- Marketers: lobby your top executives to make regular sales process training for marketing a priority.
- Sales executives: demand that marketing know how the different parts of your sales force work so they can more effectively develop prospects and serve customers.
- CEOs: get smart about your customer supply chain by applying the same level of due diligence and process discipline to it that you have to your product and services units. As a result, you will make much more effective use of marketing investment and be able to hold your whole customer facing team accountable for its contribution to your strategic objectives.
Sales enablement professionals need to use social networking as a basis for propagating best practices. The measurement should span not only person to person networking, but also track community membership, links to all manner of resources from internal portals, as well as communication with subject matter experts, peers and mentors. To be most effective, this capability should be deployed within a process driven platform for sales enablement, as opposed to an old school portal based on a publishing model. These new platforms go beyond simply providing access to content. They are process driven and deliver content, sales plays, transactional capabilities, and more all in the context of the company’s go to market strategy. In addition they have or are easily integrated with enterprise social networking capabilities which are crucial to facilitating and capturing how people interact with all the great resources they contain.
- Which internal portals/systems do they log into – how often?
- Which SMEs do they interact with – how often?
- Which internal communities have they joined – how often do they visit and contribute?
For more information on IDC’s sales enablement research, please contact me: gmurray (at) idc (dot) com.
I was surprised to hear so much talk about the ‘buyer’s journey’ at a recent Sales 2.0 conference. More talk than I often hear at marketing conferences! Having said this, it was clear that many people who talked about buyer’s journeys did not know what the term meant.
A hesitant raise of hands at one sales enablement panel showed that a little more than half the room thought that their company used a buyer’s journey framework. The panelists didn’t buy that answer. Sniffed one, “Most companies lift the sales stages right out of their CRM system and call that a buyer’s journey.”
What isn’t a buyer’s journey? It isn’t a sales methodology. It isn’t build rapport, uncover needs, identify options, propose solutions, and close the deal. It isn’t a product life-cycle. It isn’t development, launch, grow, mature, decline. It isn’t marketing stages. It isn’t build awareness, create interest, engage, and persuade. All of these processes can be useful to guide an important function. However, they all describe vendor’s journeys – not buyer’s journeys.
So, what is a buyer’s journey? A buyer’s journey is a framework that describes the cognitive process each buyer must personally traverse leading from Apathy (Do I care?) to Commitment (How can I buy this?). IDC’s Customer Creation Framework highlights three simple stages of this journey: Exploration, Evaluation, and Purchase. You can break these stages into sub-steps if you like.
In the simplest terms, a buyer’s journey is really nothing more than a list of questions. Buyers have different questions at different steps of their journey. If buyers get their questions answered clearly, positively, credibly, and with relevance, they will take another step. If they do not, they stall or abandon their quest.
Let’s take the example of some questions on a buyer’s journey towards a new car:
- Exploration: Is my current car headed for a problem – how do I know? Are there new cars that I would like better? What cars are new this year? What do I really need?
- Evaluation: Which cars offer the best value? Which do I find most attractive? Is this supplier trust-worthy? What do the experts say? What do my friends think? How can I test drive?
- Purchase: How much can I afford? Should I buy this now? Do I find terms acceptable?
Where do you get these questions? Ask your buyers! Ask the people in your company who talk to buyers – sales people, customer support, systems engineers, etc. Listen to social media chatter. My experience has been that you can collect 95% of the questions you need after you have talked to about 30 people who have a broad range of roles and backgrounds.
2) Answer the questions.
Do not avoid the thorny and evil questions! I like this quote from Robert Frost, “The best way out is always through.” Every unanswered question is a place where prospects can get frustrated and where leads will stall or fall out of your pipeline.
You can collect both the questions and the answers in a spreadsheet or an FAQ document.
3) Put the answers on your website and give them to your sales team.
But these are secondary issues. If you don’t first have the answers that your buyer needs, all these secondary questions are a total waste of time.