Everyone focuses on the wrong person in the Buyer stage.
Organizations obsess over their own sales process — pipeline velocity, deal stage progression, forecast accuracy. But the actual Buyer stage has almost nothing to do with the seller. It has everything to do with the person inside the organization who looked at a problem, found a potential solution, and is now doing the hardest thing in busi...
Everyone focuses on the wrong person in the Buyer stage.
Organizations obsess over their own sales process — pipeline velocity, deal stage progression, forecast accuracy. But the actual Buyer stage has almost nothing to do with the seller. It has everything to do with the person inside the organization who looked at a problem, found a potential solution, and is now doing the hardest thing in business: building organizational conviction for change.
The Buyer stage is the fourth and final stage of the Path TO Value. The mantra is "I Am Buying." But "buying" is the wrong word for what's actually happening. A more honest description: "I Am Championing." The person at this stage has already been convinced — through their journey as Audience, Researcher, and Hand-Raiser — that this approach has value. Now they face a different challenge entirely: convincing their organization.
This is where the Who First framework's Friction Factors become especially visible. One-Way Friction peaks — the organizational commitment feels irreversible, with budget, resources, and executive sponsorship on the line. Reputation Friction is at its highest — the internal champion is staking their professional credibility on this recommendation. Do Not Pass Go Friction emerges through procurement processes, legal reviews, and stakeholder alignment that must happen before any agreement is signed. And Pricing Friction multiplies everything — making every other friction factor feel larger.
What does this person actually need? Not external sales pressure. They're already convinced. What they need are tools for internal advocacy: presentation materials that help them make the case, business case frameworks tailored to their context, stakeholder education resources that address the specific concerns of the people they need to convince, and realistic implementation planning that demonstrates organizational readiness.
The experience differs by organizational level. Individual contributors need to convince their manager and build team support. Managers need leadership approval and budget allocation, building coalitions with peer managers. Executives need board conviction and enterprise-level commitment. Each level faces its own version of the same challenge: translating personal conviction into organizational action.
The red flags at this stage are predictable and devastating: external sales pressure when the champion needs coalition-building time, generic business cases when they need context-specific support, implementation pressure before organizational readiness exists, and stakeholder bypass that undermines the consensus the champion is carefully building.
The green flags look different than most expect: advocacy support tools, realistic implementation planning, materials that help stakeholders understand what they're evaluating, and honest readiness assessment. The canonical insight: the most successful Buyer support feels like strategic consulting rather than vendor management.
Chris Carolan and Joshua Oakes explore what happens when you stop trying to "close a deal" and start equipping the internal champion to succeed. How the Friction Factors describe the forces every buyer navigates. Why this stage is the hinge point between the Path TO Value and the Path OF Value — and why how you handle it determines the trajectory of every relationship that follows.
