The survey highlights purchasing trends during the COVID-19 pandemic. Some purchases were escalated while others were delayed. More companies formed purchasing teams for the first time. The purchasing process closely mirrors an established engagement model. Decision makers rely on peer recommendations and research early in the process. They want vendors that demonstrate knowledge of their industry and needs rather than focusing on price alone. Sales teams must engage throughout the purchasing process by understanding customers and delivering value propositions with evidence.

1. A D D I S O N - M c H E N R Y
G R O W T H S T R A T E G I E S
Summary of and Commentary on the 2021 DemandGen B2B Buyers Survey Report

2. Summary – The 2021 DemandGen B2B Buyers Survey Report
The survey highlights much of what we knew, with new insights about purchasing circumstances post-
COVID, elements of the purchasing process, and purchasing teams.
1. Some purchases escalated, 33%; some purchases delayed, 20%; 23% need vendors more engaged in
the buy process.
2. For 55% of respondents, the timeframe to get purchase approval is significantly or somewhat longer.
3. Across all companies, 68% have purchasing teams, including 19% of companies for the first time.
‐ Teams are comprised of decision makers, researchers, internal influencers, technical resources and end users.
4. The purchasing process is very similar to the Market Engagement Model, in use as part of our
methodology for 15 years.
5. Peers and informal resources are still key influencers for decision makers.

3. Summary – The 2021 DemandGen B2B Buyers Survey Report
6. On one hand, price was indicated as a key variable in the decision. However, key variables of the final
decision were knowledge of solution area and knowledge of company needs. This is what we expect,
particularly in the context of a complex sale.
7. While web searches are key to beginning the buy process, input from industry analysts and thought
leaders is key before the final decision.
8. Targeted ads positively impacted only 32% of purchasing decisions. 35% noticed targeted ads of those
they researched, but ads did not influence the decision outcome. 68% of decision makers were not
influenced by targeted ads at all.
9. Respondents need more engagement from sales teams during the buy process. This further supports
our investment in The Challenger Sale® as part of a company’s Go2Market plan.

4. How purchasing decisions have been affected
33%
23% 22% 20%
0%
20%
40%
60%
80%
100%
Escalated some
purchases
Need vendors more
engaged
Vendor engagement
same
Delayed - budget
freeze
Putting aside the element of
vendor engagement…
• Only 20% delayed
purchases due to budget
freeze
• 1/3 needed to speed up
some purchases
* It is not clear how “vendor
engagement” affected the
final decision.

5. 21%
34%
38%
0%
20%
40%
60%
80%
100%
Increased significantly Increased somewhat Remained same
How the length of the buy cycle has been affected
This is a trend we fully
anticipated as a direct result
of COVID.
• 55% of respondents now
have a longer buy process
timeline
Factors likely include:
• Economic uncertainty
• More parties involved in
the buy process
• Budget constraints

6. Purchasing teams Increasingly Important
We saw this trend develop
during the 2008 recession.
19% of companies formed
buying committees for the
first time, alongside the 49%
of respondents who utilize
them now.
* A major factor is
mitigating the risk of a
‘wrong’ decision in
uncertain times.
19%
49%
0%
20%
40%
60%
80%
100%
First-Time In Place

7. Purchasing team composition
These teams are typically
comprised of the primary
decision maker, internal
researchers, technical
influencers, and end-users.
* This team composition
closely reflects what we
identify in our Market
Engagement Model.
45%
29%
26%
21%
16%
0%
20%
40%
60%
80%
100%
Primary Decision
Maker
Champion Researcher User Technical
Influencer

8. Their buy process
All involved in the decision agreed the first step is anonymous research, followed by an informal list of
vendors and preliminary cost information.
41%
15%
10%
0%
20%
40%
60%
Research Short List Prelim Cost

9. The more things change, the more they stay the same…
Respondents’ buy process
closely reflects our Market
Engagement Model.
• Multiple stakeholders
• Decision makers moving
from Awareness to
Customers

10. Decision process resources most used
All parties agree they need
easy access to relevant
content. This is how key
groups prioritized the top
three content needs.
All cited web search and
vendor sites as their top two
resources. However, the
group split when it came to
the number three resource.
*NOTE: rather than pricing information, we recommend providing demonstrable evidence of value – use
cases detailing improved outcomes and ROI.

11. Top variables contributing to the decision
All parties agree that pricing
is the number one variable
that influenced the decision.
Other factors include
features and functionality,
solution deployment time,
ease of use, and vendor
industry experience.
82%
60% 58%
54%
51%
0%
20%
40%
60%
80%
100%
Price Functionality Reviews Vendor Industry
Experience
Deployment
ease

12. The winning vendor
On the previous slide, price
was identified as the number
one variable in the final
decision.
However, price does not
show up here. At the end of
the day, buyers want
demonstrable evidence of
“value;” specific insight
about the buyers’ business
environment and needs.
65% 64%
55% 54%
0%
20%
40%
60%
80%
100%
Knowledge of
solution area
Knowledge of
company's needs
High-quality content Content easily
consumed

13. Targeted ad effectiveness
Did you notice ads from the
winning vendor during the
research process? Did those
ads influence your decision?
68% of decision makers were
not influenced by targeted
ads
35%
32%
26%
7%
0%
20%
40%
60%
80%
100%
Yes-did not sway
decision
Yes-positively
impacted decision
No-did not notice
ads
Not sure

14. Role of the sales rep
The survey indicates a ‘new’
trend we recognized when
we adopted The Challenger
Sale in 2012. Sales teams
must carry the value prop
through the buy process.
• Express what you see and hear in your markets
• Commercial Teaching – a perspective on challenges, connected to improved outcomes
• Rational Drowning – empirical data supporting challenges and opportunities
• Emotional Impact – put buyers in a situation to feel pain (Voice of the Customer)
• The New Way – the approach to solve business issues with demonstrable evidence
• Your Company’s Way – the picture of improved outcomes with your company’s offering

15. Key takeaways
▪ Sales must...
‐ Be immersed in the Go2Market strategy, particularly the finer points of the Why and What of the
value proposition (The Challengers Sale®).
‐ Fully understand the buy process, the support buyers need during that process, all parties
involved in the decision (i.e., account-based selling), and qualify prospective buyers frequently.
‐ Provide feedback to Marketing about what they hear from prospects.
‐ Understand the business landscape of key markets and business case circumstances & criteria.
▪ Marketing - Content
‐ Targeted ads have some effectiveness. We must frequently reconsider how to deliver value
messaging: the communication channels, how to influence the influencers, and the informal
underground that exists in all markets.

16. Key takeaways
▪ Marketing Content (Continued)
‐ Content must demonstrate knowledge of buyers’ needs and industry macro forces at work,
gathered through deliberate and disciplined Voice of the Customer exercises.
‐ Content must influence the buyer along specific phases of the buy journey (Market Engagement
Model).
‐ Content must succinctly explain the Why and What of the value proposition. How is de-
emphasized in primary messaging.
‐ Competitive position requires clear differentiation of your offer’s value proposition in the context
of the buyers’ internal and external influencers, challenges, etc.