The Steps to Buying: remembering the human element
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The Steps to Buying: remembering the human element
by: Sharon Drew Morgen
There are two distinct categories involving buying decisions:
- the behind-the-scenes issues buyers must manage internally to get
stakeholder buy-in for change and for going outside their status quo for a
- the solution-choice issues.
We are all very familiar with the latter: that’s what sales handles so well.
But sales does not handle #1 at all:
- we are not there when buyers choose the Buying Decision Team, or the
machinations of how they will work together;
- we are not there when the powers that be decide it might actually be time to
resolve a problem that has been working well-enough;
- we are not there when internal politics get into gear and people jocky for
position in re a new initiative or resolving an historic problem;
- we are not there when the decision is made to either use a familiar provider, or
go outside to seek a new one, or do nothing.
To give you some understanding of the order of the steps buyers go through to
make the above decisions, think about a time when you decide to purchase a new
car, or a new house (or a new something). The very first thing you did was NOT
seek out a solution or a vendor. Let’s walk you through the process.
- consider that maybe, just maybe, your current situation isn’t good enough.
Just a thought.
- take a look around at the ramifications of the existing situation vs what a
different solution would do to your status quo.
- talk with your spouse, kids, friends. Is the status quo ok for a while longer?
What would be important to consider in the decision: money? the time involved in
figuring out a new solution? What do you do with the existing solution – keep
it? get rid of it? how will you choose – do you need to do some research on the
costs of having 2 solutions? And, what will go on with your daily lives when you
decide to make a change? Is it a time issue? a money issue? a space issue? What
is involved? And what criteria will be used to choose. What about the
relationship issues involved?
- Figure out the costs (time, people, money, resource, political/relationship
capital) in change. It’s easier to remain with the current situation – but is
the status quo too costly? Is the cost too high to make a change?
- Figure out all of the criteria that will have to be met to keep everyone happy.
Everyone. Including your bank.
- Once everyone has agreed to
- changing the status quo;
- the type of solution;
- the criteria that the change/solution must meet;
- the roles people will play in a purchase choice and adoption activities,
- then it’s time to start researching solution choices and providers.
- research options, share data with others on decision team, get agreement.
And this is where sales takes over. Not before.
OUR CURRENT STEPS MISS THE IMPORTANT DECISION FACTORS
Here is what is happening now — and you’ll see why it doesn’t work. Let’s again
assume you’re buying a new car, and let’s assume a car sale is similar to other
sales calls (a bit of poetic license, please):
- car dealer contacts you to see if you need a new car. Invites you down to
showroom to see the car, take you to lunch, sit down and chat with you, etc.
- you have nothing better to do, and the showroom is near your work. You’re
thinking of a zippy car for this time in your life. You visit during lunch. You
get the whole schpiel – car details, price discussion, a few drinks.
- you are excited – but you’re not sure if this car will be acceptable to your
spouse. You sit down with your spouse to discuss your desire to get a new, zippy
- spouse is not happy. Spouse wants to buy a vacation cottage with that money; you
have an argument. You decide to put it on the table for a few days and think
- lots of discussion. After three weeks of discussion and no agreement, you and
your spouse haven’t gotten further. Your current car is ‘fine’ although with the
kids gone you were hoping for something sportier. Your spouse reminds you of the
grandkids that now live around the corner. Is there enough money to have two
- seller calls you. What’s up? Great price for the car if you want it. Want to
come back in?
See the problem? We wouldn’t buy the way we sell – why do we think our prospects
will? Why do we forget the basic facts about people? Why do we treat a
problem/need as if it were an isolated event? Why haven’t we adopted new skills
to help buyers manage their off-line, private, personal decisions, in the way we
would need to for ourselves?
Why do we forget that just as we discuss decisions with family, our buyers
discuss decisions with colleagues, and weigh several types of considerations
(internal stability, balance of internal political/relationship/timing factors,
maintenance of status quo) before they can even consider a new solution?
We forget that if they had found their situation terribly problematic they
would have changed already. We forget that choosing our solution – like choosing
the car to purchase – is the last thing that goes on in a buyer’s mind. We
forget that sales doesn’t offer a different set of skills to help with the
different set of decisions.
Think about it. How will you know when it’s time to add Buying Facilitation®
to your current skill set, and help buyers manage their behind-the-scenes
decision issues before you sell? How will you know that learning an entirely new
skill would sit comfortably with your current skill set and enhance your
Or consider purchasing
the bundle: Dirty Little Secrets plus my last book Buying
Facilitation®: the new way to sell that influences and expands decisions.
These books were written to be read together, as they offer the full complement
of concepts to help you learn and understand Buying Facilitation® - the new
skill set that gives you the ability to lead buyers through their buying
Contributor: Sharon Drew Morgen
Published here on: 11-Jul-10