1. The Challenger Customer
•New Realities of B2B Buying and Selling

2. Bryan Ehrenfreund
VP Sales
Mobivity
@ehrenfreund

3. Mobivity helps restaurant and retail brands realize their strategy of growing their business
by increasing customer frequency, engagement, and spend. Our clients take validated
marketing actions through ALL appropriate channels - traditional, digital, and mobile -
based on relevant, localized, targeted, and personalized messages and incentives.
Trusted by over 40,000 locations nationwide. 40 Million targeted impressions processed per month.
About Mobivity (Ticker: MFON)

6. FOUR MAJOR SHIFTS IN B2B SELLING
1 - Self Empowered Buyer
2 - Role of Content
3 - Number of People Involved in the Buying Process
4 - Selling Change

7. 65-85% OF EVALUATIONS ARE COMPLETED BEFORE A REP ENGAGES*
*Corporate Executive Board, Aberdeen & Sirius Decisions
SALES REP
INFO SCARCITY INFO ABUNDANCE
THE SELF EMPOWERED BUYER

8. Information Scarcity
Information Abundance
SHIFT IN POWER
Self-
education
Sales Engagement
Sales
Self-education Sales
Engagement
Marketing

11. DEMAND TYPE ALIGNMENT
Content should align with demand type…
New Concept
 Disruptive solution not
widely considered
because buyer unaware
of problem.
 No budget.
 Requires issue creation.
 Buyer typically goes
through entire buying
cycle.
 Messaging focus on
bringing attention to the
problem and positioning
market leadership.
New Paradigm
 Retools existing process
and solves a current
problem more effectively.
 Replaces a current
budget line item.
 Buyer typically enters
cycle in Phase 2 -
Solution.
 Messaging focus on
creating consideration
and process/solution
change.
Established Market
 Necessary solution in a
highly competitive market,
so goal is displacing
market share.
 Budget exists.
 Buyer typically enters
cycle in Phase 3 – Vendor
Selection.
 Messaging focus on
competitive positioning
and creating preference
for new provider.
Source: SiriusDecisions

12. Create
awareness
around a new
problem
Align
problem with
business
issues; drive
urgency
Help
buyer
identify
needs in
solving
the
problem
Align
solution
with
specific
sets of
business
needs
Demonstrate
core features
and
functionality
Validate/
reinforce choice
INTEGRATED MESSAGING STRATEGY OUTPUT
The goal is to align demand type with buying cycle phase, messaging
framework, and an optimized touch strategy.
Loosening
of the
status quo
Committing
to change
Exploring
possible
solutions
Committing
to a solution
Justifying
the decision
Making the
selection
Education Solution Vendor Selection
BUYING CYCLE
TOUCHES
NEW CONCEPT
NEW PARADIGM
ESTABLISHED MARKET
Education Education Solution
T1 T2 T3
Solution Solution Selection
T1 T2 T3
Selection Selection Selection
T1 T2 T3
MESSAGING
Reputation Demand Creation Sales Enablement
White Paper Webinar Case Study White Paper Event Webinar Analyst Report Case Study Peer Interaction
Source: SiriusDecisions

13. CEB – COMMERCIAL INSIGHT

15. SELF EMPOWERED BUYER
Source – CEB analysis

16. # STAKEHOLDERS INVOLVED IN B2B
BUSINESS DECISION TODAY
5.4 Different People
Source – CEB analysis

17. 5.4 DIFFERENT PERSPECTIVES
Source – CEB analysis

18. TRACK ‘EM DOWN, WIN ‘EM OVER
Stakeholder 1:
CIO
Rep Angle: Minimal work-
flow disruption
Positioning: Seamless
integration with legacy
systems
Stakeholder “Closed”
Stakeholder 2:
Financial Analyst
Rep Angle: Cost
savings
Positioning: Write-off of
existing platform
Stakeholder “Closed”
Stakeholder 3:
Marketer
Rep Angle: Deeper customer
segmentation
Positioning: Develop effective
segmentation targeting strategies
Stakeholder “Closed”
1. Accessing Individuals
2.ClosingIndividuals
Source – CEB analysis

19. CEB – B2B PURCHASE LIKELIHOOD DROPS
AS BUYING TEAM SIZE GROWS

20. BUYER GROUP CONSENSUS CHALLENGE

21. 1.5
Stakeholder Diversity Index
Stakeholder
DysfunctionIndex
2.0
2.5
2.5 4.0 5.5
Stakeholders don’t have a
fair say
Stakeholders avoid
discussions of key issues
Stakeholders have
multiple disagreementsKinds of dysfunction:
THE REAL ENEMY
Source – CEB analysis

22. How to
Win New Customers
Communicate Value
Motivate Change
Get Attention and Gain Interest

24. CEB – CHALLENGER CUSTOMERS
MOST LIKELY TO CHANGE WHEN …

25. The Mobilizers The Talkers
THE MOBILIZER
Source – CEB analysis

28. Information empowered, self-educating buyers
think they know (or should know)
• Problems
• Options
• How to decide and buy
Operate in stealth mode – hard to find, get
found, get engaged, selling time, effort, skill
levels
Fatigue:
• Change; Information; Technology
• Products/features; Vendors; Sales people
• Business problems; To Do lists
• Organizational impediments
Prefer Status Quo; “good enough;”
Buyers don't care about your products,
features or even "value proposition"
Buyers can't understand or differentiate, so …
Commoditize vendors, products, features,
value
They don't want to buy your products – only
what products will do for them
Companies don’t buy, people don’t buy,
_____________ buy
N EW R EA LITIES OF B 2 B B U YIN G A N D SELLIN G
IN SUMMARY

29. • The Challenger Customer
• Unpacking Challenger Customer Insights - Blog post
http://www.avitage.com/unpacking-challenger-customer-insights/
RESOURCES

30. bryan.ehrenfreund@mobivity.com