Matching buying behavior (GTM)

There's a phrase that circulates in sales and go-to-market conversations: *know your buyer's journey*.

Most people interpret this as understanding the stages - awareness, consideration, decision. The funnel. The process. But this reading is dangerously incomplete.

The buyer's journey is not merely a sequence of decisions. It is an entire operational ecosystem—a web of tools, rhythms, and micro-behaviors that define how an organization moves through the world. And if you want to enter that world, you must learn to move the way they move.

**"Sell the way buyers buy"** doesn't mean understand their journey. It means *match their environment*. Their tools. Their channels. Their format. Their tempo.

## **The Taxonomy of Friction**

I learned this through a series of small failures, each one teaching the same lesson from a different angle.

- **Number one: the meeting link.** You send a Zoom link to a Microsoft Teams company. Seems trivial. But now they're downloading software just to talk to you. They're reconfiguring audio settings, losing two minutes at the start of the call, their annoyance barely concealed beneath professional politeness. You haven't even begun your pitch and you've already cost them something. *That's friction. Friction is death.*

- **Number two: the channel mismatch.** They do everything through events and handshakes. Industry conferences. Dinners. The informal geometry of trust that happens in physical space. Meanwhile, you're cold emailing from your basement, optimizing subject lines, wondering why no one responds. You're not even in the room where it happens. You're playing a different game on a different board and calling it strategy.

- **Number three: the signature bottleneck.** Their legal team runs on DocuSign. It's wired into their workflow, their compliance protocols, their muscle memory. You send a PDF and ask them to print, sign, and scan. Congratulations—you just added two weeks to your close. Not because of negotiation. Not because of budget. Because you didn't bother to learn how they move.

## **The Hidden Tax of Misalignment**

Each of these failures shares the same root cause: the assumption that your process is neutral. It isn't. Every foreign tool, every unfamiliar format, every deviation from their established pattern costs you something. Not in dollars, but in something more precious—*cognitive goodwill*. The finite reservoir of patience and trust that determines whether you feel like a partner or an intrusion.

This is the hidden tax of operational foreignness. It compounds silently. A strange meeting link here, an incompatible document there, a channel they never check. None of these kill the deal outright. They just add weight. Drag. Resistance. Until one day the deal dies and no one can point to exactly why.

## **Relatability as Competitive Advantage**

Here's the turn most people miss: when you're an unknown entity selling to established institutions, your primary job isn't to dazzle them with your differentiation. It's to reduce the perceived risk of your foreignness. Enterprise buyers don't fear innovation—they fear disruption to their existing operational rhythm. They fear the hidden costs of integrating something alien into their carefully calibrated systems.

*Be relatable before you are remarkable.* If your solution is so revolutionary that it overwrites all friction, perhaps they'll overlook your oddities. But most solutions aren't that. Most of us are selling into a landscape where the switching cost of behavior matters as much as the switching cost of software.

A startup that behaves like a startup—casual communication, consumer-grade tools, ad-hoc processes—will struggle to bridge the gap with a Fortune 500 finance team. Not because the product is wrong, but because *the performance is wrong*. You're speaking a different operational language, and they can hear the accent in every interaction.

## **The Path of Least Resistance Is the Path of Highest Trust**

There's a temptation to view this kind of matching as lazy, or worse, as losing your identity.

But consider the physics. **Friction is the force that opposes motion.**

Every unnecessary friction point in your sales process is energy that could have gone toward building the relationship, deepening the conversation, closing the deal. Instead, it dissipates into annoyance and doubt.

Designing for the path of least resistance isn't capitulation. It's leverage. You're removing obstacles so the momentum you create flows directly into outcomes. The best sales processes feel effortless to the buyer—not to the seller. It is not because they are simple, but because every point of contact has been engineered to feel native for the buyer.

So the question isn't just *where does the buyer enter their journey?*

It's deeper: **How do they move? What tools do they trust? What rhythms feel like home?**

Meet them there. Move the way they move. Become fluent in their operational language before you ask them to learn yours.

*The sale isn't made in the pitch. It's made in the thousand small signals that say: I already belong in your world.*