Let’s talk about the fourth step common to any customer experience: it’s all about the purchase. In earlier steps, we discovered the triggering need.  We outlined what it takes to earn consideration as prospects identify good options. And we’ve learned the importance of virtual reality when prospects try out options and you must demonstrate how you solve the problem.

photo by Ed Schipul

Step 4 is a gate that must be passed through for customers who want to move on to using your product or service to solve their problem.  To your customers, buying, at its core, is committing.

The BUY step from your customer’s point of view:

To formalize a mutual commitment with the seller; to offer something of value in exchange for a promised solution.

This step begins when your customer makes the commitment to your solution. It ends when your customer believes he can begin to use your produce or service to solve his needs.

Simple enough for customers. But I’ve seen leaders in many a company argue about where this step ends. That’s because in the real world, this step ends when the customer thinks it ends. Do you know the instant when your customer believes the purchase is over and the solving begins?

Let’s say your customer is buying an enterprise supply chain software (a challenging solution on the best of days).  If the customer views installation as the process of co-creating the how teams in three locations will plan and manage inventory, then he may think the BUY step is done when he puts a pen to your contract. If he can’t imagine solving anything at all until your last installation person leaves, then the BUY ends only when your six-month software implementation is complete.

Sure, a B2B enterprise software company must manage step 4 differently than, say, the cola company whose label is on the soda that just fell out of a vending machine. Yet in both cases the customer commits with time, money, and perhaps even personal reputation. To your customer, this is her commitment in exchange for your commitment. Here, commitment takes two.

From your organization’s point of view:  PROTECT customers with convenience and control.

Your goal is to make them love their decision, to make them feel smart and affirmed. Oh yes, and take the reward payoff of their purchase. You define step 4 this way:

To affirm the buyer’s choice; to deliver convenience, control, and a sound solution in exchange for something of value.

Your company is vulnerable here as well. Will you win the largest order size? Will you learn what you need to know to prove your promise at the next step (and not waste your customer’s time asking for information or actions they’ve already given you)?  You commit with your promise, protect them with convenience, and control as they buy, and affirm the great decision they made to choose you.

You are out to transform your willing prospects into satisfied customers. You don’t want captive customers, who emerge from the buying process committed but disenchanted by something in the proverbial fine print.

Satisfied customers buy more per purchase. Captive customers buy just what they feel they must to solve their problems. Satisfied customers bond to you in exchange for convenience and control. Captive customers will use your solution because they don’t want to waste their money, but leave as fast as they can.

Clear choice, yes?

Related resources:

If you missed the first three installments, catch up by reading:

Step 1: The Triggering Need
Step 2: Earning Consideration
Step 3: Demonstrating Your Solution

Looking for more about how to map all the steps of your target customer experience, why affirming customer’s choice is essential, or how it can help you drive better financial performance? Pick up a copy of Domino. The book offers peer examples, how-to exercises, and the business metrics you can use to know you’re on track.