۱٫ Introduction

۲٫ Theoretical framework

۳٫ Methodology

۴٫ Results

۵٫ Discussion of findings

۶٫ Research implications

۷٫ Managerial implications

۸٫ Conclusions, limitations and suggestions

References

Abstract

The purpose of this study is to shed light on the extent to which salespeople use technology throughout complex B2B sales processes. The research on technology in society considers specifically which enablers and obstacles are most prominent in driving the digitalization of complex B2B sales processes. This research applies a postpositivism approach based on a qualitative design, using insights from case studies. Data collection is based on an in-depth series of interviews with salespeople in several companies, in order to collect information about the digitalization of complex B2B sales processes. Findings indicate that a complex B2B sales process is not easily digitalized. On the contrary, there are a number of hurdles to overcome. General results reported contextualize the major specific one, while the specific ones focus on enablers and obstacles in complex B2B sales processes. The research aids our understanding of the process of obtaining valid information in this context. It also helps to classify and organize different kinds of analog and digital sources and channels of information. Provides suggestions for further research. This study proposes using a mixed structure in the sales department to obtain benefits of communication technologies and to use what advantages digitalization provides. This may start by dividing digitalization process into functions and after that, using the remaining possibilities, by territory, accounts or products, depending on the company. The study reveals dimensions (indicators and context) and subdimensions (organizational, technological, cultural and security issues) of relevance in the digitalization of complex B2B sales process.

Introduction

Most salespeople would probably agree that selling in many B2Bmarkets is becoming more and more demanding, making them less productive. This decrease in productivity has been explained by the selling organization’s focus on offering more complex solutions, on differentiating them from their competitors in a demanding market [1]. This leads to increasing corporate sales force costs, due to combining the tangible (physical products) and intangible (services), increasing the efforts that salespeople required (to invest) in order to sell the solution offered [2]. Furthermore, complex B2B sales processes are characterized by multiple people involved (selling to buying centers) on both sides of a business agreement [3,4], often leading to protracted sales processes [5].

It is therefore not surprising that a top priority among sales directors in B2B-markets for complex sales solutions is to maximize revenue and increase the effectiveness of the sales force [6]. One way of reducing the cost of the salesforce, which has received attention from both practitioners and researchers, is to focus on digitalization and Sales Force Automation (SFA) in the sales process [7], so as to increase the effectiveness and thereby the revenue [8].