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The buyer's buying process vs. the sales model: two divergent roads

 

Guest articles > The buyer's buying process vs. the sales model: two divergent roads

 

by: Sharon Drew Morgen


The sales process is woefully inadequate. It merely focuses on the last 10% of what buyers do prior to making a buying decision: managing the solution choice.
To understand the buyer’s buying decision process, it’s necessary to learn a new language. Not the language of sales, but the language of decision making, the language of systems, and the language of change management: the sales model merely manages the final destination of the buying decision (the solution choice) and disregards the complete decision journey.


WHAT IS A BUYING DECISION

A buying decision is a series of activities that include

  • collecting an entire Buying Decision Team that includes all of the people and job functions that will touch the potential solution;
  • making the relevant decisions to incorporate all of the appropriate issues so that when bringing in something new, the status quo will be able to maintain itself;
  • review of current work-arounds and current/favored vendors to ensure there is no possibility that familiar resources can resolve the problem;
  • getting the appropriate buy-in from the appropriate people to ensure there is support for change, no sabotage, and creativity through the unknown
    the solution/vendor choice;
  • agreements and implementation strategies to ensure success.

Until or unless these things happen, a buyer cannot buy.


THE BOTTOM FUNNEL – DECISION MAKING and SOLUTION CHOICE

The problem we have, in terms of lost revenue, lost prospects, leads that come in at the top funnel but do not ‘come out’ the bottom, is that we are not entering the complete decision journey buyers are navigating, and therefore not entering early enough. Not to mention, people do not know what to do with information if they haven’t already opened a place for learning, changing, or systemic shifting.

At the ‘top of the funnel‘ you’ve collected names. We do not know if they are leads, or prospects, or buyers. In some instances, they don’t know either. But when we approach them, not only do we have no idea if what we are trying to sell them is what they need (we are merely assuming and hoping), but they most likely have no idea either. It’s far too early.

Or, if we get lucky, they’ve done all of the above work on their own. But this is merely 5% of the leads we have. So we are pushing for appointments, doing presentations and pitches, to 95% of the lead population who needs something different: help with the complete buying decision journey process.

Buying Facilitation™ is a very very different skill, with a different focus, than sales. It’s a decision facilitation model that actually helps buyers manage the early part of their internal decision journey. Our choice is to sit and wait for them to accomplish this, or hope that our pushing will result in a sale.

Only 1-6% of sales are now closing. Would you rather sell? Or learn a new skill set and first help them manage their buy-in, change management journey and THEN sell?

 


Check out Sharon Drew Morgen's new book: Dirty Little Secrets: why buyers can’t buy and sellers can’t sell and what you can do about it.

Or consider purchasing the bundleDirty 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 decisions.


Contributor: Sharon Drew Morgen

Published here on:

Classification: Sales

Websites:

http://www.buyingfacilitation.com/

http://www.newsalesparadigm.com/

 

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