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.
There was a time when economies of scale swamped all other corporate attributes – and a time of stable competitive advantage – where sticking to a single core competency was sufficient. Big companies dominated. Sure, they were slow to react to market change, but they had huge cost advantages and could lock down distribution channels, suppliers, and other sources of strength.
But that is last decade’s thinking. Seventy percent of the companies that were on the Fortune 1000 list a mere 10 years ago have now vanished – unable to adapt to change. In those 10 years we’ve seen digital disruption change the business landscape. We’ve watched the Internet become pervasive, embraced cloud-based applications that update multiple times a year, acquired mobile devices that connect everywhere in the neighborhood and around the globe, and embraced information workers who use their own tools to do corporate work on their own time.
Today, companies must break away from the assumption of sustainable competitive advantage and embrace adaptable differentiation, i.e., develop an agility advantage. But what does this mean? Forrester defines business agility as the quality that allows an enterprise to embrace market and operational changes as a matter of routine.
As many of you know, Forrester conducted a joint research study earlier this year, in conjunction with the US chapter of the IT Service Management Forum (itSMF-USA). The report is finally now available to the deserving. Forrester clients can download it using the normal access methods. Members of itSMF-USA will receive their copy from itSMF-USA. If you contributed, but do not fall into either category, Forrester will be sending you your copy.
You can read a few of the finding in my original post announcing the completion of the study. An example of the findings is the level of satisfaction with service desk solutions. While satisfaction in general is higher than one would think, a SaaS model has proven especially satisfactory:
Please let me know if you are having difficulty obtaining your report. Thank you again for all the participation that led us to these findings! We look forward to next year’s study!