Understanding Value for Buyers in Complex Sales

Who do you sell to? That’s a simple question that we’ve asked thousands of salespeople over the past few years. The answers are always interesting and typically focus on either a description of a business segment (e.g., “I sell to Financial Services companies of over $1 billion in revenue”) or a business function (e.g., “I sell into IT security departments”). 

It is infrequent that salespeople tell us about selling to a network of decision-makers who are involved in making buying decisions for their organizations. Yet what we call “agreement networks” are the reality of a shift in how companies buy today.  Agreement networks have forever changed the rules on salespeople, requiring new levels of understanding of how multiple buyers perceive value during their buying process.

Why is selling getting more complex?

  • Business problems involve an interconnected web of domains and processes
  • Selling into an agreement network involves multiple people
  • Agreement networks require multiple “sales”
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Controlling What Your Vendor Demonstrates Will Better Inform Your Purchase Decision

Peter O’Neill here and I hope you all had a great summer break. Many Forrester clients, and some vendors and consultants, have been asking me about the progress of our lead-to-revenue management (L2RM) Forrester Wave™ project — especially as many B2B marketing organizations are planning their investments in various marketing automation projects, as documented in a previous blog.

Lori Wizdo is leading this project, while I am the overall content editor for the various reports we will publish. Lori is being ably assisted in her analysis by Sheryl Pattek, with further contributions from other analysts and research associate Michael Schrumm. Our analysis involves several hoops, which we have invited our participating vendors to jump through. Hoop No. 1 is an executive presentation of the vendor's product and company strategy. Hoop No. 2 is a detailed questionnaire, with 80 questions about their product and company — the answers to which form the basis for our Forrester Wave scoring criteria. Hoop No. 3 involves each vendor providing us with at least three customer contacts that we can interview to verify their claims and collect experience reports.

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B2B Marketing Measurement Needs To Sharpen Its Business Acumen

"Marketing measures its performance to prove its value, not to improve it."
Let's face it -- marketing is often accused of poorly demonstrating it impact on the business in terms that business executives understand and appreciate. Even though advances in marketing automation and digital channels make it easier to track activity and results, this reputation persists and keeps many B2B CMOs from commanding a strategic seat at the leadership table.
Yet B2B CMOs can't continue to rely on measures like brand awareness, trade show scans, or website traffic to demonstrate the benefit their departments deliver. Those who do will be shown to the door as CEOs and CFOs raise the bar on accountability -- and getting the right attention here is a substantial challenge when so few execs rely on marketing data in their decision making (see figure to the right.)
In May, Forrester teamed up with the IT Services Marketing Association (ITSMA) and VisionEdge Marketing (VEM) to survey marketing leaders about how they demonstrate marketing's impact on the business.  About a week ago I (finally) published Forrester's take on this important survey (subscription required).
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