Companies continue to invest heavily in breakthrough technologies, ranging from advanced industrial software to AI-driven platforms. Yet many of these radical innovations fail to gain traction, not because customers reject them, but because sales teams are hesitant to promote them actively. Recent research from ESMT Berlin highlights a crucial psychological barrier underlying this reluctance: the fear among salespeople of “losing face” when engaging with customers. This fear, rooted in concerns about professional image and credibility, can quietly undermine even the most promising innovations before they reach the market.
The study, conducted by Bianca Schmitz (ESMT), Julian Schmalstieg (Freie Universität Berlin), Olaf Ploetner (ESMT), Andreas Eggert (Freie Universität Berlin), and Johannes Habel (University of Houston), provides a comprehensive examination of this issue. Their article, Selling Radical Innovations, was published in the peer-reviewed journal Industrial Marketing Management. Drawing on 69 in-depth interviews with managers and sales professionals, alongside two large-scale surveys involving nearly 400 industrial salespeople across the United States and the United Kingdom, the researchers uncover an often-overlooked emotional mechanism that hinders the commercial success of innovative products.
Radical innovations differ fundamentally from incremental improvements. These products typically involve unfamiliar technologies, target new customer segments, or require entirely different business models. As a result, they push salespeople beyond their established areas of expertise. Unlike routine product upgrades, which rely on existing knowledge and relationships, radical innovations demand adaptability, learning, and engagement with uncertainty. This shift creates a challenging environment in which traditional sales approaches may no longer be sufficient.
The research shows that salespeople frequently anticipate what the authors describe as “consultation failures.” These may include providing incorrect information, being unable to respond effectively to customer questions, or making commitments that cannot ultimately be fulfilled. Such expectations heighten anxiety about negative evaluation, leading to a fear of public embarrassment or damage to professional reputation. This emotional response goes beyond a simple lack of knowledge; it reflects a deeper concern about being perceived as incompetent in front of clients.
Importantly, the study finds that this fear has a measurable impact on performance. Salespeople who experience a strong fear of losing face are significantly less effective in selling radical innovations, which can cause even high-quality products to struggle in competitive markets. The effect is particularly pronounced among individuals with very high personal standards, low openness to change, or limited experience navigating uncertain situations. Interestingly, top-performing sales professionals—especially those who strongly identify as product experts—may be more vulnerable, as radical innovations often require collaboration and continuous learning rather than mastery from the outset.
At the same time, the findings suggest that this barrier can be overcome. When salespeople feel supported, confident, and encouraged to engage collaboratively, radical innovations are more likely to succeed. The research indicates that organisations must move beyond traditional product-focused training and instead invest in consultation support systems, foster adaptability, and redefine the sales role. Rather than acting as solitary experts, successful salespeople in this context become collaborative problem-solvers who work closely with technical specialists. In this way, the key determinant of success lies not in the innovation itself, but in the psychological environment surrounding its sale.
More information: Bianca Schmitz et al, Selling radical innovations, Industrial Marketing Management. DOI: 10.1016/j.indmarman.2025.09.002
Journal information: Industrial Marketing Management Provided by ESMT Berlin