B2B Marketing


fresh experiences on marketing topics for the B2B enterprises and more

Do you find it more and more difficult to sell? Than STOP doing it! You only need to help your customers buy…

Marketing systems that generate guaranteed sales results (II)

I hear more and more people complaining how difficult it is to sell. I stopped and wandered, why is it so difficult for us to sell, me included? Because I do not know how to sell, I know very well how to buy, and I can easily spot how everyone else around me is buying; it is seldom that I see a closed sale in which the customer was sold, and more than often when it’s so clear that the customer actually bought.

I even went through sales processes and trainings, in the hope that this would make me a good sales person… but most of them solve some small problems, and some of them were good in guiding me to identify how customers buy. Somewhere along these lines, I understood that the best sales people never really sell, most of them help the customers buy. There are many steps to this process and we will approach them one by one to better understand that is the role of marketing in encouraging customers to buy.

One of the first steps in this process is identifying how your customers buy today. How else will you be able to help them buy?

In b2c that’s easier; you can have research studies, questionnaires, customer profiling and all sorts of tools, based on cold fact data. So you can map out this buyer behavior. How about in b2b?  Well, as usual, you are on no man’s land. You can of course go through the same process as in B2C, and that will work, but it time and effort consuming, and the results are not guaranteed to be objective to your purpose. As I already accustomed you in this blog, I will take a step further and dare to throw in an alternative process, or shortcut to identifying buyer behavior.  

First of all ASK! Yes, ask your customers and your potential customers. Use some of the questions below or make up your own questions, but always ask them. Do not try to put in any of your own opinions; even if you have a best intention, even if you come from the same field as they are in right now, even if you are a customer yourself for similar services, ask them, do not answer this only by yourself.

What’s their motivation to buy?

Do they have a strong reason to buy your product or service? This could be a legal or 3rd party enforced, it could be salving a critical problem or improving dramatically some part of the business, it could be a certain market shift or competition increase, the need to perform savings or improve operations and many more. Please make sure that the buying reason is stated in terms of specific requirements, activities, problems etc and not general terms.

Who is the decision maker in the buying process?

Whom within the customer organization has the decision making power; who signs the contract? This is the person that buys, not anybody ales. If he buys from you or if he buys from someone within his own organization that you actually sold too… well that should provide you with some food for thought.

Who influences the purchase?

Who advises the decision maker, who approves the purchase before it gets to be signed, who provides the information for the decision making, who has more power to advice or influence? This is usually either specific hierarchy within a certain business function, or the advisory group to the decision maker.

What’s the criteria for selecting from different alternatives?

Is it the brand, the references and background, the skills or the direct endorsements and social networking the bases of your customer’s criteria for selecting a provider?

Is there actually a process for purchase?

Many times you’ll get an excuse that your offer did not got through to the purchase process. Well, as I said, that’s merely an excuse. Somewhere along the decision making chain someone did not wanted to buy. Find out this and help that person buy in your offerings. Purchase processes are good corporate excuses for the smart sales people that don’t take no for an answer.

When and where are they buying?

You can expand on this point as much as you want. Usually customers buy everywhere, from a social gathering to a billboard when walking by the street, they buy. So it’s a matter of being present where they are. If you did your segmentation correctly you already know where your customers are. Are you there yet? And I don’t just mean with advertising, but actually being there, getting involved in their association, supporting their efforts for a new government ruling in their sector and many, many more ways in which you can get involved to be present and be seen, so that you can be easily reached.

How do you stand from the crowd?

I already mentioned that if you are where your competition is, you are waisting your time. We’ll discuss some more on this point in the next post on positioning and differentiation, but for now it has to be clear, you have to be where no one else has gone before to have a winning long-term strategy. If you are where your competition is, the battle is on price and with that game, you and your competition will be buried alive… there’s no winners in this game.

Is it easy for your customers to know and reach you in the first place?

Some companies make it very difficult for their clients to reach them. Are you everywhere where your customer might be looking for services and products that you provide? Not where you think they are looking.. .this is the catch… where they are actually looking. Do you know where your customer is looking? Did you asked?


This is a simple list of question that will give you a lot to work on in understanding how your customer is actually buying. Be their purchase advisor, recommend something better if you truly think it’s just and you’ll get more business opportunities recommended after this than if you sold an account that you know you cannot execute at your best. 

Find out what your customer is willing to buy and help him buy that… eventually from you.

There’s much theory around this, but I am sticking to this simplified model of understanding how customers buy. It served many companies well so far. Let me know how it helped you.

Filed under: Best Practices, Marketing Results, Marketing Tactics, Marketing vs Sales, , , , ,

Who is your customer? or… B2B market segmentation!

There’s so much literature about customer segmentation, that I had to fight with myself to actually write about this and not just dump a page full of links on this topic J But then, I pulled myself to it because segmentation does not work properly with many projects. Why? Because some “minor” detail will accidentally fall outside the big process of segmentation, like:

  • your history on the market?
  • what’s your product roadmap?
  • are you competitive on the market segment, or you just added it to have a larger market to address?
  • And the list may go on…

In B2C there are many segmentation models that work especially for creating different product or service offerings, but in B2B, I found it more efficient to apply segmentation mainly to drive lead generation, that is better targeting and positioning your offering with each segment.

Another challenge for me with this post: justify why you should segment your market before actually building up your positioning and USP. It is surprising, but most literature explains first how you build up your positioning and USP, and then go into market analysis and segmentation. I think that’s WRONG! (I do not use caps so often so this must be emphasized as a critical point here).

If you are to build your positioning, your USP (unique selling proposition) but you do not know yet whom you’re selling to, meaning what’s your segment, how are you actually going to do this? Well, one way this can work, is to address with your USP the same clients that you have today, which is not definitely wrong, but if you want to develop your business… and usually this is the whole point of strategic planning, than first you need to know your customer and only then you can develop the next steps in your planning. Even if  you only target development  in your own customer base, you still need to segment your market, otherwise you won’t be able to understand why they are your customers, and how can you keep them.

Should you target the business or the decision maker within that business?

Another issue we have in B2B, when segmenting …We’re not sure who’s the customer! Is it the business (with specific set of needs)? Or.. Is it the decision maker with individual goals and purposes on the job? For SMB it’s simple because we usually deal with individuals who run or have a direct participation in the business, so there is (a least in theory) a common ground between business development and decision maker’s needs. In targeting large business, challenge is so much more difficult. It’s worst when it’s a decision making committee of 2 or 3 people, than, segmentation based on persona’s becomes really messy.

So what do you do when your head starts spinning off on this dilemma? You can address these separately in your planning:

  • What’s the business like?
  • Who’s the decision maker?
  • Who can influence the purchase decision?
  • What are the criteria for acquiring your type of products or services? for both business, individual or decision making groups.

Bottom-UP!!! Start segmenting from within your customer base!

In B2B best segmentation models follow a client profiling pattern. Meaning that first you have to describe in detail what type of customer you need than go up there on the big world and see where does this customer profile  can be found more often. This process make your marketing and sales efforts much more effective.

So what are some steps that can guide you on your segmentation?

  1. What are your customers like?
    Right now, what type of customers do you have and you want more of? Where and how did you reached them? What do they all have in common or do they behave in a specific way? What markets do you serve?
    This should give you a couple of valid points in profiling your customer, but it should also be a god opportunity for you to analyze your customer base and understand which clients are the type of clients that you’d like more for your business, where do you provide more value and which ones are more profitable.
  2. Where does your desired customer profile replicate?
    Based on common points identified above, brainstorm on where on the market you can find the same points? Clustering companies is usually very helpful in this step: do they all belong o a niche? are they all subscribed to a industry association? are they all clients of a certain supplier or do they all use a certain distribution channel? etc.
  3. With the segments you got from previous steps, how do you want to grow your business?
    From what you result with in the previous steps, what  do you want to maintain and what to change? Any additional customer groups that your business could serve? Any new segments to enter with little or no effort?
  4. How will your targeted segments develop further?
    The market segments that you identified, how are they developing further? Is there room for growth or are they on a decreasing trend? Which ones grow faster and where’s less competition for your business? Can you cross-reach 

Top-down! From a sea of businesses to the one island you need to thrive!

Usually, in B2B I saw some segmentation models that seldom if not never work like segmentation based on company size, company type, number of employees, turnover etc. How can this be segmentation, really? This is more of a suspects catalogue  of categories than a market segment. Another long-desired and applied criteria, the vertical segmentation, is so generic that virtually anyone can be your customer within that vertical and it surely won’t help you in understanding your value, correct  targeting or generating leads. 

This model comes from our need to standardize this process which in b2b is going to be difficult to achieve. For the ones that do dare to proceed with this criteria, at least please go with a cross analysis or a matrix of the above. It will bring you closer to your market segments but it won’t give you much to work with further in your planning. You’ll probably end up with a good potential customers’ classification, but not with your most desired segment.

To further get to a targeted segment, put your offering in front each framing you came up with in the matrix and see which one will require your offering. This way, you will identify each segment but   make sure you understand the distinctions between them, to address them correctly.

How will business2business segmentation pay off?

  • It will help you target exactly the right customers
  • It will help better position, easier acquire and retention customers.
  • It will help you correctly communicate with your targeted segments
  • You’ll be able to provide more value and explain your value better
  • You can gain a strategic position on a certain niche, to diminish competition
  • You’ll figure out how to drive further growth
  • Many, many, many more….

Is there a more generic and standardized approach to segmentation?

Well, none that I could find out, but there’s always room for creativity. So if you do find out of any other b2b segmentation process that works, drop a note here and I’ll be happy to include it.

If you’re in b2b you know one size does not fit all. Take some of the steps indicated in the process above… I’ll bet on some quick visible results.


Other good resources on this subject, presenting you with other good choices for b2b segmentation are:


Listed below are links to weblogs that reference the B2B market segmentation article:

>>B2B MARKET SEGMENTATION from Eliezer Gonzalez

Filed under: Best Practices, Business-to-Business, Marketing Planning, segmentation, Strategy, , , , ,

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October 2007