Amid today’s economic uncertainty, the B2B landscape is undergoing significant transformation. Fueled by rapid integration of digital technologies, sellers continue to invest, innovate, and experiment with how they present their offerings. Their B2B customers are shifting toward consumer-like purchasing behavior. They’re also demanding a much more sophisticated buying experience and are willing to walk away if they don’t get it.
In this ever-evolving environment, B2B decision makers are asking how they should continue to balance self-service (where they can manage buying on their own through a digital interface) and human interactions in their approach to sales. To find answers, we recently conducted our 2024 B2B Pulse Survey to better understand their priorities, expectations, and behaviors. We gathered responses from nearly 4,000 B2B decision makers across 34 sectors in eight major industries from 13 different countries. This year marks the ninth time that we have fielded this survey; since 2016, we have gathered insights from approximately 30,000 respondents globally.
This year’s research shows that trends we’ve been tracking over the past several years have now crystallized into five fundamental truths about success in B2B sales and how these truths are experienced across three different archetypes of decision makers: adapters, innovators, and seekers.
- The “rule of thirds” rules all. At any given stage of the buying journey, one-third of customers hope for in-person interactions, one-third want remote communications, and one-third prefer digital self-serve options. The rule of thirds holds true across all geographies, industries, and company sizes, all types of buying occasions from new to repeat purchases, and across high- and low-value purchases.
- Seamless omnichannel is gold. B2B customers use an average of ten interaction channels in their buying journey (up from five in 2016). But sellers offering multiple channels isn’t enough. More than half of our respondents want a true omnichannel experience, one in which they can interact and buy while switching seamlessly across multiple channels. They are likely to switch suppliers if they don’t have a smooth experience across these many touchpoints.
- E-commerce is indispensable. In-person sales is no longer the top revenue-generating channel among organizations that offer e-commerce as an option. E-commerce is now on top, with more than one-third of revenue coming from this channel for those that offer it. Meanwhile, in-person revenue has dropped five percentage points year over year. Customers’ comfort with remote and self-serve spending has jumped, notably for orders of more than $500,000.
- Hybrid work works. Companies where employees work in multiple locations (at home, in the office, or at client sites) are more likely to experience 10 percent–plus revenue growth than companies where employees work from a single location.
- Gen AI’s got game. Nineteen percent of B2B sales forces are already implementing gen AI use cases and finding success, and an additional 23 percent are in the process of experimenting with it. Data-driven commercial teams that blend personalized customer experiences with gen AI are 1.7 times more likely to increase market share than those that do not.
In this article, we’ll explain the imperatives to develop effective go-to-market strategies that arise from these five truths. First, we’ll describe three distinct archetypes of B2B decision makers and how these truths apply to them. Then we’ll explore how leaders can act in response to each of the five truths. Although there is some variation in how different archetypes operate in an omnichannel ecosystem, all decision makers want the ability to interact in many ways, everywhere, at any time.
The three archetypes of B2B decision makers
Over the years, we’ve asked respondents to our B2B Pulse Survey to tell us about their behaviors and attitudes toward buying via omnichannel interactions, including their experiences with what delights them, what frustrates them, and what their levels of comfort are with remote sales, e-commerce, and gen AI. This year, we have identified three distinct decision-maker archetypes according to their varying preferences and needs. Interestingly, all three are consistently present across all countries and sectors, meaning companies must account for the presence of each as they design, execute, and continuously fine-tune their go-to-market approaches (Exhibit 1):
- Adapters. Forty-four percent of this year’s B2B Pulse Survey respondents are highly relationship oriented. While willing to try new channels, they tend to stick with patterns that they are familiar with and are slow to try new experiences, channels, and suppliers, even when the status quo is less than satisfactory.
- Innovators. Twenty percent of respondents are on the cutting edge when it comes to newer technologies, including using gen AI to research suppliers. They are highly likely to be on any and all digital channels.
- Seekers. Thirty-six percent of respondents demand a seamless omnichannel experience. If they don’t get it, they are quick to seek out a new supplier. They are also prepared to spend big online.
Even among the diverse preferences and levels of comfort across the three archetypes, all B2B decision makers show a willingness to adopt higher-quality interactions and more advanced digital solutions. They all uniformly adhere to the rule of thirds, they use an average of ten sales channels, and they consistently desire omnichannel interaction. Companies should look at the five fundamental truths as a checklist to ensure they are fully addressing the preferences and needs present across the three archetypes.
Truth 1: The rule of thirds rules all
The rule-of-thirds trend that has emerged over the years has become firmly entrenched (Exhibit 2). Before 2020, about half of our B2B Pulse Survey respondents preferred in-person and other traditional forms of communication when researching and evaluating suppliers. When the COVID-19 pandemic curbed face-to-face interactions, remote and self-serve digital interactions spiked. The split became even, and it has stayed that way ever since.
The rule of thirds is also remarkably consistent regardless of country, industry, company size, or type of purchase (Exhibit 3).
While individual companies may have differing preferences, the rule of thirds is notably consistent across all archetypes, with customers evenly splitting their time between in-person, remote, and digital self-service interactions (Exhibit 4). Unsurprisingly, adapters have a marginally greater preference for in-person interactions. But roughly one-third of innovators and seekers spend their time this way too. Among all archetypes, companies tend to prefer in-person interactions over digital when a purchase is high effort. Forty-one percent of our respondents prefer in-person channels when interacting with new suppliers, and 40 percent prefer such channels when purchasing something for the first time. That means B2B vendors should not neglect in-person forms of engagement while they simultaneously pursue excellence remotely or digitally.
The takeaway: there is no single-channel customer. For sellers, the average go-to-market model should offer all customers the same multiple paths to interact, reaching them where they want, when they want. Sellers should ensure that they offer robust options for in-person, remote, and digital interactions, regardless of what country or industry they’re in, or what archetype they may be serving.
However, operationalizing the rule of thirds does not necessarily mean providing all three avenues to all customers with equal intensity and ease of access. Large, important accounts might benefit from a dedicated sales representative, as well as special access to a fit-for-purpose self-service portal. A general self-service portal might be sufficient for most longer-tail customers, and it may be enough to allow them to request a virtual or in-person visit as needed without providing a dedicated sales rep. Applying the rule of thirds means balancing preferences across all customer types with real cost-to-serve constraints.
Truth 2: Seamless omnichannel is gold
A typical buying journey includes identifying and researching suppliers, considering and evaluating products, ordering, and reordering. These days, buyers across all geographies and sectors expect a full omnichannel experience, with respondents to our B2B Pulse Survey using an average of ten ways to interact across all steps of their journey (Exhibit 5). The top three most frequently used touchpoints are a company’s website, in-person sales, and interactions via video conference. Other interactions include email, mobile apps, e-procurement portals, and online chat. Forty-two of respondents this year say that they used more than 11 different touchpoints.
Because buyers are present on so many interaction channels, the quality and seamlessness of the experience matters more than ever. Just as consumers have become more willing to switch brands, B2B customers are more willing to switch suppliers. More than half of our survey respondents say they are likely to turn elsewhere if they don’t have a smooth experience across channels. That figure is even higher when you look at those who fit the seekers archetype. Sixty-five percent of them say they are likely to switch suppliers if they run into hiccups.
The reasons for churn are applicable across both traditional and digital ways of communicating. Fifty-four percent of those likely to switch suppliers cite poor-quality digital customer experiences as a reason to go elsewhere; 51 percent say a lack of customer tracking across channels would be an impediment to doing business; and 51 percent would find an alternative if they were not connected to the right person for help.
The takeaway: invest and reinvest in a cohesive, integrated, omnichannel experience. Customers don’t want a mere variety of multiple channels; they want a true omnichannel sales experience that feels smooth, curated, and orchestrated to meet their specific needs. And they’ve made it clear that they’ll bail if they don’t get what they want. Sales leaders need to become “journey orchestrators,” learning about their buyers’ purchasing preferences and channel habits, discerning their archetype, and anticipating their omnichannel behaviors. Leaders can then seamlessly guide their customers to the right touchpoints at any given time during their buying journey.
Truth 3: E-commerce is indispensable
Those in B2B sales who think it’s optional to invest more in e-commerce are mistaken. It’s become the leading sales channel in revenue generation, usage, effectiveness, and investment. Since last year, e-commerce has dethroned in-person sales as the top revenue-generating channel among organizations that offer e-commerce as a purchasing channel.
Seventy-one percent of B2B respondents offer some form of e-commerce, and online sales now account for 34 percent of revenue (Exhibit 6). And for the fourth year in a row, those who sell online rank e-commerce as their most effective channel. Thirty percent of adapters, 38 percent of innovators, and 35 percent of seekers get the bulk of their revenue out of e-commerce. In comparison, 20 percent of adapters, 19 percent of innovators, and 13 percent of seekers generate the most revenues from in-person sales, the lowest percentages we’ve seen in the postpandemic world.
Across all archetypes, revenue generated by in-person sales has dropped by five percentage points to 17 percent, with the bulk of it going to e-commerce. Videoconferencing has also seen a modest uptick in revenue generation (12 percent of revenues come from this channel now, compared with 11 percent in 2022). We see companies primarily using online chat in the sales journey to engage customers, generate interest and awareness, and answer questions. They are less likely to use it for actual purchases.
Accordingly, companies are putting more money into e-commerce. One-third of all our respondents have increased investment by 11 percent or more. All three archetypes are accelerating these investments, led most dramatically by seekers. Forty-five percent of them have increased allocated e-commerce budget by 11 percent or more. In comparison, 37 percent of innovators and only 24 percent of adapters have done the same.
The investment in e-commerce is paying off. Our B2B Pulse Survey results show that buyers’ comfort with remote and self-service spending has leaped in 2024 (Exhibit 7), especially for orders worth $500,000 or more. Even buyers in sectors such as medical technology, where e-commerce has historically been slower to take off, are more comfortable than in the past.
There are some differences in comfort level among the three archetypes of B2B decision makers when it comes to spending big online. Sixty-nine percent of seekers would be willing to conduct transactions of $500,000 or more remotely, compared with 37 percent of innovators and 19 percent of adapters. Nonetheless, all of them say they are willing to do so, making further development of e-commerce an easy call for companies.
The takeaway: e-commerce is the backbone of the omnichannel strategy. With customer preferences shifting year over year, it’s now undeniable that e-commerce is a magnet channel in B2B sales. E-commerce has moved from being a minor investment in a company’s go-to-marketing plan to being the cornerstone of a successful omnichannel strategy and a driver of revenue growth. Additionally, if correctly used and supported by continuous investment, decision makers can leverage its full potential to serve as a hub for customer data, which can help to ensure a seamless customer journey.
Truth 4: Hybrid work works
The concept of omnichannel flexibility and agility should extend to the location of work as well, especially for frontline workers such as salespeople. Our survey shows that companies with hybrid work environments (where employees mix up their work locations during the week) are more successful than those whose employees spend four or five days per week in a single location. Thirty-five percent of respondents from hybrid companies say their company achieved greater than 10 percent revenue growth over the previous year, compared with 28 percent of nonhybrid companies. (Exhibit 8).
Hybrid work isn’t just about geographical location; it’s also about enabling the flexibility that’s necessary in a rule-of-thirds world, where a company’s sales force should be focused on providing a seamless, flexible omnichannel experience. Rather than forcing roles to pair strictly with specific sales channels, hybrid work can enable sellers to work across channels and give customers the right blend of interactions, putting the focus on their ability to cater to customers’ needs rather than on their working location. Digital channels can handle straightforward customer interactions (such as taking orders, sharing product specifications, or relaying order progress updates), while humans who have developed relationship-building skills can handle the more complex interactions of customer support, meeting customers where they want, whether that’s in person or online.
The takeaway: get moving, get flexible, and commit to a brave new hybrid world. Since the COVID-19 pandemic has abated, many companies have been crafting blanket policies that require all employees to return to the office or that specify the exact number of days they may work from home. However, hybrid work can positively affect employee retention and engagement—and lead to a higher effectiveness for sales teams generally—by empowering workers and giving them the flexibility to make choices about where to work. That doesn’t mean work location should be a free-for-all. B2B leaders should help employees to understand working norms and why they are sometimes asked to be on-site, which can encourage their teams to make informed, intentional choices to work together in person for the moments that matter. They should similarly be strategic and purposeful in remote working decisions as well.
Truth 5: Gen AI’s got game
Over the past couple of years, the euphoric buzz about gen AI has been replaced by questions about business adoption and value generation. In this latest B2B Pulse Survey, we asked decision makers what they think and plan to do about gen AI. A notable 19 percent of respondents are already implementing gen AI use cases for B2B buying and selling, with another 23 percent currently in the process of implementing it through ongoing development or experimentation. That percentage is even higher for those who have had success in B2B sales (those that reported market share growth of 10 percent or more), with 57 percent of them deploying gen AI. We also see a correlation between attitudes toward gen AI and revenue growth. Whether decision makers are excited or concerned, those with the strongest feelings about gen AI have seen the most revenue growth in the past year.
Across the board, commercial leaders (defined as the B2B Pulse Survey respondents whose roles are in top management, sales, or marketing) are excited about the seven use cases in which we have observed material traction with gen AI in sales within the past couple years. Some companies focus on a single use case, such as meeting support or research assistance. Others are adopting gen AI in support of complex tasks, such as enabling next-best action or smart coaching in combination with other use cases.
Roughly two out of three commercial leaders consider each use case “very beneficial” or “extremely beneficial.” Companies with larger deals and longer sales cycles are more excited about meeting support and smart research assistants to minimize administrative tasks, help with meeting preparation, and reduce effort in answering customer questions. Those with many potential customers and a high volume of transactions are more interested in next-best opportunity and next-best action to help them prioritize and better nurture leads.
As we dive into the mindsets of early adopters in a B2B business setting, we see that excitement toward gen AI becomes higher as companies move further along the adoption curve. For example, 45 percent of those using a smart research assistant at scale believe this use case is “extremely beneficial,” compared with 30 percent of those who are experimenting with it, and 25 percent of those who have yet to explore this specific use case. This trend toward increasing bullishness signals a positive impact and experience among those who are embracing gen AI (Exhibit 9).
Gen AI can give an even more powerful boost to companies that are already generating growth through highly personalized marketing. Since advanced tools need robust customer data to connect the dots and be effective, those that are engaging in one-to-one personalization may have a head start when experimenting with gen AI. Our research bears this out, with 54 percent of companies engaging in one-to-one personalization already in the process of implementing gen AI. The dual deployment of gen AI and personalization can pay off: data-driven commercial teams that blend both approaches are 1.7 times more likely to increase market share than those that are not fully committed to either.
The takeaway: responsibly accelerate adoption of commercial gen AI use cases. With the promise of gen AI beginning to deliver and create real value, companies should develop a road map for how to leverage potential synergies. We suggest finding opportunities for omnichannel transformations that directly face customers, support sellers as they work with buyers, or make employees more effective. Robust customer data management can also help companies break down silos and unify technology stacks, enabling them to more quickly innovate through the marriage of gen AI and personalization.
The five fundamental truths revealed in our global B2B Pulse Survey provide a clear, actionable, and strategic framework for companies to aim for sustained growth and success in an increasingly competitive landscape. From embracing the rule of thirds and developing seamless omnichannel journeys to investing in e-commerce, encouraging hybrid work, and implementing gen AI, decision makers are looking ahead and taking bold actions. As buyers become more demanding and technological advancement becomes increasingly critical, following the imperatives that arise from these truths will be the key to unlocking growth.
