Mastering the Buying Cycle.

James Wildman

So, let’s jump right into it—what is the buying cycle? Essentially, it's the journey a client takes from their everyday operations, or what we call "Business As Usual," all the way through to the actual implementation of a decision. It’s, kind of like a roadmap for their buying behavior.

Amanda Whitmore

Mmm, I like the idea of a roadmap. It makes it feel - intentional? But what exactly happens along this journey?

James Wildman

Good question. The journey is divided into several phases. First, there's the "Aware of Need" stage. This is when a client starts to recognize that something isn’t working quite right, maybe their current supplier isn’t delivering, or they’re experiencing delays. Then, we move into "Define the Need."

Amanda Whitmore

Right, so, in "Define the Need," they’re probably, narrowing down the specifics of the issue they’re facing?

James Wildman

Exactly! It’s all about pinpointing what’s driving that need. Is it, for example, a change in regulations or maybe even, something like a natural disaster that's disrupted their supply chain? It's in this stage we, as service providers, can really step in to ask "lightbulb questions." Things like, "What’s the consequence if this issue isn’t solved?" or "What’s the value of a proper solution?"

Amanda Whitmore

Ah, those are big questions. They push the client to really assess the, gravity of the situation, which is what we want!

James Wildman

Exactly! When they define the need clearly, it leads us into the third phase—the "Decision" stage. Here, they’ve usually weighed their options, pored over testimonials, maybe even visited a few sites or reviewed case studies. And let me tell you, this is where the quote presentation becomes crucial.

Amanda Whitmore

Okay, so, at this point, they're almost at the finish line. Is that right?

James Wildman

Pretty much. The final phase is "Implementation," where the decision is made, and it's time to put the plan into action. This phase isn’t just about doing the job; it's about exceeding client expectations to leave a lasting positive impression for future opportunities.

Amanda Whitmore

Mmm, got it. So, the tactics shift depending on where the client is in the buying cycle, right? I imagine things like site visits and follow-ups—you know, like polite persistence—are more relevant early on?

James Wildman

That’s absolutely right. You have to meet the client where they are. For instance, if they recognize a need but aren’t sure how urgent it is, delivering a well-timed case study can, nudge them forward. But if they’re at the decision phase, presenting the quote face-to-face can make all the difference. It all comes down to timing and understanding their mindset.

Amanda Whitmore

It sounds, I mean, like such a delicate balancing act—balancing guidance with patience.

James Wildman

It is, and that’s what makes understanding the buying cycle so critical. Sales success depends on aligning with those stages, using the right tactics to help clients move seamlessly through their journey.

James Wildman

So -Amanda, now that we’ve walked through the buying cycle, the next piece of the puzzle is understanding the people involved—buyer profiles. This is where sales becomes both an art and a science. Each role brings its own challenges and motivations, so let’s begin with an example: Site Managers.

Amanda Whitmore

Okay, so, who are we talking about exactly? I mean, what would a Site Manager typically face in their day-to-day role?

James Wildman

Great question! Site Managers often juggle a lot. We're talking about things like project delays, ensuring safety standards, and making sure deliveries happen on time. You know, the nuts and bolts of keeping a project on track.

Amanda Whitmore

Ah, so they’re kind of, the captains of the ship, right?

James Wildman

That's right, And because of that responsibility, their primary driver is reliability. They need suppliers, like us who they can count on to mitigate delays, provide health and safety-compliant products, and, crucially, source things that fit the specific needs of the site.

Amanda Whitmore

Mmm, makes sense. So, if you’re not meeting those needs, you’re just, adding more stress to their already full plates.

James Wildman

Precisely. Here's a case to illustrate it. One of our clients, a Site Manager, was dealing with repeated project delays because their previous supplier… well, let’s just say they were unreliable. We provided tailored solutions—on-time deliveries, products ready to assemble—and it completely turned things around.

Amanda Whitmore

Wow, it sounds like, trust is the currency there. And they got it with, what, reliability and precision?

James Wildman

Absolutely. Now, shift that lens to a Contract Manager, and you’ve got a slightly different focus. Contract Managers care a lot about budget, timelines, and, most importantly, getting the job done right the first time.

Amanda Whitmore

So they’re, the spreadsheet-and-deadline types? As in, everything’s got to line up perfectly?

James Wildman

More or less, yes. They’re incentivized by efficiency—and compliance. If we can show them examples, case studies even, of how we’ve helped others finish on time and within budget, then we’re speaking their language.

Amanda Whitmore

Right. so it’s about evidence—showing, not just telling. that makes sense. What about Quantity Surveyors? They’re, numbers people too, aren’t they?

James Wildman

Oh, definitely. Quantity Surveyors are all about preparing accurate budgets and ensuring everything adds up. What they value is concise information—things like testimonials or data on cost-effectiveness. The more concrete and actionable, the better.

Amanda Whitmore

It sounds like, they want logic and clarity. No fluff, no distractions?

James Wildman

Exactly. Knowing these profiles—understanding their challenges and what motivates them—is what fosters collaboration. It’s like fitting puzzle pieces together; when it works, the whole team comes out stronger, like a well-oiled machine.

Amanda Whitmore

And it’s all rooted in, I suppose, empathy? Seeing the roles as part of a community, not just as isolated individuals?

James Wildman

Exactly. When you treat client teams as interconnected, each with its own dynamic, you can position yourself as the missing piece they didn’t know they needed.

James Wildman

So, Amanda, based on the detailed look we had into buyer profiles—Site Managers, Contract Managers, Quantity Surveyors—we now understand their unique challenges and motivations. The next step is translating that insight into actionable strategies, tailoring our approach to align sales with what drives their decisions.

Amanda Whitmore

Right. And you’ve mentioned how important it is to, think about timing, but what about priorities? How do you figure out what matters most to, say, a Buyer versus, I don’t know? a Logistics professional?

James Wildman

Ah, great point. Buyers, for example, tend to prioritize hitting build time parameters. They’re also driven by ensuring their purchases align with internal values, like sustainability or resource responsibility. With them, the conversation needs to highlight how we are a like-minded partner—not just selling products but genuinely understanding their goals.

Amanda Whitmore

Hmm. So it’s about more than just price, then?

James Wildman

Absolutely. It’s showing them that we’re invested in long-term solutions, not just short-term wins. Now, compare that to Logistics professionals—they're often focused on eliminating risks, things like reducing health and safety issues or ensuring timely deliveries. Here, having robust examples or testimonials that demonstrate our stability and reliability is crucial.

Amanda Whitmore

You know, it’s fascinating how these different needs weave together. It must make finding common ground both complicated and rewarding?

James Wildman

That’s a really good way to put it—complicated and rewarding. Now, when we pivot to Customer Clients, especially in the public sector, the priorities really shift. Sustainability and environmental impact, for instance, become front and center.

Amanda Whitmore

Mmm, that makes sense. Public money always comes with an extra layer of scrutiny, doesn’t it?

James Wildman

Exactly. And this is where we shine with our consultative approach. By showing that we not only meet but exceed environmental standards—offering eco-friendly solutions—we instill confidence in our ability to deliver responsibly on their behalf.

Amanda Whitmore

And I guess that consultative approach means we’re not just ticking boxes, but building trust, right?

James Wildman

Absolutely, Amanda. Trust is everything. One coaching technique I always emphasize is personalizing the engagement. I coached a team recently that was struggling to connect with a key client. Once they aligned their service offerings to better reflect the client’s sustainability goals—things like providing metrics on carbon impact reduction—the relationship completely transformed. The client saw us as partners, not just another supplier.

Amanda Whitmore

Wow, it’s amazing how small tweaks can make such a massive difference.

James Wildman

It really is. And when sales teams buy into this mindset—tailoring strategies to the client’s unique needs—it creates lasting partnerships. That’s the ultimate goal, right? Not just completing the sale, but fostering a relationship that grows.

Amanda Whitmore

James, this has been so insightful. I feel like I’ve got a whole new perspective on what sales, done right should look like.

James Wildman

I’m glad to hear that, Amanda. And hey, that’s the beauty of understanding the buying cycle and client priorities—when you get it right, both sides win.

Amanda Whitmore

Exactly. Well, I think that’s all we’ve got time for today. Thanks so much, James!—it’s been a pleasure.

James Wildman

The pleasure’s been all mine. And to our listeners, thanks for tuning in. Until next time, take care and stay curious.