The world of sales is undergoing a seismic shift. If you don't adapt, you might as well be peddling floppy disks in a world of cloud computing. 

Gone are the days of scripted spiels and one-size-fits-all pitches. Today, buyers are savvy and demand a personalized experience that speaks directly to their unique needs. 

We chatted with Vishal Kapoor, the head of sales at Sendbird, to discuss these changes in detail. Our conversation explored how sales teams can stay ahead of the curve by embracing agility, interactivity, and a customer-centric approach that leaves traditional tactics in the dust.

From linear to dynamic buying processes

Traditionally, the sales process followed a clear, step-by-step progression: identification of a need, information gathering, vendor evaluation, and finally, a purchase decision. This methodical approach allowed sales teams to predict buyer movements and tailor their strategies accordingly. 

However, the digital age has disrupted this predictability. Buyers now have immediate access to a vast array of information, tools, and peer reviews, enabling them to bypass certain traditional stages of the buying process.

For instance, a potential customer might begin by independently researching a product online, using forums, social media, and reviews to gather user feedback before ever contacting a sales representative. 

They might download trial versions of software, watch instructional videos, and use comparison tools to form opinions and narrow down choices without vendor interaction. This self-directed research phase means that by the time a buyer contacts a vendor, they are often already well into their decision-making process.

Concurrent decision-making paths

The modern buyer does not operate in a vacuum; they explore multiple solutions simultaneously. This concurrent evaluation involves toggling between different vendors, comparing features, pricing, and user experiences in real-time. 

Such a scenario demands that sales demos be more than just informative; they must be compelling, engaging, and tailored to highlight specific benefits that resonate with the individual needs and challenges of each prospective buyer.

Meeting buyers where they are

To adapt to this new dynamic, sales teams must shift their approach from selling to helping. This involves:

1. Personalized engagement: Understanding the specific business needs and pain points of each buyer to tailor demos and communications. Utilizing CRM and other tools to gather insights about the buyer's journey can help customize interactions.
2. Multi-channel presence: Being present across all platforms where potential buyers might seek information—social media, industry forums, email, and webinars—to provide timely and relevant responses and information.
3. Interactive and flexible demos: Offering on-demand, interactive demos that allow buyers to explore features at their own pace and on their own terms. Incorporating features like live chat or instant feedback within these demos can enhance the interactive experience.
4. Educational content: Providing valuable content that educates the buyer not only about the product but also about industry trends, best practices, and ways to solve their specific problems. This establishes the vendor’s role as a trusted advisor.

Adapting to new sales strategies: PLG and traditional sales

Product-led growth (PLG) and traditional sales strategies can effectively coexist and complement each other, combining the strengths of both approaches to maximize user acquisition, conversion, and retention. 

PLG centers around the product itself driving growth through user engagement, often facilitated by free trials or freemium models. This method allows users to experience the product's value directly, which can organically generate leads and promote expansion.

Traditional sales strategies play a crucial role, particularly in scenarios involving complex deals or enterprise clients, where longer sales cycles and personalized relationship management are essential. Sales teams can leverage insights from product usage to better target and convert high-value customers and provide vital feedback for product refinement.

Integrating PLG with traditional sales involves carefully balancing automated user engagement with strategic sales interventions. 

For example, Dropbox leveraged its widespread individual use within companies to introduce tailored enterprise solutions, demonstrating a seamless blend of PLG with traditional sales. Similarly, OpenAI’s initial popularity with developers led to enterprise solutions that required a more conventional sales approach.

Looking forward: Agile sales methods are the future

For businesses to thrive using both PLG and traditional sales, they must ensure a harmonious integration where the product attracts users and the sales team capitalizes on this interest to secure larger deals. This dual approach not only enhances customer acquisition but also supports sustained growth through strategic upselling and customer relationship management.

Vishal encourages sales teams to view these challenges as opportunities to innovate and gain market share. He concludes with advice on how sales teams need to be agile, continuously learn, and adapt to succeed in the current business environment.