Understanding User Expectations in B2B Environments

In enterprise software, you’re not designing for a person. You’re designing for an org chart. That’s one of the hardest truths for designers to internalize. Ignore any node in that system—user, buyer, or other stakeholders—and your product will struggle. In consumer apps, the path from value to purchase is often more direct: one person discovers, pays for, and uses the product. There’s usually no one else in the way. But in enterprise B2B? Totally different dynamic. Take cybersecurity, where I’ve spent years designing tools: - The Security Engineer uses the software. - The Chief Security Officer signs the contract. - And sometimes a CTO torpedoes the whole deal before it even gets started. I’ve had to design for all of them. Because if you neglect the buyer, you won’t sell. If you neglect the user, you won’t retain. And if you ignore the stakeholders, you risk getting shut down before you can even prove your value. Here’s what I’ve learned: - The user wants tools that make their day-to-day work easier. - The buyer wants measurable outcomes they can report up the chain. - The stakeholders just want the thing to fit into the existing system without causing headaches. The best enterprise tools are built for this full cast—not just the person clicking the buttons. If you’re a designer working in enterprise B2B, don’t let your empathy end with the end user. Map the real org chart. Learn what motivates each persona. And design your way through the complexity. That’s the real game. — How do you balance the needs of users, buyers, and stakeholders in your product work? I’d love to hear how others navigate this complexity.

75% of B2B buyers now expect sellers to know their industry. Buyers are sharper. They’re coming in with research already done. They’ve talked to peers. They’ve asked ChatGPT. Your rep has about five minutes to prove they belong in the room. And if they don’t speak the language—technical, vertical, or strategic—they’re out. This is especially brutal in complex markets: cyber, data infrastructure, fintech. If your team can’t go toe-to-toe with a CISO or a CIO, the deal is dead on arrival. Too many orgs rely on “smart sellers who’ll figure it out.” That’s not enough anymore. Here’s what the best sales orgs are doing: - Hiring sellers with real domain expertise - Investing early in deep product and buyer training - Pairing reps with experts when needed—but pushing for fluency fast Today, every buyer is a power user. Every decision-maker is busy. If your rep doesn’t show up with context, insight, and credibility—there’s no second call. Domain expertise isn’t a nice-to-have. It’s the price of entry.

🔬 How To Run UX Research In B2B and Enterprise. Practical techniques of what you can do in strict environments, often without access to users. 🚫 Things you typically can’t do 1. Stakeholder interviews ← unavailable 2. Competitor analysis ← not public 3. Data analysis ← no data collected yet 4. Usability sessions ← no users yet 5. Recruit users for testing ← expensive 6. Interview potential users ← IP concerns 7. Concept testing, prototypes ← NDA 8. Usability testing ← IP concerns 9. Sentiment analysis ← no media presence 10. Surveys ← no users to send to 11. Get support logs ← no security clearance 12. Study help desk tickets ← no clearance 13. Use research tools ← no procurement yet ✅ Things you typically can do 1. Focus on requirements + task analysis 2. Study existing workflows, processes 3. Study job postings to map roles/tasks 4. Scrap frequent pain points, challenges 5. Use Google Trends for related search queries 6. Scrap insights to build a service blueprint 7. Find and study people with similar tasks 8. Shadow people performing similar tasks 9. Interview colleagues closest to business 10. Test with customer success, domain experts 11. Build an internal UX testing lab 12. Build trust and confidence first In B2B, people buying a product are not always the same people who will use it. As B2B designers, we have to design at least 2 different types of experiences: the customer’s UX (of the supplier) and employee’s UX (of end users of the product). In customer’s UX, we typically work within a highly specialized domain, along with legacy-ridden systems and strict compliance and security regulations. You might not speak with the stakeholder, but rather company representatives — who regulate the flow of data they share to manage confidentiality, IP and risk. In employee’s UX, it isn’t much better. We can rarely speak with users, and if we do, often there is only a handful of them. Due to security clearance limitations, we don’t get access to help desk tickers or support logs — and there are rarely any similar public products we could study. As H Locke rightfully noted, if we shed the light strongly enough from many sources, we might end up getting a glimpse of the truth. Scout everything to see what you can find. Find people who are the closest to your customers and to your users. Map the domain and workflows in service blueprints and . Most importantly: start small and build strong relationships first. In B2B and Enterprise, most actors are incredibly protective and cautious, often carefully manoeuvring compliance regulations and layers of internal politics. No stones will be moved unless there is a strong mutual trust from both sides. It can be frustrating, but also very impactful rewarding. In B2B, people often can’t choose what they use and desperately need help to do their work better — and that’s exactly where designers step in, and can make a whole difference for people who rely on our work every day.

Buyers rarely choose the objectively best option. They choose the one they recognize. In many B2B decisions, familiarity plays a greater role than features or pricing. Teams may evaluate multiple vendors, but preference often leans toward the one they have consistently seen, heard, and understood over time. The reason is simple. Recognition signals safety. When a brand shows up repeatedly with clear, consistent messaging, it reduces perceived risk. Buyers feel more confident choosing what already feels familiar, even if alternatives may appear stronger on paper. This is where many marketing strategies lose effectiveness. In the pursuit of novelty, teams constantly change angles, campaigns, and positioning. But without consistency, recognition never compounds. Messaging resets instead of reinforcing, and trust takes longer to build. Repetition, when done well, is not redundancy. It is reinforcement. Each consistent touchpoint strengthens recall. Each repeated idea builds confidence. Over time, familiarity becomes preference, especially in longer B2B buying cycles. This week’s newsletter explores the psychology behind recognition, why repetition drives trust, and how to build consistency without losing relevance. For teams focused on sustainable growth, this is a shift worth understanding.

Building a business, especially one targeting enterprises, is as much about understanding objections as it is about delivering value. Recently, during a client call, I found myself revisiting a familiar scenario—a moment that mirrored countless conversations I’ve had while growing an agency. When we first started Intelekt AI my idea of selling was almost childlike in its simplicity - We build, they buy, and the journey begins. I couldn’t have been more mistaken. In B2B, the decision-making landscape is nuanced, and the stakeholders have evolved. It’s no longer just the CFO scrutinizing risk; every decision-maker is now focused on de-risking, questioning not just what they’re buying but why they should trust it. Midway through this discussion—caught between hypothetical projections and a detailed back-and-forth—I paused and asked, “What’s the one thing stopping you from signing this contract today?” The response was immediate, “We need to know that you’re as invested in this outcome as we are.” In that moment, I could’ve leaned on the strength of our track record, showcasing all the clients who thrive with our model. But I realized this wasn’t about proof. It was about empathy. Instead of defending our approach, I chose to address their concern directly. But here’s the key: the solution wasn’t to change the essence of our model. It shouldn’t be. Instead, I proposed an adjustment, adding a clause to our engagement that aligned our long-term success with theirs—a mechanism that ensured accountability for their goals without jeopardizing the principles that make our work sustainable. That moment of thinking on my feet, guided by empathy, not only preserved the conversation but likely secured a future client. Here’s what I’ve learned: objections aren’t barriers—they’re invitations. They’re a chance to step into the customer’s world, understand their hesitations, and create solutions that honor both their needs and your own. Empathy isn’t just a strategy. It’s the foundation of trust, and trust is what enterprises buy.

In B2B SaaS, the real feedback rarely comes through tickets. Tickets tell you what users noticed. But the real risk lies in what they didn’t bother to report -- the silent drop-offs, abandoned features, quiet workarounds. That’s where great PMs focus. They don’t just read tickets. They read between the tickets. They dig into usage data, shadow users, ask the dumb questions -- because in enterprise software, silence isn’t satisfaction. It’s often a sign of disengagement. What your users aren’t saying might be your biggest blind spot. #B2B #SaaS #ProductManagement #UserEngagement #ProductDiscovery #CustomerSuccess

“Show them that you know them.” It’s a phrase we’ve all heard. Sales books, blogs, trainings....But let’s be honest. What does that actually mean? In B2B sales, it’s often misinterpreted as: “Show the prospect that you’ve done your research.” Which leads to... “Hi Prospect, I saw you’ve been hiring, launched a new product, brought in a new CEO...” Prospect: “Yes, we have.” Cue crickets. Here’s the truth I’ve learned after 17 years in Sales: → Prospects don’t want you to know them. Damn, they don't even want to talk to you. ✅ They want you to understand them. There’s a difference. They don’t need a recap of their About Us page. They want to feel like you’ve tried to piece together what might be going on in their world—and you’re coming to them with humble, intelligent assumptions. Let me explain it another way (warning: I love analogies, even if they’re awful). There was a time my my son dumped four different puzzles into one bag. 240 pieces. Paw Patrol chaos. We lost the box with the pictures. So I had to manually rebuild the puzzle, starting with the obvious bits—the character faces. With the main areas complete...only then could we fill in the rest. That’s your job in sales. Bring the edges. Bring the character faces. Start the picture. Then let the prospect complete it with you. Use language like: “It seems like…” “I believe that…” “I might be off here, but could it be…” And you’ll hear: “Yeah, that’s right.” “Not quite, but I see where you’re going.” “You’re on the right page…” That’s the magic. 📌 You earn credibility not by parroting facts, but by demonstrating thoughtful understanding. 📌 You build trust by being curious and collaborative—not performative. So next time you’re prepping for a call, ask yourself: Am I showing I know them… or showing I understand them? That’s what earns you the next conversation—and the deal. --- shoutout to #samsales Consulting who are fighting the good fight. Ps. To those of you getting heartburn, I started writing about this topic in 2021 😉

While it can be easily believed that customers are the ultimate experts about their own needs, there are ways to gain insights and knowledge that customers may not be aware of or able to articulate directly. While customers are the ultimate source of truth about their needs, product managers can complement this knowledge by employing a combination of research, data analysis, and empathetic understanding to gain a more comprehensive understanding of customer needs and expectations. The goal is not to know more than customers but to use various tools and methods to gain insights that can lead to building better products and delivering exceptional user experiences. ➡️ User Research: Conducting thorough user research, such as interviews, surveys, and observational studies, can reveal underlying needs and pain points that customers may not have fully recognized or articulated. By learning from many users, we gain holistic insights and deeper insights into their motivations and behaviors. ➡️ Data Analysis: Analyzing user data, including behavioral data and usage patterns, can provide valuable insights into customer preferences and pain points. By identifying trends and patterns in the data, product managers can make informed decisions about what features or improvements are most likely to address customer needs effectively. ➡️ Contextual Inquiry: Observing customers in their real-life environment while using the product can uncover valuable insights into their needs and challenges. Contextual inquiry helps product managers understand the context in which customers use the product and how it fits into their daily lives. ➡️ Competitor Analysis: By studying competitors and their products, product managers can identify gaps in the market and potential unmet needs that customers may not even be aware of. Understanding what competitors offer can inspire product improvements and innovation. ➡️ Surfacing Implicit Needs: Sometimes, customers may not be able to express their needs explicitly, but through careful analysis and empathetic understanding, product managers can infer these implicit needs. This requires the ability to interpret feedback, observe behaviors, and understand the context in which customers use the product. ➡️ Iterative Prototyping and Testing: Continuously iterating and testing product prototypes with users allows product managers to gather feedback and refine the product based on real-world usage. Through this iterative process, product managers can uncover deeper customer needs and iteratively improve the product to meet those needs effectively. ➡️ Expertise in the Domain: Product managers, industry thought leaders, academic researchers, and others with deep domain knowledge and expertise can anticipate customer needs based on industry trends, best practices, and a comprehensive understanding of the market. #productinnovation #discovery #productmanagement #productleadership

Most designers apply B2C UX to enterprise software. That’s a huge mistake. B2B UX Isn’t Just B2C with More Buttons. B2B UX needs efficiency, precision & integration—not just pretty screens. What makes B2B UX different? → Workflows are complex & multi-step → Data density is higher & more critical → Users are specialists, not casual consumers → Speed & automation matter more than aesthetics How I design for this: ✓ Talk to engineers, analysts, ops teams. ✓ Deep research into user workflows. ✓ I optimize for function, not fluff ✓ Usability > trends Also: I have technical expertise—I understand development, automation, and dev constraints. If your B2B UX isn’t working, it’s time for a rethink. Let’s talk.

373 B2B users voted. Nearly 1 in 3 said THIS is what makes them bounce (after no pricing): No real product pictures or product demos. I was surprised because the other options were: - Buzzwords  - Gated content They can tolerate those 2 sins if they can just SEE the product. Here are some comments from the poll: "That moment you visit the product page and see everything else but the product..." "Real pics (even better videos) and demos! I want to see how it works before I even consider engaging in a conversation." "and then you submit a 12 page form to book a demo, only for the call to be an SDR doing discovery who also won't be showing you the product 🙅🏻♀️ " “If I can’t see your product, I’m not sticking around.” And yet… most landing pages still rely on: – Cropped screenshots that hide functionality – Vague UI mockups that don’t mean anything – Or worse: stock imagery that 12 other sites use Some fixes aren't complicated. Some solutions are just as simple as: Show the buyer what you're selling. If you want to take it to the next level...let them interact with the product beforehand. It's like when Amazon launched the Try Before You Buy option for clothing. The B2B version is interactive demos. Now as the consumption queen, I'm all about anything that will make people engage but we also need data to convince the higher powers. I asked Storylane to send them to me and lookie: - Website conversion rates improve by 7.9x - Deal conversion rates go up by 3.2x - Sales cycles reduce from 33 to 27 days *based on 110k web sessions and 150 deals. VERY intriguing. Qualitatively, I asked a client of mine who uses interactive demos on her website (through Storylane) about her experience and she said this: "The rationale behind it is so that people get to the 'aha, magic moment' quicker than signing up for a demo. Right now I think about it in terms of delivering a good user experience on our site" So now the next steps for my own work: - Add it to landing pages  - Marry that with search intent  - Watch that consumption magic happen I'll share more first-hand data soon. Do you use interactive demos? What have you seen?