The same people that buy peanut butter and shaving cream buy your services

Friday, June 26, 2009 by Marcia Stone
I'd like to put a deeply held belief to rest, once and for all. In the world of business to business marketing, decisions are made rationally AND emotionally. Just as in business to consumer marketing.

I know, I know. It seems like the discussion is all rational at the conference room table or in the sales meeting. But how do you make a decision about a potential strategic business partner or professional services firm? Aren't their work samples and capabilities lists really the cost of entry? Aren't you checking out the people at the table just as much as you are their proof points? Don't you know within the first 10 minutes whether or not it's a fit?

Here's a secret that your brand communications or marketing firm may not have told you: our emotional brain centers make decisions 170,000 times faster than our rational brain centers.

Brain scans have shown that we have instant 'gut' reactions to brand stimulus and choices, whether in the cereal aisle or the board room. This happens so fast that we often don't even realize it. We 'feel good' about working with one person and 'something doesn't feel right' about working with another. Yet in business, it's unacceptable to use those things as the sole reason for choosing one company over another. So we rationalize our decisions with, well, rational reasons. "They've got experience in the field", or " They have 10 offices nationwide". Sure, these things may be important, most business to business buying choices are made with the emotional brain, backed up the rational brain.

At Element Three, we call the basis of this process of selection Brand Chemistry. As a brand consulting group, we study its ramifications both 'outside in' (how your customers feel and think about your brand) and 'inside out' (how you feel and think about your brand) to truly understand the deep linkages between a brand and its customers.

How can you create good Brand Chemistry?
  • Be clear internally about your brand, it's meanings and unique point of difference.
  • Create an engaging experience of your brand by being true to your own essence and by being yourself. Most clients will respond positively because they sense your honesty.
  • Live your brand at every customer touch point. Don't say your brand is customer centric and then understaff your service lines, for instance.
  • Customers like to feel that you are interested in them as human beings, not just as prospects. Give them all the rational reasons to buy. But first, they have to like you and feel good about you so give them reasons to want to spend time with you, too.
  • Watch for positive cues like eye contact, smiling, nodding, engaging conversation; also watch for negative cues like crossed arms, a lack of engagement in the conversation or a meeting cut short. Repurchase or re-engagement are excellent signs that you have created strong Brand Chemistry.
  • If you sense that there may be a negative gut reaction, ask about it respectfully. It's better to clear the air or at least name the elephant in the room than to not ever address it and have the relationship whither or never even start up.
  • Ask for feedback that goes beyond the rational so that you can learn if your Brand Chemistry is strong or weak. An example would be, "Does our team seem like a comfortable fit with yours?" or "Tell us how you feel about working with us." Then be open to hearing whatever comes and consider it as you move forward.
Never forget: the same people who shop for peanut butter (and like Skippy rather than Jif because they remember their grandma making them gooey sandwiches with it, not because it has 12% more peanuts) are choosing your brand – or not choosing it. What's the point of all of this? People don't instantly change between home and the office. Their bodies are still wired the same way: they make split second decisions in B to B decisions whether they realize it or not. (If you want to know more about this, read Blink by Malcolm Gladwell).

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