressers) bucket? Utilities, groceries and liquor stores)” or “non-essential” (fine dining, Proposition still valid, and are we a “must have” or a “nice to have” solutionįor our buyers? Do we fall into the “essential” (acute care, public service, How have our buyer’s priorities shifted? Is our core value HereĪre a few fundamental questions worth revisiting as we take on these I don’t know of any business that is not evaluating strategic plansįor the year, clamping down on spending, and reviewing pipeline and forecasts. In many industries allīets are off, and what was true as we started this year can no longer beĪssumed. Ways of engaging and communicating are being reshaped. Priorities, plans, and budgets are all being reviewed. It is time to pause and think about whether you and your buyers are stillĪligned. If you designed your sales process stages, activities, contentĪnd exit gates around an understanding of how buyer’s make purchasing decisions
Many well-planned itineraries and routine commutes have been disrupted, not the least of which is the journey your buyers have been on. Travel restrictions, shelter in place, work from home policies, flights grounded, cruises cancelled, buses and trains idling in empty terminals. I feel something terrible has happened ~ Obi-Wan
The Disrupted Buyer’s Journey: How will you respond?Īs if millions of voices suddenly cried out in terror and were suddenly