The company also made significant investments in customers launch into new channels in relative technology, which allowed employees to develop isolation and with no consistency. Leaders in this presentations and pitches that could work both space are meeting customers where they are to in-person and remotely—sometimes at the same ensure consistent messaging across channels, time, if the customer had people both in the room rather than making the customers come to them. and on videoconference. Its best field-sales expertise can now address lower cost-to-serve A global B2B software-as-a-service player now lets digital channels, making smaller customers the type of transaction—what is being sold to whom profitable. The shift has allowed sales leaders to and when—determine the GTM approach instead of introduce consistent messaging across the sales assigning larger accounts to field reps and smaller function (which customers reported as a major ones to inside sales. Simple transactions for all issue) and helped the company achieve around ten customers are handled by inside sales or digital percent top-line growth. channels, while field reps cover more complex purchases. Meet your customers where they wish Before this, if a customer posted a query on the to meet website, the digital-sales team referred it to the call With customers wanting personalized buying center; staff there had basic technical and selling journeys, approaches that are experience-led capabilities but lacked the expertise to land sales. (looking at customers’ previous buying journeys The company’s data showed, however, that inside and needs) and expertise-led (demonstrating sales can effectively follow up remotely by bringing expertise in aspects such as customers’ industry in experts for guidance from a centralized pool in or geography) could be the way to go. Too often, the commercial hub. The final negotiation and close Direct-to-consumer experiences in B2B With the increased use of omnichannels, some capabilities to deliver that. This includes investing in B2B organizations have found opportunities in analytics to predict customer needs and personalize unexpected places. Some have chosen to (re) their journeys. define their customer as the end consumer. This has led them to embrace direct-to-consumer Possible problems with a DTC model include the (DTC) business, without relying on intermediaries. risk of channel conflict, and antagonization of the Research shows that DTC margins are typically customer base. It is critical to gain stakeholder buy- 8–12 percent higher than other channels. in. Deft organizations achieve this by communicating upfront with retail partners, adjusting incentives, Companies can operate at various stages of the maintaining price parity, and being omnichannel. DTC journey, too: it doesn’t necessarily mean Most of the mature DTC companies McKinsey just adding an e-commerce function to the surveyed do not view channel conflict as a concern. website. Some companies focus on building brand loyalty, others on education around their unique Although the DTC model may not work for all sellers, value proposition, and others on direct top-line and creates the potential for cannibalization, it’s a growth. Whatever the entry point, it’s important for trend that many B2B companies are exploring and companies to be clear on the value they want to add adopting. for the customer and prioritize building the right Future of B2B sales: The big reframe 17