B2B buyers have changed the rules for, and role of, revenue development representatives (RDRs). Prospects and customers now do most of their research on their own — often with help from peer networks, communities, and AI-enabled tools — and they engage vendors later, when a shortlist is forming or has already formed. That shift has sparked a familiar question inside revenue teams: Do we still need revenue development representatives?

Forrester’s report, Revenue Development Reps Are More Valuable Than Ever In The Age Of AI And Buying Groups​, will reveal that the answer is “yes” — but not in the way that many teams are set up today. RDR roles (including sales and business development rep variants) aren’t disappearing in the age of buying groups and AI. They’re becoming more strategic and more central to revenue execution as organizations move beyond lead-centric, activity-based models and toward buying group identification, signal monitoring, and account nurturing. AI can help RDRs spend less time on low-value work and more time on the moments that move revenue.

In high-performing organizations, RDRs develop deeper account context because they consistently monitor signals, add and validate buying group contacts, and maintain the systems of record that support revenue execution. The job increasingly depends on judgment, context, and coordination across functions, especially as external buying networks influence decisions.

B2B buyers still want to speak with humans — but only on their terms and only when it adds value. The RDR role is evolving to meet that expectation by shifting from lead-chasing to buying group cultivation, signal-based prioritization, and AI-enabled productivity.

Bottom line: RDRs are more valuable than ever — if you reenvision the role. Want the full details on how businesses are changing RDRs’ responsibilities, metrics, and enablement to match modern buying behavior? Read Forrester’s latest report, Revenue Development Reps Are More Valuable Than Ever In The Age Of AI And Buying Groups.