The Challenger Customer•New Realities of B2B Buying and Selling

Bryan EhrenfreundVP SalesMobivity

@ehrenfreund

Mobivity helps restaurant and retail brands realize their strategy of growing their businessby increasing customer frequency, engagement, and spend. Our clients take validated

marketing actions through ALL appropriate channels - traditional, digital, and mobile -based on relevant, localized, targeted, and personalized messages and incentives.

Trusted by over 40,000 locations nationwide. 40 Million targeted impressions processed per month.

About Mobivity (Ticker: MFON)

FOUR MAJOR SHIFTS IN B2B SELLING

1 - Self Empowered Buyer

2 - Role of Content

3 - Number of People Involved in the Buying Process

4 - Selling Change

65-85% OF EVALUATIONS ARE COMPLETED BEFORE A REP ENGAGES**Corporate Executive Board, Aberdeen & Sirius Decisions

SALES REP

INFO SCARCITY INFO ABUNDANCE

THEN NOW

THE BIG CAMPAIGN

BRAND NO LONGER

CONTROLS MESSAGE

SALES REP

SALES REP

THE SELF EMPOWERED BUYER

Information Scarcity

Information Abundance

SHIFT IN POWER

Self-education

Sales Engagement

Sales

Self-education Sales Engagement

Marketing

DEMAND TYPE ALIGNMENT Content should align with demand type…

New Concept Disruptive solution not

widely considered because buyer unaware of problem.

No budget. Requires issue creation. Buyer typically goes

through entire buying cycle.

Messaging focus on bringing attention to the problem and positioning market leadership.

New Paradigm Retools existing process

and solves a current problem more effectively.

Replaces a current budget line item.

Buyer typically enters cycle in Phase 2 - Solution.

Messaging focus on creating consideration and process/solution change.

Established Market Necessary solution in a

highly competitive market, so goal is displacing market share.

Budget exists. Buyer typically enters

cycle in Phase 3 – Vendor Selection.

Messaging focus on competitive positioning and creating preference for new provider.

Source: SiriusDecisions

Create awareness

around a new problem

Align problem with

business issues; drive

urgency

Help buyer

identify needs

in solving

the problem

Align solution

with specific sets of

business needs

Demonstrate core features

and functionality

Validate/reinforce choice

INTEGRATED MESSAGING STRATEGY OUTPUTThe goal is to align demand type with buying cycle phase, messaging framework, and an optimized touch strategy.

Loosening of the

status quo

Committing to change

Exploring possible solutions

Committing to a

solution

Justifying the decision

Making the selection

Education Solution Vendor Selection

BUYING CYCLE

TOUCHES

NEW CONCEPTNEW PARADIGM

ESTABLISHED MARKET

Education Education Solution

T1 T2 T3

Solution Solution Selection

T1 T2 T3

Selection Selection Selection

T1 T2 T3

MESSAGINGReputation Demand Creation Sales Enablement

White Paper Webinar Case Study White Paper Event Webinar Analyst Report Case Study Peer Interaction

Source: SiriusDecisions

CEB – COMMERCIAL INSIGHT

SELF EMPOWERED BUYER

Source – CEB analysis

# STAKEHOLDERS INVOLVED IN B2B BUSINESS DECISION TODAY

5.4 Different People

Source – CEB analysis

5.4 DIFFERENT PERSPECTIVES

Source – CEB analysis

TRACK ‘EM DOWN, WIN ‘EM OVER

Stakeholder 1: CIO

Rep Angle: Minimal work-flow disruption

Positioning: Seamless integration with legacy systems

Stakeholder “Closed”

Stakeholder 2: Financial Analyst

Rep Angle: Cost savings

Positioning: Write-off of existing platform

Stakeholder “Closed”

Stakeholder 3: Marketer

Rep Angle: Deeper customer segmentation

Positioning: Develop effective segmentation targeting strategies

Stakeholder “Closed”

1. Accessing Individuals

2. C

losi

ng In

divi

dual

s

Source – CEB analysis

CEB – B2B PURCHASE LIKELIHOOD DROPS AS BUYING TEAM SIZE GROWS

BUYER GROUP CONSENSUS CHALLENGE

1.5

Stakeholder Diversity Index

Stak

ehol

der

Dys

func

tion

Inde

x

2.0

2.5

2.5 4.0 5.5

Stakeholders don’t have a fair say

Stakeholders avoid discussions of key issues

Stakeholders have multiple disagreementsKinds of dysfunction:

THE REAL ENEMY

Source – CEB analysis

How to Win New Customers Communicate Value

Motivate Change Get Attention and Gain Interest

CEB – CHALLENGER CUSTOMERS MOST LIKELY TO CHANGE WHEN …

The Mobilizers The Talkers

THE MOBILIZER

Source – CEB analysis

Information empowered, self-educating buyers think they know (or should know)• Problems• Options• How to decide and buy

Operate in stealth mode – hard to find, get found, get engaged, selling time, effort, skill levelsFatigue:• Change; Information; Technology• Products/features; Vendors; Sales

people• Business problems; To Do lists• Organizational impediments

Prefer Status Quo; “good enough;”

Buyers don't care about your products, features or even "value proposition"

Buyers can't understand or differentiate, so …

Commoditize vendors, products, features, value

They don't want to buy your products – only what products will do for them

Companies don’t buy, people don’t buy, _____________ buy

N E W R E A L I T I E S O F B 2 B B U Y I N G A N D S E L L I N G

IN SUMMARY

• The Challenger Customer

• Unpacking Challenger Customer Insights - Blog post http://www.avitage.com/unpacking-challenger-customer-insights/

RESOURCES

bryan.ehrenfreund@mobivity.com