Robert sits in an office near Provo, Utah at what looks like the console of an air traffic
The B2B "Genius Bar"® as a Role Model
The "virtual" sales rep role in its ideal form provides the personalized, anticipatory, service of a five-star hotel. Think of it as the B2B version of an Apple Genius Bar – using virtual tools. The Apple executive team modeled the Genius Bar after Ritz-Carlton's customer service. Hallmarks of this exemplary concierge service include a personal touch; a warm, friendly, attitude; and attention to satisfying customer needs at every step. Sales expert Anneke Seley says the "virtual" sales rep culture is a far-cry from the historical "me and my quota" rep.
Sales teams are finally coming to grips with digital age facts. The culture shift recognizes that engagement must be sensitive to the appropriate stage of the buyer's decision-journey. "Buyers aren't ready to buy until they are ready to buy". Marketers all know by now that buyers prefer self-sufficiency and they avoid talking to sales people until the decision-journey is substantially complete. IDC research shows that for tech products averages this distance averages about 50%. Now sales is also starting to appreciate that buyers are alienated when by placed prematurely into the arena. At the same time sales leaders don't want to waste an expensive sales resource on someone who isn't ready to buy.
Digital May Not be Enough
Content marketing is what companies must do to fill the gap when buyers won't talk to traditional sales people. Content marketing is a hugely important communication strategy and companies will not be successful without mastering it.
Yet, for B2B companies, a completely digital engagement solution may not ever be the right answer. For one thing, content marketing capabilities in most companies is still ramping. Even when content marketing becomes excellent, digital may never be personal enough. Some B2B solutions are so complex, customized, or require so much trust that a human must intervene for the buyer to be truly served. It may also be in the vendor's best interest to involve a good sales person early. One tech CMO told me that although the company could offer eCommerce, a human touch tripled the size of the deal.
The End of One-to-One
Sales must abandon the image of the lone hero acting alone. A distinguishing feature between traditional sales and marketing has been that sales covered one-to-one interactions and marketing covered the one-to-many. The evolving "virtual" sales model is somewhere in-between. Maybe we can call it some-to-one.
Because the Apple's Genius Bar is not just a person. It's a chain of orchestrated interactions constructed not only with people but also with data, technology, knowledge, content, training, and culture. It takes a village to offer five-star concierge service.
This shift means new responsibilities for marketing. To engage in a buyer-sensitive way, marketing must provision "virtual" sales reps, train them, and merge them into new types of campaigns. These new reps will be power users of CRM and marketing automation. They will be adept at social selling. They will depend on behavioral data and pitch-perfect content. Depending on the company business model they may generate leads, qualify them, develop business, close sales, or offer technical buying assistance.
IDC believes that the challenge of aligning with sales and instituting sales enablement will seem like baby steps compared to the full-on role integration of this new function. CMO's should jump on this trend now.
Genius Bar is a registered trademark of Apple, Inc.
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