B2B Marketing Write for Us. Most B2B sales and marketing teams tend to operate in a “sequential” or linear fashion. Marketing interacts with potential customers during the early stages of the buying process, determining—through digital “content nurturing”—whether these customers are ready and suitable to be approached by a sales representative.
Once these potential customers are identified as “marketing-qualified,” sales representatives take over, following up with these prospects through in-person or virtual interactions. The “baton pass” occurs midway through the journey, when digital customer interaction gives way to human interaction, and the marketing team hands the torch to the sales team.
This linear “dynamic” remains, to a large extent, unchallenged—even within the most sophisticated “Account-Based Marketing” (ABM) tactics. Sales intervenes after promotion. Or, to be more precise: large-sale digital interaction comes first, followed by targeted interaction from a sales representative.
Furthermore, the long-term objective of closer “integration” between sales and marketing has focused on facilitating the progression of commercial operations along this journey as “fluidly” as possible—by eliminating “friction” and aligning metrics, data, and—sometimes even—incentive systems and reporting structures, to ensure that the transition from digital sales to human sales is as efficient as possible.
The Rise Of Digital B2B Buying
However, over time, the B2B buying process has radically evolved into an acquisition behavior largely dominated by digital channels—a shift that has rendered much of this business model not only obsolete but almost entirely useless.
Consider the following findings from a study by Gartner: in a pre-pandemic survey of 750 key decision-makers within B2B companies—all involved in acquiring complex “solutions” for their organizations—buyers reported spending only 17% of their total buying time interacting directly with vendor sales teams.
Conversely, a significant portion of their buying activity involved building consensus among numerous internal stakeholders and partners (22% and 11%, respectively), as well as conducting independent research—both offline (18%) and online (27%).
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