COVID-19 has been grinding on relentlessly for ten months now, taking a heavy toll on countless small and mid-sized businesses (SMBs). 1.85 million businesses closed completely or temporarily in the second quarter, according to Oxxford; in April, the National Restaurant Association found that four in ten restaurants had already closed. Despite encouraging vaccine news, it will be months before business returns to any semblance of normal. So in the meantime, we wanted to find out how SMBs are coping – and what you can do to support and engage them effectively. You’ll learn: • SMB perspectives on the effect of COVID-19 on their business • How COVID-19 has changed SMB priorities • How SMB staffing has changed • When SMBs will return to their workplaces • What SMBs want vendors like you to do to help them manage through the crisis • Which vendors have been especially helpful • How COVID-19 has changed SMB content consumption • What SMBs want in your content • The effect of advisory content on acquisition and retention • The topics SMBs want to learn about from vendors like you

1. December 10, 2020
How to Support and Engage SMBs
During COVID-19

2. INCREASING SALES TO SMBS
2

3. Output
INSIGHT
Topics Methods
• Qualitative
• Live / online focus groups
• In-depth interviews
• Quantitative
• Custom online
• SMB Pulse omnibus
• Snap Poll
Insight for CE / product /
marketing strategy
Data for PR / content / social /
collateral programs
3
• Attitudes and usage
• Buyer identification
• Competitive perceptions
• Market segmentation
• Media behaviors / preferences
• Message / positioning testing
• Net promoter score
• Persona / buyer journey
• Purchase intent, behaviors,
channels and preferences

4. OUTREACH
Video
Email
Newsletters
Checklists /
Worksheets
Case StudiesArticles Blog Posts
White Papers
Podcasts
eBooks
PR Surveys
Social Media
Handbooks /
Guides
Webcasts
Slideshows
Infographics
Interactive
Tools
• Survey data
• Creative brief
• Editorial calendar
• Content development
• Content audit
• Analytics
Contribution
• Expert
• Actionable
• Relevant
• Easy to understand
• Professional
• Brand-building
• Custom
Principles
Direct Mail
Event
Collateral
Brochures /
Sell Sheets
Custom Pubs
4

5. Helping SMBs through
COVID-19 Impact of COVID-19
How vendors can help The role of content Q&A: Karen Wozniak,
Paychex
1 2
3 4 5
Office and staffing
5
WHAT WE’LL COVER

6. 6
Online survey via the Bredin.com/SMBPulse
500 principals at U.S. SMBs with <500 employees (+/- 4% CI)
WHEN
HOW
WHO
% Indicates highest % in a column
(A) / (B) / (C) Indicates statistically significant difference between columns
Note: The SMB Pulse is opento marketer participation.
Some charts in this deck do not total to 100% due to rounding.
METHODOLOGY
Company size quotas
250 with one to 19 employees (VerySmall Businesses orVSBs;97.7% weighting)
150 with 20 to 99 employees(Small Businesses orSBs; 2% weighting)
100 with 100 to 500 employees (Mid-sized Businessesor MBs; 0.3% weighting)
September 26 to October 5, 2020

7. 7
SAMPLE CHARACTERISTICS
n=500
5%
18%
16%
19%
43%
Up more than 100%
Up 10% to 100%
Up less than 10%
Same as 2019
Down compared to 2019
Principal (e.g.,
Owner, Founder,
Partner, CEO,
President, etc.)
Male
Female
72%
28%
1%
26%
37%
34%
2%
Gen Z (18 to 23)
Millennial (24 to 39)
Gen X (40 to 55)
Boomer (56 to 74)
Silent Generation (75+)
RespondentAge Company Age Business Outlook
Title/Role Company Size Gender
8%
9%
8%
25%
18%
12%
20%
5-9
20-49
6%
34%
26%
34%
Less than 2 years
2 to 9 years
10 to 19 years
20 years or more
100%
100-500
50-99
10-19
Business Status
52%
44%
4%
Open for business;
fully operational
Open for business
on a limited basis
Closed, but plan to
reopen
1 (just me)
2-4

8. 8
SAMPLE CHARACTERISTICS
n=500
West
21%
South
39%
Midwest
19% Northeast
21%
Geography
35%
52%
13%
PopulationDensity
Urban
Suburban
Rural
11%
15%
16%
32%
15%
11%
Less than $100K
$100K to $499K
$500K to $999K
$1M to $4.9M
$5M to $10M
More than $10M
Company Revenue
36%
29%
24%
11%
Manufacturing
Construction/Mining/Contracti
ng/Electrical/Landscape/
Plumbing/etc.
14%
Manufacturing/Transportation
and Warehousing
4%
Automotive 3%
Life Sciences (e.g.
Pharmaceutical/Medical
Devices/Biotechnology)
3%
Energy/Utilities 1%
Telecommunications 0%
Other
Personal Services 6%
Education/Training 3%
Nonprofit 1%
Industry
Professional Services
Financial Services/
Accounting/Bookkeeping
8%
Technology (e.g. computer
hardware, software, services,
Internet)
8%
Legal 5%
Medical 5%
Advertising/Consulting/Desig
n/ Marketing Services
4%
Banking/Insurance/Mortgage 4%
Architect/Engineering 2%
Publishing/Printing/Media 1%
Retail/Wholesale
Retail 11%
Real Estate 5%
Food/Beverage/Restaurants 5%
Wholesale 3%
Entertainment/Recreation 3%
Travel/Hotel/Hospitality 2%

9. DETAILED FINDINGS

10. 10
THIRD-PARTY PERSPECTIVE
• 1.4 million small businesses have closed1
• Including 100,000 restaurants (one in six)2
• Many small business balance sheets were already weak pre-Covid3
• Revenue is under pressure
• 1 in 3 have reduced staff
• 1 in 4 have limited operations
• 3 in 5 expect Covid to reduce sales
• Expenses are up
• 1 in 5 do not expect to survive
• Debt service is challenging
• However, some sectors are stable / up
• e.g., recreation, tech, delivery, trades, legal, pharma, PPE
1. Oxxford Information Technology
2. NRF
3. McKinsey

11. 11%
(BC)
44%
1%
43%
1%
38%
30%
(BC)
23%
(B)
16%
14%
10%
15%
27%
(C)
13%
26%
(C)
20%
15%
16%
28%
16%
49%
(A)
19%
57%
(A)
20%
4% 4%
8% 3%
17%
(AB)
11%
(AB)
February 2020 October 2020 February 2020 October 2020 February 2020 October 2020
11
BUSINESS OUTLOOK: COMPANY SIZE
n=500
How do you expectyour 2020 revenue to compareto 2019?
• Growth expectations have fallen sharply since February
• The outlook has fallen farthest among larger SMBs, who had very high initial growth expectations
VSBs (A) SBs (B) MBs (C)
Up more than 100%
Up 10% to 100%
Up less than 10%
Same as 2019
Down compared to
2019
-26 pts -41 pts -42 pts

12. 12
BUSINESS OUTLOOK: INDUSTRY
n=500.See slide 8 for industry group definition
How do you expectyour 2020 revenue to compareto 2019?
• Retail/Wholesale outlookhas fallen the furthest since February, followed closelyby Manufacturing
• Like VSBs,‘Other’ industries have fallen the least, from a low base
13%
(C)
41%
8%
50%
4%
41%
21%
(BC)
43%
26%
21%
29%
23%
27%
23%
39%
24%
27%
13%
26%
9%
36%
(D)
22%
(B)
18%
11%
28%
21%
35%
14%
27%
14%
19%
14%
6% 4% (C) 3% 5% (C) 6%
0% 3%
8% (C)
February 2020 October 2020 February 2020 October 2020 February 2020 October 2020 February 2020 October 2020
Professional Services (A) Manufacturing (C)Retail / Wholesale (B) Other (D)
Up more than 100%
Up 10% to 100%
Up less than 10%
Same as 2019
Down compared to
2019
-23pts -36pts -33pts -7pts

13. 13
IMPACT OF COVID-19
n=500
Please rate how much you agree with eachof these statements
aboutthe effectof COVID-19 on your business:
• Over half of respondents agree their revenue will fall as a result of COVID-19
• Three in five are concerned about the ‘second wave’
32%
29%
17%
15%
13%
9%
9%
7%
7%
7%
6%
22%
31%
20%
21%
22%
17%
17%
15%
6%
15%
13%
My 2020 revenue will decline because of COVID-19
I am very concerned about a second wave of infections later
this fall / winter
The worst is behind us for my business
The federal government has helped my business cope with
COVID-19, for example through the PPP program
The worst is behind us for the U.S. economy
My business will emerge stronger because of COVID-19
My business will be permanently affected by COVID-19
My vendors / suppliers like my bank, payroll company, etc.
have helped my business cope with COVID-19
I don’t think my business will survive COVID-19
My state government has helped my business cope with
COVID-19
My town or city government has helped my business cope
with COVID-19
Agree strongly Agree somewhat

14. 14
IMPACT OF COVID-19: COMPANY SIZE
n=500
Please rate how much you agree with eachof these statements
aboutthe effectof COVID-19 on your business:
• MBs are most concerned about a second wave of infections
• They are significantly more concerned about almost every effectof COVID-19 than their smaller peers
32%
29%
17%
15%
13%
9%
9%
7%
7%
7%
6%
My 2020 revenue will decline because of COVID-19
I am very concerned about a second wave of infections later
this fall / winter
The worst is behind us for my business
The federal government has helped my business cope with
COVID-19, for example through the PPP program
The worst is behind us for the U.S. economy
My business will emerge stronger because of COVID-19
My business will be permanently affected by COVID-19
My vendors / suppliers like my bank, payroll company, etc.
have helped my business cope with COVID-19
I don’t think my business will survive COVID-19
My state government has helped my business cope with
COVID-19
My town or city government has helped my business cope
with COVID-19
Agree strongly
VSBs
(A) 250n
SBs
(B) 150n
MBs
(C) 100n
32% 37% 41%
28% 32% 44%
16% 20% 35% (AB)
14% 22% 43% (AB)
13% 13% 30% (AB)
9% 20% (A) 41% (AB)
8% 19% (A) 35% (AB)
7% 15% (A) 38% (AB)
7% 12% 26% (AB)
6% 13% (A) 37% (AB)
6% 12% (A) 36% (AB)
37%
44% (A)
32%

15. 15
EFFECT OF COVID-19
n=500
What effectdid the COVID-19 pandemichave on your business?
Selectall that apply.
• The biggesteffectof COVID-19on VSBs is lower demand;for SBs, to cut employee hours; for MBs, government mandates
• MBs are most likely to see some positive effectfrom COVID-19
39%
27%
22%
21%
16%
15%
14%
7%
7%
4%
3%
3%
8%
19%
Lower demand for our products or services
Had to reduce employee hours
Limited or reduced availability of supplies, raw material, etc.
Government-mandated closure or reduced operations
Had to furlough or lay off employees
Limited or reduced availability of employees / contractors
Reduced salaries and wages
Difficulty in transporting goods
Increased demand for our products or services
Increased employee hours
Increased salaries and wages
Hired more employees
Something else (please describe)
No effect
VSBs
(A) 250n
SBs
(B) 150n
MBs
(C) 100n
39% 38% (C) 21%
27% 39% 27%
22% 16% 19%
20% 24% 30%
16% 24% (A) 21%
15% 22% 27% (A)
14% 18% 20%
7% 15% (A) 16% (A)
7% 14% (A) 20% (A)
4% 10% (A) 20% (AB)
3% 9% (A) 21% (AB)
3% 7% 19% (AB)
8% 5% 2%
20% (C) 15% 10%
39% (A)
30%
39% (C)
• Remote work(9)
• Communicationswasa challenge
• First we had no business,
• Had to give discountsto clients.
• Limitingtravel
• More work from home
• Other companiesbeing totally laze
because of coronavirus
• Placed restrictionson travel.
• Shut down temporarily
• Temporarily closed all of our venues
• Working from home
• At first the quarantine slowedthings
a bit
• Deal with suppliersmore over the
phone than inperson
• Employeesworked from home
• Had to shut down for2 weeks
• Less traffic
• Not working in office created
problems
• Reduced timedue to homeschooling
• Rental incomelost
• Shut down fir awhile
• Suspension of grantsadministration
and support from clientswho have
lost strategic employeesthemselves
due to virus.
• Worked from home for a few weeks

16. 16
EFFECT OF COVID-19: INDUSTRY
n=500
What effectdid the COVID-19 pandemichave on your business?
Selectall that apply.
• Retailers/Wholesalershave beenespeciallynegatively impacted
• Half of Manufacturers had seen reduced demand;a third have struggled to get supplies
39%
27%
22%
21%
16%
15%
14%
7%
7%
4%
3%
3%
8%
19%
Lower demand for our products or services
Had to reduce employee hours
Limited or reduced availability of supplies, raw material, etc.
Government-mandated closure or reduced operations
Had to furlough or lay off employees
Limited or reduced availability of employees / contractors
Reduced salaries and wages
Difficulty in transporting goods
Increased demand for our products or services
Increased employee hours
Increased salaries and wages
Hired more employees
Something else (please describe)
No effect
PS (A)
173n
RW (B)
165n
M (C)
105n
Other (D)
58n
34% 41% 49% 28%
24% 34% (AD) 29% (D) 14%
15% 24% (A) 34% (AD) 14%
19% 25% (C) 14% 24%
12% 22% (A) 14% 17%
17% 21% (C) 10% 7%
13% 19% 8% 17%
6% 10% 6% 4%
6% 6% 10% 7%
5% 4% 4% 0%
6% 1% 0% 7%
5% 3% 2% 4%
10% (B) 4% 6% 17% (BC)
23% 19% 14% 21%
41% 28%49% (AD)34%
• Remote work(9)
• Communicationswasa challenge
• First we had no business,
• Had to give discountsto clients.
• Limitingtravel
• More work from home
• Other companiesbeing totally laze
because of coronavirus
• Placed restrictionson travel.
• Shut down temporarily
• Temporarily closed all of our venues
• Working from home
• At first the quarantine slowedthings
a bit
• Deal with suppliersmore over the
phone than inperson
• Employeesworked from home
• Had to shut down for2 weeks
• Less traffic
• Not working in office created
problems
• Reduced timedue to homeschooling
• Rental incomelost
• Shut down fir awhile
• Suspension of grantsadministration
and support from clientswho have
lost strategic employeesthemselves
due to virus.
• Worked from home for a few weeks

17. 17
BUSINESS PRIORITIES
n=484
• Interestingly,few respondents are putting a lower priority on any business challenge now than before COVID-19
• Economic uncertainty, customerretention/acquisitionand managing costs/cashflow are the biggeststressors ina COVID-19 economy
Much higher priority now Somewhat higher priority now Significantly
lower priority now
29%
29%
28%
27%
24%
20%
19%
17%
17%
15%
14%
13%
7%
11%
35%
30%
31%
31%
32%
18%
25%
22%
20%
17%
25%
17%
16%
24%
32%
35%
37%
35%
39%
51%
46%
54%
50%
53%
45%
56%
52%
55%
2%
3%
2%
4%
3%
3%
3%
2%
4%
3%
7%
8%
7%
4%
1%
2%
2%
3%
3%
2%
2%
1%
2%
2%
2%
3%
6%
3%
Coping with economic uncertainty
Retaining current customers
Managing costs
Finding new customers
Managing cash flow
Finding good employees
Retaining good employees
Keeping our data secure
Access to capital
Paying for health care
Developing new products and services
Dealing with competition
Coping with climate change
Complying with government and industry regulations
How has COVID-19 affectedyour businesspriorities?Please indicate whethereach of these business
objectives is a higher or lower priority now than it was at the start of the year
No change Significantly
lower priority now

18. 18
RETURNING TO THE OFFICE
n=500
When will your full team return to your workplace(s)?
• The plurality of respondents have already returned to the workplace, especiallyamong VSBs and SBs
• MBs are most likely to return to the office later this year, or in the first half of next year
18%
34%
14%
17%
5%
2%
2%
6%
2%
We have always been fully remote / distributed
We already have
By the end of the year
In the first quarter of 2021
In the second quarter of 2021
In the second half of 2021
After 2021
Only when there is a vaccine
We don’t envision ever returning to a central workplace
VSBs
(A) 250n
SBs
(B) 150n
MBs
(C) 100n
18% 13% 15%
34% 32% 14%
14% 23% (A) 23%
17% 13% 22%
5% 6% 20% (AB)
2% 2% 0%
2% 1% 2%
6% 7% 4%
2% 2% 0%
32% (C)
23% (A)
34% (C)

19. 19
RETURNING TO THE OFFICE: INDUSTRY
n=500
When will your full team return to your workplace(s)?
• Half of Manufacturers are already back at the workplace
• ProfessionalServices firms are mostlikely to delay a return to the office
18%
34%
14%
17%
5%
2%
2%
6%
2%
We have always been fully remote / distributed
We already have
By the end of the year
In the first quarter of 2021
In the second quarter of 2021
In the second half of 2021
After 2021
Only when there is a vaccine
We don’t envision ever returning to a central workplace
PS (A)
153n
RW (B)
161n
M (C)
113n
Other (D)
73n
15% 20% 21% 19%
23% 36% 48% 30%
12% 15% 15% 13%
29% 15% 9% 8%
7% 4% 2% 11% (BC)
3% 2% 2% 3%
4% 1% 0% 3%
5% 7% 4% 5%
4% (B) 0% 0% 8% (BC)
36% (A)
29% (BCD)
48% (ABD) 30%

20. 20
STAFFING CHANGES
n=500
How has your staffing changed in light of COVID-19?
• While net staffing has decreased overall, it has decreased leastamong MBs
6%
12%
7% 5%
9%
5% 5%
12% 9%
23%
9%
15%
26%
10%
11%
33% 17%
(A)
20%
(B)
54%
(C)
46%
(C) 39%
48%
(C)
47%
(C) 49%
35%
32%
37%
5%
9%
5%
9%
14%
8%
7%
21%
(A)
16%
(AB)
4%
4%
3%
11%
(A)
9%
9%
(A)
20%
(A)
13%
(A)
12%
(A)
Full-time Part-time Contract Full-time Part-time Contract Full-time Part-time Contract
VSBs (A) SBs (B) MBs (C)
Increased significantly
Increased somewhat
No change
Decreased somewhat
Decreased significantly

21. 21
HOW VENDORS CAN HELP
n=500
What could vendors like your bank,payrollservice provider,creditcard
company or tech companiesdo to help you to better managethe adverse
effects of the COVID-19 pandemic on your business? Selectall that apply.
• VSBs and SBs mostwant discounts or fee waivers; MBs, business management advice
• There is also strong interest in help with business promotion
55%
30%
24%
20%
15%
Provide discounts or fee waivers
Help me promote my business
Provide free trials
Provide business management tips and advice, e.g. articles
and videos
Something else (please describe)
VSBs
(A) 250n
SBs
(B) 150n
MBs
(C) 100n
55% 58% 48%
30% 37% 44% (A)
24% 27% 30%
20% 35% (A) 52%
15% (B) 5% 3%
58%
52% (AB)
55%
• Answer emailsin a timely fashion
• Because of the nature of my
business, there isnothing they could
do.
• Defer payments
• Do their jobs
• Go back to normal
• Just get back to normal operations
and stop thisoverhyped democratic
bullshit.
• Make credit easier
• Nothing - we are operatingas
normal with small modifications
• Send Clintonsto prison
• Thisis entirely my problem and I
can't envision any of those entities
helping thesituation.
• Be there if I do have a problem
• Give me money
• Helped small businesses
• Hire people to helpinsteadof going
electronic
• Put pressure on politiciansto get out
of the way
• Send me more customers
• Updateson financial trends
• We don't use vendorsin our
business.

22. 22
HELPFUL VENDORS
Is there any companythathas, or companies thathave, been particularly helpfulto your business in light of COVID-19,
or any companieswhoseCOVID-19responsehas been particularlyimpressive or helpful? If so, which one(s),and why?
(abridged)
• AARP
• Accenture, they have presented us very
detailed plans on dealing w ith all the virus
issues
• Amazon (6)
• Amazon markets
• Amazon ...the country runs on amazon
• Amazon for supplies
• Amazon has been consistent w ith the
service it provides during the pandemic
• Amazon has really helped
• Amazon. Shipments w ere not lost
• Amazon. they help me very w ell
• Amazon, supplying us w ith materials w hen
needed
• American Express (3)
• American Express because they redid a
payment schedule
• Amica and United Healthcare
• Bank of America (4)
• Bank of America has approved a small
loan for my company
• Bank of America has been good about
w aiving fees and offering sound advice.
• Bank of America has been very helpful to
my business.
• BB&T has offered to defer payments,
things like that.
• BCBS gave a COVID-19 discount to my
healthcare bill
• Best Buy. They have been great as a
supplier and a vendor in supporting not
only our business but, their employees as
w ell
• Bortz Hardw are actually had people help
us install plexiglass in our offices.
• Capital Group has extended tw ice a
deadline for my clients and that has really
helped me to show that they care
• Charles Schw ab has been very helpful in
giving me guidance during the pandemic
on investments. Humana Health
Insurance has been helpful in giving us
guidance on w ays to stay healthy.
• Chase has helped in the application of the
Paycheck Protection Loan. It has also
increased our line of credit, it has also
deferred some payments due during this
current pandemic.
• Chase Bank (3)
• Chase Bank has stayed open for us
• Chase has been a lifeline because they
aided us in the PPP. We w ere able to get
in early due to their quick action on the
paperw ork and the submittal.
• Chase- our bank/loaner of choice...has
helped w ith fees, interest rates, payment
schedules.
• CPA firm
• Electric company offering low er rates
during peak ours of usage
• Fidelity
• First Citizens Bank helped in acquiring
PPP loan
• First Haw aiian Bank
• First Republic Bank
• Frost Bank
• Google (3)
• HEB has helped me find supplies w hen
this all started
• Home Depot keeping supplies in stock
and delivering them to site
• Home Trust and Savings Bank, financing
w hen needed
• Isabella Bank
• Local business ow ners have come
together and helped one another
• Local suppliers of parts and equipment to
my shop have been invaluable as w ell as
an excellent source for PPE supplies
• Met Life
• Microsoft helps us
• Microsoft significantly increase their
revenue
• My bank has been very helpful because
they helped me w ith my financial needs
and have provided me w ith loans
• My bank sought me out for PPP loan
• My bank helped me apply for the PPP
loan
• My franchisor: Liberty Tax Service. They
have supplied the tools necessary to
survive and eve thrive during this trying
period. One example is providing the
softw are to process a tax return remotely
w ith virtual contact w ith a client.
• My general liability insurance firm
• My local bank has been very supportive
and helpful.
• Our bank expedited our PPP loan
application. Great follow up
communication as w ell.
• Our private landlord w aived some rent
• PayPal offered a range of helpful financial
advice and resources and financing
• PNC Bank (2)
• PNC Bank helped me thru the PPP
program very w ell
• QuickBooks has been helpful
• Regions Bank
• Safeco Insurance has been excellent on
customer payments
• Sage
• SSBT Bank. Flexible w ith payments
• State Farm
• TD Bank
• U.S. Government permitting us my
contracted staffing to w orkfrom home on
their behalf.
• USAA
• Verizon has put on a massive effort to
help its small business customers survive
Covid-19. They brought forth many expert
advisors, gave aw ay data usage, and
aided in formulating business plans to get
through.
• Walmart
• Wells Fargo (3)

23. 23
CONTENT USAGE DURING COVID-19
n=500
How, if at all, has your use of businessmanagementtips and advice
from vendorschanged in light of the COVID-19 pandemic?
• While net content consumptionhas increased overall, the increase grows significantly with headcount
4%10%
75%
7%4%
Increased significantly
Increased somewhat
Hasn’t really changed
Decreased somewhat
Decreased significantly
4%
10%
76%
(BC)
7%
4% 13%
(A)
21%
(A)
53%
(C)
7%
5%
40%
(AB)
30%
(A)
25%
3%2%
VSBs (A) SBs (B) MBs (C)
14% Increased 35% Increased 70% Increased
11% Decreased 13% Decreased 5% Decreased

24. 24
CONTENT USAGE DURING COVID-19: RESPONDENT AGE
n=500
How, if at all, has your use of businessmanagementtips and advice
from vendorschanged in light of the COVID-19 pandemic?
• Younger entrepreneurs are driving the increase in content consumption
4%10%
75%
7%4%
Increased significantly
Increased somewhat
Hasn’t really changed
Decreased somewhat
Decreased significantly
19%
(BC)
32%
(BC)
40%
5%4% 4%
8%
73%
(A)
11%
4% 2% 8%
80%
(A)
6% 4%
Gen Z + Millennials
(A)
Gen X
(B)
Boomers + Silent Generation
(C)
51% Increased 12% Increased 10% Increased
9% Decreased 15% Decreased 10% Decreased

25. Easy to understand
Clear that the writer understands
small and mid-sized businesses
Clearly explains product /
service benefits
Describes how companies in my industry have
benefitted from their offerings
Describes how companies my size
have benefited from their offerings
Doesn’t do a hard sell
In a format I preferIncludes a compelling special offer,
promotion or discount
Includes an interview
with an expert
Includes an interview with
other business owners
Includes photos of people
who look like me
Provides actionable advice
Provides in-depth advice
Provides valuable business
management tips and advice
Reflects current business conditions
/ the current economic climate
10%
15%
20%
25%
30%
35%
40%
10% 20% 30% 40% 50% 60% 70%
25
CONTENT IMPORTANCE VS. PERFORMANCE
n=500
• On a relative basis,content most‘overperforms’on SME interviews and case studies and ‘underperforms’on current conditions
Performance outweighs importance
Importance outweighs performance
Performance gap
Importance (% rated ‘very important’)
Performance(%rated‘verygood’)

26. 26
IMPACT OF ADVISORY CONTENT
n=500
In general,does vendor businessmanagement
tips and advice make you more likely to:
• Overall, content is most likely to improve brand perception
• The effectof content generally increases with company size; content makes MBs especiallylikely to consume additional content
64%
62%
56%
53%
48%
43%
Think favorably of that vendor
Remain a customer of that vendor
Read / watch more of that vendor’s
business management advice
Become a customer of that vendor
Make an additional purchase from
that vendor
Subscribe to their email newsletter,
or follow them on social media
VSBs
(A) 250n
SBs
(B) 150n
MBs
(C) 100n
64% 70% 75% (A)
62% 68% 77% (A)
56% 61% 85%
52% 61% 76% (AB)
48% 59% (A) 73% (AB)
42% 53% (A) 76% (AB)
70%
85% (AB)
64%
% Yes

27. 27
IMPACT OF CONTENT ON PURCHASE
n=500
Have you boughtfrom or become a customer of a companybecause oftheir
business managementtips and advice?
• Content can be an effective purchase motivator
• The effectof content on purchase increases strongly with company size
4
%
10
%
Yes
No
32%
68%
(BC)
45%
(A)
55%
(C)
67%
(AB)
33%
VSBs (A) SBs (B) MBs (C)

28. Research
• Product / go-to-market strategy / CE / NPS
• Persona / buyer journey
• Original data for standout content and PR
Strategy
• Content strategy
• Creative brief / ed cal
Content
• Original content development
• Exclusive SMB focus
28
HOW BREDIN CAN HELP
Stu Richards, CEO
stu@bredin.com
Work with the experts in SMB insight and engagement

29. THANK YOU