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Social Gastronomy: Reconciling Technology Marketing vs. Buyer Adoption

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The problem we solve for technology companies: the more disruptive the innovation, the more complex the adoption.

You probably have an adoption complexity problem if you are asking the buyer to change behavior, but not defining what business problem(s) you solve.

Is your adoption really about evangelizing your product in the market or helping buyers build consensus, change business processes, and leverage the right technology to solve a complex problem?

Published in: Business, Technology
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Social Gastronomy: Reconciling Technology Marketing vs. Buyer Adoption

  1. 1. Do Not Distribute without Permission © Social Gastronomy LLC 2014 With New Technology Adoption, either “It Sells Itself” or Requires a Change in Behavior to Drive Market Adoption We are Feeling the Adoption Pain, but… How to Effect the Change in Buyer Behavior?
  2. 2. Do Not Distribute without Permission © Social Gastronomy LLC 2014 Buyer Vendor Solution Problem GAP Adoption (to solve) (to buy) Evangelism What’s Broken with Adoption: Define Problem It’s the Difference between Cause and Effect Buyers define a “broken problem” as tangible, difficult to define, root cause, underlying the visible painful symptoms, that they need to fix. Vendors define a “painful problem” as the business impact / value of the outcome their solution affects / effects.
  3. 3. Do Not Distribute without Permission © Social Gastronomy LLC 20143 Pain Symptoms Problem Diagnosis Treatment Selection Vendor Selection Effective Cure Treatment Options Pre-Buying In-Market Problem Identification Problem Conversion Solutioning & Delivery Win On: Defining Underlying Complex Problem for Buyer Win On: Defining Your Unique Approach to Solving Buyer’s Problem Win On: Combination of Buyer’s Understanding of Own Requirements, Competitive Positioning, Strength of Product, Delivery of Service, & Value of Outcomes “Bring Your Own Adoption” “Bring Your Own Need” Key to Fixing Adoption: Model and Deconstruct the Buyers’ Problem Solving Process to Account for the Complexity
  4. 4. Do Not Distribute without Permission © Social Gastronomy LLC 2014 Adoption versus Marketing Anchoring in Defined Problem Central Problem to Fix (Motivation) Decisions Around Problem (Decision Support) Interest in Solution (Lead Generation) Matching Solution to Problem (Qualification) Market Awareness (Attention) Traditional Market Coverage Awareness/Interest Targeted Buyer Adoption Change in Behavior
  5. 5. Do Not Distribute without Permission © Social Gastronomy LLC 2014 Unique IP, Problem, or Approach Complex Organizations Complex Markets Buyer’s Adoption Problem Win on Better Approach to Displace in Existing Market Targeting Complex Buyer Organizations for Decision Support Refine Adoption to Grow In-Market Base Buyer Adoption to Drive Development of New Market for Company VP of Sales VP of Sales and Marketing VP of Marketing CEO “Problem in a Box” “Decisioning in a Box” “Buyer Behavior in a Box” “Market Adoption in a Box” Problem Elevator Problem Evangelism Problem Deck Internal Problem Evangelism and Decision Structure Problem Application Architecture Pain-to-Problem Behavioral Mapping and Segmentation Analysis Market Adoption Architecture Competitive Advantage of Conversion to Problem Approach in Market Complexities of Market Adoption Living with the Pain or Fixable Problem? The More Disruptive the Innovation, The More Complex the Adoption Model. Deconstruct. Account For….
  6. 6. Do Not Distribute without Permission © Social Gastronomy LLC 2014 Percentage Problem versus Solution Social Gastronomy‘s Approach to Buyer Adoption Problem Solving Starts with Problem Anchor solution value as simplified business problem for buyer in support of “problem selling” Segment market based upon differences in problems, stakeholder roles in decision, buying process stages, maturity and pain mapping to “target problems” Facilitate consensus agreement to problem with decision gates to support buyer‘s adoption of problem solving approach as “right fit“ for buyer‘s organization Agreement to problem as sufficiently broke and unable to fix themselves to “qualify on problem” Anchor go-to-market planning based upon problem and buyer adoption to accelerate business growth, lower cost of market development, and measure success as “Buyer’s Problem Solved” 10% 20% 50% 80% 93% Problem Summary Problem Elevator Problem Deck Problem Application Architecture Market Adoption Architecture
  7. 7. Do Not Distribute without Permission © Social Gastronomy LLC 2014Page  7 Go-to-Market New Technology Market Development Business Development Lead Generation Buyer Adoption Product Management Market Evangelism Marketing Automation Lead Qualification Lead Conversion Lead Performance Buyer Alignment Complex Decision Support Buying Process Core Strategic Problem Product Requirements Competitive Differentiation Promotion & Partnerships Packaging & Pricing Unique Approach Fills a Hole in Complex BtoB Technology Market Adoption Thought Leadership & Influence Digital & Web Target Marketing Market Segmentation
  8. 8. Do Not Distribute without Permission © Social Gastronomy LLC 2014 With New Technology Adoption, Which Problem Is It? Simply Defining the “Problem” is the Problem Buyers define a “broken problem” as tangible, difficult to define, root cause, underlying the visible painful symptoms, that they need to fix Good Fit Not a Fit  Can’t articulate a pre-defined problem  Requires education on expertise to understand the value  Sold by executive leadership  Problem is pervasive across existing customers  Operational decision made within functional area  Large portfolio of products / services  Business has a full time sales team  Plug-and-Play solution replacement Facilitating the “Adoption” Decision is the Problem The more disruptive the innovation, the more complex the adoption Good Fit Not a Fit  Unique IP, problem or approach  Root cause of buyer pain is difficult to ascertain  Requires education and change in behavior to adopt  Complex, strategic decision involving multiple stakeholder groups  Opportunity to sell top-down  Custom solution tailored to each client  Not enough differentiation on the product/service requiring an expertise or relationship-based sale  Market has reached the tipping point, where educating buyers is less critical than market coverage in sustaining growth
  9. 9. Do Not Distribute without Permission © Social Gastronomy LLC 2014 Next Steps 9 www.SocialGastronomy.com Judy Mod, Principal jmod@socialgastronomy.com (404) 307-9613 Matthew Rosenhaft, Principal mrosenhaft@socialgastronomy.com (404) 405-0009

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