It’s easy to assume that B2B buyers are driven by logic and data; after all, the very nature of large B2B buying groups means that decisions are made over long periods of time, with careful evaluation and input from finance, procurement, operations, and the executive team.
It is easy to assume B2B buying decisions are made rationally, with features, benefits and pricing all being carefully assessed and weighed against competing offers before a decision is made
However, research published by Gerard Zaltman from Harvard Business School has shown that 95 per cent of our purchase decision-making takes place in the subconscious mind.
While B2B buying decisions may be rationalised with numbers and facts, research consistently shows they are deeply emotional. B2B buyers are often influenced by experience, trust, ambition and even fear.
After all, in many organisations, it can be risky to express a strong preference for a particular vendor, especially as the fallout from a failed purchase can impact one’s political standing or even lead to a loss of employment. The anxiety over this scenario was neatly summed up by the saying, “Nobody ever got fired for buying IBM”.
Making the sale through story
Sales involves change, and change is hard. For millennia, humans have used stories to inform and inspire, incite fear or courage, and create the social hierarchies we live in today.
Leading Harvard Business School author John Kotter emphasizes the need for organisations to ask what stories define the company to its customers, employees, and shareholders. They then need to ask whether those stories are the ones we want to tell - and have others tell about them. If they aren’t the stories that the brand wants to be associated with, then new stories need to be created by action as a story’s success depends on its authenticity – if they are proved false the reputational damage can be severe.
Steve Denning, prolific author and senior contributor to Forbes.com, states that a key challenge lies in crafting a credible narrative about the future.
If a brand can whet the appetite for its vision of the future, then the story has a good chance of becoming a springboard to that future. Of key importance is that stories are not one-way monologues - effective storytelling is about connection. By sharing stories that resonate emotionally, B2B companies can create lasting connections with their customers. These stories build trust, foster loyalty, and encourage advocacy.
For example, case studies or testimonials that feature real customer success stories don’t just validate your product - they inspire others by showing what’s possible. They create a sense of shared experience, reinforcing your brand’s role as a reliable partner.
Adapting the story to the customer’s iourney
B2B storytelling isn’t one-size-fits-all; it needs to evolve as the customer moves through different stages of their buying journey. During the awareness stage, the story might focus on broader industry challenges, helping customers realise they’re not alone. As they move into the consideration phase, the story can become more specific, showing how your solutions directly address their pain points.
Thanks to advances in AI, we can now tailor stories at scale. AI-powered tools allow companies to analyse customer data and create personalised narratives that adapt based on individual buyer behaviour.
Sandler Rule number 18 states, "Don’t paint seagulls in the prospect’s painting." This quote from David Sandler, founder of Sandler Sales Training, highlights a critical principle: marketers and salespeople must leave room for customers to adapt the story to their own needs and not add superfluous details that detract from their own vision.
By not overloading your narrative with unnecessary details or over-prescribing the customer’s experience, you allow them to see themselves in the story.
AI can support B2B marketing teams deliver tailored content across multiple channel to keep your audience engaged with a cohesive, customer-first story.
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