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3 SUMMARY Knowing the pain points of potential buyers in order to cater to their needs is crucial especially in the account-based sales model. mpath Discovery has used their powerful web-scraping technology to analyze 623 million online interactions, determining the most prevalent interests, opinions, and attitudes. Their algorithms then recognize trends and patterns and make sophisticated forecasts. We have included those results here subdivided by title level and title function. Title level is the authority or span of control of a role, and title function is the area that a role is assigned to. By dividing the data by these two traits, we re able to create a buyer persona matrix a matrix that focuses on the top priorities of individuals by title level and title function. This report will first look at all title levels within each title function followed by all title functions within each title level. Below is a full report of the findings: 3

4 RESULTS TITLE FUNCTION Title function refers primarily to what area of the business a position belongs to, whether it be finance, sales, marketing, or some other function. Looking at these verticals provides insight into how different departments are different and what they share in common. In order to get an idea of how title level affects the interests, opinions, and attitudes of leaders, regardless of vertical, their results were aggregated. For the C-level, rather than include an aggregate result, the main interest for CEOs was included. CEO Improve Marketshare Increase Shareholder Value While CFOs were most concerned with quality assurance, the rest of the leaders within finance agreed that aligning their financial practices with regulatory factors was a more pressing concern. CFO Quality Assurance Align with Regulatory Factors Align with Regulatory Factors Align with Regulatory Factors 4

5 Tech The top concerns within the technology vertical varied for every title level. While C-level tech leaders and tech s were both interested in staying within budget, s tended to care more about making sure IT was aligned with business needs. Ops/Enablement CTO/CIO Manager Funding and Budgets IT-Business Alignment Improving Personnel Retention Optimizing Project Planning/Deliverables s and s within sales operations showed interest in optimizing their sales process while s were more interested in one of the results of that optimization shortening their sales cycle. Inside C-level Manager Knowledge Management Shorten Cycle Optimize Process Optimize Process Improving Ops Approach/Planning Top-level inside sales leadership showed interest in increasing deal sizes, both at the time of sale and by expanding existing accounts, while a more pressing concern for directors was personnel retention. CRO Expand Existing Accounts Improve Personnel Retention 5

6 While inside sales s were more interested in expanding existing accounts, sales s indicated that increasing deal sizes was their most important issue. CSO Improve Personnel Retention Client Services In client services, s and directors were very interested in knowledge management and ensuring that data was handled well while CCOs were more interested in cutting costs. CCO Knowledge Management Knowledge Management The top marketing leaders were aligned in seeing customer intelligence as an important concern. directors expressed more interest in prioritizing data. CMO Customer Intelligence Customer Intelligence Customer Intelligence Prioritizing Data 6

7 Business Development Business development leaders saw increasing deal sizes as a top priority. Business development s were especially interested in shortening their sales cycles. C-Level Shorten Cycle 7

8 TITLE LEVEL Title level refers to the authority or level of influence held by a potential buyer. An is more likely to sign a contract than a manager or support staff member, and a C-level executive may value certain priorities above others. This section will look at each area of the business within each title level. C-level Interests varied widely from vertical to vertical. Most functions saw a different issue as their most important concern. However, sales, inside sales, and business development leaders agreed that winning bigger deals was the most important priority for them. (CEO) (CFO) Tech (CTO/CIO) Ops Inside (CRO) (CSO) Client Services (CCO) (CMO) Improve Marketshare Quality Assurance Funding and Budgets Knowledge Management Customer Intelligence At the level, we also see that the different verticals have different emphases to take into account. Again, we see that sales and inside sales s agreed on the need to increase deal sizes. Tech Ops Inside Increase Shareholder Value Align with Regulatory Factors IT-Business Alignment Shorten Cycle Customer Intelligence Shorten Cycle 8

9 The level, just like the level, showed a big difference of opinion between different areas of the business. Tech leaders focused on lowering costs, but marketing s saw customer intelligence as being most important, just like CMOs and marketing s. Tech Ops Inside Client Services Align with Regulatory Factors Optimize Process Expand Existing Accounts Knowledge Management Customer Intelligence Like s, directors also tended to worry about lowering costs. Those in sales and inside sales were most concerned with improving employee retention. Tech Ops Inside Client Services Align with Regulatory Factors Improving Personnel Retention Optimize Process Improve Personnel Retention Improve Personnel Retention Knowledge Management Prioritizing Data 9

10 Manager While managers in almost all verticals saw team optimization as their most important concern, those in technology and sales ops saw improvement in their planning as important. Support Staff Tech Ops Inside Client Services Optimizing Project Planning/Deliverables Improve Ops Approach/Planning Across the board, support staff had the most in common. They saw their job as most concerned with following marching orders to carry out the vision of the company by echoing the mission statement. Tech Ops Inside Client Services 10

11 Reps reps, whether traditional sales, inside sales, or business development, were also well aligned and saw increasing revenue per sale as their most important concern. This makes sense because it aligns with their commission-based compensation plan that encourages them to focus on bringing in more money through sales. Tech Ops Inside Client Services CONCLUSION A buyer persona matrix is an important part of understanding a target buyer s priorities. Trying to determine priorities subjectively can lead to incorrect understandings of target buyers and can therefore cause problems in the buying cycle. Using a data-driven approach to building a buyer matrix leads to more robust buyer personas and buyers being approached in a more personalized and relevant way both fundamental keys to successful sales. 11

12 APPENDIX FULL BUYER PERSONA MATRIX WITH TOP INTERESTS, OPINIONS, AND ATTITUDES Tech Ops Inside Client Services Business Dev. C Suite Market share Quality Funding Knowledge Management Customer Intelligence Share holders Regulatory Factors Business alignment Faster N/A Customer Intelligence Faster Regulatory Factors Optimize Process Expand Accounts Knowledge Management Customer Intelligence Regulatory Factors Personnel Retention Optimize Process Personnel Retention Personnel Retention Knowledge Management Data Priority Manager Planning Planning Staff Mission Statement Mission Statement Mission Statement Mission Statement Mission Statement Mission Statement Mission Statement Mission Statement Mission Statement 12