While this movement is propelled by automation and analytics, it is severely compromised by the limitations of buyer profiling. Personalization is an extension of database marketing, whereby attempts are made to differentiate through personalized marketing. The advent of big data and analytics is driven by the need to gain insights into buyers and to drive the concept of personalization. However, there is the inherent danger of automating the bad and putting profiling on steroids.īuyer Profiling Is Limited In Ability To Support Personalization What is empowering profiling is the growing presence of data, automation, and analytics. Including many of the same attributes or factors sales was categorizing in the 1990’s related to buying criteria and “targeting” buyers. Attempting to categorize every profiling data field possible related to the individual buyer or buyers. That is, profiling buyers, particularly B2B buyers, in much likeness to when strategic selling burst onto the business scene. The irony is marketing has, in effect, been repeating the same cycle as sales did in the 1990’s. Marketing since has turned to buyer profiling to do so. Marketing now had a responsibility to know more about buyers and customers in a way that was beyond just advertising. And, began the era of marketing fulfilling the role of going beyond just brand advertising, but also building awareness and enabling buyers to research solutions. As time progressed in the early decade of 2000 to 2010, reliance on the sales representative for product and solutions information began to diminish.
When the Internet came along, we began to see a seismic shift in how buyers gathered information and made decisions.
The Internet Propels Buying Behavior Shifts Then the Internet came along and changed everything. Along with sales, they began to cut and dice segmentation efforts and perform profiling of buyers. The jobs of product marketers were to market to customers the product lines of the organization. (Many may remember profiling performed with Miller Heiman blue sheets.)Īt the same time, we also saw the prominence of product management and product marketing rise in 1980’s and 1990’s. With an emphasis on strategic selling and understanding the key strategic initiatives, risks factors, buying teams, buying processes, and buying criteria involved in selling. Predominantly, the majority of these efforts to understand the individual buyer were taking place to improve sales effectiveness. These combined perspective resulted in an emphasis on profiling the individual buyer.
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