Professional Documents
Culture Documents
Channel Strategy
Professionals
Key Takeaways
B2B Buyer Preferences Have Fundamentally Shifted
By a factor of three to one, B2B buyers want to self-educate versus talk to sales
representatives to learn about products and services. In addition, a majority of
B2B buyers now say that buying online is more convenient than buying from a
salesperson.
But Most B2B Selling Models Remain Single-Channel And OfflineCentric
While B2B buyer behavior has changed significantly in the past few years, B2B
seller activity has not. B2B companies still force most buyers to interact with sales
representatives to learn about product prices or complete the purchase process,
despite the fact that B2B buyers prefer self-service.
eCommerce Will Eliminate 1 Million B2B Sales Jobs By 2020
According to the US Bureau of Labor Statistics, in 2012 the US economy employed
4.5 million B2B salespeople. Forrester estimates that 1 million of those sales
professionals, mostly what we call Order Takers, will lose their jobs to self-service
eCommerce by 2020.
B2B Companies Must Respond By Implementing Digitally Enabled
B2B Selling Models
B2B companies and their ecosystem partners are now putting selling via
eCommerce on equal footing with selling via commissioned salespeople. They
are also replacing traditional sales representatives with a network of inside sales
representatives, a self-serve eCommerce website, and call center agents.
Table Of Contents
What It Means
2015, Forrester Research, Inc. All rights reserved. Unauthorized reproduction is strictly prohibited. Information is based on best available
resources. Opinions reflect judgment at the time and are subject to change. Forrester, Technographics, Forrester Wave, RoleView, TechRadar,
and Total Economic Impact are trademarks of Forrester Research, Inc. All other trademarks are the property of their respective companies. To
purchase reprints of this document, please email clientsupport@forrester.com. For additional information, go to www.forrester.com.
Prefer to do their own pre-sales research. The data is very clear that B2B buyers now favor do-
it-yourself options for researching products and services. By a factor of three to one, B2B buyers
want to self-educate versus talk to sales representatives to learn about products and services.
They say that gathering information online on their own is superior to interacting with a sales
representative by a margin of 53% to 17% (see Figure 1). In fact, they explicitly indicate that
they do not want to interact with a sales representative as their primary source of research by a
margin of 59% to 19%.
Indicate that buying online is more convenient than buying from a rep. B2B buyers today
not only prefer to research online, but they also prefer to buy online. Nearly 75% indicate
that buying from a website is more convenient than buying from a sales representative when
purchasing products or services for work. In addition, 93% of B2B buyers say that they prefer to
buy online rather than from a salesperson when theyve decided what to buy and just need to
make the purchase. Furthermore, an ever-increasing number of B2B buyers are deciding what
to buy online long before they ever contact a companys salesperson, if they ever do.
I prefer gathering
information
online on my own
59%
I prefer not to
interact with a
sales rep
Buying from a
website is more
convenient
Prefer to buy
online when
I've decided
what to buy
Buyers Still Need Salespeople For Discrete Purchase And Post-Purchase Activities
Despite the growing use of self-serve eCommerce websites throughout the purchase life cycle,
B2B buyers still prefer to interact with salespeople in certain circumstances. However, theyre
increasingly conducting those negotiations with salespeople by way of digital means such as email,
chat, and collaborative software as opposed to via a traditional phone call.5 B2B buyers indicate that
they want to interact with salespeople in discrete circumstances, particularly when the product or
service they buy for business:
Necessitates a price negotiation. Ninety-one percent of B2B buyers say they want to interact
with a salesperson when they are negotiating price (see Figure 2). Why? Both buyers and sellers
engage in the practice thinking they will come out ahead. B2B salespeople have historically used
price negotiation as a means to close a deal and/or sell additional services. B2B buyers have
used price negotiation in the hopes of driving a bargain and securing a favorable outcome.
Is inherently complex. eCommerce websites are getting much better at providing critical
information to customers about products and services, but more than 80% of respondents
indicated that they still want to talk with B2B salespeople about complex purchases. For
example, even though self-service eCommerce websites can track deliveries and report on
shipping times, B2B buyers still prefer to speak with sales representatives when they feel they
need detailed assurances about on-time delivery.6
Is an expensive purchase. Two-thirds of respondents said that they prefer to speak with a B2B
salesperson when the product or service is expensive. Despite generous return policies and
fully functional sites that can describe product or service details to an unrivaled level of depth,
some B2B buyers still prefer the comfort of knowing that they can call or meet with someone in
person to de-risk a costly purchase.
Requires installation or servicing. B2B buyers still frequently want to talk to a salesperson
when the product they are buying requires a service to activate or maintain it. Sixty-seven
percent of B2B buyers like talking with a sales representative when a product requires
installation, and 64% of B2B buyers prefer to interact with a sales representative when a product
or service requires regular servicing post-purchase.
91%
82%
67%
When
expensive
67%
When
complex
When
Requires
negotiating installation
price
64%
Requires
service
Incorporating new technologies that enhance customer engagement. B2B companies use
Leveraging the wisdom of the crowds online. Vendors such as Bazaarvoice and
PowerReviews make it possible for B2B manufacturer and distributor partners to share
product ratings and reviews between sites so that B2B buyers can see breadth and depth of
content across the entire ecosystem. Further, B2B buyers browsing online can link directly into
B2B community sites such as the SAP Developer Network, Marketo Marketing Nation, and
Spiceworks. These sites give B2B buyers access to a network of thousands of likeminded peers
who are knowledgeable about solutions in the space and can share best practices and advice in
real time as B2B buyers shortlist, compare, and ultimately purchase products and services.
Scaled company revenue without having to amp up their sales force. Atlassian Software runs
a $200 million B2B software business with zero dedicated salespeople all sales are done by
customer-initiated web-based trial downloads and subsequent customer-initiated upgrades
to full-service contracts.11 When a major power tools manufacturer launched a self-serve
eCommerce website a few years ago, the firm was able to grow sales while reducing its sales
force by 10%.12
Dramatically reduced their cost to serve. A company we interviewed estimates that it reduced
its cost per order from $24.48 per transaction via a salesperson-driven paper-based ordering
system to $1.50 per transaction via a customer self-serve eCommerce system.13 Another company
said it reduced operating costs by 30% by eliminating sales reps and migrating all of its reorders
to a self-serve eCommerce website.14 Furthermore, Heritage Parts, a distributor of equipment
replacement parts to the food service industry, improved margins by 20% and reduced call center
staff by 50% in just two years by launching a self-service eCommerce website.15
Serve Me buyers pair with an Order Taker seller model. Forrester characterizes B2B buyers
who purchase relatively self-explanatory products or services and operate in relatively simple
buyer environments as Serve Me buyers. These buyers are ready and able to order and just
want to complete a transaction as efficiently as possible. One example is an individual farmer
who is simply reordering several bags of standard fertilizer that he has purchased many times
before. Forrester believes that Serve Me B2B buyers are most appropriately paired with an Order
Taker B2B seller archetype that focuses on delivering quick and frictionless transactions. In
reality, though, in many cases Serve Me B2B buyers would actually be best served by a self-serve
eCommerce website as opposed to a salesperson.
Guide Me buyers align well with Navigator seller archetypes. B2B buyers who are similarly
decided about a product or service but operate in a more complex buyer environment
(potentially with multiple internal stakeholders and budgets) are what Forrester calls Guide Me
buyers. These are buyers who need help from sellers navigating their own company-internal
barriers to buying. A Guide Me buyer would be a farmers cooperative that is pooling resources
to make a bulk purchase of standard fertilizer. Forrester believes that a Navigator archetype
is the best fit for a Guide Me B2B buyer because Navigators specialize in mapping buying
organizations and helping to find budgets and secure institutional buy-in.
Show Me buyers need an Explainer seller model. B2B buyers who have budget but need to
know more about a complex product or service before they buy it are Show Me buyers. An
example of a Show Me buyer is a director of technology at a company who has budget in place
to buy an enterprise resource planning (ERP) system but doesnt fully understand all of the
features and functions of the system or know the respective pros and cons of various vendor
solutions. An Explainer B2B seller archetype matches up well with a Show Me B2B buyer: Show
Me buyers require a disproportionate level of information about products and services prior to
purchasing, and Explainers are in a position to provide that.
Enlighten Me buyers necessitate a Consultant seller archetype. B2B buyers who are
undecided about a product or service and operate in complex buying environments where
budget and buy-in are uncertain are what Forrester calls Enlighten Me buyers. Enlighten Me
buyers are, for example, a team of company-internal stakeholders collectively exploring a firsttime purchase of a global license for an ERP system. The seller archetype that fits best with this
B2B buyer is a Consultant. Consultants are the highest-performing salespeople in a B2B selling
organization and are the most adept at understanding customer needs, explaining company
products and services, and helping clients bring internal stakeholders and budget together to
make purchases.
High
Explainers
Complexity of
product/service
Consultants
Low
Order Takers
Navigators
Low
High
Complexity of the buyer dynamic
122288
The Death Knell Tolls For Order Takers, While Consultants Will Thrive
Despite BLS projections in 2002 that the number of B2B salespeople would increase by 10% by 2012,
in actuality, the number of B2B salespeople in the US declined by 2% in that time frame.16 We predict
that another 1 million B2B salespeople will lose their jobs from 2012 to2020. The reality is that many
B2B companies have already proven the benefits of self-serve models and are starting to steal share
from offline-only models. Plus, as retirement-age B2B buyers attrite out of the workforce, millions of
new digital-native B2B buyers are coming in and forming new buyer loyalties.17 In response, B2B firms
are actively rethinking and restructuring their conventional selling models to focus more on selling via
self-serve eCommerce websites.18 Forrester believes that of the 4.5 million B2B salespeople in the US as
of 2012, the latest year for which the BLS has employment projections, by 2020:19
Thirty-three percent of all Order Takers will disappear. We believe that of the 1.6 million
Order Takers in the US in 2012, nearly 550,000 will disappear by 2020 (see Figure 5). That will
represent over 50% of the total loss across all seller types. Order Takers are most vulnerable to
replacement by self-serve eCommerce websites because they match up with decided, ready-totransact, Serve Me buyers who can purchase more efficiently by way of self-serve eCommerce
websites. Theyre also the least likely to be upskilled into other positions. The highest percentage
of displacement of Order Takers will take place in wholesale distribution, travel and hospitality,
financial services, and high-tech (see Figure 6).
Twenty-five percent of Explainers will be displaced. The number of Explainers will decline
by just over 400,000 to an estimated 1.1 million by 2020, representing over 40% of the total
loss across all seller types. Historically, B2B salespeople have played the role of explainerin-chief by enumerating the value of products and services over the phone or in person to
clients. As companies productize more of that content (e.g., via FAQs, using how-to videos,
and leveraging syndicated user generated content), more Explainers will lose their jobs to selfserve eCommerce websites. To keep their jobs, Explainers must develop an ability to navigate
customer-internal bureaucracies.
Fifteen percent of Navigators will vanish. Hit the least by digital selling, Navigators will represent
just 10% of the total loss of B2B salespeople across all seller types. Next to Consultants, Navigators
are the least vulnerable to displacement, as they excel at leveraging personal relationships and
knowledge of client internal operations value that technology cannot easily replace. Some B2B
companies will use procurement systems and policies to simplify buying internally and reduce the
need slightly for a B2B salesperson to navigate the broader organization to surface budget pools.
Navigators can be upskilled into a Consultant sales position, as they typically possess intangible
and hard-to-train qualities and high emotional intelligence
Consultants will actually grow in number by 10%. As the best of the best within B2B
selling, Consultants are not under threat from advances in technology or changing B2B buyer
behavior. They are most capable of relationship and solution selling, integrating themselves
most effectively into the key functions of their clients business and engaging in problemfinding.20 Consultants will grow in number by 2020, albeit just 10% off of a small base, because
they understand how to leverage advances in technology to understand their customers
problems better. They also adeptly navigate the more complicated agreement networks that are
commonplace among certain B2B buyer groups.21
10
-33%
3.5M
1.0M
Explainers 1.5M
-25%
1.1M
Navigators 0.9M
-15%
0.75M
Consultants 0.5M
+10%
0.55M
2012
2020
122288
nc
nd
ra
B ng
ri
tu G
ac P
uf d C
an n
m a
d
an
le n
sa t i o
le b u
ho r i
W st
di
d
an
el t y
av li
Tr pita
s
ho
l
ia
nc
n a es
F i vic
r
se
ra
d
an
g n
i n io
ld t
u i uc
B tr
ns
e
co
su
re
ch
ca
te
h-
lth
ig
ea
In
H
Consultants
Low
Low
Low
Low
Low
Low
Low
Low
Navigators
Low
Medium
Low
Low
Medium
Medium
High
Medium
Explainers
Med
Medium
Medium
Medium
High
High
High
Medium
Order
Takers
High
Medium
Medium
High
High
High
High
High
122288
11
Put selling via eCommerce on equal footing with commissioned salespeople. eBusiness
professionals must work with their leadership to develop a strategy whereby the self-serve
eCommerce website is a necessary and equal partner to B2B salespeople in the B2B selling
process serving both customers externally and B2B salespeople internally as a research and
transaction booking service (see Figure 7). Its a model whereby the self-serve eCommerce
website figures far more prominently in the pre-sales process, becomes the default destination
for all transactions (save for the most complex transactions and transactions tied to the very
largest accounts that require special care and feeding), and takes the lead on most of the postsales process.
Develop advanced self-serve eCommerce websites. B2B eBusiness professionals must build
sites that can provide a comparable buying experience to what salespeople have traditionally
provided. This includes functionality that sufficiently describes products and services online,
personalizes the research and buying experience, and enables customers to make a purchase.
But increasingly, self-serve B2B eCommerce websites must also source and integrate numerous
internal and external data feeds, create consistent and compelling experiences on several types
of mobile devices, and manage especially complex pricing and inventory combinations all in
real time.
Leverage well-trained customer account professionals across all channels. These employees
were traditionally referred to as field sales representatives and paid mostly by commission on
sales, but firms increasingly refer to them as customer account professionals and are focusing
them primarily on joint planning with clients to maximize profitable sales. The new role requires
a much higher level of training and a much deeper understanding of the customers business lines
and financials, thus making for a more exclusive and expensive club. B2B companies today are
relying less on commission to compensate these individuals and are instead paying them more in
base salary and bonusing them based on the companys overall performance.
Weve done away with the word sales in their titles and now call them account executives
because thats what they do they work directly and closely with their accounts to
optimize the clients sell through and maximize the clients sales and profits. They do not
sell per se to their clients now and are no longer paid commissions. (Senior executive from
a large apparel and footwear company)
12
Harness multipurpose inside sales reps to accelerate buyer journeys. As B2B companies
convert large field sales organizations into smaller, more focused pools of customer account
managers, inside sales teams will step up their game. Many B2B companies are moving these
inexpensive and agile inside sales reps into spaces where more expensive field sales reps used
to operate, increasingly placing them in marketing to focus on lead and demand generation. A
B2B building materials manufacturer we spoke with reduced its traditional sales headcount
from 75 to 50 without hurting sales by upgrading its ERP and CRM infrastructure to better
access data and by hiring inside sales reps to do lead generation.
Incorporate versatile call center agents into key parts of the selling process. Instead of
dispensing information that is now easily and more efficiently obtained online, call center
agents must increasingly become junior salespeople. In a world where customer attention is at
a premium, properly trained and adequately resourced call center agents (using a customized
version of the self-serve eCommerce website themselves) will shift from a historically
reactionary role to take advantage of the opportunity to cross-sell and upsell customers
products and services. Call center agents will figure especially prominently in the sales process
with enterprises as B2B companies increasingly upskill them to act in place of expensive field
sales reps in a person-to-person selling capacity.
Vary the digitally enabled model based on whether they are selling to SMBs or enterprises.
In general, complex sales transactions will continue to flow to sales reps and call centers across
all sizes of clients, while all other transactions will increasingly be routed through self-serve
eCommerce websites. For B2B companies selling to SMBs, though, Forrester expects field sales
to play a smaller role, while self-serve eCommerce websites will play a much larger role, from
pre-sales to post-sales by 2020 (see Figure 8-1). Similarly, in the enterprise space, self-serve
eCommerce websites will figure far more prominently in the sales process from beginning to
end by 2020 (see Figure 8-2). In five years, inside sales will play a larger role in the enterprise
pre-sales process, and call center agents will fill a small void in the sales space left by departing
field sales reps.
13
Customer
Account team
Field sales
Inside sales
Call center
122288
Self-serve website
Mobile
PC/laptop
Tablet
14
Pre-sales
Sales
Post-sales
2015
2020
Inside sales
2015
2020
Call center
2015
2020
Website
2015
2020
122288
15
Pre-sales
Sales
Post-sales
2015
2020
Inside sales
2015
2020
Call center
2015
2020
Website
2015
2020
122288
16
r e c o m m e n d at i o n s
Learn what todays omnichannel B2B buyers need and want. Detailed research about
single-channel, offline-only B2B customers is useless in a world where B2B buyers move
seamlessly across both offline and online channels when they research and buy. B2B
companies today must update their core internal understanding of their customers
omnichannel behavior by surveying both their existing customer base and a reasonable
prospect universe to establish a new baseline of available market B2B buyer behavior. The
purpose of the exercise is to establish a foundation from which to set a new planning cycle
in motion and prioritize critical digital investment strategies.
Create a digital-first omnichannel selling strategy. Leading B2B companies must start with
a vision of where they want to be in five years as an omnichannel B2B seller, set key goals
and objectives based on the vision (including defining what they are not going to do in that
time frame), and then develop a detailed plan to achieve those key objectives. eBusiness
leaders must co-create and cross-pollinate priorities with their business technology
colleagues to ensure that the company can operationalize and advance their omnichannel
vision with core systems of engagement and robust and scalable technology infrastructure.
Triage the existing sales force and hire salespeople with specialized skills. B2B companies
must first determine how many of their sales reps currently fall into each of the seller
archetypes based on how they would segment their own customer base by buyer archetype.
They must then create an environment conducive to attracting Consultants who are experts
at solution selling, as well as upskilling promising Explainers and Navigators by removing
barriers to their success from a people, processes, and technologies perspective. B2B
companies should also consider aligning their sales teams by verticals to leverage valueadded and differentiated industry-specific domain expertise.
Shift resources toward developing and maintaining a robust eCommerce website. For
B2B distributors, a self-serve eCommerce website must be the center of their interaction
with end user customers. For brand manufacturers, a self-service website sits right in the
middle of their channel ecosystem. However, all B2B eBusiness professionals must develop
their websites to be able to run small-scale pilots, measure test results in real time, and
17
iterate changes in short order. Because the eCommerce website will replace a substantial
number of the Order Taker salespeople in the organization, the website must be industrial
strength and fully functional which will require making substantial initial and ongoing
investments.
Partner with marketing colleagues to automate stages of the buyer journey. As B2B
buyers become more decided earlier on in the sales process, B2B marketing professionals
and B2B eBusiness professionals must join their digital sales enablement models. This will
involve aligning strategies on messaging and positioning in the pre-sales process, as well as
increasingly automating customer segmentation, demand generation, and lead nurturing. In
addition, eBusiness and marketing professionals must create a shared vision in the post-sales
process to drive customer retention, loyalty, and lifetime value creation.
Rationalize the eCommerce channel and partner channel. B2B manufacturers need to
figure out how to make their eCommerce channel and their partner channel peacefully
coexist at a minimum. At a maximum, they need to discover how to make the two channels
incremental to one another. Since channel partners are now independently pursing digital
customer engagement strategies, as well, B2B companies must use new eCommerce
syndication technologies to network their diaspora of channel partners into a tight and
coherent eCommerce affiliate network capable of selling their products and services to a
range of B2B buyers.
w h at i t m e a n s
Only B2B Companies That Disrupt Their Own Sales Models Will Survive
Amazon has proven that its possible to produce tens of billions in revenue annually from
selling products and services online, all without salespeople. In addition, established software
companies now offer trial downloads of full software packages that convert automatically into paid
subscriptions without the intervention of a single salesperson. Todays eBusiness and channel
strategy professionals at B2B companies are leading a fundamental transformation of their firms
sales models that will:
Unleash significant resources for website and sales assist technologies. Forrester predicts
that the elimination of 1 million B2B sales jobs in the US will free up billions of dollars for
B2B companies to use to fundamentally rearchitect their approach to selling. Theyll be able
to put more resources into integrating with customer supply chains to trigger reorders and
replenishment sales automatically. In addition, theyll be able to invest in giving salespeople
who sell complex products and services in complex buying environments hardware,
software, and applications to understand and act on customer needs in real time.
18
Create a path for salesperson-free new B2B business models. Look for Internet-only B2B
industry-specific websites and customer-segment websites to emerge. For example, sites such
as Graingers tiger brand Zoro leverage a low-cost-to-serve website to reach cost-conscious
industrial parts and supplies buyers who are interested in transacting almost exclusively
online. Such sites will offer limited customer service, but they wont rely on humans to close
sales. Omnichannel B2B companies will offer more vertical-specific low-cost sites that
leverage an existing supply chain, and online-only sites will piggyback on partners drop-ship
infrastructure to capture a new class of low-frequency, low-volume B2B buyers perhaps
even compete for certain types of prosumers that currently buy via B2C sites.
Transform a decades-old entry-level B2B career path. As companies reduce the number of
entry-level commission-carrying salespeople, B2B companies will no longer offer hundreds
of thousands of college graduates the opportunity to enter the workforce as salespeople.
In parallel, with employees in their twenties and thirties eschewing traditional sales jobs
offering variable pay and individually competitive environments, preferring instead stable
pay and team-based environments, B2B companies will struggle to find new salespeople.23
The entry-level path into B2B companies will continue to shift from commission-carrying
first-level salespeople to generalist data analysts and marketing specialists, and B2B
companies will use digital programs to train them as support personnel for Consultants.
become more available across more distribution points and pricing becomes more
transparent generally, B2B companies will increasingly be forced to differentiate and earn
profit from core and adjacent services. B2B companies will accelerate their marketing of
warranties on products, insurance for transportation and product use, and credit terms
and financing for purchases. They will also offer more services linked to razor- and
razorblade-like models, with a profitable and customized single-use refill item thats tied to
a commoditized multi-use product. For example, towel dispenser manufacturers such as
Georgia Pacific and SCA currently sell touchless systems to B2B clients as a means to the
end of driving a hand towel refill recurring revenue stream.24
Enable them to leapfrog B2C companies and lead change. Being the first to replace
salespeople with websites, B2B companies have the opportunity to pioneer the use of
technologies such as avatar-based selling, partner ecosystem data-sharing, and content
syndication tools. Forrester also expects that by automating salespeople in the sales process,
B2B companies will drive automation in other parts of the sales process such as with
automated analytics, marketing, and customer service.
Empower B2B brand manufacturers focused on converting captive traffic. In a keyworddriven world, B2B brands will see greater traffic coming from search engines. Forrester
believes that B2B brand manufacturers will be able to close the historical disintermediation
19
gap with end customers as B2B buyers increasingly insist on learning about products and
services on, and buying directly from, manufacturers websites. As technology disrupts more
distribution channels, B2B manufacturers will have special opportunities to target priceinelastic, brand-enthusiast, and early-adopter B2B buyers.
Supplemental Material
Methodology
Forrester used a combination of two primary data sources in the creation of this report:
B2B buyers survey. Forrester surveyed 224 US-based B2B professional and non-professional
buyers in the Forrester/Internet Retailer Q1 2015 US B2B Buyer Channel Preferences Online
Survey.
Executive briefings. We conducted in-depth interviews with over 30 eCommerce and sales
executives from October 2014 to March 2015 about the current and future state of their offline
and online selling operations.
Endnotes
Source: Erik Brynjolfsson and Andrew McAfee, Race Against The Machine, Digital Frontier Press, January
2012. Erik Brynjolfsson and Andrew McAfee calculated that the number of salespeople per million dollars
of real GDP in the US declined from 2.08 in 1995 to 1.79 in 2002. Forrester estimates that the number of
salespeople per million dollars of real GDP in the US declined even further to .98 by 2012.
Forrester defines self-serve eCommerce as fully functional eCommerce websites that B2B buyers use to
place orders with B2B manufacturers and distributors.
Until recently, most B2B companies relied on thick print catalogs, armies of sales reps, and well-staffed
call centers to drive and support customer purchases. See the The New And Emerging World Of B2B
Commerce Forrester report.
Source: Forrester/Internet Retailer Q1 2015 US B2B Buyer Channel Preferences Online Survey.
Source: Forrester/Internet Retailer Q1 2015 US B2B Buyer Channel Preferences Online Survey.
Source: Forrester/Internet Retailer Q1 2015 US B2B Buyer Channel Preferences Online Survey.
Forrester estimates that B2B eCommerce will top $1.1 trillion and account for 12.1% of all B2B sales in the
US by 2020. At the end of 2015, Forrester expects eCommerce to reach $780 billion and represent 9.3% of
total B2B sales in the US. See the US B2B eCommerce Forecast: 2015 To 2020 Forrester report.
20
Source: Forrester/Internet Retailer Q1 2015 US B2B Buyer Channel Preferences Online Survey.
Source: 2012 Sales Compensation Practices Survey For The High-Tech Industry, WorldatWork,
2012 (http://www.worldatwork.org/waw/adimLink?id=61615) and Kevin Johnson, Sales Expense vs.
Revenue Percentage, Houston Chronicle (http://smallbusiness.chron.com/sales-expense-vs-revenuepercentage-30579.html)
Technology vendors are spending, on average, 19% of their selling, general, and administrative (SG&A)
costs, or $135,262 per quota-carrying salesperson, in support-related activities. Few are aware of this
enormous amount because the costs are hidden tucked away in many different budgets dispersed
throughout the organization. See the Uncovering The Hidden Costs Of Sales Support Forrester report.
10
Source: Annelise Reynolds, Atlassian Posts Another Banner Year With 44% Revenue Growth, Atlassian,
September 10, 2014 (https://www.atlassian.com/company/press/press-releases/atlassian-posts-anotherbanner-year-with-44-revenue-growth).
11
12
13
14
15
Source: Occupational Outlook Handbook, US Bureau of Labor Statistics, January 8, 2014 (http://www.bls.
gov/ooh/).
16
Source: Kelsey Snyder and Pashmeena Hilal, The Changing Face of B2B Marketing, Think with Google,
March 2015 (https://www.thinkwithgoogle.com/articles/the-changing-face-b2b-marketing.html).
17
Forrester applied its seller archetype model to the entire population of 4.5 million B2B salespeople and
reviewed both detailed historical and present-day data from the US Bureau of Labor Statistics (BLS) to
construct a bottom-up model of B2B salesperson pool growth or contraction by seller archetype.
18
The Bureau of Labor Statistics (BLS) updates employment data every year. However, the BLS only publishes
10-year employment projections the second year of every decade (e.g. 2002, 2012, 2022, etc.).
19
Source: Daniel H. Pink, To Sell Is Human: The Surprising Truth About Moving Others, Riverhead Books,
December 2013.
20
While some salespeople still sell to individual procurers, as the organizational scope and impact of
decisions increase, so do the number of people who will have input into decisions within an agreement
network. Individuals in different roles and at different organizational altitudes have unique perspectives
about their challenges and the value of solutions. See the Elevate Your Sales Training Impact With A
Strategic Framework Forrester report.
21
22
21
Source: Lauren Weber, Why Its So Hard To Fill Sales Jobs, The Wall Street Journal, February 6, 2015
(http://www.wsj.com/articles/why-its-so-hard-to-fill-sales-jobs-1423002730?KEYWORDS=Why+It%E2%8
0%99s+So+Hard+To+Fill+Sales+Jobs).
23
Source: Timothy W. Martin, Paper or Power, Nothing Cut and Dried About Hand Washing In Restrooms,
The Wall Street Journal, June 24, 2014 (http://www.wsj.com/articles/paper-or-power-nothing-cut-anddried-about-hand-washing-in-restrooms-1403663581).
24
About Forrester
Global marketing and strategy leaders turn to Forrester to help
them make the tough decisions necessary to capitalize on shifts
in marketing, technology, and consumer behavior. We ensure your
success by providing:
Data-driven insight to understand the impact of changing
consumer behavior.
Forrester Focuses On
eBusiness & Channel Strategy Professionals
Responsible for building a multichannel sales and service strategy,
you must optimize how people, processes, and technology adapt
across a rapidly evolving set of customer touchpoints. Forrester
helps you create forward-thinking strategies to justify decisions and
optimize your individual, team, and corporate performance.
Forrester Research (Nasdaq: FORR) is a global research and advisory firm serving professionals in 13 key roles across three distinct client
segments. Our clients face progressively complex business and technology decisions every day. To help them understand, strategize, and act
upon opportunities brought by change, Forrester provides proprietary research, consumer and business data, custom consulting, events and
online communities, and peer-to-peer executive programs. We guide leaders in business technology, marketing and strategy, and the technology
industry through independent fact-based insight, ensuring their business success today and tomorrow.
122288