Key to Your Buyer Adoption Problem

January 14th, 2014 by Matthew Rosenhaft Leave a reply »

The key to buyer adoption is to understand the context of the target buyers’ needs as “what tangible business problems the product will be able to assist them in solving?” For uneducated and unaware buyers, how do they know they need your product? If they only “know” their pain and are struggling to figure out the underlying problem causing that pain, how do they make the leap to your solution? Especially if it is an unique, disruptively differently innovation pre-market? Word-of-mouth? Sales relationships one-by-one? Carpet-bombing email campaigns? PR? Search?

The premise is that you will find them, they will become aware of your company, they will connect the dots to their issues, and get everyone involved in the decision on board to buy. Compound that with getting industry standard language, cohesion amongst emerging “lesser” competitors, critical mass of satisfied customers and you realize building a market for your disruptively innovation is long, costly, risky, and difficult.

The real challenge for your buyers is that buying your technology is not necessarily the same as solving their operational  problem. If you try to address mapping the solution to their pain after the sale and during your technology implementation, you are too late to assist many of the “no-decisions” opportunities (potential buyers) in making the critical decisions they need to move forward, too late in helping them get comfortable as to how much work is required on their end, and too late to help them contextualize the opportunity costs of the competitors, partially fixing, or worse, doing nothing (no-decision).

The key to reaching unaware and uneducated buyers is deceptively simple. Engage with them about their issues and then implify the problem solving decision process for the buyer. The technology is complex, the change in behavior to adopt is even more complex, but the decision process should be simple, intuitive, anticipate their risks, their stakeholder issues, and help them reach decision as to how to solve the bigger operational decisions they need to make to adopt your disruptive technology. If you try to “educate” buyers into adapting their thinking from their problems to learning your technology; you will lose a large number along the way who cannot understand, get comfortable, or get consensus within their organization.

The process of translating your disruptive innovative into predictive operational problems is difficult without our unique  methodology to identify what underlying business problem the buyers are discussing peer-to-peer, leverage that insight to model their decision process, identify where they go for decision support online, and build a targeted content and engagement strategy to drive inbound lead generation. The rule of thumb is the more complex the buyer organization, the more disruptive the technology, or the more complex the market development; the bigger the adoption problem’s drag on the business growth. If you think that you have an adoption problem and if you could get in front of more of the right buyers; you probably need to have an in depth conversation with us about where you are and to what extent adoption is holding back your business.

Generally, we see a huge investment difference between traditional in-market development (18-36 months and $3-5 million) and buyer adoption pre-market targeting(pre-market 3-6 months and $25-50K for an initial pilot and $100k/target/year ongoing). Building a market is tough, finding the right target buyers who have your problem is much easier.

The Adoption Conversation You Want to Have About Whether Your Disruptive Technology Company is Ready to Solve This Problem

  • How do you know you really have an adoption problem versus other potential issues? What pain is really due to adoption?
  • Are you at the scalability inflection point? Are you ready to fix buyer adoption and can you manage the growth?
  • How much can you fix with what you already have versus you need outside assistance?
Matthew Rosenhaft

Matthew is a Social Marketing Executive and is co-founder of Social Gastronomy, LLC and the Social Executive Council. Prior to founding Social Gastronomy, Matthew has over 18 years’ experience as an executive in marketing, product management, and sales. Matthew has an extensive background in the SaaS Software, Social Media, Mobile, IT Services, and Telecom industries. He has prior entrepreneurial experience as a founder and executive in several early-stage venture-backed technology companies, as well as, holds several US patents for a mobile marketing technology. Matthew is a prominent blogger and regular industry speaker on social marketing and strategy topics. Matthew’s blog can be found at For more information on Matthew, you can check out his LinkedIn profile at or contact him directly at