The Data Digest: Heart Over Head — The Role Of Emotion In Decision-Making

Anjali Lai

Allow me to make a confession: In the debate over whether people are rational or emotional decision-makers, I have persistently seated myself on the rational side of the table. However, recent research has challenged my views. Witnessing cross-discipline academics reinforce the motivating power of emotion has resulted in a general consensus among fellow rationalists that “reason leads to conclusions; emotion leads to action.”

We are now recognizing the power of emotional decision-making in consumer behavior and — most importantly — the effect that it has on a company’s bottom line. Nothing is more convincing than the data itself. For example, a combination of Forrester's Consumer Technographics® quantitative and qualitative insight shows that when banking providers fail to meet a customer's expectations in moments of high emotional investment, they risk losing that customer altogether:

From the moment they open an account to their on-going interactions with bank employees, customers navigate a series of emotional experiences that directly affect their decision to enhance or withdraw from the brand relationship. Companies that appeal to customer emotions during such engagements master these "moments of truth" and ensure that outcomes are positive — and profitable.

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When Three's A Crowd: Navigating An Agreement Network Is Key To Sales Success In The Age Of The Customer

Scott Santucci

In most cases, the answers to life’s more complex questions have really simple answers. In today’s selling environment it’s often hard to determine who exactly is “the buyer.” Your salespeople are given a lot of inputs:

  • Your executive leadership want them calling on “business people” or “executives.”
  • The sales training courses they have been to instruct them to find “champions,” “decision-makers,” and “influencers.”
  • Marketers produce information about “personas.”
  • Business unit leaders and other subject matter experts talk about “users” or “doers.”
  • Sales managers tend to be more interested in understanding the opportunity (Access to power? Is it qualified? Is there budget allocate? When is the account going to make a decision?).
  • Their contacts within an given account give them different people or process steps to follow, or kick them over to procurement.

With all of the different voices – “You should do this,” “You should say that,” “You need to present this way” – echoing  in the heads of your salespeople, things can get very confusing.

A Tale Of Two Sales

The thing is – the buying environment for most of us has changed, leaving us with two distinctively different buying patterns:

  • On the one hand, the customer knows what they want and have developed fairly sophisticated procurements steps to acquired what they need at the best possible price.
  • On the other hand, the customer is looking for the expertise to help them get value from their investment and solve a problem.
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