We all know that there is no such thing as a purely rational buying decision. Whether in a business-to-business (B2B) or a business-to-consumer (B2C) context, there is always a strong psychological element in any purchasing behavior. Buyers are trying to do “right” by their organization’s technical needs, but also in fulfilling their own personal values and drivers. Will the buyer value fiscal prudence over the best (and most expensive) option? Will they choose the bleeding-edge-yet-unproven technology over the tried-and-tested safe alternative? The answer will depend as much on that individual’s values as the organization’s strategy.

In marketing and selling to scientists and others in R&D and manufacturing at life science companies as well as academic and governmental areas, we encounter different personalities and buying behaviors. Procurement, purchasing, logistics, operations, and bench scientists each have their own requirements and behavioral makeup. It helps, in chaperoning a sale to a close, to understand and cater to the different drivers of purchasing decision makers. These considerations, along with an appreciation of the customer’s location in the buying cycle, will increase your prospects for a sale.

Technical experts have specific needs

Technical professionals are found in most organizations—these are the employees who are experts in specific disciplines such as molecular biology, genetic sequencing, high-throughput drug screening, toxicology, and clinical development.

Their professional survival is dependent on keeping their skills current, and they thrive on being recognized as experts in their field.

In comparing the personality profile of technical professionals against non-expert employees, we find 6 specific needs that are strongly accentuated amongst technical populations, namely:

Autonomy: Technical professionals crave self-management and independence. They are motivated by the very nature of their work, and prefer a high level of discretion and control where work conditions, pace, and content are concerned. Their need for autonomy is often accompanied by a desire to shape work-related goals and determine the best approaches for achieving them.

Achievement: Technical professionals are natural problem solvers. They like challenge and are driven to accomplish goals that require considerable skill or effort. They also want their work to make a difference. Putting their skills and knowledge to the test in a way that contributes to their overall research objective stimulates their commitment and enthusiasm.

Keeping Current: Technical professionals want to be at the leading edge of their fields. Obsolescence is unacceptable to them (and is, in fact, a danger to their careers). They want to know the latest, have the inside scoop, and be the first to try new ideas or techniques. They demand continuous learning and crave variety and challenge in their work. If their skills are underused or tasks feel too routine, these talented employees can disengage.

Professional Identification: Technical professionals tend to identify with their fields of interest or their profession first and their organization second. As a result, conflicts can arise when their professional goals and affiliation needs don’t align with the objectives or priorities required by their manager or the larger organization.

Participation in Mission and Goals: Technical professionals can be reluctant to commit to mandated goals unless they understand how they and the organization will benefit from their efforts. They welcome involvement in setting goals and expectations to ensure that their knowledge and talents are maximized. Because they have high achievement needs, unexpected changes in direction or obstacles in reaching those goals can fluster or demotivate them.

Collegial Support and Sharing: Competitive spirit is strong among technical professionals, who are generally confident, ambitious people. Yet because they identify so closely with each other and share a desire for personal development, they value idea sharing and networking. They also welcome learning from experts outside their field of expertise. Not surprisingly, technical professionals prefer that their leaders establish supportive, collegial (not directive) relationships with them.

By looking at each of these in turn, we can see how an understanding of these needs of technical professionals can inform our sales and overall client-engagement effort.

It’s your move
By focusing on these 6 needs specific to technical professionals, you can generate ideas on how to position your product or solution in a way that is more compelling to this audience. Beyond a specific offering, you can also tap into these needs as a way of developing your brand and generating goodwill within your client base.

BlessingWhite’s study on the needs of technical professionals (and other research reports) can be downloaded fromhttp://www.blessingwhite.com/research

Fraser Marlow