How a Data Center Infrastructure Business Can Improve End-User Communications

Joshua Feinberg discusses strategies for improving end-user communication in a data center infrastructure business.

He emphasizes understanding the company's core business, identifying commonalities among clients, and segmenting them by geography, company size, and industry.

He advises using actual research rather than internal opinions to create accurate Buyer Personas.

Feinberg highlights the shift in the Buyer's Journey, noting that 83% of it now occurs before vendor contact. This necessitates a shift toward being seen as trusted advisors and subject matter experts.

He stresses the importance of CEO involvement and a mindset change to adapt to these new buyer preferences.

This video is excerpted from the podcast Ep. #73 Joshua Feinberg, CEO of DCSMI | Data Center Go-to-Market Podcast.

Action Items

Conduct thorough research to define the company's ideal client profile and buyer personas.
Identify the main stakeholders and decision-makers to target for improved end-user communications.
Reposition the client-facing team to be seen as trusted advisors and subject matter experts rather than traditional salespeople.
Secure buy-in and support from the company's leadership for the initiative to improve end-user communications.

Outline

Understanding the Company's Business and Ideal Client Profile

Joshua Feinberg emphasizes the importance of understanding what business the company is truly in, beyond just being in the data center infrastructure business.
He suggests looking at case studies on the website to identify common threads among clients, such as geographic locations, company sizes, and industry verticals.
The discussion includes the significance of knowing the ideal client profile and segmenting by Buyer Persona, a semi-fictional representation of an ideal client.
Joshua highlights the need for actual research and not relying solely on internal stakeholders' opinions to build Buyer Personas.

Research and Data Collection for Buyer Personas

Joshua advises limiting internal interviews to about 20-25% of the input for Buyer Personas and focusing on interviews with actual prospects and clients.
He suggests conducting face-to-face, video, or phone interviews if necessary and gathering information using LinkedIn profiles and search engine results.
Through comprehensive research, the goal is to understand the proposed buyer persona's biggest goals, challenges, and priorities.
Joshua mentions the importance of prioritizing primary and secondary Buyer Personas and identifying any negative Buyer Personas that should be avoided.

The Evolution of the Buyer's Journey

Joshua discusses the significant change in the Buyer's Journey over the past decade. 83% of the journey is now completed before any vendor or sales contact.
He explains that prospects and clients now rely heavily on online research, social media, webinars, podcasts, and review websites for information.
The traditional sales approach is becoming less effective, and companies need to adapt by positioning their client-facing team as trusted advisors, consultants, and subject matter experts.
Joshua emphasizes the need for a mindset change, especially for smaller and mid-sized companies, to reposition their teams as go-to experts in the data center infrastructure business.

The Role of Data and Analytics in Sales

Joshua uses the example of Moneyball to draw a parallel between the shift in sales strategies and the impact of analytics in professional sports.
He stresses the importance of using data and numbers to drive decision-making in the digital infrastructure space.
Joshua encourages companies to adopt new strategies that align with modern buyer preferences, rather than relying on outdated methods.
He highlights the need for CEOs and top management to support this initiative and ensure that the entire client-facing team embraces the new approach.

Repositioning the Client-Facing Team

Joshua advises companies to reposition their account executives, sales development reps, account managers, and marketers as trusted advisors and subject matter experts.
He suggests finding better synonyms for job titles and LinkedIn profiles to reflect the new role of the client-facing team.
He encourages companies to prioritize this initiative, starting from the top with CEO support and involvement.

Resources

Watch the full podcast Ep. #73 Joshua Feinberg, CEO of DCSMI | Data Center Go-to-Market Podcast

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