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Buying-decision research
Which accounts make sense and why. Who takes part in the decision, not just who signs. What weighs, what breeds distrust, and what stops a purchase that looked closed.
See the full serviceBuying decisions and commercial performance · Colombia
Embreea studies how your buyers really decide, and what the team selling to them is doing on the inside. We come from psychology, and that is the whole difference: we start with the person, not the channel.
The context
In industrial webinars and business roundtables we have listened to the questions decision-makers ask. They almost never ask about the specification. They ask what happens if it fails, who answers for it, and how they will justify it afterwards to their boss.
The proposal is put together by someone thinking about the product. But the person who signs answers to a committee and is calculating what it costs them to be wrong.
And sometimes the gap is not outside. It is in how the company organises its own commercial work, and in what it is rewarding without realising.
You argue with specifications; people decide on risk. A plant manager rarely wants the best equipment. They want the one that will not put them on the spot if something fails on a Sunday at 3 a.m.
There is no single buyer, there is a committee. Technical, procurement and management value different things. One single message never quite convinces any of the three.
The differentiator exists but does not travel. If your contact cannot repeat it in one sentence when defending it to their boss, in practice it is not on the table.
Marketing and sales speak different languages. Leads arrive that the sales team does not know how to work, and the argument dilutes along the way.
The team does what the company rewards. If the commission arrives just the same by serving long-standing accounts, prospecting is extra work with no reward. No prospecting course changes that, because the problem is not knowledge.
Our method
First we understand what is happening, then what explains it, then what we put in motion, and finally whether it actually changed.
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How the buyer decides (who takes part, what weighs, what stalls it) and what the selling team is doing.
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What explains the gap between what should be happening and what happens, and what would need to change first.
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The concrete changes: criteria, routines, indicators and, when needed, messaging and channels.
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Whether behaviour changed, whether the process improved, and whether the result moved. In that order.
The starting point is taken before anything changes. If it is not taken at the beginning it cannot be reconstructed later, and without it nobody can prove anything improved.
Services
The first three are research and design. The fourth, activation, comes in when the project needs it, never before.
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Which accounts make sense and why. Who takes part in the decision, not just who signs. What weighs, what breeds distrust, and what stops a purchase that looked closed.
See the full service02
We do not review the process that is written down. We observe the one that happens. The gap between the two almost always has an explanation, and it is almost never lack of will.
See the full service03
The diagnostic translated into concrete changes: indicators, criteria for deciding where effort is invested, routines and feedback.
See the full serviceActivation
When the project needs it, we take the findings to market: messaging, content and channels. Always starting from a finding. Never from a publishing calendar.
What you get
Not every project leaves all four. Scope is defined before we start, not along the way.
Who takes part, what matters to each of them, and where it gets stuck.
What should be happening in the sales process versus what happens today.
The starting point measured, before anything changes. It cannot be reconstructed afterwards.
What to change, in what order, with one indicator per change.
Sectors
Long cycles, high tickets and committees where nobody decides alone. The technical vocabulary changes; the decision pattern does not.
Industrial
Agribusiness
The fear is not that the equipment fails. It is that it fails at the worst moment.
Resources
Content built for sales and marketing teams in industry: what to read, what to review, and how to know where your sales process stands today.
Blog
Short notes on decision psychology, buying committees and technical selling.
Go to the blog2 min
Answer five short questions and we will tell you at which stage your sale is going cold.
StartFirst conversation
We talk through your sales process to see whether the method fits your case and what the first step would be.