Archive for the ‘Human behavior’ category

The buying process is seldom the selling process

February 2nd, 2012

Buying process is seldom the same as the selling processI am presently working on defining a buying process and as always when I am working on projects I like to write posts as they help to structure my ideas and put them to the test. To start with; a buying process is the process (series of steps / actions) that a buyer follows to purchase a product or service.

The general misunderstanding in most companies is that the sales process is the buying process. Unfortunately this is seldom the case. The selling process is how your sales teams sell the product (create interest (telemarketing e.g), do a demo (live e.g), negotiate price etc. However that does not mean that the sales process coincides with how YOUR customer actually buys the products (buying process) unless you have investigated it and mapped your sales process with the buying process. So your customers maybe do not like telemarketing and prefer to go to straight to your website, they prefer to try the product before seeing a demo etc.

Get to know your buying personas, the selection process is their’s!

What generally happens in the majority of companies is they create a sales process generally based around the experience of it’s sales force, sales directors, from the previous companies they worked in etc. In a lot of cases these sales process have very little to do with how YOUR customers actual buy the product.

To be able to understand the buying process you need to know who engages in the buying process, when they engage and how they engage. For example, you may have the economic persona, who runs the numbers; ROI etc and also a Technical persona who ensures the product is aligned with company policies, process etc and so on and so forth. You also need to identify the barriers they encounter in the various stages during the selection process.

Once you have that (and a lot of other) information quantified and qualified you need to then make sales actions to respond to the buying steps and create tools which enable the sales team to help the prospect in each step of HER / HIS selection process.

Another key to creating outside-in market driven products

Understanding the commercialization of products from a buying perspective before the sales perspective is key in creating market driven products as you are once again focusing on the problems being faced by your market (outside in focus), this time the problems your customers have in selecting the right product instead of the problems you have in selling the product to your customer (inside out thinking).

 

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2011 year in review

December 29th, 2011

See how the World Searched with Google’s 2011 Zeitgeist. A great and emotional video which reviews 2011 and on that note, thank you all that have followed me this year. I hope that my posts have created some value for you all from time to time. I wish you all a very peaceful festive season and a most execellent 2012.

The importance of listening

November 3rd, 2011

ListeningWhen we talk about people who are talented communicator’s lots of us generally refer to those that are apt at transmitting their point of view and making themselves understood. So, to a certain extent we understand great communicators as those that broadcast well, great speakers, lectures etc. However, we too often underestimate the importance of listening in their success.

When I was just over a year at Symantec John Thompson had just taken over as the new CEO. I was fortunate enough to have spent a few minutes with him as he did the rounds in the Dublin office. John was, and is I am sure:-), an amazing communicator, I had never seen anybody engage so effortlessly with so many teams and individuals; it seemed that he already knew everybody.

Listen twice as much as you talk

In the opportunity I had to speak with John I told him that I was not long at the company and that I was looking forward to the professional challenge. He said that one rule of thumb for him in all is dealings and especially when he was in new situations like his new post was to use his mouth and ears in the correct proportion, that’s to say we should listen twice as much as we talk.

Do we listen to respond or to comprehend?

John went on to give an overall speech to the entire branch. Obviously he had a message to convey but the amazing thing was how he conveyed it, it seemed so relevant to the local context, why? Because he had listened and then adapted to what he had heard. John Thompson made a commitment to visit an extordinary number of offices, cant remember the exact figure now, in his first 100 days in the post. Getting the new message across was definitely one of his objectives but after meeting him I new that comprehending the situation of the office was going to be right up there on his list of priorities.

That was over 13 years ago now but that piece of advice has stayed with me all my life. Unfortunately we listen only too often to respond when the real goal of listening is to comprehend.

5 interesting facts about listening that you might not know

Some facts about listening you might find interesting.

  1. Humans generally listen at a 25% comprehension rate
  2. Less than 2% of all professionals have had formal education or learning to understand and improve listening skills and techniques
  3. 85% of what we know we have learned through listening.In 1999 the US Department of Labor statistics reveal that 46% of those who quit their jobs did so because they felt they were not listened to and were therefore unappreciated
  4. We listen at a rate of 125-250 words per minute, but think at a rate of 1000-3000 words per minute.  The processing gaps creates opportunities for distraction and failure to listen attentively
  5. Most of us are distracted, preoccupied or forgetful about 75% of the time we should be listening, one of the biggest reasons for this is that we are thinking about what we are going to say or respond.

A wrote about listening this week as I recently posted on the importance of asking “Why” to innovate and create market driven products, if you cannot properly listening to comprend there is no use in asking why.

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