As someone who helps software vendors overhaul their messaging to attract and convert buyers, I've noticed the following things about the "build vs buy" dilemma (or, from the vendor's point of view: the "build vs buy" objection):
- More senior buyers (CTOs, VPs) are less likely to pit the vendor against a DIY option. I suspect it's because they've been through too many failed DIY projects, or they have great clarity on what is and isn't a good use of their people's time, or they are better at estimating the (usually huge) amount of effort that would go into DIY.
- As the OP points out, a company with huge engineering resources is more likely to consider the DIY option, because, hey, they have all these engineers that need something to do. So if you're a software vendor and are tired of the "build vs buy" conversation, stop trying to sell to other software vendors or VC-backed tech companies.
- If someone chooses the DIY route, just set a calendar reminder to check in two months from now. Chances are they'll be underwhelmed with their progress, and an out-of-the-box solution might sound pretty good by then. (Don't assume they'd reach out on their own in that scenario--they've probably spoken with dozens of other vendors since your last conversation, and forgot about you.)
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Separately, the part about vendor management is gold:
> To get the full value from vendors, you have to invest in managing vendors well.
I've spent so much time helping evaluate and implement different vendors (usually marketing platforms and similar), only to find out three months later that the software barely gets used.
On the flip side, if you're a software vendor, don't wait until renewal periods to check in on your customers and make sure they're getting the maximum value from your product.
- More senior buyers (CTOs, VPs) are less likely to pit the vendor against a DIY option. I suspect it's because they've been through too many failed DIY projects, or they have great clarity on what is and isn't a good use of their people's time, or they are better at estimating the (usually huge) amount of effort that would go into DIY.
- As the OP points out, a company with huge engineering resources is more likely to consider the DIY option, because, hey, they have all these engineers that need something to do. So if you're a software vendor and are tired of the "build vs buy" conversation, stop trying to sell to other software vendors or VC-backed tech companies.
- If someone chooses the DIY route, just set a calendar reminder to check in two months from now. Chances are they'll be underwhelmed with their progress, and an out-of-the-box solution might sound pretty good by then. (Don't assume they'd reach out on their own in that scenario--they've probably spoken with dozens of other vendors since your last conversation, and forgot about you.)
===
Separately, the part about vendor management is gold:
> To get the full value from vendors, you have to invest in managing vendors well.
I've spent so much time helping evaluate and implement different vendors (usually marketing platforms and similar), only to find out three months later that the software barely gets used.
On the flip side, if you're a software vendor, don't wait until renewal periods to check in on your customers and make sure they're getting the maximum value from your product.