{"id":47527,"date":"2024-04-15T15:06:34","date_gmt":"2024-04-15T19:06:34","guid":{"rendered":"https:\/\/www.sisinternational.com\/?page_id=47527"},"modified":"2026-05-05T15:56:07","modified_gmt":"2026-05-05T19:56:07","slug":"ricerche-di-mercato-sulle-vendite-aziendali-b2b","status":"publish","type":"page","link":"https:\/\/www.sisinternational.com\/it\/soluzioni\/ricerche-di-mercato-b2b\/ricerche-di-mercato-sulle-vendite-aziendali-b2b\/","title":{"rendered":"B2B Enterprise Sales Market Research | SIS International"},"content":{"rendered":"
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Ricerche di mercato sulle vendite aziendali B2B<\/a><\/h1>\n
\"Ricerca<\/figure>\n<\/p>\n
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As B2B sales become increasingly complex and competitive, businesses must use the right insights to succeed. B2B enterprise sales market research<\/a> provides deep insights into market trends, buyer behaviors, decision-making processes, and competitor strategies, empowering businesses to tailor their sales approach, identify new opportunities, and drive growth in the enterprise segment.<\/p>\n

Che cos'\u00e8 la ricerca di mercato sulle vendite aziendali B2B?<\/h2>\n

La ricerca di mercato delle vendite aziendali B2B studia il settore globale delle vendite aziendali B2B, concentrandosi sulle tendenze del mercato, sulle preferenze degli acquirenti, sul panorama competitivo e sui progressi tecnologici. Si concentra sulle aziende che vendono prodotti o servizi ad altre aziende a livello aziendale, aiutandole a comprendere le dinamiche del mercato e a sviluppare strategie di vendita efficaci.<\/p>\n<\/div>\n

B2B Enterprise Sales Market Research: How Leading Industrial Firms Win Complex Deals<\/h1>\n

Enterprise selling has shifted from relationship management to evidence management. Buying committees expand, procurement scrutiny intensifies, and the cost of a single lost pursuit rises into the millions. B2B enterprise sales market research is now the discipline that separates firms compounding share from those defending it.<\/p>\n

The strongest commercial organizations treat sales intelligence as an operating system, not a project. They map buying committees by role and influence weight. They track competitor wins and losses at the SKU level. They quantify switching costs inside the installed base before pricing actions reach the field. The output is a sales force that knows what each account will pay, who signs, and what the alternative looks like.<\/p>\n

Why Enterprise Sales Research Now Drives Pipeline Quality<\/h2>\n

Industrial buying committees have grown to seven or more stakeholders across engineering, procurement, operations, finance, and sustainability. Each carries a different decision weight, and the weights shift across the deal cycle. Sales teams operating on intuition close the wrong stakeholder at the wrong moment.<\/p>\n

B2B enterprise sales market research resolves this through structured stakeholder mapping. SIS deploys B2B expert interviews with named buyers, specifiers, and end users inside target accounts and their peer set. The deliverable is a decision matrix showing which role drives shortlist inclusion, which role drives final selection, and which role can veto. Caterpillar, Siemens, and Honeywell have all restructured pursuit teams around this distinction in recent years.<\/p>\n

According to SIS International Research across industrial pursuits in North America, Europe, and Asia, win rates climb sharply when sellers reach the technical specifier eight to twelve weeks before RFP issuance.<\/span> Firms that engage only after RFP release win at roughly half the rate of firms engaged during specification drafting.<\/span><\/p>\n

The Intelligence Stack Behind Complex Deal Wins<\/h2>\n

Leading industrial firms build a four-layer intelligence stack: account-level, competitor-level, offer-level, and macro-level. Each layer answers a different commercial question, and weakness at any layer compresses margin.<\/p>\n

At the account level, installed base analytics reveal which equipment is approaching replacement, which contracts are expiring, and which sites are under capital review. At the competitor level, win\/loss analysis surfaces the specific reasons deals were lost, separated from the reasons buyers reported. The two rarely match. At the offer level, total cost of ownership modeling and bill of materials optimization translate technical superiority into procurement language. At the macro level, reshoring feasibility and supplier qualification audits identify accounts where supply chain stress is forcing vendor reconsideration.<\/p>\n

SIS International’s competitive intelligence work with Fortune 500 industrial manufacturers consistently finds that buyers cite price as the loss reason in roughly 60 percent of debriefs, while structured win\/loss interviews trace the actual cause to specification fit, delivery confidence, or aftermarket service in over half of those same deals.<\/span> The gap between stated and actual loss reasons is the single most actionable input to sales coaching.<\/p>\n

How Voice of Customer Programs Reshape Pricing Power<\/h2>\n

Pricing power in industrial markets is earned through evidence, not asserted through cost-plus formulas. VOC programs structured around willingness-to-pay research, conjoint analysis, and feature trade-off testing tell a sales force exactly which attributes justify premium and which are table stakes.<\/p>\n

The mechanism is specific. When a manufacturer of process equipment runs structured VOC across a hundred specifying engineers, the output ranks attributes by purchase influence and by price elasticity. Energy efficiency may rank first on influence but third on elasticity. Service response time may rank fourth on influence but first on elasticity. The seller now knows where to discount and where to hold. Aftermarket revenue strategy follows the same logic: parts and service contracts often carry three times the margin of the original equipment, and VOC reveals which customer segments will pay for guaranteed uptime versus which will self-service.<\/p>\n

Where Market Entry Assessments Compound Sales Velocity<\/h2>\n

Geographic expansion fails when sales teams are deployed before the entry assessment is complete. The cost is not just the failed market. It is the diversion of senior sales talent for eighteen to twenty-four months.<\/p>\n

Market entry assessments answer four questions before headcount is committed: what is the addressable installed base, who are the three to five competitors that actually win, what is the channel structure, and what regulatory or certification barriers control timing. SIS has run these assessments for industrial clients entering Japan, Germany, Brazil, and the Gulf, and the pattern is consistent. Firms that complete the assessment before hiring close their first major account in roughly half the time of firms that hire first.<\/p>\n

\n\n\n\n\n\n\n\n\n
Intelligence Layer<\/th>\nPrimary Method<\/th>\nCommercial Output<\/th>\n<\/tr>\n<\/thead>\n
Account<\/td>\nB2B expert interviews, installed base analytics<\/td>\nStakeholder map, replacement timing<\/td>\n<\/tr>\n
Concorrente<\/td>\nWin\/loss analysis, competitive intelligence<\/td>\nLoss reason taxonomy, displacement plays<\/td>\n<\/tr>\n
Offer<\/td>\nVOC, conjoint, TCO modeling<\/td>\nPricing corridor, feature prioritization<\/td>\n<\/tr>\n
Macro<\/td>\nMarket entry assessment, supplier qualification audit<\/td>\nEntry sequencing, channel structure<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/figure>\n

Source: SIS International Research<\/em><\/p>\n

The SIS Enterprise Sales Intelligence Framework<\/h2>\n

Across four decades of industrial engagements, SIS has observed that the firms compounding share share three traits. They run continuous win\/loss programs, not annual ones. They quantify the buying committee, not the buyer. They price against TCO, not list. The framework that captures this is the Specify-Shortlist-Select-Sustain model, which aligns research investment to the four moments where deals are actually won or lost.<\/p>\n

Based on SIS International’s analysis of industrial pursuits across the Americas, EMEA, and Asia-Pacific, the Specify stage absorbs the smallest sales investment yet determines roughly 70 percent of final outcomes.<\/span> Reallocating senior sales time from late-stage negotiation to early-stage specification is the highest-return change most industrial commercial organizations can make.<\/p>\n

What Separates Continuous Programs From One-Off Studies<\/h2>\n
\"Ricerca<\/figure>\n

The difference between a sales organization that wins consistently and one that wins occasionally is the cadence of intelligence. One-off studies age out within two quarters. Continuous programs feed the CRM, the sales playbook, and the pricing committee on a rolling basis.<\/p>\n

Continuous B2B enterprise sales market research integrates four feeds: monthly win\/loss debriefs, quarterly competitor benchmarking, semi-annual VOC refreshes, and annual market sizing updates. The CRM becomes the system of record, but the intelligence layer sits beside it. Sellers see, on the account record, the buying committee map, the competitor likely to be in the deal, and the price points that have closed in comparable accounts. Pursuit decisions become evidence-based at the rep level, not just the executive level.<\/p>\n

Where the Returns Concentrate<\/h2>\n
\"Ricerca<\/figure>\n

Returns from B2B enterprise sales market research concentrate in three places: pursuit selectivity, pricing discipline, and aftermarket capture. Selectivity raises win rates because resources flow to deals the firm can actually win. Pricing discipline raises gross margin because discounting follows elasticity, not pressure. Aftermarket capture raises lifetime value because the installed base is mined with the same rigor as the new logo pipeline.<\/p>\n

Firms that institutionalize all three outperform peers across the cycle. The investment in B2B enterprise sales market research is small relative to the sales compensation it makes more productive. The leadership question is not whether to fund it. The question is whether the intelligence is reaching the seller in the moment of the deal.<\/p>\n

A proposito di SIS Internazionale<\/h2>\n

SIS Internazionale<\/a> offre ricerca quantitativa, qualitativa e strategica. Forniamo dati, strumenti, strategie, report e approfondimenti per il processo decisionale. Conduciamo anche interviste, sondaggi, focus group e altri metodi e approcci di ricerca di mercato. Contattaci<\/a> per il tuo prossimo progetto di ricerca di mercato.<\/p>\n

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Le ricerche di mercato delle vendite aziendali B2B studiano le tendenze del settore delle vendite B2B, le preferenze degli acquirenti, la concorrenza e i progressi tecnologici.<\/p>","protected":false},"author":1,"featured_media":62378,"parent":11292,"menu_order":37,"comment_status":"closed","ping_status":"closed","template":"","meta":{"footnotes":""},"class_list":["post-47527","page","type-page","status-publish","has-post-thumbnail"],"_links":{"self":[{"href":"https:\/\/www.sisinternational.com\/it\/wp-json\/wp\/v2\/pages\/47527","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.sisinternational.com\/it\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/www.sisinternational.com\/it\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/it\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/it\/wp-json\/wp\/v2\/comments?post=47527"}],"version-history":[{"count":18,"href":"https:\/\/www.sisinternational.com\/it\/wp-json\/wp\/v2\/pages\/47527\/revisions"}],"predecessor-version":[{"id":87326,"href":"https:\/\/www.sisinternational.com\/it\/wp-json\/wp\/v2\/pages\/47527\/revisions\/87326"}],"up":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/it\/wp-json\/wp\/v2\/pages\/11292"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/it\/wp-json\/wp\/v2\/media\/62378"}],"wp:attachment":[{"href":"https:\/\/www.sisinternational.com\/it\/wp-json\/wp\/v2\/media?parent=47527"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}