Case study 2

Case: Why Isnt Anyone Saying Yes? A Global B2B Decision Gone Sideways Background OptiFlow is a U.S.-based B2B company that provides an AI-powered energy efficiency management software for manufacturing firms. In the U.S. market, the solution has demonstrated strong performance, delivering an average of 1520% energy cost savings for mid-sized manufacturers. Encouraged by its domestic success, OptiFlow decided to expand globally, selecting Germany and South Korea as its first international target markets. The firm adopted a largely standardized global strategy, offering the same product, pricing logic, and performance-focused sales message used in the U.S. Despite strong interest, positive pilot test results, and favorable reactions during sales meetings, OptiFlow has struggled to convert interest into signed contracts. After more than a year, very few full-scale agreements have been finalized. Organizational Buying Context OptiFlows sales team identified the following buying center structure among potential clients: Users: Plant and operations managers who value efficiency improvements Influencers: IT departments and external consultants Gatekeepers: Procurement teams that favor established vendors Decision Makers: Senior executives who are highly risk-averse Buyers: Centralized purchasing units Although individual managers often express enthusiasm for the solution, decision-making stalls at higher organizational levels. Executives repeatedly raise concerns about responsibility, risk exposure, and the consequences of system failure. Assignment Task You have been hired as a marketing strategy consultant for OptiFlow. Write a case memo (approximately 1.52 pages, double-spaced) that addresses the following question: Why are organizational buyers hesitant to move forward with OptiFlows solution despite strong performance data and expressed interest? In your analysis, address the following five points: 1.Decision Maker Analysis Who is actually making the decision in this case? How do different members of the buying center perceive risk differently? 2.Application of Consumer Behavior Concepts Although this is a B2B purchasing decision, the decision makers are still individuals operating under uncertainty. Using concepts from consumer behavior, explain which risks are amplified in the minds of decision makers, and why? 3.Organizational Buying Considerations How do buying situations (e.g., new buy vs. modified rebuy) and organizational responsibility affect the outcome? 4.Global and Cultural Considerations How might cultural differences influence uncertainty, trust, and technology adoption in global markets? (You may use Hofstedes cultural dimensions.) Is OptiFlows standardized strategy appropriate in this context? 5.Recommendation What should OptiFlow change in its communication, pricing structure, or market approach to move buyers from interest to commitment?