B2B software sales teams are massive. But do we really need this many people just to sell software? At first glance, the answer seems obvious: the buying process is complex, multiple stakeholders are involved, and trust needs to be built. But dig deeper, and the inefficiencies of traditional B2B sales start to show.
- B2B software purchases take too long. Even for simple tools, the process involves endless meetings, approvals, and negotiations.
- Companies hire large sales teams to navigate this complexity instead of questioning whether the process itself should be simpler.
- Salespeople focus on selling, not solving. Buyers don’t always get the right information, and sellers rarely take the time to listen.
- Buyers themselves contribute to the problem by withholding critical details, making it harder for sellers to align solutions with real business needs.
Why does a simple software purchase require so many conversations? The answer lies in the misaligned incentives and outdated processes that shape enterprise sales:
- Buyers often don’t know what they need. Many are just working through a checklist, not necessarily looking for the best solution.
- Sales teams optimize for short-term wins. They push products instead of taking the time to truly understand and educate.
- Demos are often generic. Instead of showing how the software solves a real problem, they focus on feature overviews that may or may not be relevant. a
- Enterprise buying decisions are political. In large organizations, the buying process is often shaped by risk aversion, internal power dynamics, and vendor relationships rather than product fit.
- Sales-driven growth dominates. Unlike product-led companies like Slack or Zoom, many B2B software companies rely on expensive, people-driven sales motions.
- Marketplaces don’t always help. In theory, they should streamline purchasing, but in reality, they often limit choice, charge high fees, and push pre-selected vendors.
- Consulting firms add another layer of inefficiency. Instead of making the process simpler, they often act as middlemen, guiding companies toward a small set of vendors they have relationships with.
It’s time to rethink whether sales teams should be this large—or if we should change the way B2B software is bought and sold. AI and data-driven insights could allow fewer people to handle more deals, shorten sales cycles, and provide better recommendations to buyers. But until companies address the systemic inefficiencies in the buying process itself, the size of sales teams will continue to grow—not because it’s necessary, but because it’s profitable for the people running the system.
If the B2B sales process were truly about helping buyers, it wouldn’t be this bloated. The real question isn’t just whether we need fewer salespeople—it’s whether the system is built for the buyer at all.
