<\/span>Why the Email Marketing Software buying process seems to be broken<\/span><\/h2>\n\n\n\nMost working in B2B will agree that the marketing software buying process is broken, certainly in email marketing software. Google the phrase \u201cthe buying process is broken\u201d and you\u2019ll see plenty of reasons why this is.<\/p>\n\n\n\n
The following in particular are problems when buying email marketing and automation tools.<\/p>\n\n\n\n
- First, the buying process is broken because marketers at companies are not experts at picking an ESP<\/b>, and it\u2019s human nature to hide a lack of knowledge (whether aware of it or not).As a result, these marketers are easy victims for the promise of bells and whistles and other shiny, sexy features<\/a> they will end up paying for yet never use. Nor do they have the confidence to ask the right questions, as they try to hide their inexperience.<\/li>
- The second reason stems from buyer concerns about being taken advantage of if they reveal too much. The buyer fears that being transparent about needs will weaken their position at the negotiating table<\/b>, that they will undermine their ability to say \u201cno\u201d during what they anticipate to be a pressure cooker sales process. But this doesn\u2019t have to be true, as you\u2019ll see with the tips laid out later on.<\/li>
- Third, the buying process often has a big gap because of a lack of trust<\/b>. According to one study, buyers consider only 18 percent<\/a> of salespeople they have met to be trustworthy and respected. Buyers of software have been duped in the past and now they\u2019re wary.
![\"Sales-Whiteboard-Sayings\"](\"https:\/\/www.emailvendorselection.com\/wp-content\/uploads\/Sales-Whiteboard-Sayings.png\")
They\u2019ve been through the discovery process, been made promises, and purchased software based on those promises\u2014only to be disappointed in the end result when promises aren\u2019t delivered on. If the buyer can\u2019t trust the seller, why would the buyer want to be open about their needs?<\/li>- Fourth, buyers are wary because we have a lack of transparency in pricing in the ESP industry. Marketers many times think they are getting more for their money than they really are. Then it turns out the extra functionality they need costs extra, or they need technical help or customization and discover that\u2019s going to cost them money they didn\u2019t budget for.<\/li><\/ul>\n\n\n\n
When you look at all of the reasons why the buying process is broken, it\u2019s no wonder we have such a disconnect between buyers and sellers in the ESP space.<\/p>\n\n\n\n
![\"email-marketing-sales\"](\"https:\/\/www.emailvendorselection.com\/wp-content\/uploads\/email-marketing-sales.jpg\")
<\/a><\/figure><\/div>\n\n\n\n<\/span>How to overcome the broken buying process and choose the best ESP<\/span><\/h2>\n\n\n\nWith the high cost of investing in an ESP<\/a> plus the time it takes to research, implement and learn a new one, we should all of us have a vested interest in bridging the gap between buyer and seller. Why not fix this broken process and ensure more success for everyone? If the sales folks aren\u2019t willing to bring this about, the onus is on the buyers to do what they can to make the right ESP choice\u2014despite this situation.<\/p>\n\n\n\nTo figure out how to help buyers combat this broken process, I drew upon my own experiences plus those of Cameron Kane<\/a>, CEO at iPost.<\/p>\n\n\n\nAs someone who has been working in the marketing technology space for almost as long as I have, Cameron has been part of the email marketing software<\/a> selection process many times. Based on those experiences, below is Cameron\u2019s list of seven tips for ESP buyers, to help you be more confident and transparent during the buying process\u2014so you get what you really need.<\/p>\n\n\n\n<\/span>1. Be crystal clear on wants vs. needs<\/span><\/h2>\n\n\n\nMake a list of features you have to have, would like to have, and really don\u2019t need. Then stick to this list! Otherwise, you\u2019re like to spend money on extra features that don\u2019t contribute to your ROI, or that no one uses because they really weren\u2019t needed in the first place.<\/p>\n\n\n\n
Being clear on your actual email marketing requirements<\/a> also helps you to stick to your guns when a salesperson starts showing you the bells and whistles that will take you down the shiny things path.<\/p>\n\n\n\n<\/span>2. Get everyone to the table<\/span><\/h2>\n\n\n\nThe sales team at iPost strives to meet with everyone involved. If the ESP you\u2019re talking to isn\u2019t making that same effort, then take the initiative and be the one to bring everyone to the table.<\/p>\n\n\n\n
That includes the business sponsor, the tactical users, and the VP who will be signing off on the sale. Know how to put together your ESP selection team<\/a>. Even if three different departments will be using the ESP, get all three involved. \u201cWe want to talk to all<\/i> the tactical users during the discovery phase,\u201d says Cameron. \u201cIt\u2019s the only way we can understand their workflows and pain points.\u201d<\/p>\n\n\n\nThe salesperson has to understand the use cases and to hear from everyone who touches the ESP platform in order to map the solution back to the pain points. What do the users like about the current ESP? Dislike? Want to change? This is essential information that must be shared with the ESP if you want to end up with an email marketing company that meets your needs.<\/p>\n\n\n\n
<\/span>3. Understand that people will resist change<\/span><\/h2>\n\n\n\nInternally, accept that people prefer the devil they know to the devil they don\u2019t. Sure, they\u2019re struggling to accomplish much-needed tasks using the current ESP, but at least they know what they\u2019re dealing with.<\/p>\n\n\n\n
When you start talking about switching ESPs, users are likely to get nervous and imagine a steep learning curve and lowered productivity until they master yet another interface. The internal sales job is to get the buy-in when selecting the new ESP<\/a>.<\/p>\n\n\n\nIn this case, you must help them to see that the change will be for the better. Switching ESPs is all about what to expect and to deliver<\/a>. If your team is involved in the discovery phase, and they get to talk to the ESP sales team about their issues and pains, they just might believe you!<\/p>\n\n\n\n<\/span>4. Insist on use cases<\/span><\/h2>\n\n\n\nA canned demo is a cookie-cutter approach to showing off the software, not a way to demonstrate how the software can address your particular problems. Canned ESP demos are always a bad idea<\/a>. You should not settle for one. Ever.<\/p>\n\n\n\nAsk the salesperson to tackle at least three use cases for you. If more than one department is involved, have use cases for each department. Ask for small, specific use cases and tell the salesperson straight up, \u201cThis is really what I need to see.\u201d<\/p>\n\n\n\n
Be very specific in your use cases. For example ask: \u201cHow do I build a four-part email series, but when the status of a user changes, automatically pull them from the drip campaign?\u201d<\/i><\/p>\n\n\n\n
Yes, you will have to invest time to describe and see the use cases, but you will learn whether or not that ESP can address your particular needs, and your users will have more confidence in the change if they can see a demo relevant to their pain points.<\/p>\n\n\n\n
<\/span>5. Don\u2019t let a sales engineer do the demo!<\/span><\/h2>\n\n\n\n\u201cWhy do ESPs insist on sending in experts to do product demonstrations?! We see this time and time again,\u201d says Cameron.<\/p>\n\n\n\n
Think about it: The folks who will be using the platform are not experts in a particular ESP, and they probably won\u2019t ever be power users of any email platform. But who does the ESP send in to do the demo during the sales process? You would expect it to be the salesperson the buyers have been talking to all along, but no, they send in a sales engineer. Talk about a power user!<\/p>\n\n\n\n
Imagine if you were buying a car and you\u2019re there at the dealership talking with the salesperson and you decide you want to test drive the car\u2014and the salesperson calls in a NASCAR driver to do the test drive for you. Would that make any sense at all? Of course not, but that\u2019s what happens during the ESP sales process all the time. If the salesperson can\u2019t do the demo, that should be a huge red flag for you!<\/p>\n\n\n\n
<\/span>6. Drop the RFP<\/span><\/h2>\n\n\n\n
They\u2019ve been through the discovery process, been made promises, and purchased software based on those promises\u2014only to be disappointed in the end result when promises aren\u2019t delivered on. If the buyer can\u2019t trust the seller, why would the buyer want to be open about their needs?<\/li>When you look at all of the reasons why the buying process is broken, it\u2019s no wonder we have such a disconnect between buyers and sellers in the ESP space.<\/p>\n\n\n\n
<\/a><\/figure><\/div>\n\n\n\n<\/span>How to overcome the broken buying process and choose the best ESP<\/span><\/h2>\n\n\n\nWith the high cost of investing in an ESP<\/a> plus the time it takes to research, implement and learn a new one, we should all of us have a vested interest in bridging the gap between buyer and seller. Why not fix this broken process and ensure more success for everyone? If the sales folks aren\u2019t willing to bring this about, the onus is on the buyers to do what they can to make the right ESP choice\u2014despite this situation.<\/p>\n\n\n\nTo figure out how to help buyers combat this broken process, I drew upon my own experiences plus those of Cameron Kane<\/a>, CEO at iPost.<\/p>\n\n\n\nAs someone who has been working in the marketing technology space for almost as long as I have, Cameron has been part of the email marketing software<\/a> selection process many times. Based on those experiences, below is Cameron\u2019s list of seven tips for ESP buyers, to help you be more confident and transparent during the buying process\u2014so you get what you really need.<\/p>\n\n\n\n<\/span>1. Be crystal clear on wants vs. needs<\/span><\/h2>\n\n\n\nMake a list of features you have to have, would like to have, and really don\u2019t need. Then stick to this list! Otherwise, you\u2019re like to spend money on extra features that don\u2019t contribute to your ROI, or that no one uses because they really weren\u2019t needed in the first place.<\/p>\n\n\n\n
Being clear on your actual email marketing requirements<\/a> also helps you to stick to your guns when a salesperson starts showing you the bells and whistles that will take you down the shiny things path.<\/p>\n\n\n\n<\/span>2. Get everyone to the table<\/span><\/h2>\n\n\n\nThe sales team at iPost strives to meet with everyone involved. If the ESP you\u2019re talking to isn\u2019t making that same effort, then take the initiative and be the one to bring everyone to the table.<\/p>\n\n\n\n
That includes the business sponsor, the tactical users, and the VP who will be signing off on the sale. Know how to put together your ESP selection team<\/a>. Even if three different departments will be using the ESP, get all three involved. \u201cWe want to talk to all<\/i> the tactical users during the discovery phase,\u201d says Cameron. \u201cIt\u2019s the only way we can understand their workflows and pain points.\u201d<\/p>\n\n\n\nThe salesperson has to understand the use cases and to hear from everyone who touches the ESP platform in order to map the solution back to the pain points. What do the users like about the current ESP? Dislike? Want to change? This is essential information that must be shared with the ESP if you want to end up with an email marketing company that meets your needs.<\/p>\n\n\n\n
<\/span>3. Understand that people will resist change<\/span><\/h2>\n\n\n\nInternally, accept that people prefer the devil they know to the devil they don\u2019t. Sure, they\u2019re struggling to accomplish much-needed tasks using the current ESP, but at least they know what they\u2019re dealing with.<\/p>\n\n\n\n
When you start talking about switching ESPs, users are likely to get nervous and imagine a steep learning curve and lowered productivity until they master yet another interface. The internal sales job is to get the buy-in when selecting the new ESP<\/a>.<\/p>\n\n\n\nIn this case, you must help them to see that the change will be for the better. Switching ESPs is all about what to expect and to deliver<\/a>. If your team is involved in the discovery phase, and they get to talk to the ESP sales team about their issues and pains, they just might believe you!<\/p>\n\n\n\n<\/span>4. Insist on use cases<\/span><\/h2>\n\n\n\nA canned demo is a cookie-cutter approach to showing off the software, not a way to demonstrate how the software can address your particular problems. Canned ESP demos are always a bad idea<\/a>. You should not settle for one. Ever.<\/p>\n\n\n\nAsk the salesperson to tackle at least three use cases for you. If more than one department is involved, have use cases for each department. Ask for small, specific use cases and tell the salesperson straight up, \u201cThis is really what I need to see.\u201d<\/p>\n\n\n\n
Be very specific in your use cases. For example ask: \u201cHow do I build a four-part email series, but when the status of a user changes, automatically pull them from the drip campaign?\u201d<\/i><\/p>\n\n\n\n
Yes, you will have to invest time to describe and see the use cases, but you will learn whether or not that ESP can address your particular needs, and your users will have more confidence in the change if they can see a demo relevant to their pain points.<\/p>\n\n\n\n
<\/span>5. Don\u2019t let a sales engineer do the demo!<\/span><\/h2>\n\n\n\n\u201cWhy do ESPs insist on sending in experts to do product demonstrations?! We see this time and time again,\u201d says Cameron.<\/p>\n\n\n\n
Think about it: The folks who will be using the platform are not experts in a particular ESP, and they probably won\u2019t ever be power users of any email platform. But who does the ESP send in to do the demo during the sales process? You would expect it to be the salesperson the buyers have been talking to all along, but no, they send in a sales engineer. Talk about a power user!<\/p>\n\n\n\n
Imagine if you were buying a car and you\u2019re there at the dealership talking with the salesperson and you decide you want to test drive the car\u2014and the salesperson calls in a NASCAR driver to do the test drive for you. Would that make any sense at all? Of course not, but that\u2019s what happens during the ESP sales process all the time. If the salesperson can\u2019t do the demo, that should be a huge red flag for you!<\/p>\n\n\n\n
<\/span>6. Drop the RFP<\/span><\/h2>\n\n\n\n
To figure out how to help buyers combat this broken process, I drew upon my own experiences plus those of Cameron Kane<\/a>, CEO at iPost.<\/p>\n\n\n\n As someone who has been working in the marketing technology space for almost as long as I have, Cameron has been part of the email marketing software<\/a> selection process many times. Based on those experiences, below is Cameron\u2019s list of seven tips for ESP buyers, to help you be more confident and transparent during the buying process\u2014so you get what you really need.<\/p>\n\n\n\n Make a list of features you have to have, would like to have, and really don\u2019t need. Then stick to this list! Otherwise, you\u2019re like to spend money on extra features that don\u2019t contribute to your ROI, or that no one uses because they really weren\u2019t needed in the first place.<\/p>\n\n\n\n Being clear on your actual email marketing requirements<\/a> also helps you to stick to your guns when a salesperson starts showing you the bells and whistles that will take you down the shiny things path.<\/p>\n\n\n\n The sales team at iPost strives to meet with everyone involved. If the ESP you\u2019re talking to isn\u2019t making that same effort, then take the initiative and be the one to bring everyone to the table.<\/p>\n\n\n\n That includes the business sponsor, the tactical users, and the VP who will be signing off on the sale. Know how to put together your ESP selection team<\/a>. Even if three different departments will be using the ESP, get all three involved. \u201cWe want to talk to all<\/i> the tactical users during the discovery phase,\u201d says Cameron. \u201cIt\u2019s the only way we can understand their workflows and pain points.\u201d<\/p>\n\n\n\n The salesperson has to understand the use cases and to hear from everyone who touches the ESP platform in order to map the solution back to the pain points. What do the users like about the current ESP? Dislike? Want to change? This is essential information that must be shared with the ESP if you want to end up with an email marketing company that meets your needs.<\/p>\n\n\n\n Internally, accept that people prefer the devil they know to the devil they don\u2019t. Sure, they\u2019re struggling to accomplish much-needed tasks using the current ESP, but at least they know what they\u2019re dealing with.<\/p>\n\n\n\n When you start talking about switching ESPs, users are likely to get nervous and imagine a steep learning curve and lowered productivity until they master yet another interface. The internal sales job is to get the buy-in when selecting the new ESP<\/a>.<\/p>\n\n\n\n In this case, you must help them to see that the change will be for the better. Switching ESPs is all about what to expect and to deliver<\/a>. If your team is involved in the discovery phase, and they get to talk to the ESP sales team about their issues and pains, they just might believe you!<\/p>\n\n\n\n A canned demo is a cookie-cutter approach to showing off the software, not a way to demonstrate how the software can address your particular problems. Canned ESP demos are always a bad idea<\/a>. You should not settle for one. Ever.<\/p>\n\n\n\n Ask the salesperson to tackle at least three use cases for you. If more than one department is involved, have use cases for each department. Ask for small, specific use cases and tell the salesperson straight up, \u201cThis is really what I need to see.\u201d<\/p>\n\n\n\n Be very specific in your use cases. For example ask: \u201cHow do I build a four-part email series, but when the status of a user changes, automatically pull them from the drip campaign?\u201d<\/i><\/p>\n\n\n\n Yes, you will have to invest time to describe and see the use cases, but you will learn whether or not that ESP can address your particular needs, and your users will have more confidence in the change if they can see a demo relevant to their pain points.<\/p>\n\n\n\n \u201cWhy do ESPs insist on sending in experts to do product demonstrations?! We see this time and time again,\u201d says Cameron.<\/p>\n\n\n\n Think about it: The folks who will be using the platform are not experts in a particular ESP, and they probably won\u2019t ever be power users of any email platform. But who does the ESP send in to do the demo during the sales process? You would expect it to be the salesperson the buyers have been talking to all along, but no, they send in a sales engineer. Talk about a power user!<\/p>\n\n\n\n Imagine if you were buying a car and you\u2019re there at the dealership talking with the salesperson and you decide you want to test drive the car\u2014and the salesperson calls in a NASCAR driver to do the test drive for you. Would that make any sense at all? Of course not, but that\u2019s what happens during the ESP sales process all the time. If the salesperson can\u2019t do the demo, that should be a huge red flag for you!<\/p>\n\n\n\n<\/span>1. Be crystal clear on wants vs. needs<\/span><\/h2>\n\n\n\n
<\/span>2. Get everyone to the table<\/span><\/h2>\n\n\n\n
<\/span>3. Understand that people will resist change<\/span><\/h2>\n\n\n\n
<\/span>4. Insist on use cases<\/span><\/h2>\n\n\n\n
<\/span>5. Don\u2019t let a sales engineer do the demo!<\/span><\/h2>\n\n\n\n
<\/span>6. Drop the RFP<\/span><\/h2>\n\n\n\n