The B2B sales representative model: hybrid, remote, or on-site?

For technology, e-commerce, and SaaS companies, remote work in B2B sales can work very well. When the purchasing process takes place online and the customer is used to email and Zoom contact, the physical presence of a salesperson becomes less important.

The remote model has several obvious advantages: lower costs, access to specialists from across the country (or even the world), and greater organizational flexibility. However, where interpersonal relationships, trust, and quick response to customer needs are key, selling exclusively remotely can prove too distant and difficult to control. A team working entirely online may also lose commitment and internal cooperation.

It is no surprise that the hybrid sales model has been winning the hearts of many organizations since 2021. It allows salespeople to combine online meetings with visits to key customers, work from home on reports and CRM, and at the same time gives them the opportunity to have real contact with their team or logistics department.

The hybrid model works particularly well where the sales process is long and purchasing decisions require many steps and people on the customer side. Tools such as CRM, Slack, and MS Teams are standard today, but their effective use requires good work organization and established operating rules.

Despite the growing popularity of remote and hybrid work, in many industries the stationary model in B2B sales is still not only practiced but even necessary. The industrial, chemical, logistics, and agricultural sectors are examples of environments where a stationary salesperson is crucial.

Why? First and foremost, due to the pace of operations and the need for close coordination between departments. In a dynamic environment where every hour of delay can cost the client’s company hundreds of thousands of dollars, physical presence and immediate communication cannot be overestimated. Added to this is the easier onboarding of new employees and the ability to provide ongoing support to junior sales representatives.

At Foodcom S.A., where we deal with the international distribution of raw materials, we have been focusing on the stationary organization of the sales department for years. And we do so consciously.

Thanks to our daily presence in the office, we can respond more quickly to customer needs, better coordinate activities between teams (e.g., sales and logistics), and more easily train new employees.

In our industry, quick decision-making and efficient communication are crucial, which is why the physical presence of the team on site translates directly into operational efficiency and quality of service.

There is no one-size-fits-all solution. Each company should choose a sales representative working model that suits its needs and the specific nature of the market. It is worth considering:

• the type of customer (SMEs or corporations),
• the length and complexity of the sales cycle,
• the organizational structure of the company (whether teams are centralized or dispersed),
• the availability of technologies supporting remote processes,
• and the organizational culture and level of trust in employees.

Changing the work model in the sales department is not only a logistical challenge, it is a strategic decision that affects team efficiency, talent development, and customer relationships. For some organizations, hybrid work for salespeople will be the best solution, while others will stick with the stationary model. The most important thing is not to blindly follow trends, but to consciously choose what works best for our industry and team.