Once upon a time, a sharp head of sales described to me how skillfully a Fortune 50 company bought software: “They’re much better at buying than we are at selling,” he said. The prospect had a sophisticated, well-practiced process—common among organizations skilled at driving change and acquiring software to support it.

On the buy side, the most effective companies tend to use similarly sophisticated processes, designed for efficiency and advantage. When salespeople struggle, they often claim their market is “different;” that there’s no formula for selling. But procurement through committee rarely takes on unique shapes—it just doesn’t.

As we’ve discussed in other articles, a good sales process quickly reveals whether you’re a research project, a stalking horse, or a real contender. This is about pattern detection. And for those who are real contenders, the challenge becomes creating alignment among stakeholders who may not be naturally aligned; yet again, it’s about recognizing patterns.

Think of your prospect as the opposing team: until the deal is closed, their playbook is designed to serve their interests, not yours. And while most believe their playbook is unique, it’s usually not. That’s why you need your own playbook—one built to recognize the common threads in theirs. That, in essence, is what a sales process is for.