The B2B buying journey: What marketing leaders need to know

The B2B buying journey has changed. Modern buyers are more informed, more independent, and more selective.

In fact, 88% will show up to sales calls already knowing what a vendor has to offer. They’ve done the research, compared features, read reviews, and already formed opinions before they’ll even take your meeting.

Would what they hear and see about you convince them you’re worth their already-limited time?

In 2025, Wynter conducted research that surveyed 100 B2B SaaS marketing executives from companies with 200+ employees. The study uncovered the major touchpoints, decision factors, and stakeholder dynamics that form today’s B2B purchases. 

Gartner, in its 2022 study, also looked at how B2B buyers navigate complex purchase decisions, especially in environments shaped by organizational change and digital transformation. The study drew data from over 700 enterprise SaaS buyers.

This blog breaks down the research findings to show you what really matters in the modern B2B buying process and how to position your company to close the deal.

The modern B2B buying journey

The B2B buying behaviors may vary in sequence, but the pattern is anything but unpredictable. Most organizations follow the same core steps in their business purchasing cycle.

What’s important for vendors, though, is not merely knowing how buyers move but knowing who holds the decision-making power in the end. 

Here’s what today’s buyers prioritize when they’re evaluating their needs and options:

1. Requirements mapping: Teams identify core problems and define must-have versus nice-to-have features. This often happens during quarterly planning sessions or when existing tools fall short of growing demands.
2. Consideration set building: Buyers do initial research of potential vendors through Google searches, review sites like G2 and Capterra, and crucially, peer recommendations from their professional networks.
3. Self-education: Once they’ve shortlisted vendors, buyers dig deeper through company websites, customer reviews, and interactive demos. They’re doing this homework before they ever talk to sales.
4. Formal evaluation: The process gets structured with formal demos, free trials, and stakeholder discussions where technical teams assess fit and finance evaluates cost.
5. Final decision: The choice typically involves five decision-makers who must align on both functionality and budget.

As a CMO explained: 

“We identify a specific problem and come up with a list of requirements. Then, we put together a shortlist of vendors using Google and recommendations from friends. Next, we do a deep-dive into the website of each candidate and earmark 3-5 vendors — whom we invite to pitch to a cross-functional team. Finally, we negotiate pricing and sign a contract.”

Understanding each phase reveals where marketers can make the biggest impact—and where buyers are most likely to drop off. This means knowing exactly when and how to engage prospects at each stage.

Requirements mapping: Buyers establish their needs

Before any vendor research begins, companies engage in a thorough internal process to define their needs. But here’s what separates successful purchases from regrettable ones—how deeply teams dig into these three fundamental questions.

1. What is the problem or business opportunity? This sounds obvious, but many teams jump straight to solution-hunting without fully understanding the root issue. Is it a workflow bottleneck? A data visibility problem? Or something deeper, like misaligned team processes?
2. What would be nice to have? Smart buyers distinguish between features that would make their lives easier versus features that actually translate to bottom-line results. The “nice-to-haves” often become tiebreakers between similar solutions.
3. What does the perfect solution need to have? This is where non-negotiables get defined: integration requirements, security standards, user capacity limits, and budget constraints that can’t be compromised.

Answers to these questions establish the criteria against which all potential solutions will be evaluated. Understanding how buyers think through these questions reveals exactly where vendors should focus their messaging.

Consideration set building: How buyers do it

The Wynter research shows a distinct pattern buyers follow when considering which vendor to use: this typically happens in three stages, which Wynter calls the “three-pronged approach”:

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Stage 1: Peer-led discovery (72%)

Most buyers want to avoid bad options before they ever see a vendor website. So they start by asking people they trust.

This stage is informal, conversational, and largely invisible to marketers. Buyers start with “dark social,” where they tap peer networks and private communities, such as Slack and WhatsApp. This allows them to have candid conversations with others who have faced similar challenges. Buyers also tend to consult with trusted colleagues to understand which solutions are even worth considering.

As one Chief Marketing Officer explained it: 

“I ask for recommendations… To select a product I would get multiple reviews from people I trust. To select a vendor who I need to engage with, I would do multiple reference checks. My number one problem is selecting a vendor that initially appears to solve all my problems and later delivers subpar results after I’m stuck in the relationship”

This reflects a clear shift from last year, when most CMOs began their search on Google. Today, they turn first to private, off-platform spaces where trust-driven discussions happen beyond the reach of marketing teams. 

The driver behind this change is simple: marketing leaders value unfiltered, peer-based insight. While “dark social” may no longer be a new concept, its influence on buying behavior has only increased.

Three primary factors are contributing to this shift:

1. Greater reliance on trusted experience: CMOs increasingly seek comprehensive, firsthand perspectives that reflect both successful outcomes and challenges encountered by actual users, rather than relying solely on vendor-curated testimonials.
   
2. The evolution of professional communities:  Groups such as CMO Coffee Talk have developed into credible knowledge-sharing forums where senior leaders exchange practical insights, including what worked, what did not, and the underlying reasons.
   
3. Access to deeper, more candid insights: Private communities enable open discussion of implementation complexities, unforeseen costs, and operational trade-offs—information that is rarely captured in public reviews or formal case studies.

While trusted recommendations offer a strong initial signal, they represent only the first step in the buying journey. Marketing leaders must then validate these insights and broaden their perspective beyond individual experiences to make informed decisions.

Stage 2: Review-led validation (54%)

Once peer recommendations surface a shortlist, buyers turn to review platforms to validate what they’ve heard.

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Sites like G2, Capterra, and TrustRadius act as neutral proof points, helping buyers confirm:

• Corroborate peer recommendations
• Compare vendor capabilities
• Assess implementation complexity
• Develop realistic pricing expectations
• Identify potential risks or limitations

CMOs typically rely on these platforms not for initial discovery, but as an essential validation layer.

A Chief Marketing Officer explained: 

“Aside from cohort recommendations, I’d start with G2.com & also Capterra; both have the option to select and compare multiple options and easily view overall ratings, general costs & real customer reviews.”

Some companies also consult industry analysts and reports from Gartner and Forrester to identify potential vendors and gain insights into market leaders and emerging players.

This layered approach combines the value of candid, peer-driven insight with broader market perspective. When prospective buyers visit platforms like G2, they are not casually exploring options; they are actively validating specific recommendations they have already received.

Stage 3: Search-led verification (51%)

Only after social proof is established do buyers turn to Google. This year, 51% of CMOs report using Google during their buying process. 

However, while search remains important, it is no longer the primary starting point. Instead, most marketing leaders now use Google as a verification tool within the consideration stage to verify assumptions, rather than discover options. Buyers research messaging, read content, compare positioning, and look for signals that reinforce (or contradict) what peers and reviews suggested.

One Chief Marketing Officer said:

“A quick Google search lets me see which vendors are trending; then I use that data to decide which demos to schedule and which names to investigate further.”

This shift reflects a fundamental change in how CMOs evaluate software. Google has moved from serving as a discovery engine to acting as a validation layer, enabling buyers to:

• Research shortlisted vendors in greater depth
• Access independent articles and third-party perspectives
• Identify potential risks or limitations
• Confirm information gathered through peer recommendations

By now, the list is short. This makes marketing’s job reassurance, not persuasion.

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These patterns reveal two success factors for B2B vendors:

1. Community-led discovery: Visibility within trusted community spaces is now essential for earning a place on the shortlist. Strong customer relationships matter more than ever, as satisfied customers are your most effective advocates.
   
2. Multi-channel reinforcement: Impact increases when channels work together. Review platforms and customer advocacy are foundational touchpoints that consistently influence buyers across the consideration journey.

Vendors should create optimized content that answers user search intent clearly during discovery. And in the process, get tagged as a major candidate.

AI has emerged as a new decision-support layer in the buying process

Here’s what’s changed: 24% of CMOs now use AI tools such as ChatGPT and Perplexity to support purchasing decisions. In last year’s report, AI was not mentioned at all, and adoption is expected to more than double in the coming year.

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Previously, CMOs relied heavily on vendor websites, peer conversations, and analyst reports to evaluate options. Today, AI tools can rapidly synthesize market information, providing high-level comparisons and insights in seconds.

Based on the Wynter survey, CMOs are using AI in two primary ways:

1. Rapid research: Quickly summarizing and comparing software options, replacing hours of manual review.
2. Additional verification: Cross-checking peer recommendations and other inputs to reinforce confidence in their decisions.

“These days I’m using Perplexity so I can do a natural language search to find the types of software I’m looking for. I would also use ChatGPT or Claude. I would use Google only if I have certainty about which specific software types or products I want.”

It’s important to note that AI is not replacing peer conversations. In fact, 76% of CMOs still prefer advice from other professionals. Instead, AI is emerging as a complementary support tool within the decision-making process.

The key is to pay close attention to how your products are represented in AI-driven comparisons.

Key actions to take:

1. Evaluate how your product appears when AI tools are queried about your category.
2. Ensure product information is accurate, accessible, and optimized for AI consumption (AIO).
3. Continue investing in strong customer relationships, as peer recommendations remain the most influential factor in consideration.

Read: Cut through the hype: best AI in marketing courses

Why your customers are still your best salespeople

Wynter’s 2024 study data is eye-opening: 58% of marketing executives rely on their networks to build a shortlist of vendors. Not Google. Not your carefully crafted ads. Their trusted peers.

“I would research using Google, CMO Coffee Talk Slack channel, and Pavilion Slack channel for initial recommendations of vendors,” shared Heather, VP of Marketing.

Another VP of Marketing, Nicole, put it simply:

“I usually go to one of my communities I’m in: Pavilion or CMO Coffee Talk and search there first or ask for recommendations.”

Some buyers skip the research rabbit hole entirely. Eric, VP and Head of Marketing, was refreshingly honest:

“We start with Google, G2…but honestly someone usually has suggestions already before we search online. So we don’t always look.”

The psychology behind peer influence

While buyers find convenience in peer recommendations, there are two psychological forces that explain why this approach works so well:

The bandwagon effect is why your product becomes more appealing when buyers see their peers using it. It’s social proof in action, and it works because no one wants to be the person who chose the wrong vendor while everyone else found success elsewhere.

Availability bias means buyers pay closer attention to recently acquired information. When they spot you in search results after hearing about you from peers, you’ve become a stronger option they’re already mentally prepared to consider.

What the data reveals about influence

When buyers ranked the factors that actually shape their shortlists, the hierarchy was plain:

• Word of mouth/peer recommendations: 6.5 out of 7
• Third-party reviews (G2, TrustRadius, etc.): 4.74 
• Market share/brand recognition: 4.63
• Your owned content (social, blog, webinars): 3.95 
• Google search results: 3.93 
• Your ads: 2.25 
• Cold outreach/sales contact: 2.0

Trust from peers demolishes direct marketing efforts. Your cold emails and display ads are practically irrelevant during buyers’ initial considerations.

Self-education: Buyers come prepared

A staggering 88% of buyers come to sales meetings already familiar with the vendor.

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Data on how buyers are self-educating

Buyers are not casually browsing. They’re conducting thorough due diligence through multiple channels before they’ll even take your call.

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• 100% examine your website (clearly, your digital storefront needs to be impressive)
• 84% use interactive demos or virtual tools
• 73% check third-party reviews
• 54% view social media platforms
• 46% engage with your interactive tools
• 36% read blog content
• 33% interact with digital ads
• 27% follow founders on social
• 23% meet reps at trade shows
• 11% subscribe to newsletters

During this phase, buyers want answers to:

1. Can you solve our specific problems? They want clarity, relevance, and proof of value.
2. How are you different from everyone else we’re considering? They need differentiation that matters.

Most B2B websites fail spectacularly at the second question. They communicate as if they’re the only company doing what they do, completely ignoring the competitive reality their prospects live in. These brands likely aren’t making it to the final three as often as they think.

One SVP of Marketing put it bluntly: 

“We are extremely familiar with a vendor before getting on a sales call with them. We do the bulk of our research ahead of time and generally come in with a strong POV and questions ready to go.”

Janelle, Head of Marketing, was even more direct: 

“By the time I get on a sales call I have usually done my own due diligence, understand the product differentiators and value, and have narrowed down to a short list. I just need to evaluate if the pricing aligns with the budget.”

To be a strong candidate, your digital presence (including review sites) must nail both value proposition and differentiation without any sales hand-holding.

And yet, a digital presence alone isn’t enough. Gartner reports that buyers are 1.8 times more likely to close a high-quality deal when supplier-provided digital tools are paired with rep interaction—and 2.8 times more likely when the messaging between reps and website content is consistent.

Formal evaluation: Getting into the final three

With buyers growing selective, 78% of B2B buyers shortlist only 3 vendors for demos (Wynter 2024). And, on top of that, more than half of CMOs want to see a demo before buying. 

Mike, a CMO, outlined the typical process:

“We look at 3 or 4 vendors that we think would meet our needs, have discussions with the sales reps, get demos, have internal team discussions, and make the selection. We do not have a procurement function. If the application is in budget, and legal approves the terms, we move forward to contract.”

The shortlist trifecta

Three factors dominate the path to that coveted final-three spot:

1. Word of mouth: Those peer recommendations we discussed earlier carry you further than any other single factor
2. Website performance: With 97% of buyers visiting your site, this is your most crucial marketing asset
3. Interactive demos: 55% prefer a sales rep-guided demo, while only 21% use rep-assisted self-serve demos to evaluate products before talking to sales

Market share and brand recognition can earn category leaders an automatic spot, while your content (social, newsletter, blog) helps build longer-term awareness. But content typically gets you into the broader consideration set, not necessarily the final three.

Traditional sales demos keep proving their worth

Despite the self-service trend, 55% of buyers still follow a traditional purchase process through a sales rep. Half of all B2B marketing buyers actually prefer this approach over pure self-service options.

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In its 2024 study, Wynter asked buyers to rank what adds the most value during vendor selection:

• 49% said sales presentations/demos
• 23% said virtual/interactive demos on the website
• 14% said third-party reviews
• 14% said the supplier website

One CMO states: “If it is software, then an online demo is a MUST-HAVE.”

To add: While 75% of B2B buyers say they prefer a rep-free experience, Gartner reports that self-service digital buyers are 1.65 times more likely to experience purchase regret than those in rep-led sales. Buyers are 2.3× more likely to feel confident in a purchase when they interact with a rep. A hybrid model—where reps support digital tools—cuts buyer regret by half.

Final decision: There’s a committee of stakeholders behind it

Behind every B2B purchase sits a median of five decision-makers, each with changing concerns as the process unfolds. Early on, they’re asking, “Can this solve our problem?” By the final stages, they want proof that it will actually work.

According to Gartner, buying groups typically include 5 to 11 stakeholders spanning 5 distinct business functions—a reflection of how cross-functional and high-stakes these decisions have become. 

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Nearly all (99%) B2B purchases are triggered by organizational change, and 66% of buyers say the amount of change is overwhelming.

Example of stakeholders

A typical committee includes:

• Department head: focused on solving the business problem
• IT director: worried about integration and security risks
• Finance manager: scrutinizing budget and ROI projections
• End-users: concerned about usability and daily workflow impact
• Legal and procurement: ensuring contract and compliance requirements

The questions that matter most

During shortlisting, stakeholders focus on fit and feasibility:

• Can you solve our specific business problem?
• How does this integrate with our existing tech stack?
• What’s the real pricing structure and total cost?
• How customizable is your solution?
• What security and compliance features are included?

During final evaluation, they want proof and assurance:

• Can you show ROI from similar implementations?
• What support do you provide when things go wrong?
• How do you handle compliance requirements (SOC2, GDPR, HIPAA)?
• How long have you been in business, and who can vouch for you?
• Will this scale as we grow?

Andrey, VP of Growth and Marketing, outlined a typical scenario:

“The process starts with one of my team members coming across a new tool, testing it out themselves, and then telling me about it (assuming it’s a freemium model). After that, we loop in other members of the team and schedule demos. If it’s a good fit—we buy it, as long as I do not exceed my budget.”

It makes sense to have content that answers even the most uncommon questions at the ready. Not generic case studies or feature lists—specific answers to the concerns keeping committee members up at night. Because when five people need to say yes, clarity beats cleverness every time.

Frame your differentiation around the problems other solutions leave unsolved, the integrations they can’t handle, or the scale limitations they impose. 

Gartner calls this “value framing” and “value affirmation” — two interaction types that help buyers both understand and believe in the purchase. When done well, value framing increases high-quality deals by 20%, and value affirmation boosts them by 30%.

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When committee members are already afraid of making the wrong choice, showing them the specific risks of not choosing you becomes your strongest closing argument.

Read: 17 lesser known ways to persuade people

B2B marketing tactics and trends in 2026

The B2B buyer’s journey might be nonlinear, but marketers still need a clear strategy to show up at the right moment, with the right message. Based on Wynter’s 2025 research, here are the marketing tactics and trends that high-performing teams are doubling down on.

Focus on fewer, higher-performing channels

The strongest teams are dropping low-ROI platforms and focusing budget and effort where their ideal customers actually spend their time.

“We’ve stopped paid LinkedIn ads; we were seeing high platform engagement but very low time on page.”

— Alissa, Director of Marketing

Instead of chasing impressions, they’re prioritizing quality engagement through trusted newsletters, focused paid ads, and niche podcasts.

Create useful content

B2B buyers want useful, problem-solving content that helps them make a decision. They’re done with vague, brand-first messaging. Think real expert-led webinars, insight-rich guides or reports, and evergreen content you can recycle across campaigns.

Webinars stand out especially when they feel unscripted and real.

“Our smaller, more casual webinars perform better than our formal ones. People want connection, not just slides.”

— Courtney, Director of Field Marketing

Read: Top 10 Content Marketing & Content Strategy Courses for Advanced Marketers

Invest in in-person interactions

Digital fatigue is real, but you can turn it into an advantage. In-person events can still outperform most online channels for pipeline generation. Host or join small, targeted gatherings are leading to deeper conversations, stronger relationships, and faster deal cycles.

Optimize for how buyers actually search

SEO isn’t exclusive to Google. Buyers are asking AI for vendor recommendations, which means your content needs to be structured for AI discoverability. Marketing leaders are rewriting content around specific use cases, updating outdated pages, and building clusters of expertise instead of isolated blog posts.

If your product doesn’t show up when a buyer types, “What are the best platforms for mid-market SaaS?” into an AI tool—do something about it because you’re not in the race.

Shape thoughtful interactions through ABM

Account-based marketing (ABM) treats high-value prospects like individual markets, creating personalized campaigns for specific companies rather than broad audience segments. 

With almost every buyer visiting your website during their research phase, account-based personalization is a logical response. Instead of showing generic messaging to every visitor, you can deliver tailored and timed content that speaks directly to each target account’s industry, company size, and specific challenges.

“They [buyers] need comms that speak directly to their needs and real, trustworthy proof that you’ll deliver on your promises.”

— Alice, Director of Marketing

Some tactics are too expensive, too slow, or just too ineffective to keep. If you can’t squarely prove returns, move on.

Close high-value deals with account-based marketing 

The SaaS companies that win deals aren’t the ones with the biggest budgets or the most aggressive sales teams. They’re the ones who show up where buyers are already looking, earn trust through peer recommendations, deliver experiences that actually solve real problems, and make their unique value impossible to ignore.

A successful ABM strategy is all about designing personalized outreach that respects buyers’ time, providing real stories over generic claims, and championing content that inspires confidence.

If you’re ready to dig deeper into the tactical side of ABM, try our course and learn to launch an ABM program that delivers real ROI in just 6 weeks!