The featured image in this post is based on an ironic state of affairs. Salesforce, arguably the best known CRM platform on the market, first started out life positioning itself as the “no software” company (if you’re in the SaaS business you’ll know what it means). The irony is that a recent piece of Gartner research is now indicating sellers are no longer required, the very people Salesforce’s platform is used to support.
Well not so much that sellers are not required but that buyers are relying on them less and less. Also marketing’s traditional role in building pipeline to tee up sellers for direct engagement in a “serial” or linear manner is being disrupted.
This came to me yesterday via an article published in the Harvard Business Review: Traditional B2B Sales and Marketing Are Becoming Obsolete. That article is based on original Gartner research.
The article was heavy on statistics but not visually so. I decided to pull some out and focus on the things I found interesting.
One of the mind boggling statistics which is actually a status of pre pandemic views is encircled. You can imagine that now, post pandemic, it is even lower as personal interactions comes under pressure and more activities are conducted online.
The other mind boggling stat is the one at the bottom and how that is even higher for younger buyers who are going to increasingly bring this view to the fore.
All this points to sellers having an increasingly hard time getting in front of buyers and companies having to focus on amplifying the ways buyers now increasingly inform their decisions as the article points out.
Something else to focus on – customer success
In place of the question mark in the featured image and in addition to the excellent recommendations in the HBR article focused on getting buyers the right info, this is what I suggest B2B vendors also focus on:
- Customer Successes that can be captured and shared with other prospective customers. So in other words, customer advocacy. Whatever form that takes (online stories, case studies or webinars with customers) it needs to be super authentic and succinct. Having the mechanism behind this requires a customer success and marketing operation driving these things – something similar to what I describe in this trend I am watching: Customer Success Marketing and Scale.
- Customer Success itself as an organisation, profession and operation is very much geared to ensuring renewals and drive upsells and cross sells from existing customers. So my suggestion would be to focus on getting this right and a huge customer base that already exists would be properly leveraged and protected against churn. The art of doing that is for another post, or read some of my other posts in this category.