Why Great Technology Isn't Enough: Understanding How Customers Actually Buy

A pattern I’ve observed over two decades of working with Israeli tech companies pursuing international growth is that many of them invest tremendous effort in understanding their products, their technology, and their competitors. Far fewer invest the same effort in understanding how their prospective customers actually make purchasing decisions.

As a result, companies often approach sales and business development with an incomplete picture of the organization they are trying to sell into.

An assumption made too often is that if the technology is compelling and the value proposition is clear, customers will buy.

In reality, that is rarely how enterprise purchasing decisions work.

Consider what happens inside a typical target organization.

The person experiencing the problem is often not the person approving the budget.

The person approving the budget may not be the final decision-maker.

The final decision-maker may rely heavily on the opinions of technical evaluators, operational managers, procurement professionals, or other stakeholders.

Meanwhile, additional individuals may influence the process behind the scenes without ever participating in a formal sales meeting.

In other words, companies are not selling to an organization.

They are selling to a collection of individuals, each with different responsibilities, priorities, concerns, and definitions of success.

Yet many technology companies approach all of them with essentially the same message.

This becomes even more problematic when companies focus primarily on demonstrating product capabilities.

Israeli startups are often exceptionally good at explaining technology.

They can deliver polished demonstrations, discuss sophisticated architectures, and describe innovative features in great detail.

But customers are not purchasing demonstrations.

They are evaluating change.

They are asking questions such as:

• What business problem does this solve?
• How difficult will implementation be?
• What risks are involved?
• How will success be measured?
• Who inside our organization will be affected?
• Will this initiative help or hurt my career?

Those questions vary significantly depending on who is asking them.

A Chief Financial Officer may focus on financial impact and risk.

A business unit leader may focus on operational efficiency and business outcomes.

A technical evaluator may focus on integration requirements and security.

A procurement professional may focus on vendor stability and contractual terms.

Each individual views the opportunity through a different lens.

This is why one of the most valuable exercises a company can perform is stakeholder mapping.

Before launching outreach efforts, companies should identify:

• Who experiences the problem?
• Who owns the budget?
• Who makes the final decision?
• Who influences the decision-maker?
• Who could become an internal champion?
• Who could become an internal obstacle?

The process should not stop at identifying job titles.

Companies should also seek to understand the individuals themselves.

What are their professional priorities?

What initiatives are they leading?

What challenges are they discussing publicly?

What metrics are they measured against?

What strategic goals has their organization announced?

Today, much of this information is publicly available through company websites, earnings calls, interviews, LinkedIn profiles, conference presentations, podcasts, and other sources.

The more a company understands the people involved in the buying process, the more relevant and effective its conversations become.

This is particularly important for Israeli technology companies entering the U.S. market.

Many executives assume that the greatest challenge is convincing prospects that the technology works.

In many cases, the technology is not the primary obstacle.

The greater challenge is helping multiple stakeholders reach the conclusion that adopting the solution is a safe, valuable, and strategically sound decision.

Great technology remains important.

Strong positioning remains important.

Effective messaging remains important.

But commercial success often depends on something much more fundamental:

Understanding how your customers buy, who influences those decisions, and what matters most to the people involved.

The companies that understand their customers best are often the ones that win - even when they do not have the most advanced technology.

Because customers do not buy products.

People make decisions.

 

Ilan Friedman

Why the 95:5 Rule Doesn't Tell the Whole Story for Israeli Startups

One of the most widely cited concepts in B2B marketing today is the "95:5 Rule."

According to research by Professor John Dawes of the Ehrenberg-Bass Institute for Marketing Science, as much as 95% of potential B2B buyers are not actively in the market at any given time. In many categories, organizations change providers only every few years, meaning that only a small percentage of buyers are actively evaluating solutions in a given quarter.

At first glance, this insight appears highly relevant to technology companies. It suggests that successful marketing is not only about generating leads today, but also about building awareness and preference among future buyers.

For many Israeli startups, however, the reality is even more challenging.

The problem is not merely that 95% of buyers are not actively shopping.

The problem is that many prospective customers do not yet realize that a solution exists.

The Difference Between "Not Buying" and "Not Knowing"

The 95:5 Rule works particularly well in mature categories.

If a company is evaluating CRM platforms, payroll systems, endpoint security solutions, or ERP software, buyers already understand the category. They know solutions exist. They simply need to choose a vendor.

In these situations, the key question is: "Which provider should we choose?"

Many Israeli startups face a different reality.

They are introducing innovative technologies, new approaches, or entirely new categories of solutions. Their prospects may experience the underlying business problem every day, yet never consider that technology can address it.

The key question is no longer: "Which provider should we choose?"

Instead, it becomes: "Is there even a solution to this problem?"

This distinction is critical.

A prospect who is not currently buying can still be influenced through brand awareness and positioning.

A prospect who does not know a solution exists must first be educated.

Crossing the Chasm: A Lesson Many Startups Still Ignore

More than three decades ago, Geoffrey Moore addressed this challenge in his influential book, "Crossing the Chasm."

Moore argued that innovative technologies often face a significant gap between early adopters and mainstream buyers.

In the early stages of a market, companies are not merely competing against rival vendors.

They are competing against existing habits, manual processes, spreadsheets, internal resistance, and the belief that "this is simply how things are done."

Many Israeli startups underestimate this challenge.

They assume their primary obstacle is convincing buyers that their solution is better.

In reality, their first challenge is helping buyers understand that a different approach is possible at all.

The Israeli Startup Dilemma

Unfortunately, Israeli startups face an additional constraint.

Most operate with limited resources.

They do not have the budgets of large multinational technology companies. They cannot spend millions on analyst relations, global marketing campaigns, industry conferences, content creation, public relations, or category development.

As a result, many startups default to the most accessible activity:

Scheduling meetings.

The thinking is understandable.

"If we can just get in front of the right executive, we can explain the value."

The problem is that the meeting often begins much earlier in the buyer journey than the startup realizes.

The startup enters the conversation prepared to discuss features, competitive advantages, architecture, and differentiation.

The prospect may still be asking:

• Who are you?
• Why should I trust you?
• Is this problem important?
• Does a solution even exist?
• Why should I spend time on this now?

Trying to bridge that gap in a single thirty-minute meeting is extraordinarily difficult.

The Hidden Cost of Skipping Market Development

Many founders believe they are saving money by avoiding marketing investments.

In reality, they are often replacing marketing costs with sales costs.

Instead of investing in market education, thought leadership, partnerships, customer success stories, industry visibility, and positioning, they invest months of founder time pursuing meetings with prospects who are not yet prepared to engage.

The result is a familiar pattern:

• Low response rates.
• Difficulty securing meetings.
• Long sales cycles.
• Repeated objections.
• Limited pipeline growth.

The challenge is not necessarily the quality of the technology.

The challenge is market readiness.

Credibility May Matter More Than Awareness

Even when prospects understand the problem, another obstacle emerges.

Credibility.

Enterprise buyers are constantly approached by unknown vendors.

Before evaluating the solution, they often ask themselves a simple question:

"Why should I take this company seriously?"

This is particularly true in cybersecurity, AI, healthcare technology, fintech, and enterprise software.

In these industries, buyers are making decisions that carry operational, financial, and reputational risk.

A technically superior solution may still lose if the vendor lacks sufficient credibility.

This is why successful startups often accelerate growth through strategic partnerships, analyst validation, reference customers, industry experts, system integrators, and ecosystem relationships.

Borrowed credibility frequently opens doors that cold outreach cannot.

The New Challenge: AI Has Entered the Buying Process

A growing number of technology buyers now use AI tools as part of their research process.

Before speaking with vendors, buyers increasingly ask AI platforms to identify potential solutions, compare categories, summarize vendors, and recommend providers.

This creates a new challenge for startups.

If your company has limited visibility, weak positioning, little thought leadership content, few customer stories, and minimal digital presence, AI may never include you in the initial list of vendors under consideration.

In other words, many buying journeys may now begin before a prospect ever visits your website.

The companies that consistently publish useful content, clearly explain the problems they solve, establish category relevance, and build digital credibility are more likely to appear during these early research stages.

As AI becomes an extension of technology scouting and vendor discovery, visibility and reputation become even more important.

What Israeli Startups Should Do Instead

The answer is not to abandon sales outreach.

Direct engagement remains essential.

However, outreach should be supported by activities that prepare the market.

Even with limited budgets, startups can:

• Develop clear positioning and messaging.
• Publish educational content around the problem they solve.
• Create customer success stories.
• Build strategic partnerships.
• Participate in industry discussions.
• Engage analysts and influencers when possible.
• Strengthen their digital presence.
• Ensure AI systems can easily understand what they do, who they serve, and why they are different.

The objective is not simply to generate awareness.

The objective is to reduce the amount of education required during the first customer conversation.

A Better Framework for Israeli Technology Companies

The traditional interpretation of the 95:5 Rule suggests that most buyers are not ready to purchase today.

For innovative technology companies, a more useful perspective may be:

Most buyers are not actively evaluating vendors today. Some are not even aware that a solution category exists. Others may understand the problem but not trust unfamiliar providers. Increasingly, many will begin their research through AI before ever speaking with a salesperson.

This means that successful market entry requires more than lead generation.

It requires education, positioning, credibility, visibility, and trust.

The startups that recognize this reality early will find that customer conversations become easier, sales cycles become shorter, and market adoption becomes significantly more predictable.

Sources

• John Dawes, Ehrenberg-Bass Institute for Marketing Science – The 95:5 Rule

• Geoffrey Moore – Crossing the Chasm

• Research and industry observations regarding AI-assisted buying journeys and vendor discovery