GE 35: Primary motivator
The"Ideal Customer Profile" is an important concept when defining your market and ensuring your sales and marketing processes are efficient and effective. The ICP defines your ideal customers using firmographic, technographic, behavioural and psychographic attributes. The ICP should be detailed and based firmly on customer and market research, historic sales and sustainable service success.
A further useful consideration is the primary motivator. What types of events or circumstances trigger a customer to initiate a buying process and which motivations are strong enough to persist throughout the buying cycle. Enterprise software sales are complex and certainly have multiple requirements that must be met. However, it is important to identify the primary motivator and how dominant it is for each deal.
"Understanding the customer's 'why' is critical. What is the emotional or rational driver behind the purchase? Is it a desire for innovation, cost savings, risk aversion, or something else?" — Gartner
Immediate Impact
A senior leader has joined the department and wants to make an immediate impact. Selecting and implementing new software products across the organisation can make a significant difference in a relatively short time. Furthermore, the implementation of a new product where the individual has specific skills and knowledge can increase the security of the position for the new joiner.
"Newly appointed leaders often make technology investments to establish their presence and authority quickly. This is especially true in organizations undergoing digital transformation." — McKinsey & Company
Previous Success
Linked to immediate impact, the new joiner may have had previous demonstrable success with certain products and vendors. They may feel like the implementation of a particular product is a prerequisite to them being successful in a role. A close partnership with a vendor or product may also provide vital support during the early stages of a buyer's journey within a new company.
Risk Mitigation
The buyer is successful in their current role and wants to protect their position by identifying and reducing risk. These risks could apply to them personally, within their team, their department or the wider company. Motivation is particularly high when the risk relates to an area that is not well understood by the individual.
"Organizations that prioritize risk mitigation in their decision-making are more likely to choose solutions that offer security and stability, even if these aren't the most innovative options available." — PwC
Peer Pressure
The buyer feels like they are an outlier because all of their peers and influences currently use the product. They feel at a competitive or professional disadvantage because they do not have access to similar tools.
"The concept of social proof extends into business decisions. Companies often adopt technologies or practices that are widely accepted in their industry to avoid the perception of being outdated." — TechCrunch
Career Advancement
The buyer knows that they need to deliver a step-change in performance and demonstrable capability in order to advance their career. Some products can accelerate this journey and provide a roadmap for individuals to advance their careers by providing templates, playbooks and community assistance.
"In many organizations, career progression is closely tied to visible successes and the introduction of new, successful initiatives. Employees often advocate for tools that they believe will enhance their performance and career prospects." — Deloitte
Cost Reduction
The buyer needs to cut costs or reduce costs in order to fund another investment or purchase. Often cost reduction is not the primary motivator, but hides something that the buyer is even more emotionally invested in. For example, reducing costs to save an existing team member or to be able, hire another team member or increase the training budget.
"Cost reduction is frequently a critical factor in purchasing decisions, but it often serves as a means to achieve broader strategic goals, such as reinvesting in growth or improving profit margins." — Boston Consulting Group
Expansion
The buyer knows additional work is on the horizon due to expansion and growth activities. They need to make significant efficiency improvements in order to handle the additional workload with the same amount of resources and so are looking to possible products that can help.
"Scalability is a key concern for growing companies. The ability to efficiently manage increasing workloads without proportionally increasing costs is a significant competitive advantage." — IDC
All of these examples are generic and can apply to any product. Specific products that solve a sector or departmental niche will have more specific primary motivators.
Review your previous sales and record what the primary motivator might have been. Was this dominant? Did it change during the course of the sales process? Are there patterns that can be used to tailor the product, positioning or messaging? Primary motivators often align closely with immediate business outcomes, such as achieving cost reductions or meeting compliance requirements. By addressing these immediate needs, companies can demonstrate quick value, facilitating faster decision-making and reducing the sales cycle duration.