This is how to fix the B2B buyer journey because it is not functional.

Though extremely difficult, B2B marketing is both exciting and intellectually stimulating. The antiquated ideas that impede many B2B marketers do not assist with this. A good illustration is how the idea of a “funnel,” which assumes that a single buyer makes a linear progression of decisions, is out of step with how B2B purchasing actually works in the modern world. I have worked in B2B for the past 20 years in large, complicated organizations like Accenture, Thomson Reuters, and now PwC. During that time, I saw firsthand how marketing evolved from a primarily event-driven sales support role to one that actually drives company growth. To fully realize the promise of B2B marketing, however, additional work must be done, beginning with the buyer journey.

Individuals who purchase costly services on behalf of their organization are in a risky situation. They have to make the appropriate decision. Selecting the incorrect one could compromise the company’s chances of survival and success. For everyone of them, it could make or ruin their career. Makes can take months or even years to decide. The result is that marketing budget cycles will inevitably diverge from market buying cycles. This presents a challenge for marketers who must answer to finance, which is demanding short-term returns, or for sales teams who are attempting to meet annual goals.

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