Passing the Baton Without Missing a Step- Sales Enablement, Part 3

 

This is the third of three posts that are discussing the role that marketing plays in helping the sales team sell - what is usually called sales enablement. In the first post, I discussed what sales enablement is and why it is an important issue for most B2B companies. The second post discussed one of marketing's primary sales enablement responsibilities - providing the content resources that will help sales reps advance sales opportunities.

In this post, I'll explain why effective sales enablement also requires marketers to provide information that will enable sales reps to continue prospect relationships without a loss of momentum. In essence, marketing and sales need to work together like the runners in a relay race. Here's what I mean.

As I wrote in my last post, business buyers don't distinguish between marketing and sales activities. From the buyer's perspective, there is one problem-solving process that may result in a purchase. We now know that most buyers are performing research on their own before they are willing to meet with a salesperson. So by the time a potential buyer meets with your sales rep, the buyer will probably have visited your website and accessed several of the content resources you offer.

These self-educated buyers have little patience for "starting over" with a salesperson. They expect their sales rep to come into the initial meeting with a basic working knowledge of their business and industry. Just as important, today's buyers also expect their sales rep to know what has already transpired in the relationship. They want the sales rep to step in and provide new insights that build on what has already occurred and help advance the decision-making process.

To make the transition from marketing to sales without losing forward momentum, marketers must do more than simply provide contact information when they pass a lead to sales. An effective lead hand-off should include significantly more information, such as the buyer persona assigned to the lead, a description of the content plan for the relevant buyer persona, and a list of the content resources developed for that buyer persona.

An effective lead hand-off will also be accompanied by an activity history detailing the prior contacts between the lead and the selling company. The activity history should include the following kinds of information:

• Outbound marketing offers sent to the lead
• Outbound marketing offers the lead has responded to
• Website pages viewed by the lead
• Content resources accessed by the lead
• Summaries of any person-to-person communications between the lead and representatives of the selling company
• The prospect's lead score

Delivering this information isn't as overwhelming as it might first appear. Marketing should have developed a content plan and content resources for each buyer persona for each stage of the buying process. So, this information should already be available. Your marketing automation software should be able to capture most of the lead's activity history and transfer that information to your CRM system when the lead is passed from marketing to sales.

Don't misunderstand me. This type of lead hand-off does require additional work, but it will also provide significant benefits to the sales team and the company.

• It reduces the amount of time that sales reps must spend on lead research.
• It eliminates the need for sales reps to guess about what content resources to use.
• It reduces the need for sales reps to create or customize content.
• It improves the ability of sales reps to continue prospect relationships without losing momentum.
• It helps improve sales pipeline velocity.

The changing dynamics of B2B demand generation require a coordinated effort by marketing and sales. That's why sales enablement remains one of marketing's most important responsibilities.

Read Part 1 of the sales enablement series here.

Read Part 2 of the sales enablement series here.

Identifying the Questions Your Prospects Need to Answer

At the most basic level, successful B2B marketing and sales depend largely on having solid answers to four questions:

• Why do companies and businesspeople buy products or services like those we provide?
• How do our products or services create value for our customers?
• What differentiates our products or services from those offered by our competitors?
• How do our prospects make buying decisions?

Of these four issues, many B2B marketers and salespeople have the least understanding of how prospects actually make buying decisions. In the 2013 Sales Perforance Optimization survey by CSO Insights, only 9.6% of respondents said that their ability to understand their customer's buying process exceeded espectations.

Over the years, marketing and sales professionals have developed several models to describe the B2B buying process. Some still use the Awareness-Consideration-Evaluation-Purchase model that's been around for decades. The SiriusDecisions model depicted below is another widely-used representation of the B2B buying process.

Models can help us understand the buying process, but all buying process models have two important limitations. First, they inevitably make the decision-making process more linear and less complicated that it actually is. And second, buying process models don't contain all of the information you need to design effective demand generation programs or develop relevant and compelling marketing content.

Because of these limitations, I use a different approach when I work with clients on demand generation/content marketing programs. What we do is identify the questions that prospects will need to answer to feel comfortable making a buying decision. These questions are developed for each relevant buyer persona, and they are also formulated with a specific product or service in mind. These critical questions are part of what Ardath Albee called a "buyer synopis" in her great book, eMarketing Strategies for the Complex Sale.

To illustrate how this works, the table below shows some of the types of questions that would likely be included in any buying process for a complex product or service. For this example, I've collapsed the six-step SiriusDecisions buying process model into three broad buying process phases - Discovery, Consideration, and Decision. The questions in this table are general, and when you develop buying process questions, you'll want to include several that relate specifically to your product or service.



Developing an extensive list of buying stage questions helps you understand how your prospects think whey they're evaluating a prospective purchase. Just as important, it helps you design effective demand generation programs by enabling you to pinpoint the issues your marketing content resources need to address to move prospects through the buying process.

Three Questions Your Content Marketing Plan Must Answer

It's now abundantly clear that content marketing is a core marketing tactic for many companies. Research by the Content Marketing Institute suggests that nine out of ten B2B companies are using content marketing in some form.

Developing a content marketing program is a significant undertaking for any company. Not only does it require the creation of new content resources and the implementation of new marketing tactics, it also involves a fundamental shift in the philosophical approach to marketing.

When I'm talking with clients about implementing a content marketing program, one question that always comes up early in the conversation is: "How do I get started?" I always answer this question by saying that the first step is to develop a content marketing strategy and plan for the business. That answer usually leads to a second question:  "What should be included in a content strategy/plan?"

A complete content marketing plan will address numerous issues and contain significant detail, but at the most basic level, a content plan must answer three fundamental questions:

• What issues or topics will the content resources address, and how will the resources be made relevant for potential buyers?
• What digital and/or physical formats will be used for marketing content resources?
• When and how will content resources be published, distributed, or otherwise brought to the market, and how will they be promoted?

Like the proverbial three-legged stool, the answers to these three questions define the core elements of your content marketing strategy and plan. What makes these three questions particularly critical is that they apply both to the overall content marketing plan and to individual content resources. In other words, every time you contemplate the creation of a new content resource, you need to determine what issues it will address and how it will be tailored for a specific target audience, what format will be used for the resource, and how the resource will be published, distributed, and promoted.

Of these three questions, the first is by far the most important. One of the biggest content marketing mistakes that I see companies make is allowing format, rather than message, to drive the content development process. Marketers sometimes say, "We need a white paper [or an eBook or a Webinar]," rather than, "We need a content resource that communicates message X to audience Y." If you want to create an effective content marketing program, think messaging first, and then format and distribution.

I've published several posts here that discuss how to make content messaging more effective. In case you missed those posts, here are the links:

• Content Marketing Basics for 2013 - Compelling Value Propositions
• Content Marketing Basics for 2013 - Buyer Personas
• Content Marketing Basics for 2013 - The Content Audit
• Why Provocative Content Works Best for Acquiring Leads
• What It Takes to Make Marketing Content More Compelling

Content Marketing Basics for 2013 - The Content Audit

Starting a content marketing program from scratch can feel like an overwhelming task. Content marketing differs from traditional marketing in several fundamental ways, and it will require you to develop and field a very different portfolio of marketing assets.

In this series of posts, I'm describing three preliminary steps that will make the content development process more manageable. The first step is to identify your core customer value propositions because they define the central messages that your content resources need to communicate. The second step is to develop buyer personas because they provide the information you need to make your content resources relevant to your potential buyers.

The third preliminary step is to audit your existing inventory of content resources. A thorough content audit serves two important functions. First, it enables you to create a complete and accurate record of your existing content resources. In my experience, most marketers don't have a complete picture of what content resources they already have. Second, a content audit can be used to identify where gaps exist in your content portfolio, which helps you determine where to focus your content development efforts.

There are three basic steps involved in performing a comprehensive content audit. The first is to document basic information about each of your content assets. The second step is to associate or "map" each content resource to one or more of your identified buyer personas. In the final step, you map each content resource to one or more buying process stages on a per buyer persona basis.

To collect and organize this information, I use three spreadsheets, and I've provided example versions below.

Basic Resource Information

The spreadsheet below shows the basic information that I collect about each content asset. Most of the information required for this spreadsheet is self-explanatory, but I've included an "Instructions" row in the example.

 

Buyer Persona Map

The spreadsheet below is the tool I use to associate specific content resources with buyer personas. When mapping resources to buyer personas, the basic question you ask is whether a resource contains content that will appeal to a given buyer persona. Does the resource focus on the specific problems and challenges facing the buyer persona? Is the resource targeted for the persona's job function and industry.

 



You should be able to associate most content resources with at least one buyer persona, but there may be some resources that are so generic that it's just not reasonable to link them to any buyer persona. If you complete your buyer persona map and have any buyer personas with no (or very few) assigned resources, you obviously have a significant gap in your content portfolio.

Buying Stage Map

The final step in the content audit process is to associate your content resources with specific stages of the buying process. When mapping content resources to buying stages, the basic test is whether the resource contains answers for the major questions that a potential buyer will have at that stage of the buying process. The spreadsheet below is the tool I use to perform this step.

In this step, I find it easier to create a separate spreadsheet for each buyer persona. For illustration purposes, I've used a buying process that contains three stages - Discovery, Consideration, and Decision. To create a buying stage map, first select a buyer persona, then go to your buyer persona map and identify all of the content resources that you have assigned to that persona. List these resources in your buying stage map and link each resource to one or more buying stages. Repeat this process until you have a buying stage map for each of your buyer personas. If you don't have content resources for each buying stage for each buyer persona, then you've identified gaps in your content portfolio.

A content audit won't eliminate the work required to develop the content you need, but it will help you prioritize your content development projects.

Read Part 1 of the content marketing series here.

Read Part 2 of the content marketing series here.

Read Part 3 of the content marketing series here.

Content Marketing Basics for 2013 - Buyer Personas

Relevant content is a fundamental requirement for any effective content marketing effort. Today's business buyers are incredibly busy, and they view their time as their most precious commodity. Just as important, buyers now have easy access to a wealth of information, and they've come to believe that they can find whatever information they need whenever they need it. Under these circumstances, relevant marketing content is essential for creating and maintaining engagement with potential buyers.

To create relevant marketing content, you obviously need to know who your potential buyers are, and you must understand what makes them tick. You need to have a clear picture of the problems and issues they are facing on the job and how they are trying to deal with those problems and challenges.

The best tool for collecting and organizing information about your potential buyers is a buyer persona. A buyer persona is a detailed description of an actual type of buyer who is involved in  decisions to purchase the kinds of products and services you provide. A buyer persona is, therefore, a composite description of a type of buyer, rather than a description of an individual human being. It contains demographic data about the buyer and, more importantly, it describes the buyer's business situation and motivations. Developing a persona for each of your significant buyer types will provide the information you need to create content that will resonate with those buyers.

Before beginning work on your buyer personas, you will need to develop your ideal customer profile. An ICP is a description of the types of organizations that constitute your best prospects. An ideal customer profile includes firmographic information such as industry vertical, company size, and geographic location. Much of this information will be included in the buyer personas, but I've found that it's better to develop the ICP first.

In my last post, I discussed the process for formulating your core customer value propositions. One step in that process is to identify the individuals in the prospect organization who are most affected by the issues or problems that your product or service can address. If you've gone through this process, you'll have a pretty good idea of what individuals (described by job title or job function) are part of the "buying group" for your solution. Identifying the buying group is important because it tells you what buyer personas you need to develop.

A complete B2B buyer persona will contain the following eight components:

• Type of business - The type of business the buyer works for. This will be drawn from your ideal customer profile.
• Job title/function - The buyer's position in the prospect organization.
• Buying role - The role the buyer plays in the purchasing decision process. Common roles include the user buyer and the economic buyer.
• Objectives/responsibilities - The major business objectives and job responsibilities of the buyer.
• Performance measures - The measures used to evaluate the buyer's job performance.
• Strategies - What the buyer does to achieve his/her objectives and fulfill his/her job responsibilities.
• Major issues/concerns - This is the heart of the buyer persona. If you can identify what issues and problems are keeping your potential buyers awake a night, you can create compelling marketing content.
• Personal attributes - These attributes include the age, gender, education level, and compensation level of your buyer. Obviously, ranges will be used for most of these attributes.

Buyer personas simplify the content development process because they define the target audiences and identify the major issues that your content resources need to address.

In my next post, I'll explain how to use a content audit to determine what specific content resources you need to develop.

Read Part 1 of the content marketing series here.

Read Part 2 of the content marketing series here.

Read Part 4 of the content marketing series here.

Finding the Gaps in Your Marketing Content

Do you have all of the content you need to effectively market and sell your products or services? If you're like most companies I work with, there are probably a few "gaps" in your content. It's important to close these gaps as quickly as possible, but first you need to know what specific types of content are missing from your inventory.

To find the gaps in your marketing content, you need to perform a content audit, and the basic process for an audit is shown in the following diagram.

If you'd like to learn more about creating buyer personas, defining buying process stages, and identifying buying stage questions, please take a look at our white paper titled Two Powerful Ways to Make Your Marketing More Relevant. (To get a copy of this white paper, just send me an e-mail at ddodd(at)pointbalance(dot)com.) In this post, I want to focus on mapping existing content assets to buyer personas and buying stages.

The purpose of content mapping is to link each of your content assets (white papers, case studies, etc.) to one or more buyer personas and one or more buying stages. The mapping process is easier if done in two stages.

Map Assets to Buyer Personas

The first step is to create a buyer persona map that links your existing content assets to buyer personas. When mapping assets to buyer personas, the basic question you ask is whether an asset contains content that will appeal to a given buyer persona. Does the asset address issues that will be relevant to the buyer persona? Is the asset targeted for the persona's job title and industry? Does the asset focus on the specific problems and challenges facing the buyer persona?

I use a simple spreadsheet to create a buyer persona map. The first column of the buyer persona map contains the title or a brief description of the asset, and the second column is used to identify the asset type (a white paper, a case study, etc.). An additional column is used for each buyer persona. Each content asset is entered on a separate row in the map. The example below shows what the beginning of a buyer persona map would look like. In this example, no content has been mapped to Buyer Persona 4. If you complete your buyer persona map and have any buyer personas with no assigned assets, you obviously have a major gap in your content.

Map Assets to Buying Stages

The second step in the process is to create a buying stage map that links your content assets to specific stages in the buying process. When mapping assets to buying stages, the basic test is whether the asset contains content that answers the major questions that a potential buyer will have at that stage of the buying process.

In this step, you'll need to create a buying stage map for each buyer persona. Once again, I use a simple spreadsheet to create the buying stage maps, and a highly simplified version of a buying stage map is shown below. The first two columns in the buying stage map are the same as those used in the buyer persona map. In the buying stage map, an additional column is used for each stage of the buying process. To create a buying stage map, first select a buyer persona, then go to your buyer persona map and identify all of the assets that you have mapped to your selected persona. List those assets in your buying stage map and link each of those assets to one or more buying stages. Repeat this process until you have a buying stage map for each of your buyer personas.

When you complete this mapping process, you'll have a clear picture of where the gaps in your marketing content are and what kinds of content you need to fill the holes.

More Work is Needed to Maximize the Potential of Content Marketing

Last month, the Content Marketing Institute (CMI) and MarketingProfs published B2B Content Marketing:  2012 Benchmarks, Budgets, and Trends. This report is based on an August 2011 survey of almost 1,100 marketers, and it provides a great snapshot of the current state of B2B content marketing. CMI and MarketingProfs performed a similar survey in 2010, so some year-to-year comparisons can be made.

In many ways, this survey confirms what we already knew - that content marketing is now a core component of an effective B2B marketing program. Consider just a few of the major survey findings:

• Nine out of ten B2B marketers are using some form of content marketing.
• The top content marketing tactics (by usage) are articles (79% of respondents), social media other than blogs (74%), blogs (65%), eNewsletters (63%), and case studies (58%).
• Comparing 2011 to 2010, the use of blogs and videos both increased by 27% and the use of white papers grew by 19%.
• Companies are spending about 26% of their marketing budgets on content marketing efforts, and 60% of respondents said they will increase spending on content marketing in 2012.

Overall, the survey results show just how vital content marketing has become for B2B companies. But some of the survey findings also reveal that B2B marketers still have work to do to realize content marketing's full potential.

For example, when survey participants were asked to identify their business goals for content marketing, 68% cited both brand awareness and customer acquisition, and 66% selected lead generation. Only 39% of survey respondents identified lead management and lead nurturing as a primary content marketing goal. In fact, lead management/nurturing was the lowest ranking goal identified by respondents. This result may be due in part to the characteristics of the survey respondents, but I suspect it is primarily due to the fact that many companies have not implemented lead nurturing programs. Therefore, many marketers don't fully appreciate the essential role that content plays in effective lead nurturing.

The CMI/MarketingProfs survey also reveals that more work is needed to make marketing content relevant to potential buyers. When asked about how they segment or tailor their content, 57% of respondents said they use profiles (job titles, personas, etc.) of decision makers, and 51% said they use company characteristics (size, industry, etc.). However, only 39% of respondents said they tailor content for specific stages of the buying process, and 12% of respondents do not tailor their content in any way.

For content to be truly compelling, it must answer the questions that are most important to buyers at a specific point in the decision-making process. And, those questions change as buyers move through the buying process. So, the most compelling content is designed for specific buying stages.

The use of stage-specific content is one defining characteristic of an effective content marketing program. The CMI/MarketingProfs survey asked participants to rate the effectiveness of their content marketing efforts on a scale of 1 to 5. Forty-five percent of those respondents who rated their efforts as "effective" or "very effective" (4 or 5) said they tailor content for specific buying stages. Only 29% of the respondents who rated their efforts as ineffective (1 or 2) said they use stage-specific content.

If you're thinking about beginning a content marketing program, this survey is a great resource for learning about what is working. If you're already using content marketing, this is a great tool for benchmarking your efforts.

How MSP's Can Take Advantage of B2B Marketing Automation - Part 1

The use of marketing automation technologies by B2B companies is growing rapidly, and the growth is likely to continue for the foreseeable future.  Marketing service providers who serve B2B companies need to be aware of this trend because it changes the way B2B companies approach marketing and the kinds of marketing services they will require - and be willing to pay for.  To fully realize the benefits of marketing automation, B2B companies will need to define marketing and sales processes more precisely, and they will need to implement new marketing techniques. Marketing service providers who can help B2B companies make these changes stand to win new clients and boost revenues.


The best way to identify the kinds of marketing services that are likely to see increased demand is to identify the tasks that B2B companies must perform in order to take full advantage of marketing automation systems. There are eight major tasks that are essential to implementing and successfully using marketing automation technologies. Most of these tasks provide the foundation for new marketing techniques that many B2B companies have not previously used. Therefore, many B2B firms – especially small and mid-size companies – will need assistance to perform some or all of these tasks, and that’s what creates the opportunity for savvy marketing service providers. I’ll describe two of these major tasks in this post, and I’ll cover the others in my next few posts.

Creating an Ideal Customer Profile – This task is right out of Marketing 101, and it should be a core component of every company’s marketing process, whether or not marketing automation is involved. An ideal customer profile is simply a description of the kinds of companies that make the best customers and, by extension, the most attractive prospects. The ideal customer is usually described in terms of “firmographics” such as industry classification, company size, and geographic location. The ideal customer profile is used to shape lead generation programs, and it is one major component of the lead scoring system that will be set up as part of the marketing automation implementation.

Obviously, a marketing service provider cannot decide what a client’s ideal customer profile should be. The role of the MSP is to lead the client through a process that is designed to ensure that all the right questions are asked and that all the appropriate factors are considered.

Developing Buyer Personas – Most B2B buying decisions are made (or significantly influenced) by a group of people rather than by one individual. This is true even in relatively small companies. Research firm MarketingSherpa says that in companies having between 100 and 500 employees, the average number of people involved in buying decisions is 6.8. This buying group is usually composed of individuals who have different points of view regarding a proposed purchase. For example, a “user buyer” will usually have different priorities than a “technical buyer” or an “economic buyer.” To market to these buyers effectively, a company must develop marketing content that addresses the specific needs of each type of buyer in the buying group. The basis for developing such content is buyer personas.

A buyer persona is a biographical sketch of a typical buyer. It is more than a job title. Buyer personas are written in narrative form, and they are written as if the archetypical buyer is a real human being. A company needs to create a persona for each type of buyer who significantly influences the purchase decision. Marketing automation systems enable companies to create and execute marketing programs that are customized for each type of buyer, but the starting point for leveraging this functionality is the creation of buyer personas.

To develop a complete buyer persona, marketers must answer several questions about each type of buyer. Here are some examples:

•What are the buyer’s major business objectives and job responsibilities?
•What strategies and tactics does the buyer use to achieve his objectives and fulfill his responsibilities?
•What measures are used to evaluate the buyer’s job performance?
•What issues and problems keep the buyer awake a night?
•How old is the typical buyer? [Age range is OK]
•Is the buyer typically male or female?
•What is the typical buyer’s educational background?
•What sources does the buyer turn to for information?
•How would the buyer describe the issues he or she is facing?

As with the ideal customer profile, an MSP cannot build buyer personas “for” a client, but the MSP can lead the client through the process of developing buyer personas that will drive relevant and effective marketing.

In my next post, I’ll cover two more tasks relating to marketing automation that MSP’s can help B2B marketers perform.

B2B Value Propositions That Resonate With Buyers

One of my favorite definitions of value proposition comes from Jill Konrath, author of Selling to Big Companies.  She says that a value proposition is, "a clear statement of the tangible results a customer gets from using your products or services."

Value propositions are a core element of your marketing strategy.  They describe how you create value for customers and, therefore, they are the ultimate source for your marketing content.  In fact, you can't create compelling marketing content until you really understand how you create value for customers.

Despite their undeniable importance, most companies don't do a good job of formulating and communicating compelling value propositions.  A recent survey of decision makers in B2B companies conducted by the Marketing Leadership Council of the Corporate Executive Board found that 86 percent of the "unique benefits" touted by sellers were not seen by potential buyers as having enough impact to create a preference for a particular seller.

In their 2007 book, Value Merchants, James C. Anderson, Nirmalya Kumar, and James A. Narus identified three basic types of B2B value propositions.

All Benefits - Essentially, a list of all the benefits that managers believe their solutions might deliver to target customers.  This type of value proposition requires the least knowledge about specific customers or competitors, but it has one major drawback.  This approach can lead managers to claim advantages for solution features that actually provide little real benefits to target customers.

Favorable Points of Difference - When managers use this type of value proposition, they attempt to differentiate their solution by identifying favorable points of differrence between their solution and the customer's next-best alternative.  While better than an All Benefits vallue proposition, this type of value proposition still has a major drawback.  It can lead managers to assume that all favorable points of difference will be valuable to a prospect, while the reality may be that many points of difference contribute little value to a particular prospect.

Resonating Focus - The third type of value proposition is called Resonating Focus.  Anderson, et. al. say that in a world where potential buyers are extremely busy, sellers must use value propositions that are both compelling and simple.  The basic idea behind a Resonating Focus value proposition is to identify the one or two points of difference (between your solution and your competitor's) that deliver the greatest value to the target customers.

Resonating Focus value propositions dovetail nicely with content marketing.  To begin with, companies that use Resonating Focus value propositions develop customized value propositions for various customer segments.  This is necessary because the elements of value that matter most are likely to vary based on the type of customer involved.

It's also possible to extend the Resonating Focus value proposition concept from customers (organizations) to individual buyers or buyer personas.  And when you develop Resonating Focus value propositions for each of your buyer personas, you will have taken a large step toward identifying the marketing content you need.

Content Marketing Basics: Developing Buyer Personas

Effective content marketing requires a thorough understanding of your prospective buyers.  Let's face it.  It's awfully hard to really connect with someone you don't understand.  That's why buyer personas must be a core component of your content marketing effort.

According to Adele Revella, author of the Buyer Persona blog, a buyer persona is, "a detailed profile of an example buyer that represents the real audience - an archetype of the target buyer."  In her book, eMarketing Strategies for the Complex Sale, Ardath Albee defines a buyer persona as, "a composite sketch representative of a type of customer you serve."

Just to be clear, a buyer persona is a biograhpical sketch of a typical buyer.  It is more than a job description.  Buyer personas are written in narrative form, and they are written as if the archetypical buyer is a real human being.  Buyer personas enable you to create more relevant and personalized communications, which is why they are so important for effective content marketing.

You will need to create a persona for each type of buyer who makes or significantly influences the decision to purchase your product or service.  Most sales methodologies use categories to indentify buying roles.  So, for example, you may have economic buyers, technical buyers, user buyers, and so on.  I prefer to describe buyer types by job title or job function in additon to these buying role categories.

It's also important to identify the type of business the buyer works for.  Buyers performing the same job function in different industries can have different issues, problems, or concerns.  Therefore, you may need to create "industry specific" personas.

The next step in developing a buyer persona is to answer a series of questions about the buyer.  Here are some examples:

• What are the buyer's major business objectives and job responsibilities?
• What strategies and tactics does the buyer use to achieve his objectives and fulfill his responsibilities?
• What meaures are used to evaluate the buyer's job performance?
• What issues and problems keep the buyer awake at night?
• How old is the typical buyer? [Age range is OK]
• Is the buyer typically male or female?
• What is the buyer's educational background?
• What sources does the buyer turn to for information?
• How would the buyer describe the issues he or she is facing?

In my earlier post about developing a customer value matrix, I recommended using a cross-functional team that includes both marketing and sales personnel.  That approach also works well for developing buyer personas.