A research summary of Wout Dietvorst’s master’s thesis at Ghent University

As artificial intelligence (AI) continues to reshape industries, one question is particularly relevant in the world of sales: how do the people leading sales teams feel about this transformation?

In his master’s dissertation at Ghent University, Wout Dietvorst explores this question through a qualitative study of 17 Sales Managers across Belgium. His research offers a rare and timely look at how AI is perceived by those responsible for guiding sales teams through digital change.

📘 Source: Dietvorst, W. (2021). The Impact of Artificial Intelligence in Sales: Using Sales Managers’ Perspectives. Ghent University. Available via lib.ugent.be

Why This Research Matters

Sales is often described as a deeply human profession—built on relationships, intuition, and emotional intelligence. So how does AI, a technology rooted in data and automation, fit into this picture?

Dietvorst’s thesis explores:

• How Sales Managers feel about the growing influence of AI
• How they expect AI to change sales functions
• How they believe they can influence their teams’ perceptions of AI

The findings are not only academically rigorous but also highly relevant for business leaders, SaaS providers, and sales enablement professionals navigating the future of work.

Methodology at a Glance

This was a qualitative study based on 17 in-depth interviews with Sales Managers from a variety of sectors. Each interview lasted between 27 and 45 minutes and followed a structured topic guide. The responses were manually transcribed and coded to identify patterns and themes.

The result? A grounded, real-world understanding of how AI is perceived by sales leaders in the field.

Key Findings

1. Sales Managers Are Optimistic About AI

Most Sales Managers expressed a positive attitude toward AI. They see it not as a threat, but as a tool to enhance their work. While some were cautious—especially those in more traditional industries—the majority believe AI can improve efficiency, reduce repetitive tasks, and support better decision-making.

“Sales Managers have a positive attitude towards the growing impact of AI on sales functions.” — Main theory of the thesis

2. AI Is a Partner, Not a Replacement

A recurring theme was that AI is not expected to replace salespeople, but to augment their capabilities. Tasks like lead scoring, email automation, and forecasting were seen as ideal candidates for AI support.

“AI will never replace the emotional intelligence of a salesperson.” — Respondent

Sales Managers emphasized that empathy, persuasion, and relationship-building remain uniquely human strengths.

3. The Impact of AI Varies by Role

AI’s influence is expected to be greater on internal sales roles—such as sales assistants and analysts—than on external, client-facing roles. Administrative and data-heavy tasks are ripe for automation, while complex negotiations and customer interactions are still seen as human territory.

4. Sales Managers Believe They Can Influence Their Teams

Most Sales Managers felt confident that they could shape their teams’ perceptions of AI. They identified several strategies:

• Leading by example
• Transparent communication
• Demonstrating results
• Providing training and education budgets

“If you show results, you can convince anyone about AI.” — Respondent

This insight is crucial for companies planning to roll out AI tools. It suggests that leadership and communication are just as important as the technology itself.

5. AI Will Reshape Sales Functions—But Not Eliminate Them

Sales Managers expect AI to automate data entry, reporting, and lead qualification. But they also believe that human skills will become even more important. Emotional intelligence, adaptability, and creativity will be the differentiators in a world where AI handles the routine.

“The harder you step on the digital gas, the harder you need people with excellent soft skills.” — Respondent

6. AI Adoption Is Uneven Across Companies

Some Sales Managers worked in organizations where AI was already embedded in CRM systems and sales processes. Others were in more traditional firms where AI was still a distant concept. Interestingly, attitude toward AI didn’t always correlate with experience—some managers who had never worked with AI were enthusiastic, while others in tech-savvy firms were more cautious.

7. Emotional Intelligence Remains the Human Advantage

When asked what they could do better than AI, nearly all Sales Managers pointed to emotional intelligence. They emphasized the importance of empathy, intuition, and the ability to read between the lines—skills that are difficult to replicate with algorithms.

“One of my strongest skills is emotional intelligence. I’m 100% sure I can do that better than AI.” — Respondent

Practical Implications for Business Leaders

This research offers several takeaways for companies navigating digital transformation in sales:

• Invest in leadership communication: Sales Managers are crucial change agents. Equip them with the tools and messaging to lead AI adoption.
• Frame AI as augmentation, not automation: Position AI as a way to empower sales teams, not replace them.
• Prioritize emotional intelligence: As AI takes over routine tasks, human skills will become even more valuable.
• Tailor AI tools to user needs: Simplicity and relevance are key to adoption, especially in smaller or less tech-savvy firms.

Final Thoughts

Wout Dietvorst’s thesis is a thoughtful, timely exploration of how AI is reshaping the sales profession—not just in terms of tools and processes, but in how people think and feel about their work.

By focusing on the human side of digital transformation, this research reminds us that successful AI adoption isn’t just about algorithms—it’s about leadership, communication, and trust.

📘 Read the full thesis: Wout Dietvorst – Ghent University Library