In addition to an overview of the most relevant trends and the most promising digital methods as well as tools for sales, this master thesis will provide insights into the practical aspects of Digital Sales. A particular focus will be placed on the relevance and influence of Digital Leadership in the context of necessary change management regarding the digitalization of sales.
Across all industries, digitalization leads to sustainable structural changes for companies of all sizes. New business models are emerging, existing business models are changing fundamentally or are even disappearing altogether. Hardly any business area is spared from disruptive change. Therefore, also customer management and sales constantly face new challenges and opportunities. Familiar processes and methods have to be reassessed radically to ensure ongoing success.
Companies have to learn to adapt their customer management to changing requirements. They cannot hope that customers will continue to move towards providers as they have in the past. This has profound consequences for sales. Existing processes have to change, salespeople have to adapt their’ skills and competencies to shifting customer expectations, and organizations have to review their structures. Companies that do not address the digital market changes today will not survive in the future.
In contrast to U.S.-based companies, German companies have been hesitant to deal with the digitalization of sales so far. Business was excellent and sales were continuously successful. Thus, there was little need to change the status quo, especially in small and medium-sized enterprises (SMEs). However, the COVID-19 pandemic abruptly changed business life. The entire sales cycle suddenly needed a redesign, from customer acquisition to customer service. Ultimately, the pandemic began to change sales processes in German SMEs, and with that, also the mindset towards the digitalization of sales.
Nevertheless, companies are still struggling to change. The vast number of options for optimizing sales processes seems unlimited. Which sales processes should companies digitize, and which should stay as they are? Which aspects are critical to the success of effective sales management? Who should be the initiator and motivator for digitalization measures in sales? Moreover, are the necessary skills and competencies even available?
Table of Contents
1 Introduction
1.1 Research Background & Context
1.2 Research Gap & Goal
1.3 Research Structure
2 General Theoretical Foundation
2.1 Fundamentals of Digitalization
2.1.1 Definition of Digitalization
2.1.2 Relevance of Digitalization
2.1.3 Drivers of Digitalization
2.1.4 Impact of Digitalization on Sales
2.2 Fundamentals of Business-to-Business
2.2.1 Definition of Business-to-Business
2.2.2 Business Software Industry
2.3 Fundamentals of Digital Sales
2.3.1 Definition of Digital Sales
2.3.2 Shifts in Customer Behavior & Major Trends in Sales
2.3.3 Disruptive Methods & Tools for Digital Sales
2.3.4 Digital Sales Excellence
2.3.5 Status Quo of existing Studies
2.4 Fundamentals of Digital Leadership
2.4.1 Digital Transformation & Change Management
2.4.2 Definition of Digital Leadership
2.4.3 Relevance of Digital Leadership in Sales
2.4.4 Digital Sales Leadership
2.4.5 Status Quo of existing Studies
3 Empirical Research Approach
3.1 Design of Empirical Research
3.2 Selection of Interview Partners & Sampling
3.3 Interview Guide
3.4 Data Collection
3.5 Data Analysis
4 Data Analysis & Results
4.1 Introduction to the Category System
4.2 Necessity for Digital Sales
4.3 Prerequisites & Challenges of Digital Sales
4.4 Methods & Tools of Digital Sales
4.5 Outlook
5 Discussion of Results
5.1 Research Question 1: Challenges in the context of Digital Sales
5.2 Research Question 2: Necessary Skills & Competencies of Digital Sales Leaders
5.3 Research Question 3: Influence of Digital Leadership on Digitalization of Sales
6 Final Review
6.1 Conclusion
6.2 Limitations & Implications for Research and Practice
Research Objectives and Topics
This master thesis aims to bridge the gap between the requirements for the digitalization of sales and the necessary implementation of Digital Leadership. It investigates how German small and medium-sized enterprises (SMEs) in the B2B software industry can leverage digital transformation to remain competitive, with a particular focus on the role of executives in driving this change through leadership.
- The current status quo and maturity level of digital sales processes in German SMEs.
- The challenges and necessary competencies required for effective Digital Leadership in sales organizations.
- The impact of Digital Leadership on the successful implementation of new digital methods and tools.
- Methods for integrating digital transformation into daily sales operations through structured leadership approaches.
Excerpt from the book
2.4.1 Digital Transformation & Change Management
The constant change in organizations is a natural requirement and an apparent phenomenon. The fundamental success of a company is in a state of tension between the stability of existing structures and the ability to adapt to changing internal and external influences. (Blessin & Wick, 2021, p. 426) Changes in corporate processes are often complex and usually cannot be implemented without friction. Changes often trigger stress and fear among the workforce, which can lead to resistance. (Braun-Görtz, 2021, p. 6) According to a Forbes study (2019), with 70% the main cause for failure of digitization measures is that employees are reluctant to use new digital technologies. This is due to the fear of losing their jobs or that their tasks may change dramatically with the use of digital technologies. (Microsoft, 2017)
That is why companies have to decide which actions and reactions during change are promising. (Blessin & Wick, 2021, p. 427 f.; Doyé, 2022, p. 273 ff.) In this rapidly changing environment, executives are constantly confronted with new conditions. Hence, executives are key players during organizational change and in the context of their involvement in change processes: „Leading change is one of the most important and difficult leadership responsibilities. For some theorists, it is the essence of leadership and everything else is secondary.“ (Yukl, 2010, p. 308)
Summary of Chapters
1 Introduction: Provides an overview of the thesis, outlining the research background, the identified gap between digital trends and sales reality in SMEs, and the research questions.
2 General Theoretical Foundation: Establishes the fundamentals of digitalization, B2B markets, digital sales strategies, and the critical role of Digital Leadership in organizational transformation.
3 Empirical Research Approach: Describes the design of the primary research, including the methodology for expert interviews with sales executives and the application of qualitative content analysis via MAXQDA.
4 Data Analysis & Results: Presents the categorized findings from the expert interviews, focusing on the necessity for digital sales, associated challenges, and the role of leadership.
5 Discussion of Results: Discusses and interprets the empirical results by relating them to the existing secondary literature to answer the central research questions regarding challenges, competencies, and leadership influence.
6 Final Review: Summarizes the key insights of the thesis, acknowledges limitations of the research, and provides implications for future academic and professional practice.
Keywords
Digitalization, Digital Sales, B2B, Software Industry, Digital Leadership, Change Management, Sales Excellence, SMEs, Customer Journey, Leadership Competencies, Sales Transformation, Process Automation, Digital Tools, Market Competitiveness, Expert Interviews
Frequently Asked Questions
What is the core focus of this research?
The research examines the digitalization of sales processes specifically within German small and medium-sized B2B software enterprises, emphasizing the critical role leadership plays in successfully managing this transition.
What are the primary themes discussed?
Central themes include the necessity of digital sales, the persistent challenge of change management within traditional sales structures, and the required shift in leadership culture to remain competitive.
What is the primary research goal?
The goal is to analyze the influence of Digital Leadership on the successful digitalization of sales in German SMEs, bridging the gap between theoretical digital requirements and practical executive action.
Which scientific methodology was applied?
The work employs a qualitative research approach, utilizing exploratory expert interviews with ten senior sales executives, followed by a qualitative content analysis according to Mayring.
What areas are covered in the main section?
The main sections cover the theoretical foundations of digital sales and leadership, empirical data analysis from expert interviews, and a discussion connecting these findings to market trends and change management requirements.
Which keywords best characterize the research?
Key terms include Digital Sales, B2B Software Industry, SMEs, Digital Leadership, Change Management, and Sales Force Transformation.
Why are German SMEs highlighted in this study?
German SMEs are often more hesitant to embrace digital sales compared to their international counterparts; this study investigates how leadership can overcome this inertia.
How is the "digital maturity" of a company defined?
Digital maturity is measured through various success drivers, often involving the integration of CRM systems, data-driven forecasting, and the strategic agility of the sales team.
What is the suggested outcome of the thesis for sales departments?
The thesis concludes that sales leaders must act as initiators of change, focusing on people, culture, and clear communication rather than simply implementing new technologies.
- Citar trabajo
- Tim Schick (Autor), 2022, The Future of Sales in the B2B Software Industry. The Digitalization of Sales in German small and medium-sized enterprises, Múnich, GRIN Verlag, https://www.grin.com/document/1381918
