Recent data from G2 and SaaStr paints a vivid picture of an increasingly competitive landscape for software firms.
The good news is that half of software buyers are gearing up to spend more in 2025, a clear shift from the consolidation and “do more with less” attitude of 2024.
However, there are three key constraints in buying behavior that GTM teams need to aware of in order to garner a competitive share of the spending increase.

B2B buying is in turmoil. This according to the latest Forrester research revealing the sobering reality: almost 9 in 10 B2B purchases stall during the buying journey, and when a decision is made, more than 80% of buyers are dissatisfied with their chosen provider.

Yet amidst this “buyer mayhem,” a clear solution emerges: Value Selling: prioritizing a buyer-centric approach and focusing on measurable outcomes, organizations can address the critical gaps in today’s broken buying process.

As B2B solution providers become increasingly focused on delivering measurable outcomes to their customers, the shift toward value-driven strategies is reshaping sales, marketing, and customer success. Value management, value consulting, and value enablement are no longer niche capabilities—they’re becoming essential for winning and retaining customers in 2025 and beyond.
Here are five key predictions for how value-focused strategies will evolve in the coming year, along with the challenges companies must overcome to realize these outcomes

In a recent survey, we examined the key characteristics of value program leaders, with each falling into four distinct archetype categories — Doer, Enabler, Evangelist, and Orchestrator — each representing a different level of maturity and focus along two key dimensions.

Understanding which archetype you currently are, and how you would like to evolve to the more desired type is essential for organizations looking to optimize their value programs and scale their impact.

For any tech company in a growth phase, proving product value and aligning it with a customer’s strategic goals is essential.

As more buyers demand measurable ROI and comprehensive financial justification, tech companies need skilled value engineers and consultants to support the sales process. These experts develop the proof points, ROI analyses, and CFO-ready business cases that today’s buyers expect.

But for companies without established value engineering teams, the decision to hire full-time staff or leverage fractional consultants is critical—and for many, fractional support is the clear choice.

A myriad of sales and retention obstacles remain to overcome in order to close out 2024 strong, and set the stage for an even better 2025.

Data from Pavilion’s Q3 2024 Pulse Report shows that 61% of sellers are still struggling, failing to meet year-to-date quotas. A paltry 16% of sales professionals are actually exceeding their targets, effectively carrying the weight of their teams.