Path TO Value • Stage 4 of 8
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The Buyer Stage

"I Am Buying"

Enabling Confident Decisions

What's Really Happening

The Buyer stage represents a critical transformation where people evolve from interested evaluators into internal champions building conviction for organizational change. They're thinking, "This is the transformation our organization needs—now how do I build a compelling case and get the support required?"

People must navigate stakeholder concerns, address implementation questions, and build compelling arguments that resonate with different organizational perspectives and priorities.

Key Insight
Buyers need tools and support for internal advocacy, not external sales pressure—they're already convinced but must now convince their organization.

Quick Recognition: What You'll Notice

What They Think

"This could really transform how we operate, and I need to build a compelling case"

"How do I get organizational buy-in and support for this transformation?"

What They Feel

Deep conviction about approach value balanced with responsibility for organizational decision-making

Determination to succeed as internal advocate while maintaining credibility

What They Do

Develop detailed business cases and stakeholder presentation materials

Engage key stakeholders in evaluation discussions and consensus-building

Experience by Organizational Level

Individual Contributors

Focus on building team support and securing management buy-in. Develop presentations for management meetings and gather peer support from team members.

"I need to convince my manager and get organizational support"

Managers

Focus on securing leadership approval and resource allocation. Build business cases for leadership review and coalitions with peer managers.

"I need leadership support and budget approval to implement"

Executives

Focus on building board conviction and preparing for enterprise-wide transformation. Develop strategic presentations for board meetings.

"I need board support and organizational commitment"

Natural Progression Patterns

People typically enter the Buyer stage when expert guidance creates conviction about approach value combined with understanding of organizational requirements. They move from assessing potential to championing implementation.

Natural movement toward the Value Creator stage occurs when organizational commitment is secured and implementation begins. They think, "We've got organizational support and resources—now we need to execute successfully and prove value."

Progression Trigger
The shift from "I need to build organizational support" to "We've got commitment and resources—now we need to execute successfully and prove value creation."

What Works and What Doesn't

🚩 Red Flags (Creates Friction)

  • External Sales Pressure: Pushing for commitment when they need coalition building time
  • Generic Business Cases: Providing templated ROI calculations instead of context-specific support
  • Implementation Pressure: Rushing toward project kickoff before organizational readiness
  • Stakeholder Bypass: Trying to accelerate by avoiding necessary consensus building

✅ Green Flags (Enables Flow)

  • Advocacy Support Tools: Presentation materials, business case frameworks, stakeholder resources
  • Implementation Planning: Working together on realistic timelines and requirements
  • Stakeholder Education: Materials and access helping key stakeholders understand the approach
  • Readiness Assessment: Helping evaluate organizational capacity for success

The Value Path Approach

  • Create Conditions for Advocacy Success: Provide comprehensive advocacy support tools including presentation templates, business case frameworks, and stakeholder engagement resources.
  • Enable Organizational Consensus Building: Support natural consensus building processes rather than pressuring for accelerated decision-making.
  • Provide Expert Access: Enable stakeholder questions and concerns during internal evaluation processes to build confidence.
  • Recognize Authentic Commitment Signals: Watch for resource allocation discussions, implementation timeline development, and stakeholder engagement expansion.

Success Indicators

For the Individual

  • Demonstrating increasing conviction and confidence in advocacy efforts
  • Developing comprehensive business cases and engaging stakeholders successfully
  • Feeling empowered with credible information and realistic timelines
  • Discussing implementation planning and organizational preparation

For the Organization

  • Stakeholder engagement showing expanding involvement
  • Implementation planning activities emerging naturally
  • Budget allocation and project planning discussions happening
  • Natural commitment signals through internal consensus building
Pro Tip
The most successful Buyer support feels like strategic consulting rather than vendor relationship management—focus on enabling their internal success rather than accelerating your external timeline.
4

Supporting Internal Champions

Supporting the Buyer stage effectively requires advocacy enablement, stakeholder education support, and patience with organizational consensus building processes. When organizations provide tools and resources that help internal champions succeed, they create the organizational foundation needed for successful transformation.

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